In October of last year, I posted five points to implement and succeed at cultural change. Within an hour of that article being posted, I received numerous requests to continue and expand the list of points I outlined.

So, to ensure that each point remains in context and that the overall direction of the post remains, I have reprinted the first five points and added five more.

As always, any comments, feedback or questions are most welcome.

Here are some of my critical insights in and around cultural change:

1. Understand and respect the past
   Too often, I see leaders so intent on moving forward that they forget to understand the role of the past and current culture. Then, they forget what the current team feels and believes about those cultures. They forget that the aspects of the past and current cultures really mean something to the current team and why.

With a real and meaningful understanding of the past and present, you will be much better prepared to introduce and successfully implement a new culture.

2. Know
   What outcome you want from changing the culture. For some, it will be increased performance, efficiency, or productivity. In other situations, it will simply be improving the current culture.

Regardless of the reasons, just make sure you know why. I am pretty sure you will be asked many times as you go about trying to change the culture, ‘Why are you changing the culture?’

If you cannot give solid reasons for this with well-thought-out rationale and the support of cold, hard facts, the chances of engagement with the change in culture will be difficult to find.

3. Positioning
   Positioning of the team or people most affected by a changing culture is critical.

You have to prepare, condition, and position the team so they are, at the very least, ready, willing, and open-minded enough to discuss, learn, and understand what changes are planned.

4. Strategise
   Think through it and then outline the outcome, process, and reason for the change in culture. Then, once you have done that, turn your undivided attention to creating the strategy around how you will unveil what you have planned, the reasons behind the change in culture and then make sure you have detailed the most important aspect: What will be the benefits and advantages to those you lead for the changing culture.
5. Communication
   This is, without a doubt, the most critical aspect of cultural change. Effective communication needs to happen at all levels and at all times around when, where, and why there is going to be a change within the culture. But that communication is not just from you to the team. It is both ways. The secret to this is to make sure you listen to understand before you talk to explain or defend a position.

Value people’s input and feedback, but at the same time, keep them informed about what is going on and why. Most importantly, make sure every point you make has a deep and meaningful rationale behind it, a rationale that is as much as possible based on fact and not just on opinion.

6. Understand
   Know precisely what you are asking from yourself, from those you lead, from the changing culture, and everything else these moves and changes are designed to produce.

You need to be willing and able to state your reputation and future, as well as those of the people you lead, in and around the change you are implementing.

With that in mind, know what you are asking from the change and from everyone involved in its implementation.

7. When you move
   Move fast, move accurately and move with conviction. Understanding and preparation will allow you to do this effectively.

You need to be steadfast in your approach, unwavering in your belief and precise with the timing of your moves.

The aim is to gain momentum quickly, both in implementing the change and in engaging those affected by it.

8. Know what they get when they do
   The simple fact is that change is always challenging for everyone. So, before you start the process of cultural change, make sure you have identified the benefits of said change for the organisation, the team, and the individual.

But don’t stop there. It would be best if you looked beyond that. You need to think through what attitudes, actions, and behaviours will lend themselves to supporting and implementing the cultural change you have identified. Once you have identified those key areas, you will need to identify how you will recognise and reward anyone and everyone who consistently brings those attitudes, actions, and behaviours to the table.

Those involved will, for all sorts of varying reasons, need to see a return on their investment. No return then all you will be doing is starting to fuel the fire of resistance.

9. If it’s needed, then measure it
   You need to pay close attention to what is essential. You need to educate those coming on the journey with you on what is important and why. Then, between you all, everyone needs to know what will be measured, what you are looking for from that analysis and how it will be acted upon.

Consistent accountability will be a key facet towards the success or the alternative of your cultural change. No consistency of accountability probably equals no consistency of approach by those affected by the cultural shift. No consistency by the team outwards the cultural change equates to a very rapid and painful demise of the cultural change

10. Once they bite
    Once the team understands, takes ownership, and commits, your job is to get out in front of them and play the role of blocker. Yep, that’s it—that’s your job!

Get out in front, remove the obstacles, block the bureaucratic red tape, and clear the path.

However, everyone knows, and then come back to the pack, make sure everything is good, and all understand where they are headed and why, and then back to the front you go.

And as you do, watch as…

The Journey Continues!