We all know that our best learning takes place when we are ‘outside our comfort zone’ – but not so far out that we want to run for the hills. I know my deepest and most long lasting growth has come when I’ve had to confront something I’ve been avoiding or take on a challenge that felt new and scary.
I also know that for me and for many of my clients it’s easy to stay under the safety blanket of busy-ness’. And whilst we say ‘I’d love to be less busy’ or ‘I’d love to have more time for myself/my family’ we just keep on doing ‘stuff’ that we’ve always done and not getting round to the other ‘stuff’
So why do we say we want one thing and then do everything we can to sabotage ourselves?
Busy-ness is safe (exhausting and overwhelming but safe)
We can do it.
We’re in familiar territory.
And if I’m busy, I’m important; valued; valuable.
How easy it is to forget the basics!
Over the last month, I’ve sent you four articles on how to change your team culture – sharing the very practical steps that you need to focus on and in what order (no theoretical meanderings that don’t work in the real world!).
As luck would have it, I’ve been working with a team recently who helped me understand one of the much more fundamental ‘blocks’ to changing or building culture.
In this particular case, the team had been brought together following a restructure and dived head-long into a massive piece of work thus ‘cobbling things together’ (their words) as they went along.
This team needed a massive PAUSE. A ‘stepping off the treadmill, let’s start at the beginning and create something that will work’ type of pause.
A ‘let’s build our firm foundation’ type of pause.
Now you know, as well as I do, that when we’re busy...
Over the last three weeks I’ve been sharing with you a step by step process to help you change your team culture. (if you can’t find the articles contact [email protected])
In last week’s article, I talked about the importance of focusing on no more than three critical behaviours to change – if you try to change everything at once, you’ll end up changing nothing.
A while back, I worked with a senior Finance Team. One of the things the new leader wanted was a ‘more open’ culture. He’d been saying this for a while and everybody nodded their heads in agreement – but nothing changed.
He hadn’t been specific enough about what ‘more open’ actually means and how that translates into daily working life.
When I asked each of the team to define ‘more open’ they each had their own ideas about what this meant – but they’d never really articulated this as a...
Over the last couple of weeks I’ve shared with you the three steps you need to follow if you want to change the culture in your team. Last week we looked at the importance of respecting and recognising your team’s history before you start changing things.
This week, I want to help you get clarity about what you want to change and why.
What do you want to change? And why?
Organisational – and team – culture is described as ‘the way things are done around here’.
This month I’m writing about Team Culture and last week in my first article I outlined the three things you need clarity on if you want to change the culture in your team. Read this article first if you haven’t already done so.
The first thing you need clarity on before you start changing anything is your team’s current culture. Respect and recognise its history before trying to change the world.
Think about the things that are ‘accepted’ in your team. These are often what you might think of as ‘small’ things such as:
Over the next four weeks I am going to help you understand how to change your own ‘team culture’ – if it’s not working for you as well as you would like.
I’m using the common definition of culture – ‘the way things are done around here’ – which encompasses how people in the team act, dress, carry out their work and behave.
Whilst organisations are often involved in large ‘culture change’ initiatives across the board (many of which are unsuccessful for a variety of reasons) I’ve sometimes been asked if it is possible to change the culture of one particular team within an organisation – when it’s not the top team.
The answer to that question is, I believe, ‘yes’ but with the following caveats: