Relationships for Change — A cultural change is a social and relational endeavour
“The reason we often have so much discomfort in the face of change is because it threatens our identity and sense of self”
Dr Maya Shankar
Culture change and values development are not just about policies and procedures but about creating a nurturing environment where people thrive, where innovation flourishes, and the organisation can adapt and grow amidst constant change.
The 3rd in the series digging further into the 6 key perspectives and how they can help you to reach your full potential as a leader. This time I want to look at Culture and Values. Check out Part 1 on Intention and Alignment and Part 2 on Learning and Achieving
For any change or transformation to be successful, you need to be intentional about the culture, including the beliefs and practices which drive decisions — “Culture eats strategy for breakfast”
In the heart of every organisation lies a hidden process — a delicate dance and balance of the polarity between old and new, tradition and innovation. Yet, we often overlook the most crucial ingredient: the human spirit.
Picture a senior leadership workshop, its walls adorned with faded blueprints of past successes and failures. Here, organisational change unfolds — a dance of visionaries, sceptics, and silent observers. But beware the fatal flaw that lurks in the shadows: the belief that we can choreograph a new culture using the same foundational steps that shaped the old.
So we add energy to the dance and turn up the rhythm of change, fueled by purpose and passion. Leaders and employees gather, their eyes fixed on the elusive magic that is change and transformation. Yet, as the dance intensifies, a curious imbalance sets in…
Why?
Because we wait.
We wait for others to change first, like hesitant dancers at a disco or ball, seeking permission to step into the unknown. We yearn for someone to whisper, “Yes, you may.” And so, the wheels of progress grind to a halt, and the flames fade and die.
The simple truth is that change is social and relational.
Let me ground this perspective into current organisational structures, thinking and practice. The typical functions where these relationships occur would be in:
- Leadership Development
- Engagement and Communications
- Organisational Development
- Strategic Leadership Daily Practices and Habits
These are not all functions, however they are all tangible aspects of organisational life.
I’m going to highlight some of the relationships in this perspective through the functional point of view:
- Leadership Development: often seen as the “Talent Incubator” of the organisation. It focuses on nurturing the skills and abilities of current and future leaders. The effectiveness of an organisation is often a reflection of its leadership. Strong leaders can drive change, inspire teams, and navigate through challenges.
- Engagement and Communications: often seen as the “Voice and Ears” of the organisation. Effective communication ensures that all members of the organisation understand the company’s goals, their roles, and how their work contributes to the organisation’s success. Employee listening and branding play a crucial role in fostering a sense of belonging and commitment among employees, leading to increased productivity and lower turnover rates.
- Organisational Development : often seen as the “Behaviour Change Hub” of the organisation. It includes the climate, environment and quality of interpersonal relationships between people and the appropriateness and effectiveness of those in shaping a positive culture. It can include strategies like process improvements, change support, and culture shifts.
- Strategic Leadership Daily Practices and Habits: often seen as the “Routines of Excellence” which can greatly influence an organisation’s success. The quality and effectiveness of relationships between leaders and all employees will be seen, heard and felt through the daily practices and habits of strategic leaders, such as decision-making processes, time management, and the ability to inspire and motivate teams, which can lead to a strong organisational culture and improved performance.
These functional areas are interconnected and play a significant role in the overall success and effectiveness of an organisation. Effective leadership development can lead to better engagement and communication, which in turn can drive organisational development. Similarly, the daily practices and habits of strategic leaders can influence all these areas. Therefore, a balanced focus on all these areas is essential for organisational success.
