A Framework for Culture Change

Culture change is hard; there is no getting around that.  But if you have reached the point where you are talking about culture change—or if you like the softer euphemism of culture shift–you are past the point of needing one.  So now the challenge is to do it.

What am I talking about?  Oh, I’m talking about that culture of no accountability that allows some people to not be accountable for doing all of their job while others work double time.  I’m talking about that culture that goes beyond the moral call of duty and gives nine, ten, twenty-seven chances.  I’m talking about that culture where the executive director enables the board not to do its job and the board allowing that to pass.  I’m talking about a culture that never moves forward and simply has the same conversation over and over and over again.  I’m talking about that culture that is comfortable accepting the thinking of nonprofits as second class citizens.  And oh so much more.  But truth be told, if your organization needs a culture change, the smart ones amongst you know it.

So, how do you make it happen?  First, though, let’s get one thing straight:  culture change does not happen overnight; nor is it easy.  Pain is involved, beginning with the very first step in culture change:  who/what (but it is generally a who) is preventing the change from happening?  Once identified, that person(s) needs to go!  Therein lies the pain—and for so many nonprofits, the rub, as far too many nonprofits don’t like to let people go.  (Notice I did not use the word fire!)  But there are no ifs, ands or buts about this.  Chances are very good that culture shifts—or perhaps even change—has been tried in the organization before, but it never goes anywhere.  Why?  The impediment(s)!  Frequently while talking out of both sides of her/his mouth, the impediment works with the culture change group from one side while squashing it from the other side.  The etymology of impede says it all:  from the Latin impedire, “to shackle the feet.”  Free the feet and start moving!

Culture change almost always means more work—at least in the short term, and perhaps even the long term.  Are you—is the organization, all of its people—ready for that?  Change itself is work.  And then the outcome of change is often that the same ole will no longer be, replaced by a new way of doing things.  People will need to learn new tactics and jobs, and just that simple act of learning new means more work.  While I do not mean to suggest that all culture change takes systems from the lackadaisical to the hard working (as sometimes the change that needs to happen is a stepping back from workaholic culture that burns people out faster than a yahrzeit candle to something that allows for better work-life balance), more often that is the direction of the shift, meaning more work to come rather than less.

Culture change also means hearing some hard truths, and rather than running from them, embracing them.  Embracing them means taking corrective action, creating solutions, trying new ways while admitting that the old no longer worked, and the list goes on.  And in so doing, there may be some missteps.  Culture change is not necessarily a linear process.

Changing cultures to become more effective at delivering mission, better work environments for our staff and volunteers, stronger organizations in which donors will want to invest is not something from which any person should shy away.  If you are among the smart people in your organization, one of the ones wiling to be honest with yourself, you know if your organization needs a culture change.  Make it happen.

You don’t have to be at the top of the organizational chart to start the course of change.