When our company engaged to plan and host a four-day workshop with a large oil and gas client who, among many things, desired an icebreaker, we opted for a meaty exercise that not only helps people interact with new faces but also demonstrates how to quantify group synergy.
At its core, the role of a Change Agent in culture change is to help leaders solve problems. Big problems, small problems. It begins with steady efforts to facilitate change that accrue into a collective transformation—change that takes place over time. It is more like a journey than a race. And the more stakeholders who join this journey, the better.
We all know that culture has the capacity to drive and alter everything that happens in our teams and organizations.
Business results, services and products, relationships with clients and suppliers, the way people think, the stories they share, the way they go about their work and interact with one another; all this and much more is influenced by culture.
CEO Lou Solomon had a chronic habit of being tardy to meetings—until she received feedback from a client in a cordial but no-nonsense manner about how the image she was projecting could impede her success. She’s been early to meetings ever since and shared her experience in a 2016 HBR.org article, “Two-Thirds of Managers Are Uncomfortable Communicating with Employees.” Solomon says, “When offered with respect, honest feedback—even when critical—can have a major impact on your career and your personal life.”1