A sustainable culture within a company or organisation does not develop on its own. The challenge of mastering cultural change requires conscious reflection and active organisation, especially on the part of managers. This is because culture is largely shaped by leadership: the behaviour, values and decisions of the management level provide impetus for the entire team. Successfully accompanying cultural change processes is therefore one of the core tasks of modern managers and is part of transruptions coaching, which supports and accompanies managers in these projects.
Cultural change - responsibility at the top management level
Cultural change begins at the top, because leadership values characterise the corporate culture. Managers are not just decision-makers, but role models who make values visible and exemplify them in their behaviour. For example, a manager who actively lives openness and trust shows that these values are important in the team. This creates a culture in which employees feel safe to express their opinions and work more creatively.
A practical example from the IT sector: there, managers have helped to reduce uncertainty in times of digital change through regular, transparent communication. Employees learnt how change improves their daily work and what role they play in the process. This example of transparency made the culture more open and innovative.
In the manufacturing industry, cultural change often manifests itself in the way mistakes are dealt with. Whereas previously there was little tolerance for mistakes, modern management teams manage to see mistakes as learning opportunities and thus promote a culture of continuous improvement. This takes the pressure off employees and at the same time increases the quality of the products.
In the service sector, managers often focus on customer centricity as a cultural change. Managers provide impetus for new values such as empathy and partnership, which are reflected in customer contact and have a lasting impact on the entire organisation.
KIROI step 4: Managers as central culture bearers
The fourth step in the KIROI process for supporting cultural change places managers at the centre. Because without their full commitment and clear role model function, cultural changes are difficult to implement. Here are some key elements that managers should bear in mind:
- Develop an awareness of your own role as a culture bearer
- Authentically living values instead of just communicating them
- Engaging employees through open dialogue and opportunities for participation
- Provide impetus for change, for example by changing management behaviour
- Show consistency to build trust
An example from a medium-sized company shows how targeted leadership workshops enabled managers to actively drive cultural change. The participants reflected on their leadership styles, exchanged views on challenges and developed specific measures to break familiar patterns. As a result, the hierarchical structure was transformed into a cooperative management style, which led to a more open corporate culture in the long term.
In the healthcare sector, managers regularly reported improved employee loyalty after they had started to introduce regular feedback rounds. Employees felt valued and more motivated to actively contribute suggestions - a clear impetus for positive cultural change.
BEST PRACTICE with one customer (name hidden due to NDA contract) was the introduction of a transparent communication format, which managers established in order to make the changes as part of the cultural transformation comprehensible. Employees were regularly involved, which promoted acceptance of the change and strengthened cohesion.
Challenges for managers during cultural change
Managers often encounter resistance to cultural change. For example, established employees sometimes react hesitantly or sceptically because they value long-term security and stability. Here it is important to show patience and at the same time consistently promote the new values.
Another stumbling block lies in inconsistent management behaviour: When managers act differently, uncertainty and mistrust arise. This is why transruption coaching supports managers in achieving more uniformity and consistency in their actions. In the automotive industry, for example, this is often experienced when regional management teams react differently to new processes. A standardised management culture strengthens the identification of all employees.
In addition, cultural change requires constant attention, because without regular review and adjustment of measures, there is a risk of relapsing into old patterns. Managers must therefore see themselves as learners who utilise mistakes as opportunities and continuously grow in their role.
Supporting cultural change with transruption coaching
Transruption coaching accompanies managers on their path to cultural change. It provides impetus for reflective learning and promotes the development of leadership competences that are required in complex change situations. This enables managers to demonstrate the attitude and behaviour that bring about sustainable change.
Practical exercises help to actively practise the new culture. Managers learn about communication formats that promote dialogue-based participation. They also strengthen their resilience in order to remain a role model and convey a sense of security even in stressful phases.
An example from the retail sector shows how a management team improved cooperation through regular coaching. Together, they developed new values and thus strengthened motivation at all levels. Progress in the implementation of the cultural change was visible across the board.
My analysis
Cultural change presents managers with challenging tasks that go far beyond traditional management functions. They not only have to manage processes, but also actively shape culture. Managers are key multipliers whose behaviour and values shape and have a lasting influence on corporate culture.
KIROI step 4 makes it clear how important it is to involve managers as key players and culture bearers. Their conscious attitude, authentic behaviour and the courageous, consistent use of new management methods support the change. At the same time, it is important to manage resistance sensitively and work together to create a new culture.
Overall, companies benefit from a culture that enables change and supports innovation. Cultural change succeeds when managers are prepared to develop themselves further and lead by example. Transformation coaching can effectively support this transformation process and facilitate its implementation.
Further links from the text above:
Cultural change takes place at the top
Cultural change: a strategy that creates shared success
Leadership and corporate culture - the role of managers
Corporate culture - definition and steps for cultural change
Corporate culture: definition and positive examples
Cultural change: reasons & tips for change
Corporate culture & cultural change
Leadership in cultural change: the role of the manager
Shaping cultural change
Corporate culture and cultural change
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