The work of crafting thriving organizational culture involves change – a lot of it. At the same time you are creating a culture of change you have to insure that your current culture can handle the change your are bringing! It’s a lot to think about. But you can lead in such a way that the needed change has its very best shot.
Transitions are almost always wrenching for an organization or a team within an organization, even when the result of the transition will be beneficial to all concerned. Leaders can make transitions worse by insensitivity or tone-deafness to the effect the music of the transition has on the ears of the team.
Organizational transitions of all kinds are navigated well when you work to shape your culture by these three practices:
- Gain credibility – leaders are even-handed and fair, and so make deposits of trust, which can be borrowed against when tough changes have to be instituted.
- Practice transparency – unless trade secrets which would compromise competitive advantage are at stake, default to sharing details about the conditions that shape transition decisions, the rationale for unpopular decisions, and the long-term effects on those in the organization.
- Demonstrate honor – in the case of terminations and layoffs, unless an employee was dismissed for ethical or legal reasons make every effort to honor those leaving, thank them for their contributions and point out their positive characteristics. This is the right thing to do for the one leaving and it engenders trust and loyalty among those staying!