Veja como você pode navegar pelos riscos e recompensas de liderar a mudança de cultura como um profissional no meio da carreira.

Navigating the risks and rewards of leading culture change requires a strategic approach and a focus on building trust and credibility. Recognize the potential challenges, such as resistance from established norms or skepticism from peers, and proactively address them through clear communication and inclusive decision-making. Embrace the rewards of cultural transformation, such as increased employee engagement and organizational resilience. Demonstrating a commitment to the desired cultural values and behaviors, and leverage your experience and insights. By balancing courage with empathy and resilience with adaptability, mid-career professionals can navigate the complexities of culture change and drive meaningful impact.

Liderar el cambio cultural a mitad de carrera requiere una combinación de habilidades de liderazgo, comunicación efectiva, gestión del cambio y perseverancia. Al navegar por los riesgos y las recompensas, es fundamental mantener un enfoque centrado en la visión y en el bienestar tanto de la organización como de sus miembros.

I feel that leading culture change as a mid-career professional requires strategic vision, stakeholder engagement, and transparent communication. Stay resilient, flexible, and collaborative. Prioritize continuous learning and celebrate successes. These strategies help navigate risks and reap rewards, fostering meaningful transformation within the organization. Remember, embracing a growth mindset and seeking feedback are essential for personal and professional growth throughout the change process. Engage others by soliciting their input and empowering them to be active participants in the change journey. Engage others by soliciting their input, empowering them to be participants, and fostering a sense of ownership in the change process.

Measuring the success of culture change is never an easy task. I always coach my teams and business stakeholders that it's important to keep final business objectives in mind, like growing market share, getting higher revenues, and increasing customers' loyalty. Hence, the culture change success criteria should focus on strategic and long-term business objectives. For example, my teams and I are working on enabling data-driven culture within an organization, and for us it's really important to go far beyond tracking the adoption of data tools like dashboards and analytical reports. The final objective for us is to ensure that data-driven insights and recommendations enable the delivery of the business strategy and action plans.

The two tactics I've observed to be most useful for long term success of culture change initiatives are: 1) onboarding of new leaders and employees . . . culture (behavior standards, values, etc.) must be the star-of-the-show and everything else taught in orientation is connected to how the tasks/systems/practices support the culture and success of the organization; and 2) the employee-driven team(s), as used in the culture change approach we help set up in organizations, must stay functioning ongoingly as the work of culture change is never done - it isn't a project to start/end; it is an evolving and ongoing initiative and effort.