We have a new way of working. We have the training. When will we see the impact?
To solve emerging problems or those that have gone chronically unsolved, many organizations are keen and quick to give Agile ways of working a try to FINALLY find an answer. And many are surprised when their investments into technology solutions and training don’t seem to make a dent beyond some initial energy and hope.
Processes, systems, tools, even knowledge and skills are only as good as their application and implementation. At the right time. On the right problems. And in the right way. And that happens through the hands, hearts, and minds of the people tasked with helping your organization maximize its value proposition: your employee culture.
Fueled by your company’s commitment and investment, you expected to see your employee culture thriving and attacking problems with verve and uncompromising standards. But you’re disappointed and frustrated to see waning energy. People sitting back and waiting for instructions. People unwilling to make decisions. You’ve heard the words, “flavour of the month” echoing through the employee culture.
What did you miss? You invested in and followed some version of Proper Change Management protocol:
- Announced the change and why it was so important to the business.
- Carefully planned the rollout and implementation.
- Trained every person on the Agile ways of working.
- Set exciting new performance goals to motivate their adoption of the new ways of working.
You thought that would mean everyone would “get it” and shift [mostly] seamlessly over to the solution. Did they just not understand what this is and how critical it is to your business? If they understood it, surely, they’d be clamoring to help solve the problems they’ve been complaining about, wouldn’t they?
Should you really be surprised by the culture’s reaction? Your teams are often surviving in an environment where communications are still convoluted. Teams are still working on projects that conflict with other teams. No one can get quite a straight answer from leadership and management. All while a multi-year global pandemic has been a persistent source of uncertainty and fear, a persistent drain on the culture’s energy.
What did you miss?
Join us on February 24 as we talk with Sondra Norris from the San Francisco, CA-based headquarters of SLAP Company. Stan Slap authored the NY Times Bestselling book, Bury My Heart at Conference Room B and also Under the Hood Fire Up and Fine Tune Your Employee Culture directly addressing the missing link that has plagued business success for decades: when people are gathered together in the same basic living circumstances, a culture is formed. And that culture (not the individual employees and managers of that culture) decides to commit to any corporate strategy through a very specific set of criteria. We’ll be discussing the cultural operating system and how to finally get the commitment your business needs.