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the suitable strategies to achieve the goals.

Identify the “critical few” behaviors that will shift your culture

What do you want your culture to be?

Focus first on adopting the few critical behaviors that matter most — tangible actions that, if practiced more often at every level, can help shift the culture. Cultures don’t change quickly, but a disciplined focus on these “critical few” can accelerate and catalyze a purposeful evolution.

As people begin to adopt the behaviors, take time to recognize and reward those people for focusing on those behaviors, too.

4. Step into the “show me” age

Show your people that you’re committed to evolving your organization’s culture by demonstrating the critical few behaviors yourself. This will help make sure the message about culture is received — and believed — by employees. Right now, it isn’t.

Right away, do something that’s visible and concrete. If it succeeds and sends a positive message, repeat it–early and often. Then, encourage others to do the same. When your people see you leading by example, they’re more likely to follow suit.

Leaders jave culture on their agenda, but their people don't see it

5. Commit to culture as a continual, collaborative effort

Respondents who claim their culture hasn't changed say the following

Changing culture is tough, and most efforts fail. Our survey found that 42% of respondents believe that their organization’s culture has remained static for the last five years. That’s not due to lack of effort: 23% of employees report that leaders of their organizations have tried culture change or evolution of some form, but acknowledge that the efforts resulted in no discernible improvements.

Influencing culture is hard, and most leaders declare victory too soon. It can’t be a “one-off” project, nor can it be implemented top-down. Prepare to persevere through obstacles if you want long-term, sustainable change. The more ambitious the effort, the more time and more input from people at all levels it will demand.

“Leaders are more confident than they should be that they’re getting culture ‘right.’ But their team members — those who often have less of a say in crafting the direction of culture — are the least comfortable with it.”

DeAnne Aguirre, Global Lead of The Katzenbach Center

Move culture from “Like” to “Love”

“Collaborative.” “Inclusive.” “Open.” Universally, people are far more likely to describe their organization’s culture as positive than negative, even as they see room for improvement.

That positive outlook bodes well for long-term change. People want a culture they can be proud of: our survey found that 72% of C-suite and board members say culture is a strong reason people join their organization. When leaders illustrate a commitment to further evolving their cultures, employees will be more likely to take notice, appreciate the effort, and contribute.

Employees aren't as proud of their workplace then their leaders