The Key to the Transformation of Cultures

An organizational culture is a straightforward reflection of personal awareness of the leaders. Hence, cultural transformation or whole system changes cannot occur without any behavioral changes of the leaders. This is the reason we recommend that organizations begin by applying and mapping the values of the senior executives before they map the values of their employees.

Apparently, this is quite crucial for two reasons:

a) the senior group must:
1) be aware of the depth and scope of the cultural issues, and
2) be willing to do something about them, including the undergoing to personal changes before the rest of the company is involved in the process of values clarification.

b) if the senior group hampers at the prospect of personally participating in whole system change process then it is essential not to raise the expectations of employees by questioning them to participate in the values assessment.

If the senior group is not willing to undergo on a change in their behaviors, the culture will remain. That is why it would be counterproductive to involve all employees in the values assessment too soon in the process.

Some key facts about leadership and shareholder value are as follow:

Fact 1: Employee fulfillment results in customer satisfaction.
Fact 2: Customer satisfaction results in shareholder value.
Fact 3: Leadership development results in employee fulfillment.

Thus, there is a causal link between leadership development and shareholder value that passes through employee fulfillment and customer satisfaction. We have figured out this link to be available in any successful companies.

Organizational transformation begins with the personal transformation of the leaders. Keep in mind that organizations do not transform; people do!