Want to Change the Culture as a Leader? It's Easy, Don't Change.
Close your eyes and think to yourself. What does the CEO of a fortune 500 company look like? What does a member of Congress look like? What does a U.S. Military General or Sergeant Major look like? No really close your eyes and think about it.
Standards are guidelines. Many ideas of what a leader is supposed to look or sound like is tied to at least one stereo type. Of course being a leader in these capacities have standards to abide by. Think about what some of those standards look like and the freedoms we have in our country. The standards aren't usually so specific to mention women absolutely cannot wear braids in their hair, or men cannot wear a tribal colored button up shirt or no on can wear their cultural formal garb to an event instead of the traditional ball gown or tuxedo.
You don't have to abandon who you are to be an effective leader. LIVUTOPIAN is a veteran run company. Many of the veterans have experiences where there is always that one leader who wants to school the newly promoted leader on how to be effective. It's usually a list of rules which begin with " now that you're a leader, you can't..., you can't..., you can't..!"
Might we remind those new leaders that you got to that promotion by being yourself. Might we also suggest that you must remain approachable, authentic and transparent to be an effective leader. You begin to limit the impact you have on others when you limit what you can do and can not.
How to Change the Culture without changing who you are. This is tricky and requires some give-and-take as well as some finessing. When changing the culture there are three populations to consider in the environment you are trying to change. The current leadership or supervisor population which is where you probably fall in. The subordinate or non-supervisory population where all of the employees, lay members and workers of the business or organization fall in to. Then, there are the outsiders. The outsiders are not on the payroll and may or may not even be affiliated at all with your company however what your company represents has some sort of impact on them. This could be customers, religious believers or military members of another organization or potential supporters.
The Plan. Now, think about challenges you are trying to fix in your workplace or environment. For each challenge come up with a few possible solutions. Last, list how each solution may positively and negatively affect each population, of your company including potential biases and stereotypical boundaries you may face. Leave nothing out. This is a more precise method than listing simple pros and cons. Depending on the challenge, who can assist you in correcting some of these issues? As a leader you may be able make changes at your level or you may have you present a convincing case to your supervisor with a plan to develop team building within the organization. Maybe your concerns have to be addressed with your Human Resources department or Equal Employment Opportunity. Don't stop at just developing the plan. You have to act.
You were a leader before you got the leadership position. Don't change your values, hide your creative style, or subdue your personality because of others and what has always been done. Get familiar with your organization's standards, be the change you want to see and watch how many more people will look up to you, how many more compliments on your character you will receive and how many issues you will begin to resolve because of your presence and action.