Blog - Page 5 - Carole Cooper Consulting

Employee Experience, Human Resources, Leadership
Male Allies – Women Don’t Need Fixing, Systems Need Changing
- 12 February, 2024
- 0 comments
- by CCC_admin
A colleague forwarded me this SU webinar, and I finally watched it in the holidays. Women need men in their corner in the fight for gender equality, but allyship is a nuanced role.

Prof Ozbilgin’s thoughts on the subject really resonated with me, and I thought I’d share some of them here.

1. We must stop putting individuals (i.e. men) on the spot and prioritise the systems that perpetuate patriarchy. We need to consider the intersectionality of institutions because institutions provide different outcomes for individuals based on race, gender, etc. None of us wake up and think, “I’m a woman” – we are forced into that awareness when we come into contact with institutions that make it salient, that denigrate our gender.

2. We must beware of the saviour complex – women don’t need saving; systems need changing. Often, men think bringing women under their wing provides them equality and opportunity – but that’s not the aim of allyship. This kind of relationship is very patronising for the women, and it makes other men feel an unfair game is being played. Instead, show allyship to a cause and change the systems women return to in their organisations instead of saving individual women.

3. Men need to practice reverse allyship, i.e., where the ally applies critical listening to women’s concerns and reversely translates them to organisational design. So, allies became co-designers of organisational design instead of male allies who are showing a trust deficit to women by putting them through hoops such as education, mentoring and other “fixing practices”.

I’ve had mixed results from reverse mentoring in the past. Admittedly, that was pairing up mentors and mentees from different generations. I’d love to hear your thoughts over on my LinkedIn Page.

– To my male followers in leadership positions, how does the idea sit with you?

– To the ladies, does the term “fixing practices” ring true? Do you feel reverse mentoring stands a chance?
Employee Experience, Human Resources, Leadership
CEOs – Are You Rewarding Good Employees with Bad Bosses?
- 2 February, 2024
- 0 comments
- by CCC_admin
A few months back, a frustrated employee asked me, “Why do they feel it’s okay to give me a bad manager?”

Isn’t that a compelling question?

As leaders, we have high expectations of employees. But how consciously do we think about the culture we create for them by appointing people to management positions they’re not equipped for? And how willing are we to address the unhappiness they cause, especially when they’re otherwise getting results?

I’m introducing a #ceopledge to our executive coaching curriculum this year. The idea comes from a post by BrettFox, whose fabulous (abbreviated) example is as follows.

I, your CEO, pledge to:

1. Be fair.

I know it’s annoying when someone gets preferential treatment. Due to different perspectives or even different conditions, it might not always be possible (or desirable) to always treat everyone exactly the same way. But I will do everything I can to be fair.

2. Be transparent.

You have a right to know what’s happening in the company because you depend on us for your livelihood. I will tell you everything (except the stuff that, for lots of reasons, has to remain confidential).

3. Provide a healthy workplace.

A bad work environment steeped in fear doesn’t allow you or us to thrive. We want the workplace to be an enjoyable place to be. (This doesn’t mean we don’t have high expectations for you, too.)

4. Not allow mediocrity into the organization.

Our standards are really high, that’s why we enjoy working with you. It’s demoralizing working with people that aren’t carrying their weight. I will address non-performance when I see it.

5. Give you the freedom to be creative.

I know you have ideas for improving the company, new products, and new systems. I will ensure you are heard.

6. Continue teaching and training you.

We have an obligation to you and our company to give you the tools to succeed. We need you to have the skills necessary to help us grow.

7. Pay you a fair wage.

We understand we need to be competitive to retain you. We don’t want you looking for a new job. It’s costly to replace great people like you. We also pledge to rectify any salary inequities that occur.

8. Promote from within whenever possible.

You’re ambitious, and you want to continue growing. We know you and like working with you. There’s nothing more gratifying than being able to promote you.

9. Not to tolerate jerks.

Yes, we know about the really smart person you are working with. He’s brilliant, but he’s causing great harm to the company despite all his skills. We know that, and we’ll address it.
Employee Experience, Leadership
3 Ways You Should Be Using Storytelling to Impact Your Organisation
- 4 September, 2023
- 0 comments
- by nick
Storytelling has been with us since the beginning of humankind. Narrative is one of the most powerful tools we have to inspire, teach and connect with others. But in my experience, it needs to be better utilised by P&C leaders. We tend to favour more easily measurable activities. Numbers and statistics have their place, of course. But they don’t captivate and engage an audience like a good story does. So how can we use storytelling in business to better effect in our organisations?

Storytelling Affects Our Brain Chemistry

Firstly, it’s helpful to understand why oral storytelling remains relevant in today’s world. Many of us will remember childhood stories narrated by those who cared most for us. In my family, we fondly remember my mom’s frequent response, “Now that’s another story”. And today, biological studies provide us with an explanation for why we have this connection.

Research shows that stories activate listeners’ brains’ auditory and left temporal (language) cortices. In some cases, our brain activity actively mirrors that of the storyteller. In a fashion, we share their experiences and emotions – the “surrogate experience”. Furthermore, we are prompted to secrete oxytocin, the bonding hormone.

These chemical reactions are what motivate us to care about the people involved. In the workplace, this translates to greater empathy and compassion for our colleagues. It makes us more willing to work with them and display other positive social behaviour.

The following are three suggestions for incorporating storytelling into your P&C leadership practice.

1. Use Your Story to Lead with Impact

Consider some of the people you admire and wish to emulate. Are there any who won your admiration without sharing their story? I think you’ll find they’re in the minority.

A personal story explaining your “why” can take your audience on an emotional journey. Allowing others to connect with us at this level empowers and inspires them to act as we would. However, learning how to share our stories takes preparation and practice.

International storytelling workshop facilitator Robyn Shumer shares these steps;

Step 1: Create a strong and engaging opening.

It’s essential to engage your audience right from the start. For example, an opener that shocks or surprises can do the trick. Or try asking a question that will hook them, such as “Can you imagine…”.

Step 2: Gather content.

Research your content. Use sticky notes to collect and organize the concepts.

Step 3: Eliminate the noise.

Review your concepts and cherry-pick the key elements. Eliminate unnecessary “noise” that may distract from the message you want to deliver.

Step 4: Incorporate multi-sensory augmentation.

Draw your listeners in by appealing to all their senses. Describe what things look, feel, sound, and taste like.

Step 5: Consider your end.

What do you want your listeners to do with your story? For it to have an impact, make sure they understand the “call to action”.

2. Create Organisational Storytellers

Organisational storytelling is an invaluable tool in building and sustaining company culture. It captures the critical events and decisions that impact people and makes your culture unique. And in doing so, it informs internal and external stakeholders who you are.

Increasingly, prospective employees are looking beyond the official company line. The popularity of platforms like Glassdoor points to this. P&C leaders need to help cultivate organisational stories that attract desirable talent. And have an ear to the ground for developing stories that indicate intervention is required.

A compelling, consistent, representative organisational story must be compiled from multiple perspectives. You should gather contributions from different departments and all levels of the organisation. In doing so, consider the following;

Active listening

Active listening means listening without judgement and preconceptions. For example, are employees relating different stories to those told by leadership? Why? What’s keeping those stories alive?

Active communication

Step away from passive communication tools like email. We naturally use stories when we converse face to face.

Active forums

Create the space, time and opportunity for organisational storytelling to emerge. Storytelling town halls, for example, can be better than static stories recorded on a company intranet.

3. Empowering Others to Tell Their Stories

Stories offer a powerful way of perspective sharing. As a universal human experience, they can be particularly valuable in addressing diversity. For example, a 2014 study by Lindsey, King, Helb and Levine found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.”

It used to be considered unprofessional to share personal stories at work. This is changing, however. Storytelling for business is fast becoming an important part of our toolkit. Personal stories can help explain our context. Like why we may think and respond differently from others. Or explain activities that don’t always make sense to our colleagues.

Everybody has a story, but we often don’t consider our stories valuable. To help people share their stories, Rezvani and Gordon, recommend the following;

Establish A Beginner’s Mindset

Forget what you think you know about the storyteller and actively listen.

Offer Empathy and Warmth

Receive stories with empathy and warmth regardless of whether or not you can relate to their experiences.

Don’t “Over-Verify”

Never demand that storytellers provide evidence to support their stories. And don’t expect them to answer questions – ask permission for follow-up and respect the reply.

Express Thanks

Always make a point of thanking people for sharing their stories.

Check-in

No one should feel pressured to share their story. And when they choose to do so, they should trust those they share it with. Continually check-in that the space you’ve created is psychologically safe.

A Final Note on Story Stewardship

In her “Atlas of the Heart”, Brené Brown introduces the concept of story stewardship. It’s the practice of honouring the value of stories – our own, as much as those of others. She cautions us against telling our story before we’re ready to own it. In Brown’s view, we only truly own our story when our well-being is not dependent on the listener’s response.

We dishonour the stories shared with us when we tap out or take over. Tapping out when we’re disinterested or feeling uncomfortable shuts down the storyteller. Even the subtlest body language can provide feedback that their story is unwelcome. And when we overly identify with a story or don’t believe the storyteller, we risk taking over their narrative. By imposing our perception of events, we diminish the storyteller’s experience.

Storytelling can be a valuable arrow in the P&C quiver. Contact me if you’d like to understand more about making it part of your leadership practice.
Human Resources, Leadership
Boost Your Leadership Style – 9 Questions to Uncover Your Blind Spot
- 24 August, 2023
- 0 comments
- by nick
We don’t pull into traffic without checking our blind spot. And the same is true of good leaders regarding blind spots in their leadership practice. They hone their leadership skills by continuously seeking feedback.

In self-development terms, our blind spot is what others know about us that we don’t. (The upper right quadrant of the Johari Window.) So feedback from our team members is essential to develop our self-awareness as leaders.

Open-Ended Questions Provide Quality Feedback

I prefer to avoid formats that rate subjects or provide tick-box answers. Instead, open-ended questions encourage thoughtful and detailed responses. Which, in turn, encourages greater engagement by the recipient.

When designing your questions, consider what you want out of the process. Here are my 9 favourite questions I use to solicit feedback from team members:
1. What do you think my strengths are as a leader?
2. What ways do you think I could improve my leadership style?
3. How can I make myself more approachable/open to feedback?
4. How do you think I can better support the team?
5. Are there any actions or decisions I’ve made that you would have handled differently? If so, what could I have done differently?
6. Are there areas where I can provide more guidance and direction to the team?
7. How do you feel about the team’s morale and engagement? Are there any specific issues that need to be addressed?
8. What do you think is the most important thing for me to focus on as a leader moving forward?
9. Is there anything else you’d like to share with me about my leadership style?
Receiving Feedback

Receiving and acting on feedback can be challenging, especially it’s when negative. But a poor reaction could harm the psychological safety of your team. So preparing to receive feedback is as important as asking for it. Keep in mind the following:
- Be gracious – the process is working if you learn things that make you uncomfortable. Be accepting and appreciative if you want people to continue being honest.
- Acknowledge/Act – be seen to act on or acknowledge feedback. Your team will be waiting.
- Reciprocate – if you’re asking your team for feedback, you should do the same for them.
- Lead by example – feedback shouldn’t be an isolated process. Create a learning culture where mistakes are regarded as opportunities to grow. Set an example by sharing your challenges and owning your mistakes.
- Consider coaching – coaching can provide a safe and supportive space to process feedback. It can also help identify the most critical areas for improvement, set realistic and achievable goals, and develop action plans to implement the feedback.
Do it right, and feedback will enhance your self-awareness, confidence, and leadership skills. And ultimately increase your value to your team and organization.
Employee Experience, Human Resources, Leadership
It’s Time to “Pink it and Grow it” – How Pink is Your Network?
- 24 August, 2023
- 0 comments
- by nick
“Pink it and shrink it” – that’s been the mantra behind marketing products for women. It’s a predatory marketing practice whereby women pay a premium for everyday consumables.

A “Pink It and Grow It” Challenge

No one goes from intern to CEO without a little help. Networks are a crucial component of resilience and career progression. Yet, studies continuously find women have less powerful networks than men. This resonates with me, especially having moved countries twice.

So this is my challenge to everyone – let’s “pink it and grow it”! Let’s take conscious steps to make women a greater part of our networks.

What Do Women Need from a Network?

We all need connections that “will say our name in a room of opportunities”. But it’s actual interactions that help validate us, provide perspective and even help us laugh at ourselves. Genuine relationships don’t only further our careers; they are crucial for our well-being and resilience. And the earlier we reach out, the more chance they have to develop. So, I challenge you to;
- Be a Connector – actively introduce women to others in your network. If you don’t know what connections are desirable, ask.
- Be a Mentor – mentorships often happen informally over shared interests and experiences. But women may not have these in common with senior male colleagues. Advocate for formal mentorship programmes to ensure inclusivity and a framework for cross-gender engagement.
- Be a Load Absorber – assist female colleagues with work surges. Women can be reluctant to ask for help, fearing being regarded as not coping. You can offer to take on work in exchange for the favour being returned when you’re in a similar position.
- Be a Sense Maker – getting to grips with politics and personalities can significantly advance one’s career progression. Can you provide insight to a female colleague that will help smooth her way?
- Be a Booster – women are often poor self-advocators, especially in the absence of female role models. So affirm the competence of female colleagues and how they might excel in positions they may be too intimidated to apply for.
- Be an Empathiser – you don’t always have to solve the problem. Women also need a release for negative emotions. Help get us “back in the ring” by being a sympathetic but confidential ear.
Employee Experience, Human Resources, Leadership
Not Structured for Innovation? Then Don’t Expect it to Happen!
- 24 August, 2023
- 0 comments
- by nick
Nothing excites me more than trying something new with a team of bright, creative minds. But that doesn’t happen by accident…

Just having creative people come up with ideas isn’t enough. Studies of Kodak’s demise have shown there was no shortage of either in that organisation. But Kodak’s leadership lacked the discipline and direction to steer innovation in the right direction. And in the end, they failed to embrace digital technology on time.

Creativity and innovation are often associated with spontaneity. So it’s counter-intuitive that promoting novel thought requires extensive discipline and planning. Google, for one, understands this. Its 20% Policy allows employees to spend 20% of their time on creative pursuits unrelated to their work. However, they must have a clear vision and objective, allowing for guidance and evaluation.

Here are three innovation initiatives to consider;
1. Form a Creativity Plan – This includes creating goals for the kind of innovation you want to foster, how to achieve it, and who will work on it. Need some workshopping prompts? I love how the UN links the campaign to achieving the Sustainable Development Goals (SDGs).
1. Foster supportive Organisational Culture – Are you fostering an environment where employees feel safe to express their creativity fully? Review your performance and incentive policies to ensure they encourage unconventional thinking and view errors as part of the creative process. Get employees engaged with town halls dedicated to innovation.
1. Invest in Training – Programs that teach creativity, problem-solving and decision-making skills are critical for innovation. They will equip employees with the skills and knowledge to generate fresh perspectives. And direct them to new, innovative ideas.
Remember, if you’re not structured for innovation, it won’t happen!
Human Resources, Leadership
Are You Asking the Right Questions?
- 24 August, 2023
- 0 comments
- by nick
I recently read how Toy Story came about because early computer animation made everything look plastic-like. While others asked how to improve the technology, the Pixar team posed a different question. What subject matter lent itself to the medium as it was?

Asking the right questions is a critical skill for leaders to develop. Better questions lead to deeper insights and expose new possibilities. Here’s what I advise clients.

1. Develop a Curious Mindset

A curious mindset involves being open to new ideas, perspectives and experiences. Cultivate yours by seeking out new experiences, books, and people. Challenge your assumptions and expose yourself to different ideas. Experiment with new ways of doing things and learn from the results.

2. Overcome the Fear of Vulnerability

Don’t avoid asking questions that expose your lack of expertise. Acknowledging you don’t know everything can help build trust and credibility. View questions as a way to grow, not a weakness. And model vulnerability by sharing your own challenges. It will help to foster a culture of openness and honesty.

3. Trust the Process

Focus on the process rather than the outcome. Instead of worrying about whether your questions are perfect, focus on the act of questioning itself. Embrace the learning opportunity even if your questions don’t lead to the answers you were expecting.

4. Proactively Manage Time Constraints

Don’t be pressured to bypass meaningful dialogue to keep up with the pace of business. Instead, prioritize questioning daily by incorporating it into existing processes. Dedicate time for team meetings or one-on-one conversations. Over time, you’ll create a culture that values curiosity and learning.

5. Ensure Psychological Safety

People won’t share their thoughts if they don’t trust their leaders. Never force or intimidate people into participating in dialogue. Demonstrate empathy rather than judgement so people feel safe sharing diverse ideas and perspectives. And provide feedback and recognition for their contributions.

6. Practice Mindfulness and Reflection

Be mindful during conversations by focusing on active listening. This means fully engaging with the person you are speaking with. Pay attention to their body language and tone of voice, and ask follow-up questions. Finally, reflect on the conversation and your questions, identifying areas for improvement.

7. Seek Feedback and Continuous Improvement

Ask team members to evaluate your questioning skills. Encourage them to be honest and specific. Then, apply the insights to your future questioning strategies. And take advantage of any learning opportunities on effective communication. Maybe find a mentor who can provide guidance and support.
Human Resources, Leadership
“Belonging” – Merely Pandering or a Better Version of Inclusive?
- 24 August, 2023
- 0 comments
- by nick
How do we stop diversity from becoming divisive?

This is the primary concern clients share with me when we talk about DEI. And I like to address it by focusing on belonging.

Belonging is one’s perception of acceptance within the work environment. I like it because it prioritizes the comfort experienced in an inclusive workplace – for everyone.

Inclusion vs. Belonging

Inclusion is about ensuring equal access to opportunities and resources in an organization.

Belonging goes beyond this. It’s about being valued and involved – not just present or invited. About having influence – not just a seat at the table. And about being celebrated and supported rather than tolerated or accepted.

Inclusion is typically focused on external factors, such as policies and representation. In contrast, belonging encompasses internal aspects, such as psychological safety and shared values. It can help resolve the deeper systemic issues hindering an organization.

Belonging also shifts focus from a collective to an individualistic perspective. So individuals themselves decide the success of interventions. And have greater accountability for their design. Such activities enrich inclusion activities. So, for example, we don’t just hire diverse candidates. We ensure their smooth onboarding and provide mentors and buddies, regular feedback, and career development opportunities. Instead of just offering diversity training, we create spaces for employee dialogue.

Measuring Belonging

Belonging is a subjective and emotional experience. It is based on people’s feelings, not just what they do or have. It’s also dynamic and contextual, varying on the situation, group, and individual. So it requires regular, qualitative measurement.

I usually include belonging as part of a comprehensive culture survey. But for a standalone assessment, Harvard’s 2019 10-Question Belonging survey is an excellent place to start.

Is Belonging Just Pandering?

Recently, belonging has received some bad press. Particularly in response to Uber’s now infamous “Don’t call me Karin” sessions. Critics say the approach hasn’t helped shift power away from privileged policymakers. Instead, it has allowed non-marginalized individuals to co-opt the process. (In Uber’s case, for White women to “play the victim”.)

But DEI has always required practitioners to walk a fine line. Of course, we must work with existing power structures without allowing them to undermine our efforts. But the idea that only specific individuals can validly be part of the conversation is crazy. We can’t allow DEI to become a zero-sum game.
Leadership
Be creative, give and show kindness
- 14 August, 2023
- 0 comments
- by nick
As anyone who knows me will confirm, I’m unashamedly a foodie – love eating it, cooking it, and gifting it. So I was delighted to learn about Haversack Hampers, a local business-for-good founded by Jason de Souza. While I’ve never met Jason, he seemed to epitomise the spirit of Ubuntu – a South African word best translated as “I am because you are”.

I wanted to know more about what drove him to build a business that gives 100% of its profits to charity. And he very graciously agreed to let me have someone interview him. The title of this post is a direct quote from Jason. Here’s what else we learnt.

Q: What prompted you to start Haversack?

Financially speaking, I’m comfortable – I have a nice house in a leafy Brisbane suburb. But drive ten minutes from my home, and people are struggling. I felt I needed to do what I could to help. I knew how to run a business, so the idea of a business-for-good made sense. I still run my technology company, Kludde Technology. But it’s well-established, which allows me time for Haversack.

Note from Carole: We subsequently learnt that Kludde is the ANZ business partner for TheReceptionist’s visitor management system. This Denver-based company is built on an #employeesupremacy philosophy, and we hope to take a closer look at that soon.

Q: And why a food business? Is that a passion of yours?

Of course, I like nice food and sourcing the contents for our hampers has been fun. But it’s more than that – I think food allows us to build communities. All over the world, different cultures come together over food. It’s something we should pay more attention to.

Q: Currently, Haversack’s profits go to the YMCA’s Schools’ Breakfast Program. Is student nutrition still an issue in a first-world country like Australia?

I think so, yes. In Queensland alone, the YMCA runs its program at 165 schools. But the “allusion of prosperity” is a global issue – you find homeless people living on the pavements in LA in front of fancy tech campuses, for example. You just have to scratch the surface.

The current cost of living crisis obviously makes things worse. But with children arriving at school hungry, it’s not just about affordability. It can also be a case of neglect or abuse. Sometimes the parents are shift workers, say, who just can’t be there to get the kids sorted. If these children are given a chance to achieve something at school, they may go on to succeed in life, perhaps breaking the cycle of deprivation.

Q: In your opinion, what should organisations look for in a charity if they want to contribute?

I think the important thing to remember is that giving doesn’t need to be financial. You can still do a lot without money. For example, you could pick up litter in a park near your offices. Or allow employees to volunteer during office hours – that will mean more for them and the non-profits. I believe giving should “hurt a little”. I personally spend five business hours each Friday volunteering for Communify QLD. It would have been too easy just to do it in my spare time. And my clients love that I do that.

Q: Do you have any funny or interesting stories you can tell us about the people who receive hampers? Or maybe the producers?

Well, I get to be Santa Claus every time I deliver a Hamper! I love talking to people. Most Sundays, I’ll take a chair to the Botanical Gardens and land up having amazing conversations with random people I may never see again. But no, I don’t feel comfortable talking about other people’s experiences – I need to treat that as confidential.

I will say we need to talk to each other more, though. We’ve created this world where kids are taught about “stranger danger”, but in reality, abusers are typically known to their victims. It’s a little messed up.

Q: Have you noticed any change in people’s attitudes to each other since the pandemic? We hear of global shifts in how people regard race, for example.

Not really, no. I don’t watch mainstream news, so I’m not tuned into that kind of stuff. But I am seeing a reaction to the rising cost of living. People and businesses are taking strain, and it makes them very internally focused. I’d encourage them not to let themselves get negative. Be creative, give and show kindness. I do believe in karma.

Q: On the subject of karma, research shows that giving makes us happier than receiving. Specifically, “random acts of kindness”. Does giving make you happy?

Random acts of kindness – I like that. And absolutely! I get great personal fulfilment knowing I’ve helped someone.

Q: Finally, what does community mean to you? Is it broader than your immediate peer group, neighbours etc.?

Community, for me, is about connection, I think. We broaden our communities when we connect with people we wouldn’t interact with in the course of our everyday activities.

Haversack’s gorgeous jute haversacks are reusable and filled with the most delicious artisanal goodies sourced in Queensland. They’re hand-delivered in Brisbane within two hours of placing an order (Jason says this “overservice” generates the best word-of-mouth referrals.) And can be couriered countrywide. My clients and friends have loved receiving them!

I hope Jason’s words have inspired you the way they did us.

Carole Cooper
Human Resources, Leadership
When Culture Kills and How to Develop a Change Culture
- 19 February, 2023
- 0 comments
- by nick
How much would you offer new hires to resign? And what do you think of the idea?

“The Offer” is the brainchild of Tony Hsieh, Zappo’s quirky co-founder. Hsieh was so passionate about retaining the Zappo culture he offered new recruits US$4000 to resign. A no-brainer for anyone who found they weren’t fitting in.

Amazon adopted the practice when it bought Zappo in 2009. And I met Hsieh the following year when we hired him to speak at our Las Vegas global conference. I found him incredibly inspiring, so was sad at the news of his tragic death late in 2020. (He’d headed the hugely successful American online fashion retailer for 21 years by then.)

Static Cultures Kill

It’s a truism that our greatest strength can also be our greatest weakness. Partying was a central feature of Hsieh’s work and personal life. But it didn’t equip him for the isolation of

the pandemic. A plethora of escapist tendencies, including substance abuse and physical deprivation experiments, ultimately took its toll.

And yes, the pandemic is an extreme example of change. But there are classic cases of strong cultures that failed to adapt to change, such as Kodak and Xerox. So how do we build back stronger and create a #changeculture?

Tip #1: Build Trust and Confidence in Leadership

Strong relationships between leaders and workers will always make change easier. Where workers perceive leaders to act with integrity, their resistance to change is lessened. They trust leaders to act in the organization’s interests.

Tip #2: Equip Leaders with Change-Enabling Skills and Tools

When leaders demonstrate a “change mindset”, they provide an example for workers to follow. Employing change-enabling practices, such as routine retrospectives, ensures all voices are heard.

Tip #3: Know Your Purpose

Culture without purpose is just a meaningless set of learned behaviours. A clearly defined purpose allows culture to respond to changing environments and stimuli.

Static Cultures Kill

Tip #1: Build Trust and Confidence in Leadership

Tip #2: Equip Leaders with Change-Enabling Skills and Tools

Tip #3: Know Your Purpose