In large organisations, individual managers often feel powerless to effect cultural change. They can see that there are elements of the corporate culture that don’t enable employees to be the best they can possibly be. They are worried that some of the behaviours they witness, and some of the conversations they are party to, are not conducive to a happy, healthy, working environment. They are frustrated by endless company Town Halls and focus groups where there is a lot of talk about rooting out toxicity – but nothing much changes as a result.

Appetite for change versus reality

There is clearly an appetite among corporates for transforming workplace cultures. In recent research conducted by Opinium for Newton, 40% of respondents said there were active efforts to change the workplace culture in their organisation.

But turning these good intentions into reality on the ground can be a challenge. When I’m working with organisations on culture change programmes, one of the key messages I try and get across is that although top-down is important, and leadership teams need to be fully bought into the change, it’s not the only way. Bottom-up is equally valuable, and can help to encourage those small shifts, which when combined add up to a big difference to how people experience work on a daily basis.

When your actions are combined with other pockets of good practice, this will influence real change.

Become a culture catalyst

As a manager, you don’t have to wait for the latest leadership dictat to start changing the way things are done around here. You personally can act as a culture catalyst on the ground, encouraging the attitudes, behaviours and approaches that will make your part of the organisation a better place. When your actions are combined with other pockets of good practice, this will influence real change and start a snowball effect across the business.

Here are five practical ideas for what you, as an individual manager, can start doing to build a fair, just, people-centred and high performing culture. 

Get in the culture flow 

Are you clear about your organisation’s purpose and values? Do you understand what they mean for the way you need to act and engage with your team on a daily basis? Are you able to articulate them to your people?

If you can’t answer those questions, the first step is to have a conversation with leaders further up the chain. Get clarity about how to align your management practice to the wider organisational vision. Because if you can’t answer those questions for yourself, you are not going to be able to convey the right messages to your team.

In my book ‘Transformational Culture’, I set out a culture flow system, which demonstrates clearly how this connection between purpose, values, systems, behaviours and people is paramount to making transformational change happen. 

Build a culture cluster

Who owns the culture in your team (also described as team climate)? The answer, of course, is everyone. Each of your employees has a part to play in reducing stress, encouraging dialogue and collaboration, and building a supportive atmosphere in the team.

As a manager, your role is to create an empowering and inclusive space, and the psychological safety people need to be intentional and deliberate about creating the culture you and the wider business are trying to achieve. 

Does your organisation have a values and behaviours framework that provides structure and clarity about the behaviours the business wants to see – and those it doesn’t?

Focus on winning hearts and minds

The culture you are trying to create may be very different from the one you are operating in now. People often need time and space to adjust to new ways of working and changes in the way they communicate.

This transitional phase provides a space where managers can work with their teams, reinforcing the messaging about what the new culture will look and feel like, and what new behaviours and attitudes are encouraged.

In his transitional model, change guru William Bridges highlights the three stages of transition people go through when they are experiencing change: ending, losing and letting go; the neutral zone; and the new beginning. Recognise the different emotions your employees may be going through and think about what practical actions you can take to support them through the various stages of adopting a transformational culture. 

Align values with behaviours 

Does your organisation have a values and behaviours framework that provides structure and clarity about the behaviours the business wants to see – and those it doesn’t? If this doesn’t exist, why not create a version that is applicable for your team?

These frameworks can be the basis for some really great conversations. Get your team to think through how they would approach different scenarios, in line with the organisation’s values. Use real examples to demonstrate how the desired behaviours play out in practice. These engaging, inclusive, respectful conversations are the ones that will underpin your culture and give people clarity around what’s expected.

Culture catalysts don’t work in silos, they do everything they can to spread the tentacles of a positive culture into the far reaches of the organisation.

Resolve conflict well

When conflict, complaints or concerns occur – as they inevitably will in any organisation – it’s important to have conflict de-escalation skills. First, think about how you react to those circumstances. Be aware that the AIR (Actions, Interactions and Reactions) you breathe out is the AIR that others breathe in.

Do you want that ‘air’ to be stifling and toxic, or do you want it to be person centric, compassionate and nurturing? Be self aware when you are in difficult situations, and having challenging conversations, and ensure you are role modelling the behaviours you want to see in others. The choices you make as a manager are the catalyst for the environment you create. 

Celebrate your successes

When you see that your actions successfully create a positive working environment, don’t keep it to yourself. Culture catalysts recognise that if they are doing it right, they need to share it with others, so that everyone benefits.

Culture catalysts don’t work in silos, they do everything they can to spread the tentacles of a positive culture into the far reaches of the organisation. You may not be able to affect the big decisions that are happening in your business, but culture catalysts, working together, can change the system one conversation at a time.

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