I still find it amazing when I’m speaking with leadership of a business or organization about either joining their team or consulting their expectations to provide detailed plans on how I can revolutionize their organization and make some immediate changes for the better. I understand the urgency of moving your organization forward especially if you’re in the position of needing some immediate change. My answer is traditionally until I know and understand all the moving parts; I’m not prepared to give you detailed plans on change in your organization. During our conversation, I may lead some questions based on information I’m hearing, but that’s only me seeking more information to understand better the operational position the organization is in. Read the Post One Step at a Time: A Look at Organizational Change
Tag: Business leadership
We’ve all been in organizations where leadership seems to be butting heads. It’s common for individuals to have their own perspective on the culture of an organization. It’s even more understandable when ownership or executives have an idea on how culture should be adapted within their own organization. But what happens when culture organically starts to change the environment of the organization and leadership either wasn’t ready for it or doesn’t want it? For many start-ups, culture is immediately established. Even before a great product is created, many executives will focus on establishing a strong company culture. Forbes says “When headcount is in single digits, founders, CEOs, and first employees sit and talk through every decision together. The problems are simpler, the communication more direct – and there’s less ambiguity about what’s important and how to act.” It’s true when companies are first forming, everyone has a common interest to succeed and work together to accomplish such goals. However, over time as the company grows, culture starts to be formed either organically or through a series of rules introduced by management to help established order. Over time, this newly formed culture becomes the norm and employees either adapt or leave.
For many new companies, some of the first employees will start to vacate because the organization lost its “start-up” feel. For other first employees, they stick around because they have seniority, which usually comes with benefits, promotions, and decision-making power. Historically, at some point something will happen where the company will have to adapt a new culture. Somewhere around the fifty-employee mark, executives will start to evaluate the direction and environment they are trying to retain as an organization. In many cases, new managers or executives will be hired that brings new perspective to the organization and this may cause the Culture War to begin. Read the Post Culture wars: When culture organically changes without leadership’s approval