This is how to make culture change the foundation of organizational change

Organizational change almost always goes to the heart of how an organization functions. It requires not only changes in processes and structures, but also a culture that supports those changes. Consider, for example:

• Clear agreements on roles and responsibilities.
• Frameworks in which employees are given room to make their own decisions.
• An environment where experimentation and learning is natural.

Changing an organization's culture is not done with an isolated training course or an inspiring slogan. It is a process in which exemplary behavior, clear communication and new routines reinforce each other. Our approach to change ensures that culture change does not remain something temporary, but becomes part of the daily work. But how do you make that concrete? Changing a habit takes time and attention. But you can always start with three concrete steps:

1. Provide direction:

Realize that people are usually not opposed to change per se, but have difficulty letting go of what is familiar. Old habits provide grip and security, and that is precisely why it can be difficult to make room for something new. Unknown makes unloved. By setting a clear vision and making it as concrete as possible, you outline the direction in which you want to go as an organization. A goal only becomes meaningful if you not only state what you want to achieve differently, but also what you do want to achieve.

It works the same way as navigation: if you don't set a destination, you can go in any direction, but you don't know if you're moving forward in the right direction. And if an organization itself does not have a clear picture of the end point, you cannot expect people to automatically choose the right course.

In doing so, it is good to realize that a message about change sometimes gives the impression that what is there now is not good enough.

Therefore, make the goal or vision so clear and concrete that it becomes almost tangible and can be explained in one sentence. That way everyone can easily understand it and relate to it further. In doing so, emphasize what is already going well and what will remain. Maintaining the familiar and using existing successes as a foundation creates a solid foundation on which to build the next step together.

2. Speak the right language:

It is valuable to know where you want to go, but just as important is the question: how do you take everyone with you in this? You probably recognize that one conversation where you are busy talking to each other, but still don't really understand each other. Often this has everything to do with language and how we use it.

Only 7% of our communication consists of words. As much as 38% comes from intonation and voice use, and as much as 55% from body language. That makes it quite a challenge to get a message through the organization clearly and effectively. What you tell a Board of Directors requires a different tone and form than when you inform the cleaning crew - while both are just as important.

In doing so, it helps to be aware of the preferences people have in how they process information. Take the image-thinker, for example, who often says, "I can already see it in front of me." Such people think in pictures and feel addressed when you use pictorial words. The same goes for people who are more emotionally or sound-oriented. Everyone has their own preferred language in different situations.

To apply this practically, it pays to look critically at your word usage and add some variety. For example, grab an email or message you want to send and run through it. What words are you mostly using? If it's largely feeling language, add visual or auditory terms - or vice versa. You can do this in conversations, too, of course, but a written text gives you time to consciously adjust it. That way you increase the chances that your message really lands with everyone.

3. Lead by example:

In an organization where habits are firmly established, personal leadership is indispensable. Leading by example yourself and consciously breaking old patterns sets the tone for the rest of the organization. The term leader here refers to anyone who leads by example, whether that is a support staff member, a team lead or an owner.

The well-known saying is true for a reason: good example follows. Those who see what can be done differently, no matter how small, and put it into practice often find that others pick up on it and start applying it themselves.

A great example is to compliment someone every week. Simply letting them know in an email or a short message that someone has done something right. Of course this can also be done in other ways, there is always room for creativity. A small warning though: this is often contagious.