Cultural Transformation in Your Company
Today’s topic is cultural transformation. If you want to transform the entire culture of your company, the first thing you need is a clear vision. If you don’t have a vision others can follow or a mission statement, your company’s culture will not automatically change for the better. Or if you have a mission statement, but no one really takes hold of it to implement change, it will stay the same. One person cannot change the culture of the whole company singlehandedly BUT they can ignite the fire that will burn through the organization and cause revolution!
I’m a visionary by nature. My company’s vision is to be the best in everything we do. We want to provide our clients with the best services, the best training, and the best techniques that can’t be found anywhere else. We want to be the best in ethics and honor so our clients know they can depend on us. For our clients, we always want to do OUR best to help THEM become the best in their industry.“For our clients, we always want to do OUR best to help THEM become the best in their industry.” Click To Tweet
Since we are operating at our best level, we can successfully empower other companies to be their best! Now if you’re a visionary like me, vision comes easy to you. But in order for your vision to spread through the company you’ll need support throughout the organization. The more support you have, the faster the flames of change will grow.
Fan the Fire and Team Up!
Once you have a clear mission statement, and you have support to spread it through the company, you will need follow-up to make sure the initial vision is carrying through in every aspect. Every meeting can start with your company’s mission statement to help keep the meetings focused. Just like the secret treehouse club you attended when you were a kid!
Be a Goal Setter!
Next, you need intentionally focused small groups working toward specific goals.
For example, if your company’s goal is lean manufacturing, you could have Team Number One designated with their focus on scrap reduction. Let’s call them Cut the Scrap. Then Team Two can focus on reducing warranty. You might even need Team Three working on machine efficiency and scheduling.
This targeted mentality facilitates accountability.
Seeing is Believing
The next crucial thing on our cultural transformation checklist is visual targets and visual progress reports. The eye-catching displays need to communicate the plan for success! When people see the company’s vision right in front of their eyes every day, it’s very motivating.“When people see the company’s vision right in front of their eyes every day, it’s very motivating.” Click To Tweet
And when they also have visuals showing their progress toward the goal, it’s even more motivating! They don’t have to be fancy – simplicity is key! You may even have someone in your company with artistic flair who would love to lend you a hand in designing your own motivational posters.
If you need help knowing how to set the right targets, I have a whole video devoted to setting targets. And if your goals involve reducing scrap or solving warranty projects, I have videos on those topics as well! You can check them out to pick up some great pointers.
Audit like it’s Hot
Now you have a clearly defined vision, plenty of support, follow up checks and balances, and everyone understands their goals and can see their progress. So the next thing I normally implement is layered process audits. This sounds a little tricky so let me break this parfait down into simple layers for you!
The first layer starts with all the people that own the issue. They might audit the process 4 times a day. The second layer would be their immediate supervisors. They might audit the process twice a day. The next layer is the area manager, and he or she might audit the process once a day. The quality team might audit the process biweekly. Then the plant manager might audit the process once a week.“Layered process audits require discipline if you want them to succeed.” Click To Tweet
Layered process audits require discipline if you want them to succeed. Anything you find that the process is lacking can be added to the layered process audit.
Practice makes Perfect
Cultural transformation needs to stay simple but keep repeating and communicating. Repeat. Communicate. Repeat. Communicate. Repeat. Communicate. I know it sounds like a stuck record. But sometimes the path to success is paved with monotony.
Also, don’t bite off more than you can chew. You can’t fix everything in one week. Make sure that your goals are appropriate and achievable. Don’t get discouraged!
Once you have something fixed, make sure you have controls in place so it does not deteriorate. When an organization reaches a certain level and then deteriorates, it’s twice as hard to get to that level again. It’s because everyone in that organization takes on the mindset, “Oh, we only have to do this for a month or 2 and then it will just go back to normal.” Your solutions need sticking power!
One final warning I have for you is be extremely careful not to give incentives. Cultural transformation cannot last on incentives only. Because when do the incentives end? You can value and encourage your employees without being incentive based. For more insight, check out Part One of my blog called Questions Every Manager Should Ask Their Employees.
If this blog has been helpful, be sure to drop me a line – I love hearing from you!