Organizational culture is defined by who gets rewarded, promoted and fired. Management plays a key role in both cultivating and changing organizational culture.
Short-term Goals (3–12 months)
- People in key management positions are on board with the change vision, goal(s) and means to achieve them. They understand, subscribe and actively support the change.
- Management habits and practices are catalogued as either supporting or obstructing the change. Guidelines for a “new manager” are defined.
- Individual managers’ potential and growth areas are identified. Development means (such as Community of Practice, training, mentoring and coaching) to help individuals follow the guidelines are provided. Learning reinforcement mechanisms (objectives, reviews, assessments) are in place.
- Key personnel related processes such as recruitment, performance review, rewarding and promoting are reviewed with changes suggested.
Long-term Goals (2–6 years)
- Necessary staffing changes were introduced.
- Majority of management is on board with the change vision, goal(s) and means to achieve them. They understand, subscribe and actively support the change.
- Noticeable change in managers’ habits is observed and confirmed by 360 assessments or equivalent means.
- Key personnel processes such as recruitment, performance review, rewarding and promoting are fully aligned with the change and organizational values.
Means to achieve goals
- Coaching, mentoring, shadowing, supervision, providing constant feedback.
- Suggesting and providing impromptu workshops and training.
- Fostering Community of Practice and cross-learning.