SBM Articles


Transforming Your Workplace Culture

Transforming a workplace culture is not for the faint of heart, and success is always dependent upon the CEO and leadership team. A healthy organization is based on shared responsibility and values, where managers become mentors who create leaders, and a caring community where social interest in one another and clients is central. Each leader needs to grasp the knowledge and commitments required and how to execute fully when they do. Tactically, this includes the following things.

The CEO must know and commit to: Oversight. The health of your organization’s culture depends on the oversight of you, the CEO. You are captain and your boat sails or sinks depending on your informed guidance. In addition…

The CEO and leadership team members must know and commit to:
What is our transformation exactly? (e.g., What are we transforming from and into? What organizationwide changes reflect new objectives? Are we informing, inspiring and enrolling staff?)
Why are we transforming our workplace culture? (e.g., What are our current challenges, roadblocks and losses, and why have we decided this is the path for doing something about them?)
When are we beginning and ending the process? (e.g., What is our ROI? What are our defined outcomes? What information are we distributing to our direct reports? And when?)
Who is needed, in what roles, on the bus? (e.g., What are our goals and roles? Those of our direct reports and what are we giving and receiving from them?)
How are we demonstrating proficiency? (e.g., Are we modeling, mentoring and leading others to use new tools and processes? Are we developing subject matter experts in key skills?)
How are we fully immersed in the model? (e.g., Are we transforming managers into mentors? Are we attending, participating in and facilitating meetings and post-training sessions? Are we building trusting community? Are we aligned in purpose, values and visions?)
What do we benchmark and why? (e.g., What are we measuring to assess challenges, make course corrections, and track improvements? Who reports to staff on results and next steps? When and how? What surveys and questionnaires are we using? How are we sharing this information?)
How often are we reporting and meeting with direct reports? (e.g., Are we helping them change behavior? What topics, milestones and objectives are we communicating? How are we giving encouragement and showing recognition?)
How are we demonstrating full understanding of the cultural transformation? (e.g., Are we communicating our roadmap and upcoming changes? Are we scheduling required time, attention, energy, money and resources? Are we providing consistent, inspiring, informative communications?)

How are we demonstrating full commitment to the cultural transformation? (e.g., Are we “walking the talk” with purpose and values first in addition to job skills? Are we changing our hiring and firing practices? Our orientation processes? Are we providing and encouraging leadership opportunities and shared power to all in meetings and projects?)

You’ve heard it said: “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.” The same is true for developing leaders within your organization and building a healthy community. The skills taught and new behaviors shared serve your staff and clients far beyond a simple financial ROI.  They provide GNH: Gross National Happiness, which enhances every person’s personal and professional success!

Judy Ryan (, human systems specialist, is owner of LifeWork Systems. Her mission is to help people create lives and jobs they love. She can be reached at 314-239-4727.

Submitted 10 years 87 days ago
Categories: categoryThe Extraordinary Workplace
Views: 3582