Business Change Management

Recently, I had a discussion with a CEO in an engineering firm about how to re-staff his company after he downsized in response to the oil and gas crisis. He is in the seals and gasket industry but plummeting oil prices have crushed him, forcing him to reinvent his business. The challenge was how to employ the new engineering talent he needed without adding unnecessary expenses, at least until his business started to generate cash flow again — not an uncommon challenge today.

It was a similar challenge for a company trying to replace its marketing team without incurring fixed costs. Or a company in the accounting industry that reinvented his staff into interim chief financial officers and offered them to companies that needed their skills but not their full-time costs.

Freelancing, outsourcing and finding other ways to thrive in changing times is no small challenge for companies that have not had to rely on these types of solutions in the past. But now is a good time for them to learn new skills. Freelancing is not going away. In fact it has become a dominant model for many companies. But the perceived complexity is perhaps more simple to solve that it might appear.

In my last blog I talked about how in these turbulent times, businesses of all shapes and sizes, even non-profits, are finding that their old ways of doing things are just that  — old. They need to change their culture, but they don't know what their current culture is, or how to go about changing it.

I then described how from our earliest childhood, our mind forms a story (which others help us craft) and it doesn't like to deviate from that story, which makes change difficult. I also talked about the workshop I conducted for Eric Buehler's November 2022 Enterprise Agility Global Conference on how to adapt an organization's culture during fast-changing times. You can view the slideshow of my workshop here.

In this blog, I'd like to delve into how change is literally pain but it can be done, and often, must be done.

How can you change your culture if you don't know what your current one is?

Far too often, an HR professional is asked by his/her CEO to help transform their organization's culture. One recent call to us was so typical, and frustrating to the individual who was calling. Without ever having evaluated her company's culture, she could not tell me what culture the company had today or what the CEO wanted for the future.

Multiple news outlets, including the NY Times, published an announcement on July 7^th, 2022 that the Las Vegas Raiders (sorry, I still think of them as the Oakland Raiders) hired Sandra Douglass Morgan as their President, the first African American woman to hold the role in N.F.L. history.

Why is this important for leadership?

For the past several years, I have written blogs about women in sports and their entry into the mainstream. You can find them here. I wasn’t writing about women who have competed or participated in women's sports but rather, those women who have attained positions in what has traditionally been the men's bastion. These women have become refs, managers, or in some cases, even players in the male arena.

Last week I wrote a blog entitled Nothing Proves The Importance Of Culture Than When Two Of Them Collide. It was all about my experiences in making a big acquisition and then realizing that words have different meanings to different people, especially when applied to a company’s culture.

In this blog I am going to describe another “culture” experience. This also covers corporate cultures and why success in one organization is not what brings success in another.

I'm very pleased to announce that I will be speaking at the Enterprise Agility World Conference 2022: Where Science Meets Organizational Change. As a culture change expert, my topic is just what I love to talk about — how to build an organizational culture for fast-changing times. The central theme of the conference is enterprise agility and what tools are required today to support a healthy organization. Please come! It's November 5th and 6th, and I'll be speaking at 10:45am ET on Saturday, November 5th.

My section is entitled Organizational Structure and Design for Exponential Growth and my talk is "Building organizational cultures to thrive in fast-changing times." The conference is completely virtual, so you can attend from wherever you are in the world. There are 66 speakers scheduled, speaking in 35 languages, so that the 2000+ participants will be able to hear the messages in their own language. I hope you can join, it will be great!

The gap between what we say and what we do

We know that what we say and what we mean are often far apart. The gap is something that comes from our brains moving far faster thinking than our voices can communicate those thoughts. You might want to take a look at Byron Reese’s new book, Stories, Dice, and Rocks That Think: How Humans Learned to See the Future—and Shape It. My wife recently interviewed Byron on her podcast, On the Brink with Andi Simon.

WOW! That's how I sum up the 4th Annual Women Business Collaborative (WBC) Action for Impact Summit which took place September 21 and 22. Over the two days, I was amazed at the quality of the speakers and panels, and the excitement and energy that were so evident. From using data to achieve DEI, to rethinking your hiring, to “The Talent War is over and talent has won,” there was so much to absorb and apply to your business, your career, your life. If you missed it, the links to all the talks are below. Enjoy, and please share.

I started my career as an academic anthropologist, then shifted my focus to banking and then healthcare. As a consultant or an executive, I quickly found that whether it was a staff meeting, a board meeting, or a client meeting, I was often the only woman in the room. When it was my turn to make a presentation, I watched with wonder as some of the men left to get coffee. When I shared my ideas, my insights or wisdom were often ignored.

I realized that my male colleagues weren’t going to change the prevailing culture and suddenly include a woman in "how we do things here." Things had to change if they were going to accept me, listen to me, follow me. But for the culture to change, I had to be the enabler of those changes. I had to help others feel comfortable letting me be part of their team as a highly competent, albeit female, teammate. As I stated in a recent Authority Magazine interview, which you can read here, here are the strategies that helped me do that. I wrote this article to help other women better choose the firms with which to work and create the right cultures for the future in which men and women work better together.