Recognize This! – Energizing the vast majority is a far more effective method of affecting culture change.
Last week on the Fistful of Talent blog, Paul Hebert of Incentive Intelligence, wrote about recent research on company culture:
“Recently, Scientists at Rensselaer Polytechnic Institute found
that when just 10 percent of the population holds an unshakable belief,
their belief will always be adopted by the majority of the society. Read that again – 10% = ALWAYS adopted by the majority of the society.”
A bit tongue-in-cheek, I think, Paul advised HR readers to stop
spending so much time and energy trying to change company culture with
the vast majority of employees. Rather, HR pros tasked with “culture
change” should focus on that 10% of committed, bought-in employees.
I, on the other hand, believe it’s not only possible but critically necessary to change the culture with 80-90% of employees
– but not in a “we’re changing the culture TODAY” type of approach.
Rather, if you can focus every employee (or at least the vast majority
who have expressed some degree of caring about their work, the
customers, their colleagues, or the company at least a tiny a bit) on specific behaviors and demonstrating those behaviors in their daily work – then you can change the entire culture.
It’s similar to how you move an aircraft carrier at sea – you don’t
try to turn the entire ship in the space of few hundred feet. You change
direction by a fraction and within a league, a demonstrable change of
course is noticeable.
That’s why we focus so sharply on helping organization
leaders change their culture by ingraining their company values in the
daily work of all employees – and frequently, specifically recognizing
employees every time they demonstrate those values.
Later in the same post, Paul advises:
“Find a smaller contingent of employees who hold the
beliefs and values that best represent your company. Invest in them
and their ability to have conversations about their point of view with
others in the organization. Let them have blogs and other communication
tools that let them reach out to the rest of the organization.”
This is quite similar to best-practice recommendations we make to our clients for proper program communication and launch.
Find those employees across the organization – in every office and
region – who are the natural conveyers of change messages. Bring them
into your process for developing and launching a strategic recognition
program early, then encourage them to become your emissaries of
recognition within their spheres of influence.
How does your organization try to effect change?
10 Aug 2011 2:35 PM
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