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The Grit Behind Cultural Transformation

As we rest in the shadow of the Royal Commission, organisations are facing a substantial dilemma as the some of the darkest intricacies, challenges and resulting impacts of organisational dynamics are realised publicly. 

Illumination of cultures festering, where well-intentioned people are not comfortable to speak up; are encouraged to focus on short term rather than strategic outcomes; fall into group think on important issues; accept problems as ‘the way things are’ and are not equipped on many fronts to truly put the customer first, has been an uncomfortable thing to bear witness to. 

The side effects have been shouted from the rooftops and while there is an eloquent simplicity to this problem, there is a profound complexity to unraveling the ways that have come to exist over many years, and re-knitting a new pathway that creates the foundation needed for people and customer experience to flourish.

This requires courageous leadership from the top to accept and own the problem. The work to create the change required is intensive, and yet, incredibly rewarding. Building cohesion and clarity are the building blocks for this. Building trust so teams are able to talk about the real issues with confidence and respect, so decisions are made to focus energy on doing the things that will really make the most difference. While this sounds simple, it requires effort and dedication to achieve.

Organisations, businesses and teams who do commit to immersing into this in a vulnerable, open and authentic way definitely have hard work in front of them, but commence on a journey leading to remarkable transformation – both personally and then more gradually, but also often more spectacularly, at a whole of business level. 

This transformation takes time, commitment and grit, but brings with it the most profound personal satisfaction for those involved, as well as tangible organisational benefits. Financial performance, client satisfaction and staff engagement are all indicators strongly realised by our clients across multiple industries when the commitment is made, and the journey undertaken with vigour and stamina. 

Seeing the problem is the first step. Unfortunately, with seeing this, there are also many other conflicting demands and seemingly critical priorities. Having the conviction to step into it and do more than scratch the surface – to fully commit to the hard work required to transform is the only thing that will allow organisations to properly realise these benefits. This takes time and patience but with this will bring profound rewards.

At Lysander we develop leaders and culture, and help organisations to transform. Our team is passionate about partnering with clients to deliver positive, sustained change in their organisations. To learn more about our client-tailored services, send us a message and we’ll be sure to be in touch.

Invisible Rules That Keep Us Silent

Speaking up in an organisation when something isn’t working: sounds simple right?

The need for this is at the core of what is falling out all over the place as people search to understand the important takeaways from the Royal Commission. And yet, something that is apparently so simple, is also so elusive to many organisations. 

Culture and power in organisations are the invisible rules that frequently prevent people from being comfortable or merely prepared to speak up if something is not working – and when this happens, organisations can no longer be great. Things fall through the cracks, decisions are made without the necessary lens over it to check the implications - on people, customers, for the industry, and certainly for the company as a whole.

We can tell people in our business repeatedly that we want them to speak up – but it’s only when leaders understand the hidden levers – the behaviours and the underlying power relationships that drive actions in an organisation - that they will truly be poised to hear the very important voices of their teams and have an authentic opportunity to be the best version of that business that they can possibly be.

We work with organisations across a range of sectors including financial and health who are ready to transform their culture to one where they are ready to hear those voices. If this sounds valuable to your leadership team, contact us and we’ll be in touch.

Have you observed rules around when it is and isn’t okay to speak out? How do you deconstruct those rules in your business? What happens when we do this?