Developing Leaders

Although cultures have changed without the support of the people in power, it is far easier to bring about change with the enthusiastic endorsement of decision-makers. Project champions can emerge at many levels within an organization. Often the informal peer leaders or opinion leaders can make and break efforts to bring about constructive change. Sometimes it is necessary to nurture new leaders and to develop the leadership capacity of those in power.

In many settings, leaders are not fully aware of their potential roles in culture change. Leaders must learn to effectively:

1. Share a culture change vision. This includes explaining the culture change goals, why they are important and how people can participate in the change process. Leaders embed the culture change into the corporate culture. The corporate culture sets forth what is special about the organization, its primary strengths and its core competencies.

2. Serve as role models. This includes finding ways to visibly demonstrate a personal commitment to acting in accordance with the desired culture. Leaders must take opportunities to “walk the talk.”

3. Align cultural touch points. This includes using decision-making authority and creativity to adjust  resources, policies, programs and procedures so that the new culture will flourish. Leaders must put together a package of touch point changes to support the desired culture. They must address: (1) resource commitment, (2) modeling, (3) rewards and recognition, (4) confrontation and discouragement, (5) recruitment and selection, (6) orientation, (7) training, (8) communication systems, (9) relationship development and (10) rites, symbols and rituals.

4. Recognize success. This includes tracking progress and showing appreciation for peoples' efforts. This function is necessary because without leadership involvement most successes go unacknowledged. Leaders must develop their capacity to honor individual, group and organizational change.