The most recent research has shown that focusing on culture may not be the best way to engage employees and gain their support for the organization. In many instances, the experience you are having regarding the conflict between culture and change initiatives is common.
By focusing on "climate" of the organization, you bring the "experiencing" of the firm to the present (versus focusing on the past/legacy of "culture".) Employees report that they have an easier time describing the "climate" of the workplace and relationships than the "culture" of the firm. Thus changes are easier to fashion and implement.
By re-orienting your approach, you can bring energy and enthusiasm to the organization, especially as it relates to change initiatives/agenda, because the focus is on the future rather than the past -- showing the benefits, in a concrete way, to the employees on the planned change.
Having said that, my observation of firms trying to assign "ambassadors" have not been successful as thought leaders emerge, and are not "selected."
I firmly believe that teams should be represented, and that those representatives should be chosen by their respective team members. I also believe that powerful, high performing teams are key to long-term success.
If your objective is to reduce turnover in your organization, there are other things you should consider in addition to "culture". Things like helping behaviors, loyalty/trust, conscientiousness, team work, self-development and most importantly purpose as prevalent behavioral themes in the organization, as well as the all-important management style are closely related to employee satisfaction, retention and high levels of performance.
I have reliable tools to measure the level of engagement and dedication of your employees, and to take a temperature reading on their perception of management. With this information, we can craft an effective, laser-focused approach for the success of your change initiatives.
Is this answer helpful? Schedule a free consultation with Solange.
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