Organisational culture is the foundation of every workplace. In a strong organisational culture, employees own it, leaders influence it, and it’s something that is felt, not imposed. Reflecting upon Daniel Coyle’s definition from his book ‘The Culture Code’: ‘Culture is a set of living relationships working towards a shared goal. It’s not something you are.
It’s something you do.’ This perspective shows the dynamic nature of culture – a continual interplay of relationships that contribute to a common objective. It’s not static; instead, it’s an ongoing process that shapes the character and dynamics of the work environment. In the face of ongoing change and uncertainty, it’s crucial for employers to regularly temperature check their organisational culture.
Let’s talk about cultural change
Consider the analogy of a garden when thinking about cultural change. Instead of feeding the plants, we need to feed the soil – that’s where it starts. If something doesn’t grow in the garden, you don’t blame the plant, you blame the quality of the soil. Therefore, it is essential for organisations to prioritise the nurturing of the environment, with significant influence coming from learning and development and HR.
By fostering a supportive ecosystem and providing the right tools, organisations can cultivate a culture conducive to learning – one that is inclusive and psychologically safe. This equips individuals to thrive and connect with one another, even in the face of change.
Organisational change isn’t always predictable, often forcing us into a reactive stance rather than proactive preparation. The data emphasises the need for readiness, as change is a constant. Gartner reveals that organisations have typically undergone five major changes in the last three years. To ensure preparedness, it’s important to assess the effectiveness of our strategies. By obtaining measurable results and understanding the impact of the environment we create for employees, we can make informed decisions, especially during challenging times.
Communicating cultural changes
When an organisation undergoes transformation, effective communication becomes paramount. Leaders should not only communicate the change but go a step further and over communicate it. They can consider implementing Kurt Lewin’s (1947) freeze, unfreeze guide to change management and cultural transformation to encourage successful transformation.
The first step is ‘unfreezing’, when necessary changes are communicated to employees along with an explanation as to why they are happening. Leaders should share the vision and strategy for the outcome of these changes, while listening to feedback from the workforce and responding to any of their concerns.
The next step is ‘changing’, when employees are given time to consider and reconcile the changes, learning about why they have been implemented and the proposed benefits. Lastly, organisations must ‘refreeze’, by integrating the changes into the fabric of the organisation and beginning to operate under the new approach. This is also the time for leaders to truly own the new structure and celebrate success.
Offering regular opportunities for feedback from employees and giving them adequate time to adjust is the key to success. Professional development programmes, such as digital coaching, can offer employees the space to come to terms with change and understand the consequences for their current positions and career paths.
Encouraging a smooth transition
Employees must feel involved with the changes to their workplace. If they feel like they’ve actively participated in them, they are less likely to be resistant to them. Assuring employees that they are going to remain at the centre of the process means that there is incentive for workers to get involved with the transformation of an organisation, while also being supportive of new systems.
While being involved in these changes can ease the transformation, humans are creatures of habit, and periods of change can be stressful. In fact, 44% of employees experience high levels of anxiety during times of organisational change. With anxiety and stress being some of the main reasons for 17.1 million workplace absences in 2022 and 2023, organisations need to do everything they can to ensure employees are prioritised during this period.
One of the key ways to mitigate the pressure put on employees is through implementing a strong digital coaching system — a tool designed to nurture the organizational soil. Engaging with a coach can ensure that employees can identify their personal feelings about change, and support them in navigating it. The benefits of implementing a coaching system are clear, with 54% of organisations with a strong coaching culture being classified as high-performing.
Navigating transformation may initially appear daunting, yet the key lies in enriching the organisational soil—a nurturing environment equipped with the right tools and support so that individuals flourish. Within this context, coaching emerges as a pivotal resource in the learning and development ecosystem. Its evidence-based approach reinforces its effectiveness, proving instrumental in employees to step into their full potential, particularly in times of change.
By Mat Piaggi is Behavioural Scientist at CoachHub
