Woher wissen Sie, wann es an der Zeit ist, die Kultur Ihres Unternehmens zu ändern?

If your people are not living by the organisation's values every day, the outcomes you seek will not be realised. Behaviour change is the key. Employees must be accountable for behaviours but they must also be accountable for their emotions. Employees need to be emotionally empowered but this is not something humans are taught. Therefore they're living as a victim of their external circumstances - both at work and at home. If there is a lack of collaboration, communication issues, employees are afraid to speak up or put forward ideas through fear of being judged, then emotion training will bring profound change. In most Australian jurisdictions, employers are also now facing new psychosocial safety legislation, increasing director's risk.

Employee listening practices must track two key metrics - rolling regrettable attrition and employee satisfaction (e-sat). While we pay attention to a plethora of quantitative and qualitative feedback these two metrics are early warning signs that there might be something afoot that needs to be addressed. There is a negative correlation between these two measures (ie, when one goes up, the other goes down). If you don’t immediately see this in the employee listening data, it won’t be long before you do. My advice is to measure this on a monthly basis if you can!

I think it is important to constantly be thinking about culture in a team and the organisation. It is not something you fix and then forget. Culture is a living thing with in your organisation and you will need to consider and adapt as internal and external factors change.

The best companies take a proactive approach to culture, rather than a reactive approach. Rather than viewing culture change as a way to fix things and mitigate negative outcomes it's also a way of surfacing innovation, ensuring strategic alignment & driving performance. It's less about waiting until things break and more about continuous improvement.

One of the mistakes so many large organisations make is only deploying a culture strategy at moments of transformation. In reality, culture should sit at the heart of learning and development and employee experience, constantly being 'nudged' through key employee lifecycle touchpoints, like induction, training, communication and exit as well as EVERY new project or initiative you deploy.

Culture is constantly evolving, which means that strategy and measures of progress that worked previously, may not suit later on as the culture shifts. It is vital that you continually measure your culture to ensure that it continues to align with your companies wider goals.

A misconception is that culture change is hard and takes a long time. Culture actually changes all the time as everything impacts the culture, and there's always something changing. It's important to be intentional and assess what changes in the culture would lead to greater customer success, and specifically which aspect of the culture.

Interesting perspective Matt. My take on culture is slightly different. I agree that it is moveable and can be influenced by say effective changes in leadership or introduction of someone with strong characteristics. Having said that, for me, culture is a persistent narrative - the organisation in the mind - call it the subconscious aspect. Some really interesting research around collective unconscious and collective emotions and they are not equal to the sum of all individuals. I really enjoy clear frameworks, but am very conscious of how they may reduce complex problems without appreciating the nuances

There are many "hard indicators" that directly point to the fact that the culture has changed for the worse. a lack of motivation, increased sick days, resignations and the attitude of only wanting to fulfil the most necessary requirements are just a few of them. The "magic trick" is still a sincere dialogue with employees, which both sides conduct as equals. The central question here should be: What do you need? Active listening, having real conversations and taking the right measures is crucial. This allows you to offer suitable training/coaching or flexibly adapt framework conditions such as place of work/working hours. People are not machines, they want to develop, participate in decision-making and be self-effective.