HR has always appeared to be the natural home for the mechanics of leading culture change. In recent years, however, I’ve observed another human resource in the executive team. A person whose influence over culture is potentially the most powerful of all: The Chief Financial Officer.
If you are a parent, you know that it is important to be a role model for your children, meaning that you need to behave in the same way you want them to behave.
Our Culture Change blog this week includes the Seven Seismic Shifts that executives must take to become leaders, practical advice on how to develop the culture of a virtual team, and how great leaders make effective and lasting transformations in their organisations.
There’s a silent power within your organisation that’s quietly moulding the patterns of behaviour that will determine your culture. A survey probably won’t detect it, but identifying and shifting it will have a significant impact on performance. We’re not talking about values or behaviours here, but something far less universal and more specific to individual organisations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organisational beliefs.
2016 was quite a year. Here in Brazil, there have been many comments over the last few weeks along the lines of “is 2016 over yet?” and “2017 can’t come any sooner!”. Now that January is here, the talk is that 2016 “is a year to be forgotten”.