Creating Sustainable Organizational Culture Change in 80 Days Arthur Carmazzi | TEDxMaitighar
To succeed, you need to consider your own personal transformational goals and challenges. Creating Sustainable Organizational Culture Change in 80 Days by Arthur Carmazzi.
People always ask me, “how is it that you can get such fast results in culture change with these big companies?” And I always tell them you’re asking the wrong question see the question is not how fast, because that’s actually part of the solution.
The question is: how can you keep sustainable corporate culture change at an organizational level, and the reason is that most of the time when we try some kind of an initiative in our companies, there’s a couple of things that happen to the community:
Number one – people go: “Oh, not another one!” and of course the other one is that all of these people at the top – and they come up with all of these brilliant ideas and they forget to ask the people that matter the ones that they’re, going to quote change and see.
The thing is that speed these days is required for organizational culture change, see we are in the pfb era: PFB Post-Facebook – you know when you’ve got your phone and suddenly it’s like I sent a message 15 minutes ago And they still haven’t replied, you think something’s wrong or that email hasn’t been replied to in almost four hours. I think we should follow up.
See we are less patient in the decision making than we used to be. We need to have things now. We are looking for instant, instant gratification, instant change, and so, therefore, if we don’t see some kind of change, we immediately assume, “Oh well, I’m just wasting my time” and this brings us back to the idea that people resist change. Do you believe that people resist change because I don’t think so? If somebody showed up at your door and says hi, we have a check for 1 million dollars and it’s gonna change, your life. Which you would say, no, no, I’m fine. Thank you very much. We don’t resist change. What we resist is stupid stuff. We’re, resisting the idea that if I am wasting my time and not getting a result well then I should be doing something different.
I know I should be doing the same thing that I’m already doing in order to keep the results. On the other hand, if you start changing something – and you see that this is actually giving you results well then you embrace it.
You accept it, and that is one of the key factors that show results absolutely quickly so that people can start to get excited about culture change, but why should we do culture change in the first place? Well, maybe you’ve been there, it’s Monday morning, you get out of bed and you go.
Is it Monday again and then you go to work and you’re, not really excited, but you know you need to work because you need the Paycheck at the end of the month and so often times we go to these jobs as individuals and Our lives are not really fulfilled.
If we are in a position to create an organization or communities where somebody can get up in the morning and go “wow it’s Monday. I get to go to work too yay.” Then you’ve created not only an organization that will be more successful because your people are going to be more innovative, more excited, but you’re, also going to create an organization that supports a greater purpose.
Let’s go through some of the stages of corporate culture change and why we need to know where we are in order to really achieve anything.
People do NOT resist change, if the received a million dollars to change their life, I suspect they would gladly accept it. What people resist is “Stupid Stuff, change that they believe will not help them or take something away from them…a change initiative that clearly suppots “individual” success is always welcome.
So, first of all, there are five different types of organizational culture right now, the first one. This is the one where people really don’t like to go to work. It’s the blame culture. You know you’ve been there wasn’t, my fault.
In fact, if Judy had just given me the right information on time, I would have been fine, but she didn’t, so it’s, not my fault, and so what happens in this culture is trust, diminishes nobody trusts, each other people Are scared to do anything there’s, no innovation because there is too much fear people wait for you to tell them what to do now.
The next level is the multi-directional culture. This is where you’ve got some cohesiveness in some positions, but the part departments don’t really talk to each other right.
So you’ve got the accounting department, okay, the finance department over on this side, and then maybe you’Ve got the other guys in marketing on the other side, and they’re, always fighting, because the finance department has got the things that they’re supposed to do in the marketing department has got the things that they’re supposed to do, and then, of course, the procurement department there in the middle and nobody is cooperating. And so everybody’s frustrated and they forget that there is one bigger, a greater purpose for that organization or the company and the next one, the next one’s.
The live-and-let-live culture here’s, an organization they’re already doing something. It’s already good. We’re already making money. Why do we need to change anything? I mean come on. We’re already doing okay, you know I show up to work.
I go home at night. Why do I need to do anything extra? It’s. Fine innovation, doesn’t really happen. Why people are complacent. You know it’s, my life, it’s, my job. What can I do, and so we end up in life and an organization of mediocrity, never really kind of reaching for anything bigger, never really feeling that potential of being extra valuable? Why? Because we have accepted mediocrity now, the next level of cultural evolution is the brand congruent culture.
So you ‘ Ve got a brand right, whatever that brand maybe whatever it is that your organization is doing. Maybe it’s a service? Maybe it’s a product and you go like wow. That is such a cool thing look.
Did you know that I work for this company, yeah that’s, that’s? The company I work for because they produce such cool stuff or they create this super cool service. That is happening and people are excited.
Why? Because they believe in what they’re doing, and there is more innovation because they always want to improve on the product or the service. Their call, always thinking of new ways. They’re, throwing ideas around because they ‘
Reinvested in what the organization is trying to do, but then the highest level of cultural evolution, the highest level of culture. Evolution is the leadership enriched culture and see oftentimes. We wonder well what does a leader supposed to do a leader supposed to tell you what to do so that you do it? You know maybe in the beginning if you need something, but at the end of the day, do you really want somebody to constantly tell you what to do.
I mean have you ever had ideas that you knew would be really great, but nobody listened to you and so a leadership enriched culture is one where the leaders leave their egos in their pockets. I know it sounds impossible, but when these leaders develop other leaders for decision making, then it doesn’t matter who’s, doing what the only thing that matters is the objective.
The challenge is – and this gives the opportunity for everyone in the organization to have a sense of value, a sense of possibilities in their career for even the janitor, the stakeholders, the guy that cleans the toilets to come up and say: hey, I’ve got a really cool idea, and people listen to him and even the new person that comes into the organization can take charge of a project if they just happen to be more expert in that area than even the CEO.
So the leadership in rich culture develops cultivates leaders, stakeholders who are excited about the brand excited about the organization, and people who take charge, never waiting for anything, never waiting for people to tell them what to do, but it depends.
How do you get it? How do you evolve your culture? Well, the first thing you got to do is you have to know where you are. Where is your culture? Now? Where have you started? I mean doesn’t that make sense. You have to have a starting point before you can get to the next one, so we developed a tool that helps organizations to essentially measure and then also test and check their progress and this organizational culture.
Evolution assessment basically gives you that foundation and once you have that foundation once you have that now you see okay. Here we are. Maybe we’re at the blame culture. Maybe we’re at the live-and-let-live culture, but now we know where we are now we can move up to the next level and whatever strategies you use are gonna support that.
But what strategy do you use? How do you get people involved? How do you get people excited about culture change I mean you’ve been there with all these different initiatives. Everybody tries all these different things. Companies are geared for efficiency, and the drive for this efficiency has long been the foremost concern of the senior management team.
Why don’t they work? Why don’t they last? Why aren’t they sustainable and one of the biggest reasons besides, the fact that they take too long is that they do not have the engagement of the people. So the first thing you gotta understand is that it cannot be a top-down initiative.
It can’t, be the guys at the top there’s, like I mean think about it. You’ve, got like five, maybe twelve guys at the top and they’ve. Maybe you have an organization with a thousand people. Does it make sense for five guys trying to convince a thousand people to believe and think and value the same things they do, or does it make more sense to get a thousand people to come up with some ideas and convince the five guys at the top? It has to be a bottom-up initiative and oftentimes a lot of organizations.
Don’t trust their people enough and it’s. The people at the bottom. It’s, a people in the middle it’s. The people all around that are interacting they’re. Making things happen. They know the problems, they know how to solve problems but oftentimes they don’t, have a voice, and when you give these people ways when you bring from a bottom-up initiative that’s when things start to happen.
But there are five pillars to making this happen
First, you must have a greater purpose. That means you have to have something that everybody in the organization believes in now. You’re thinking, but Arthur.
How is that possible? I mean there’s, all these different, diverse people and they all have different ideas. Well, let me give you a little bit of research in 53 different countries we’ve asked one question: what is your ideal working environment now? I want you to think about this, your ideal working environment.
So one of the things we found that, no matter what culture, no matter, what situation? No matter what education level, no matter, what position, people more or less have the same ideas, the same ideas for the ideal working environment.
They needed to have some kind of trust, either trust people to do their jobs, or let people trust you that you actually know what you’re doing. They had to have some kind of teamwork where they felt like wow.
We know people are really out to help me and then, of course, a supportive environment when that department over there was cooperating with my department they needed to have some kind of clarity. They needed to see how okay, I know where I’m going.
I know what I need to do. At least I have some structure, maybe to help me understand what I need to achieve and finally, they needed to have some fun and, if you think about it, is it easy to get people to believe that they could achieve this ideal working environment? Is it possible that when you get people connected to this idea, this ideal working environment becomes a greater purpose because it’s, not just for them? It’s for everybody, it’s for the persons.
Next to you, it’s for yourself and it is also for the organization, and so once you have the ideal working environment, then you have a greater purpose, something that everybody is working towards, but then pillar number two.
You must have a methodology that can help people to actually achieve it, and we of course use directive communication psychology, the science of group dynamics. Now there’s other stuff out there as well, but at the end of the day, how can you create that ideal working environment? What methodology do you have to get people connected, communicating trusting each other to get people to have more clarity, better communication to have people to better be team members, and the next one, of course, is having the common language see.
A common language is about being able to communicate things that are big with small words. So, for example, there’s. A lot of buzzwords out there’s a lot of things out there that are talking about that.
You use one word or two words or one phrase, and people already know what you’re talking about. So, for example, if I said dude you need to suck me, people are going. I understand what that means.
Only if they’ve had this training behind it or this idea if they understand the whole thing, and that means because they understand because they know what it means. Now you can have communication without conflict.
You can remind each other of what the methodology represents how to create that re, that ideal working environment. So once you have this common language, when you use it, you’re, reminding people of what they’ve learned of how to achieve this greater purpose.
But then you also need a unified identity. See the unified identity is like a club. You have a club and when you’re part of a club, the people in the club are kind of. Like you’re, your buddies, you know who they are.
You accept them. You’re excited about them. You know and – and you work together – you create things together, but then there’s. Also, the people there outside of the club seem to be in the club. This unified identity, you give it a name, because every club must have a name.
Every club must have a purpose to create the ideal working environment, and if people are not in the club, that means they’re, not really excited about your culture change. They’re, not excited about creating your ideal working environment.
So there are, two things you can do to build a strong sustainable culture, you can just leave them aside and ignore them or you can help them to join the club, and finally, the supportive environment sees all of us want to change something in our lives.
We want to improve something, maybe sometimes we just say wow. You know I want to stop smoking or maybe I want to stop always being late, and what happens is that within this club within this group, you can trust each other.
You could tell them. This is what I personally want to achieve and the next time maybe you pull out a cigarette. The people around you say: hey, as I said, you wanted to stop smoking and you go yeah that’s right.
Okay, and you have this environment of people that hold you accountable for the person that you want to become not what the organization wants you to become, because, quite honestly, you have higher standards for yourself that most organizations do, and if we can get the people around Us to help us achieve those the organization benefits in the process.
So let me show you a graph really quick. When we start this process there’s a peak within two weeks. You can see very visible results. I mean super visible results. I mean they, you know, people are excited, people are, you know like wow.
This is amazing. We’re gonna do great things that are at the peak that’s after about 15 days, but after a while, after about 30 days. Okay, this is where the adjustment comes. People start to say: okay, you know here’s like part of reality, and here’s, how we can apply this and they start to adjust now after that about 50 days, that’s where they start to get The real confidence of how they’re gonna put it together and finally, 80 days.
It settles and there’s sustainability. But in order to achieve this, you have to measure every part of the way and we’ve. Even developed an app for that as well, it’s called squad Li okay, with an AI and squad Li see.
The thing is that anytime, you have any kind of measurement, oftentimes people have like annual reviews, and it just takes too long, because you know how, whenever you’ve achieved something you don’t want to wait.
It’s like did I do it right did I do it wrong? You need to know now because we’re in the PFP era. So if you have an opportunity to give people feedback within 20 seconds and then have that connected to an overall bigger picture of an entire year, you can see everything and you’re, giving people feedback to see.
Okay, I’m. Doing this right, Wow great, I got this award great okay and it’s simple and it’s easy and it helps you to maintain the behaviors that you as an organization you, as a group of people, have created, have designed in order to achieve your ideal working environment that requires measurement measure where you are.
When you start your organizational culture measure it after a month, see how you’re, doing, compare it against the first time, and all along identify the behaviors that the people have created for themselves.
They’re guiding principles, taking initiatives. In order to achieve this ideal working environment measuring the behaviors, not the KPIs see sometimes organizations focus on measuring the KPI and not the behavior. That eventually gives the KPIs. KPI’s can also be Gamified
Behaviors are here here here here here here, so you know, you know I’m, doing it right. So when you go home today, when you go back to your jobs, I want you to think about how could you contribute to creating an ideal working environment? How could you contribute to just making people feel like they’re, more valuable in your organization‘s? Thank you.
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