Voici comment vous pouvez incarner les caractéristiques clés d’un leader du changement de culture qui réussit.

Having the courage and capability to engage in necessary conversations about mindsets and behaviours is key. Then being willing to make the tough decisions when people aren't able to shift their approach and come on the culture change journey. Applying consistent standards of behaviour to every member of the team, regardless of their role or seniority is critical. Allowing excuses and exceptions is the most common reasons culture change objectives aren't achieved. Every leader needs to be on board - driving culture change only works when leaders are an example of what you want, coach their people, and see performance standards as both what people achieve as well as how they go about it.

Authenticity - people can see through a facade, culture change needs to come from a place of authenticity that adapts to the needs and environment that it's happening in. Leaders need to lead from an authentic place to guide their teams through culture change.

In my experience, to be an empathetic leader with Gen Z, we need to prioritize open communication and create a safe space for them to express themselves. Be authentic, transparent, and share information openly. Understand their aspirations and provide opportunities for career growth and meaningful work. Promote collaboration and teamwork. Provide regular feedback, and leverage technology to enhance productivity. As leaders we also need to continue to educate ourselves about Gen Z's needs and stay adaptable in your leadership approach.

I think that many organisations facing large scale change spend so much time on selling the vision they can forget to create a sense of urgency (Change timing) with their teams. It isn't enough to know 'why' the change needs to happen. To galvanise grass roots support they need to understand the 'why now'. This speaks directly to the early and late majority groups and gives the opportunity to bring along a critical mass and gain solid forward momentum with the change.

Consistency is critical in culture change, building trust and belief in your authenticity. If as a leader you know you will need to challenge behaviours, achievements and outcomes along the way, start as you mean to go on - take time to explain how challenge goes with the programme and make sure you treat everyone in the same way. Team need stability and a calm head from their leader, and consistency is a key component of that.

Consistency builds trust. It is one of the great building blocks of culture. When you embrace a consistent message through your words AND actions, employees will know what to expect. Predictability builds confidence. Confident employees feel empowered to act more independently for the good of the company, and that leads to good outcomes for everyone

Culture is a collective experience. This, it has to happen in teams and across teams. Without active collaboration, change is most likely to be limited and will not stick. The leader has to demonstrate, orchestrate and insist on collaboration.

A colaboração é sempre uma porta de entrada para uma transformação. Visto que se alguém está contribuindo comigo é como automático eu querer retribuir.

Embracing a collaborative spirit goes beyond working together, it is about achieving more together. It is about celebrating the power of togetherness!

Successful change leaders are known to rely on collaboration with their teams, across departments and players outside of the organization. Change requires contributions, commitment and engagement of various stakeholders and even third parties. A leader is so strong as s/he able to mobilize others to help them achieve great goals.

Collective ambition is what is key here. Organisations that harness a collective ambition thrive because they foster a healthy environment where every team member feels they are part of something larger than themselves. This alignment does not just facilitate cooperation; it energises the entire team, enhancing their commitment and the quality of their contributions towards organisational goals. This culture approach acknowledges and leverages the diverse strengths and perspectives each individual brings, which is vital for innovative problem-solving and sustaining long-term change. By ensuring that the team's collective ambition is understood and embraced by all, leaders can create a powerful, inclusive, and dynamic work environment.

Cultures don't change overnight. To successfully transform a culture take a long-term perspective and commitment, and a huge investment of time and money - especially by the company's senior most leaders. These require a good deal of both individual, team and organizational resilience. In order to build these kinds of resiliences, an organization needs to invest in thoroughly training its leaders and employees, and giving them the resources they need to sustain the change over time. A culture transformation is a multi-year investment, many internal and external factors will change over the course of time. The leadership needs to constantly be aware of this and find ways to re-energize and nurture its leaders and employees.

From my perspective, resilient individuals and leaders are more likely to take risks, challenge the status quo, and pursue new opportunities. This courage can lead to breakthroughs and cultural shifts that might not have occurred otherwise. Setbacks are seen as opportunities to learn. However, next to the mindset, you need to take a "long breath" approach and have patience, persistence, and strategic vision to drive meaningful transformation over time. The ability to focus also on incremental progress combined with the recognition and appreciation for the existing tradition allows building momentum and gradually shift of cultural norms.

As a leader you need to be the stead-fast one in the room - especially during challenging times. This takes high EQ and having the right support around you to take care of you so that you can show up and be the leader the team needs.

Agreed. Also, involving the team in the clarification of those challenges and in solving and overcoming them is part of demonstrating the right change leadership behaviours. Even if making enough decision for the good of all that might not initially be perceived as such ... explaining and selling the relative benefits of the future state vs. the disadvantages of the current situation helps to motivate so called resistant members if the team to explore or at least move through acceptance. I guess if, as leaders, we constantly consider the team's needs whether these are solution based or perhaps fear based or whatever is fundamentally at the heart of resistance or challenge, then we can't go far wrong... even if it's not always that easy.

In my experience, it is all about embracing the journey of continuous learning, because every lesson learned is a step towards growth, mastery and success!

Realise fast that your expertise and skills will only get you so far, and that without collaboration and learning from the people around you, and elevating their expertise, you won't create the change you're looking for.

Hasta que no se pone en marcha El Cambio cultural no sabemos todos los puntos de dolor o logros que puede tener ese proceso de cambio es importante ir avanzando e ir aprendiendo durante el camino. Ni VUCA, ni BANI, si no Antifragil consiste en salir reforzados de las diferentes situaciones a las nos tenemos que enfrentar en la actualidad.

Leaders must first be prepared to learn everyday, in all that they do. Actively seek out feedback, reflect whilst approaching all interactions with generosity of spirit, being open to learn for all situations, both the good stuff and the bad. Be open to new thinking and ideas 💡

Life long learning applies to all. Leaders need to constantly question what they are doing, why they are doing it, how they are working and whether or not it remains relevant. The world changes, needs are fluid, methodologies adapt, transform, grow and diminish. A leader needs to be flexible, needs to be open to a changing climate and moving goals. When a leader believes they have no more to learn, when they think their organisation can remain static, they lay themselves open to failure and will be left behind as others progress.

Make your words and actions make those around you feel worth more. Use empathy and rapport to build trust. Move at a methodical pace. Show interest and respect. Capture what people say so that value is retained and the best ideas go forward, regardless of who they come from. Read Principles by Ray Dalio Have some fun

I think the most important thing to remember on top of the above is that you need to be realistic. Change takes time and introducing a whole ton of it and initiatives at once won’t lead to success it will lead to chaos, confusion and a lack of results. Be focused, clear on what you’re trying to achieve and break it down into bite sized pieces to enable the team to do this on top of their jobs, and see results. Then ensure you are over communicating to create clarity. The roadmap may move rapidly but you can’t just initiate it all at once - deliver well a few things at a time and then move to the next - make it achievable for those you need to come with you.

Be the change you want to see in others. The more they see you enacting the change, the more likely they are to follow. Use the terminology desired, demonstrate the required behaviours and recognise those who do the same.

I have found it incredibly beneficial to understand your wiring and that of those around you. I find that having shared language around our deepest drivers - our Personal Values - the quickest way to build the right connection.

Here is my to do list. Let us assume that the leadership team is trying to implement a culture of wellbeing. 1. Establish and demonstrate your personal commitment to implementing/living the change. What kind of wellbeing practices are you building in your life? 2. Establish a policy or way of working within the organization that embodies the change. How are you influencing the choice of food and snacks served to employees & guests? 3. Communicate communicate communicate - success and failure 4. Educate everyone in their role & goal to implement change 4. Encourage those who participate (recognition, appreciation for many, not reward for a few) 5. Find a way to measure progress & success. 6. Ask what is coming in the way & debottleneck