Learn how to overcome resistance and create positive change by building a culture change support network. Discover how to find allies, influencers, and new members for your network.

A cross-functional and intercultural high performing team can help you to deal with uncertainty in the workplace. This team must be skilled in change management and intercultural management. After applying Dr. Hofstede's insights, known for his research in Culture, I confirmed that uncertainty avoidance is correlated with factors such as work stress, adherence to company rules, and employee intention to stay with the organization. Cultures with high levels of uncertainty avoidance tend to have more formal laws and regulations that control behavior and a stronger need for predictability and structure. On the other hand, cultures with low uncertainty avoidance are more open to creativity and innovation and are more adaptable to change.

What are the best ways to build a culture change support network?

Culture change can be challenging, especially when you face resistance from your colleagues, managers, or stakeholders. How can you overcome the barriers and create a positive momentum for your desired change? One of the most effective ways is to build a culture change support network, a group of people who share your vision, values, and goals, and who can help you navigate the complex and dynamic process of change. In this article, you will learn some of the best ways to build a culture change support network, and how to leverage it for your success.

1 Identify your allies

The first step to building a culture change support network is to identify your allies, the people who are already on board with your change initiative, or who are open and curious to learn more. These are the people who can provide you with feedback, encouragement, resources, and advocacy. You can find your allies by observing their behaviors, listening to their words, and asking them questions. You can also use surveys, interviews, or workshops to assess their level of commitment and readiness for change.

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Miguel Angel Gurrola

Strategic Humanist focused on engineering healthy and conscious cultures to thrive and grow as Managing Partner of Conscious Performance GmbH and its scientific business unit Applied Research Institute TCPS, SIA.
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A cross-functional and intercultural high performing team can help you to deal with uncertainty in the workplace. This team must be skilled in change management and intercultural management. After applying Dr. Hofstede's insights, known for his research in Culture, I confirmed that uncertainty avoidance is correlated with factors such as work stress, adherence to company rules, and employee intention to stay with the organization. Cultures with high levels of uncertainty avoidance tend to have more formal laws and regulations that control behavior and a stronger need for predictability and structure. On the other hand, cultures with low uncertainty avoidance are more open to creativity and innovation and are more adaptable to change.

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Govinda Das

🚀 More Than 2 Decades Transforming Education at Global Publishing Giants 📚 | Visionary Leader - Macmillan, Elsevier, Scholastic 🏆 | Shaping the Future of Learning 💡 | MBA (SU) | MDP-Strategic Management (XLRI) 🎓
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To establish a culture change support network, identify and empower champions who embody the desired cultural values. Encourage these individuals to lead by example, fostering open communication and collaboration among employees. Provide resources and recognition to sustain their commitment and inspire others to embrace the culture change.

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2 Engage your influencers

The next step is to engage your influencers, the people who have the authority, credibility, or popularity to influence others' opinions and actions. These are the people who can help you spread the word, persuade the skeptics, and mobilize the masses. You can engage your influencers by appealing to their interests, values, and goals, and by showing them the benefits and opportunities of your change. You can also involve them in co-creating the change vision, strategy, and plan, and by giving them recognition and rewards.

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💥 Paula Brockwell (CPsychol) - Culture Shaper

Culture change that builds momentum and internal capability not dependency. | Culture Strategist and Coach| Chartered Occ Psychologist | Speaker
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Seek to truly devolve responsibility. Define HR and change professional roles as the architects and enablers rather than the creators of change. Can you upskill a operational leaders and colleagues across the business to take the advise and input of the change and HR leaders in order to own change priority setting, ideation and action taking? Are you brave enough to give them responsibility to commission and monitor the progress of change workstreams across the business? If they are educated, advised and empowered enough to do, they will be your tribe of advocates and change makers, taken from the business they will already have influence and a voice that support service leaders often struggle to gain.

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3 Nurture your relationships

The third step is to nurture your relationships, the ongoing interactions and exchanges that build trust, rapport, and collaboration among your network members. These are the activities that foster a sense of belonging, mutual support, and shared purpose. You can nurture your relationships by communicating regularly, openly, and honestly, and by listening actively and empathetically. You can also create opportunities for learning, sharing, and celebrating together, and by providing feedback and coaching.

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4 Expand your network

The fourth step is to expand your network, the process of reaching out to new or potential members who can add value, diversity, and innovation to your network. These are the people who can bring fresh perspectives, insights, and skills, and who can help you access new resources, networks, or markets. You can expand your network by identifying the gaps, needs, or opportunities in your network, and by seeking referrals, introductions, or recommendations from your existing members. You can also attend events, join communities, or participate in platforms where you can meet and connect with new people.

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5 Leverage your network

The final step is to leverage your network, the act of utilizing the collective knowledge, experience, and influence of your network members to achieve your change goals. These are the outcomes that demonstrate the value and impact of your network. You can leverage your network by aligning your actions with your change vision, strategy, and plan, and by coordinating and collaborating with your network members. You can also monitor and measure your progress, results, and feedback, and by adjusting and improving your change approach.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Priyanka Mishra

Building Capability helping People find their Purpose and Grow
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Culture of an organisation is for everyone and it is through the people that it can expand to form a network. The leaders set the direction for the organisation by showing and communicating what they believe in but it the people who come forward in accepting and following it make a positive ripple effect to include everyone in the community. Till we do not have to room to include and influence everyone we cannot advance to the next level of the culture change journey. It is a step by step process and when everyone is onboarded that’s when you can see and feel the impact of the change.

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💥 Paula Brockwell (CPsychol) - Culture Shaper

Culture change that builds momentum and internal capability not dependency. | Culture Strategist and Coach| Chartered Occ Psychologist | Speaker
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This article feels very top down/ land and expand in its ethos. It’s and school approach that leaves you sell mode, I truly believe we need to enable and activate the business to drive the change. Set them up to make good choices and give them the tools they need to prioritise, review and refocus. With strong expert advise and board support they will activate the masses and drive the change for you.

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What are the best ways to build a culture change support network?

1

2

3

4

5

6

1 Identify your allies

2 Engage your influencers

3 Nurture your relationships

4 Expand your network

5 Leverage your network

6 Here’s what else to consider

Culture Change

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What are the best ways to build a culture change support network?

1

2

3

4

5

6

1 Identify your allies

2 Engage your influencers

3 Nurture your relationships

4 Expand your network

5 Leverage your network

6 Here’s what else to consider

Culture Change

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