Comment pouvez-vous construire votre marque en tant qu’influenceur du changement de culture?

Imagine you're an HR professional who's passionate about improving workplace dynamics. Your "why" stems from a past experience where a toxic work environment affected your well-being. Your purpose is to create healthier, more inclusive workplaces where individuals can thrive. Your motivation is driven by the desire to see increased employee satisfaction, reduced stress levels, and enhanced collaboration. When you share your message with colleagues, you speak from a place of authenticity, drawing from your personal journey. Your unwavering focus on your "why" keeps you resilient even in the face of challenges, as you remain committed to the positive change you want to bring about.

This element is so important, and if you haven't got into understanding and defining your own why, how on earth can you lead the process to help others find theirs? Going beyond the first answer you get, to really see what's beneath it all is a crucial part of the process, and your experience in doing that, helps you get others to a great place, and beyond the first veneer answer.

I think it's also important to define what you mean when you refer to as 'culture'. To some people it'll mean different things. Define your concept, build it into your purpose and motivation, and then you can articulate the benefits and outcomes.

Culture is the accumulation of habits and habits are a product of purpose. Know your purpose (customer needs, anyone?) and your habits should appear out of that. Build your habits (from the top down because otherwise you are doomed) and the culture you desire should be the inevitable result.

As a compliance leader, I know my 'why.' It's not about accolades or titles. It's about creating workplaces where people thrive doing right, where they're heard and valued. Every step I take in my role is fueled by the vision of a better, sustainable more inclusive and ethical future. That's my 'why,' and it keeps me going, no matter how tough the quest for cultural transformation.

You understand that culture change is an ever-evolving landscape. To stay relevant, you actively seek out the latest research, attend industry conferences, and engage in discussions with fellow experts.Your commitment to continuous learning allows you to adapt your strategies based on emerging trends and insights. For instance, you incorporate findings about remote work's impact on company culture into your approach during the shift to virtual workspaces. Your willingness to share your experiences and insights boosts your credibility. You regularly contribute articles, give presentations, and participate in webinars. This dedication to learning and sharing forms a positive feedback loop.

Absolutely true! Embracing a continuous learning mindset is key in the dynamic realm of culture change. Staying curious about evolving trends and experiences, while openly sharing insights, not only builds expertise but also forges valuable connections within the field. Your growth comes not just from successes, but from the lessons learned through both triumphs and setbacks.

This is so true. It's why I started my Sticky From The Inside Podcast, as a way of keeping up to date with new developments, getting different and wider perspectives on things, and speaking with and learning from other experts all over the world. I love sharing the stories, advice and experiences gathered with clients, and it always helps them make sense of what can be a hugely overwhelming topic, if you let it.

In the world of compliance, change is a constant requiring adaptability, openness to new ideas, curiosity to ask questions and to understand motivations, as well as to embrace of diverse perspectives. To instill culture change, you must begin with knowledge. Curiosity and openness are the keys to unlocking innovation and growth. Embracing different viewpoints reveals hidden opportunities and paves the way for purposeful and sustainable transformation. Over time, his inclusive approach ignited a culture of collaboration, where ideas flourished, and walls crumbled. David's legacy wasn't just change; it was a testament to the power of curiosity and openness.

To effectively influence change, you engage in active listening sessions with team leaders, employees, and stakeholders. You understand their concerns, perspectives, and aspirations. You uncover that different teams require diverse approaches, and that a blanket solution won't suffice, you tailor your messages and strategies to suit the specific needs of each group. You emphasize different aspects of culture change – collaboration for one team, work-life balance for another. By taking the time to listen and empathize, you show that you value the input of those you seek to influence. In this example, active listening and empathy form the cornerstone of your influence efforts

That's both the pleasure and pain of working with culture change (and why I love it :)). Listening is truly your biggest requirement here. Hearing and understanding what an organisation is struggling with or looking to achieve, isn't always as simple as it sounds. There can be many things all bundled up together. The key is to spread your net of understanding as far and wide into the organisation as you can, so you can listen, empathise and help them make sense of the real issues and opportunities. It's rarely a silver bullet solution, but there are some proven steps we can take to plot their specific path required for success.

This is critical. Any change effort that does not take account of the experience of those impacted is not being done WITH them, but TO them and invokes a naturally different reaction rather than response. Closing the loop is about listening to understand; it's beyond hearing, and it's beyond listening to respond. It's listening with the belief that an even better path or outcome than that which you chase could exist. Be prepared to tweak, bend, adjust, or even fully pivot your course if a better impact and outcome present themselves. Or indeed, a catastrophic impact that hadn't previously been thought about.

Culture change is a team sport, no doubt. Whether that's working with other associates on a project, or involving and collaborating with a wide variety of folk internally. I'm also a big fan of going where the sunshine is on this stuff. There's often a desire to spend a lot of time and energy convincing naysayers that this change stuff is the right thing to do. The thing is you need momentum when it comes to this stuff, so I always go to the people who are up for the change now, first. They are easier to work with and create the proof-case that others need to get on board. This has to be backed up with a whole bunch of behaviours (and some process), but that the best way I've found to build a positive platform for change to stick.

Culture change cannot be achieved alone or in isolation, rather it is a result of many voices. In compliance, we invite employees from all levels to share their insights, ask questions, challenge fear factors, co-create solutions and take ownership using our platform to amplify their voices. By connecting, communicating, and collaborating, we harness the wisdom of our organization. Every idea, no matter where it originates, is a stepping stone toward our shared vision of a better ethical culture.

Change leadership is a lonely place. As a community of people look at you wondering whether they should listen or do anything differently, it's no longer just about how you conduct yourself but also how others who choose to adjust their own behaviours and come on the journey with you are welcomed and received. People will look at those brave enough to step forward and embrace a change, and will be looking to see if they're safe, welcomed, and thriving. Make sure this is visible and celebrate the wins.

It is important to use signals to connect individuals to a shared future goal, acting as bridges between the present and the future. This concept, championed by psychology professor Gabriele Oettingen, involves communicating common goals, like prioritizing customer safety, to unite groups and make their shared mission accessible. Our minds are naturally receptive to storytelling, supported by brain scan data. While simple facts may leave our brains relatively inactive, stories actively engage our minds, prompting us to ponder cause and effect and the deeper meaning of the narrative.

WHat works in one situation, with one client, may not do the same with another. The business context, people, momentum, timing, backing and so many other factors will always influence the outcome. It's the same when it comes to the time it takes. In some places the impact of change is almost immediate, and others it's a much slower burn. Being prepared to let things run, but also being brave enough to change things if they aren't working is always a balance and a skill you develop.

The worst mistake is to relate what you see happening with something you've seen that looked similar elsewhere and expect the onward steps to be a carbon copy. Everything in culture change has to be considered organic, and plans and tactics need to be flexible enough to accommodate change in themselves.

Who doesn't love a win? Every achievement, no matter how small, is a victory in cultural transformation. Celebrating the achievements and contributions made fuels our collective momentum and the journey ahead, illustrating the positive changes we've made in the pursuit of ethical excellence. It keeps us motivated and committed, knowing that each step forward is a step towards a culture of compliance we can be proud of.

Culture starts from the top - so as an employee, if you find yourself working in an organisation with a toxic culture, look upwards. If you have the opportunity to influence this level - you have a chance of changing things for the better. But if you don't, and the culture doesn't align with your values, think hard about where your time is best spent. From a brand perspective - Boards - listen to what is going on in your organisation - if your espoused culture is different from the reality of how your employees are experiencing it, something has to change. The good news that as a Board member, you are in a unique position to bring about that change.

Culture is as simple as this: "you are what you tolerate". If any part of the business has a stage profile and a backstage reality that aren't in sync with each other, toxicity creeps in and poisons the whole thing. Role-modelling with integrity and authenticity takes you right back to the start of this process with the Why. And it needs to be lived, breathed, walked, talked by everyone.

Culture Change is happening all the time, whether we want it or not. Neither is it inherently positive. It can just as easily go in the wrong direction. Which is why we might be better to talk about cultural enhancement. One of the things people often talk about in relation to a positive culture is 'psychological safety'. However, this idea has been corrupted to such an extent that it often means the opposite of what was originally intended. What it is often used to mean is an environment where no-one feels threatened. What it actually means is an environment where people feel confident to challenge prevailing narratives and orthodox ideas. Now if you want to talk about cultural enhancement, nothing couldn't be more important than that.