Read Our Blog On Culture Change

Managers often know when things aren’t going well with their team members. They may encounter expressions of defeat or hopelessness, like "What’s the point?" More often, it’s evident not in what staff say but in what they do. In many well-established cultures that seem okay from the top down, we often encounter a psychological condition known as Learned Helplessness in the middle ranks.

Culture change is mainly about identifying behaviours that positively impact the business and getting more employees to demonstrate them. It can’t be mandated, so it has to be persuaded. Creating a popular movement that is pro-change. In most companies, employees are surprised to be given the chance to contribute in this way. This creates an opening in which the bravest can step forward to make change happen.

When brand values are being set out, so many cliché words tend to be used. Trust, Innovation, Professionalism and Integrity are probably the most frequent ones. But if an organisation isn’t trustworthy, innovative, professional and has integrity, customers and employees should avoid it anyway. Another word which is being increasingly overused is Empathy: ‘the ability to understand and share the feelings of another’.

It’s always nice when another person puts their hand up and says, “I’ll do that for you.” Whether it's a family member volunteering to organise an event, or a colleague performing a small service for their team, volunteering usually produces gratitude in others and generates smiles all around. If it happens at work, it’s often a sign of a positive culture. Cultures where this happens naturally enjoy higher productivity.

Poor customer service is a plague that afflicts many companies, frustrating customers and hurting the bottom line. While it's tempting to blame inadequate policies and procedures, the real culprit is usually a weak corporate culture. Policies and procedures are important guardrails, but they shouldn't handcuff employees. The best companies give frontline staff the autonomy to resolve issues creatively.

Use obligatory language sparingly and only when necessary to convey critical information or ensure compliance with important policies. Try combining obligatory language with a clear explanation of the rationale behind the directive and the potential consequences to the organisation of non-compliance. Better still, encourage a culture of open communication where employees feel comfortable giving feedback.