The Greatest Executive Challenge: Changing an Organization’s Culture

One of the greatest challenges faced by Executives today is how to change their organization’s culture. Here’s a helpful hint: Culture is established from the inside out, not from the outside in. It is the natural result of the common habits within a group of people. Great leaders shape their cultures not by controlling their team members, but by influencing and inspiring them!

I recently published two blogs:

Their combined message produces the following powerful principle:

    You will have maximum cultural impact when you can cause people to want to take a certain action, and enable them to cause others to want the same.

There is a big difference between influence and control. Influence is the ability to affect the decisions of others, where ultimately the decision is still theirs. It leverages and even empowers the will of another. Control, on the other hand, determines the actions of others, regardless of what they think or desire. The following four characteristics highlight the power of influence and why it is more effective than control.

1. Influence Grows. Control Creates Resistance.
People don’t like to be controlled, even if what they are forced to do is right. As soon as they don’t have a choice, they automatically want to do the opposite. It’s natural. Therefore, in order to comply, they must resist that natural sense of resistance. And compliance at its best will only meet the minimum requirements to stay out of trouble. Now, if an individual sincerely desires to do something and communicates that desire in a compelling way, then it is likely to influence someone else. You must be that first individual to duplicate your desire in your team members. A sincere desire, communicated effectively is contagious.

2. Influence Learns. Control Remains Blind.
As an executive, it is easy and even tempting to exercise your authority by mandating a certain change. When this approach is taken, team members tend to withhold their true reactions in front of leadership. Instead, they share their opinions behind closed doors, often producing a negative vibe towards leadership. Transparency and trust are diminished between executives and their teams. Instead of forcing a matter, paint a compelling picture of a world that is better with the change than without it. Then listen to their honest responses. If others buy into that vision then they have also validated that the vision is desirable and achievable. If they don’t buy in, then either the vision was not communicated effectively, or it was not considered desirable and achievable by your audience. Now, even if they disagree, you have learned and can adjust if necessary.

3. Influence Continues Beyond You. Control Ends With You.
The moment you influence another person to take action is the moment you stop being a dependency for that action to occur. When it can occur without your involvement, you have succeeded in your goal to produce change and you are free to move on to the next objective. If you are in control, however, then the moment you take your finger off the pulse is the moment it stops beating.

4. Influence Requires Consistency Over Time.
Let’s bring a little balance to this. If you are having difficulty gaining adoption to a change, it doesn’t mean the change is bad or unnecessary. It may simply require greater education and reinforcement. Don’t quit on your idea just because it was not adopted quickly by the majority. Remember that people cannot easily change habits, even if they want to! Change requires consistency over time.

We see that influence grows, learns and continues beyond the instigator. Change, on the other hand, creates resistance, remains blind and ends with the instigator.

Have I influenced your perspective on influence vs. control?

I welcome your ideas, challenges and further insights below…

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Is Sales an Art or a Science? (Sam vs. Jen)

Meet Sam

Sam is a firm believer that sales is a science. Any sales person who takes their profession seriously will establish a very structured and planned methodology. Sam has mastered the process of establishing a target list, carefully scripting conversation tracks, setting pipeline targets and tracking progress through the sales cycle. He always knows where he stands and can adjust quickly when required. “Make your proven sales process repeatable”, says Sam “and your successful results will be predictable.”

Meet Jen

Jen is a firm believer that sales is an art. No two deals are the same; there are too many variables. Timing, economic landscape, personal drivers, budgetary constraints and unexpected circumstances are just some of the moving factors that cannot be predicted and therefore cannot be boxed into a “one size fits all” process. Every conversation will take on its own life and every sales cycle is unique. “Sales is governed by relationships, and relationships are not predictable”, says Jen “therefore sales cannot conform to a repeatable process and definitely cannot be captured in a CRM system!”

Join the Debate

Do you agree with Sam or Jen?  Please explain.