Manager’s Role in Culture Transformation: Insight from Leaders Who Took Charge
I recently engaged in an enlightening and immensely rewarding discussion with a pair of notable individuals within their organization: a division director and their immediate manager. These adept leaders have taken the helm of a culture transformation initiative, assuming the roles of internal trainers for the organization’s culture training program. This program centers on instilling shared values, missions, and principles. As they stand prepared to hand over the reins to a new generation of internal trainers, they find themselves grappling with both frustration stemming from unrealized changes throughout the organization and a keen awareness of their accomplishments.
Empowering themselves, they diligently applied the insights they had garnered about the pivotal role of leadership in cultural transformation. With sleeves rolled up, they set out to intentionally reshape the culture within their division. Leveraging the overarching organizational initiative, they took charge of their sphere of influence, irrespective of developments in other tiers of the organization.
One of the managers said,
“Our department faced low morale, a lack of belonging, and diminished engagement. We utilized the culture transformation process to address this issue. Focusing on the key organizational values introduced in the transformation initiative, we employed them as a constant reminder of the underlying rationale behind our actions. The outcome was two-fold: enhanced employee satisfaction within our division and a simultaneous surge in productivity, along with a notable reduction in staff turnover and absenteeism. While a comprehensive transformation across the entire organization may not have been fully realized, we have indeed witnessed it internally within our department.”
This conversation significantly fortified my belief in the substantial influence that a single leader can wield in independently transforming their internal culture, regardless of the organization’s broader success in its own cultural metamorphosis. It’s important to recognize that some organizations may outperform others in executing and reaping the benefits of their cultural endeavors. Slow progress or inconspicuous results within a reasonable timeframe might lead leaders to consider abandoning the pursuit. At such junctures, leaders might question whether it’s worth navigating against the current if senior management isn’t putting forth their utmost efforts to actualize cultural transformation.
The illuminating exchange I had with these two leaders, who chose to concentrate on refining their division’s internal culture, unveiled strategies that you too can implement. Hence, allow me to present the key takeaways from our conversation:
Focus on your sphere of influence. While it’s natural to feel frustrated by perceived limitations in the empowerment of senior leadership regarding cultural transformation, consider directing your energy toward influencing what, who, and how you can. By embodying the organizational values, you not only enhance your leadership but also broaden the dimensions of your influence.
Identify the core issue. Clearly define the specific challenge you wish to tackle. Engage with your team, scrutinize engagement metrics, and gather peer insights. Identify the factors hindering a positive work environment within your department or division. Describe your perspective, supported by metrics. How will you gauge the transformation of your internal culture?
Embrace a values-driven approach. Select one or two organizational values that, if embodied by you as a leader, will aid in addressing the internal challenge. Recognize areas where personal growth is needed. What mindset shift must you undergo as a leader to foster a different dynamic within your division?
Cultivate an action-oriented approach. Pinpoint actions that best embody the chosen value(s). Consider changes within your decision-making purview. Rather than focusing solely on organization-wide initiatives, focus on actionable steps. These could range from team activities and one-on-one interactions to post-critical moment debriefings, semi-formal recognition events, social gatherings, and feedback sessions.
Clearly articulate the rationale behind your actions. Be forthright and explicit about your intentions. Communicate that your behavior or actions reflect the specific values you aim to reinforce within the department. Recognize the profound impact of your words, actions, and decisions on the work environment of your internal team.
In adopting these strategies, you can follow the path blazed by these exemplary leaders, cultivating a meaningful and impactful transformation of your own internal culture.
Let's meet to discuss how Culture To Fit can help you built a strong management team which supports your organizational change efforts.
Revised August 2023
Written by Annie-Mariel Arroyo, PH.D
Dr. Annie-Mariel Arroyo-Calixto is a practiced organizational psychologist with more than 28 years of professional experience in organizational change and leadership development. Dr. Arroyo is the founder of Culture To Fit, where for the past 22 years, she has helped leaders build or reshape their organizational culture and lead transformation. She is a seasoned leadership educator and a renowned executive coach known for her ability to guide leaders in gaining deeper insights and self-growth.
