They Shall Wear Blue and All Will Be Good

ever feel this way when your company makes a change like this? Perhaps you are the one making the change. Your intention is to make your employees more "something" as a part of changing your image. Unfortunately, it is your identity that must change before any difference will result in your organization. 

Too many people think that you can fix a culture by changing its image. (I would say its like putting lipstick on a pig, but we all know what happens when you say that right now!) 

Your image is how people perceive your company. Your identity is how it really is. While it is true that you can spend millions on advertising to convince people that your company is different and even make visual changes like new blue uniforms, but unless you change the identity - it is all for not. Eventually, the identity will crush the image. 

Now, I do not mean to pick on TSA, in fact I am very glad they are there. But much like other stories I have shared in this blog, the uniform has changed, but the people inside have not. What has been done to enhance the level of officer? Why did I get through security and on a plane last week without ID? (Yes, I forgot my DL at the house and managed to get through. If only I could write (or blog) the way I talk)

Today's landscape is more competitive than it has ever been. Not only for customers, but also for employees. "It is harder and harder to find quality people" - that is the most common quote we hear from our clients. Employers are learning that the new workforce of Gen Y and Gen X know that they have a choice in where to work. And they also can see right through image and ask questions about the identity of the company. 

Customers can simply log on and do business elsewhere. When will we learn that the Culture Cycle always rules (see Oct 1 post.) When will we learn that we cannot change a culture with t-shirts and parties and cheers? 

True change starts at the top and begins with the programming of the organization. People still continue to be seduced into the trap of trying to affect change by starting with the attitude. Why, you ask?

Three reasons, I think. 1. Most people do not truly want change; they only want to talk about change. Change is hard. Change requires pain. And who likes that? 2. Trying to change a culture by working on the attitude has short term effect. So, again we get tricked into thinking we re having an impact. We get to go into the boss' office for our 1x1 and show him the result of the latest culture initiative. By the time the next 1x1 comes around, we have identified a whole new issue to smite. And 3, organizations need a zealot to lead culture change. It does not have to be the CEO, but it need to be a C-something - otherwise no one in the org will follow. 

The C-something needs to lead a team of other zealots who reside inside the various parts of your organization. This "Culture Council" will lead, guide and protect the culture. They will protect against those that would change the culture to save a few bucks on the short term. They, more than any other group or person, will reduce your turnover. Now who doesn't want that? 

But let's save the Culture Council for another day...