Creating Sustainable Organizational Culture Change in 80 Days | Arthur Carmazzi | TEDxMaitighar

People always ask me, Arthur, how is it possible to get such quick results in cultural

change

with these big companies? And I always tell them that you're asking the wrong question. The question is not how fast, because that is actually part of the solution. is how you can maintain a

sustainable

organizational

culture

change

in an organization and the reason is that most of the time when we try some kind of initiative in our companies, a couple of things happen, people say, oh no, another one and of course. the other is that all these people at the top come up with all these brilliant ideas and they forget to ask the important people which ones they are going to cite changes and see that speed is the thing these

days

. it is necessary for the change of

organizational

culture

look, we are in the era pfb post pfb on Facebook you know when you have your phone and suddenly it's like I sent a message 15 minutes ago and they still haven't responded do you think something is wrong or that email email has not received a response in almost four hours.

I think we should follow up. We are less patient than before. We need to have things. Now we seek instant gratification. An instant change. Therefore, if we do not see. some kind of change that we immediately assume oh well I'm just wasting my time and this brings us back to the idea that people resist change do you think people resist change because I wouldn't believe it if someone showed up in your door and says hello we have a check for 1 million dollars and it's going to change your life which you would say no I'm not fine thank you very much we're not resisting change what we're resisting is stupid we're resisting the idea that yes I'm losing time and I don't get a good result, then I should do something different.

I know I should do the same thing I'm already doing to maintain the results. On the other hand, if you start to change something and you don't see that it is really giving you good results, then you accept it, you accept it and that is one of the key factors. It shows results absolutely fast so people can start getting excited about the culture change, but why should we make a culture change in the first place? Well, maybe you've been there, it's Monday morning, you get out of bed and you go, it's Monday again and then you go to work and you're not really excited, but you know you need to work because you need the paycheck at the end. . of the month and a lot of times we go to these jobs as individuals and our lives are not really fulfilled, so this is the question, are we in a position to create an organization where someone can wake up in the morning and say "wow, it's Monday." to go to work too, then you will have created not only an organization that will be more successful because your people will be more innovative and more enthusiastic, but you will also have created an organization that supports a greater purpose and let's move on. some of the stages of organizational culture change and why we need to know where we are to really achieve something.

First of all, there are five different types of organizational culture at the moment. The first is the one where people don't really know. I like going to work, it's the blame culture, you know you've been there, it wasn't my fault, in fact if Judy had given me the right information in time I would have been fine, but she didn't so it's not my fault. So what happens in this culture is that trust decreases. Nobody trusts each other. People are afraid to do anything. There is no innovation because there is too much fear. People wait for you to tell them what to do now.

The next level is multidirectional culture. the multi-directional culture here is where you have some cohesion in some departments, but the partial departments don't really communicate well with each other, so you have the accounting department, well, the finance department on this side and then maybe you have the other marketing guys on the other side and they're always fighting because the finance department has the things they're supposed to do and then of course the procurement department is in the middle and no one cooperates so everyone is frustrated and forgets that there is a greater purpose for that organization and the next, the next is the live and let live culture, here is an organization that they We are already doing something, it is already good, we are already making money, why do we need to change something?

I mean, come on, we're already doing well, you know, I show up to work, I go home at night, why do I need to do anything? Also, okay, innovation doesn't really happen because people are complacent, you know, it's my life, it's my job, what can I do? So we end up in a life and organization of mediocrity that we never achieve anything greater and we never feel that. potential to be extra valuable because we have accepted mediocrity now the next level of cultural evolution is brand congruent culture, so you have a right brand, whatever that brand is, whatever your organization is doing, maybe it's a service, maybe it's a product and you say, wow, that's something cool.

Did you know that I work for this company? Yeah, that's the company I work for because they produce cool stuff or create this cool service that's happening and people are excited why because they believe in what they're doing and there's more innovation because they always want to improve the product or the service that they're doing. They call, they always think of new ways that they are pitching ideas because they are invested in what the organization is trying to do, but then the highest level of cultural evolution the highest level of cultural evolution is the culture enriched by leadership and many Sometimes we wonder what a leader is supposed to do, a leader must tell you what to do so that you do it.

You know, maybe at the beginning you do need something, but at the end of the day, do you really want someone to constantly tell you what to do? I mean, have you ever had ideas that you knew would be really great but no one listened to you and then The enriched leadership culture is one where leaders leave their egos in their pockets. I know it sounds impossible, but when these leaders develop other leaders then it doesn't matter who is doing what, all that matters is the goal, what we are trying to achieve and this gives everyone in the organization the opportunity to have a sense of value. , a sense of possibilities in your career, even for the janitor, the guy who cleans the bathrooms, to come in and say, "Hey, I have a really cool idea and people listen." He and even the new person coming into the organization can take over a project if they happen to be more expert in that area than even the CEO, so leadership in a rich culture develops and cultivates leaders who are excited about the brand.

The organization and the people who are in charge never expect anything, they never expect people to tell them what to do, but it depends on how it is achieved, how well the culture evolves, the first thing you have to do is know where you are. Where is your culture now? Where have you started? I mean, doesn't that make sense? You have to have a starting point before you can move on to the next, which is why we developed a tool that helps organizations measure and then also test and verify their progress and this assessment of organizational culture evolution basically gives you that foundation. and once you have that foundation, once you have it, now you see, okay, here we are, maybe we're in the blame culture, maybe we're in the live and let live culture. culture, but now we know where we are, we can go to the next level and any strategy you use will support that, but what strategy do you use?

How do you involve people? How do you get people excited about cultural change? I've been there with all these different initiatives, everyone tries all these different things, why they don't work, why they don't last, why they're not

sustainable

and one of the main reasons, besides the fact that they take too much time, is that they don't They have people's commitment, so the first thing you have to understand is that it can't be a top-down initiative, it can't be the guys at the top, I mean, think about it, you have like five, maybe twelve. guys at the top and maybe you have an organization with a thousand people, does it make sense for five guys to try to convince a thousand people to believe, think and value the same things that they do or does it make more sense to have a thousand? have people come up with some ideas and convince the five guys at the top that it has to be a bottom up initiative and often a lot of organizations don't trust their people enough and it's the people at the bottom who are in the middle.

It's the people around you who are interacting, they're making things happen, they know the problems, they know how to solve them, but often they don't have a voice and when you give shape to these people, you do it from a bottom-up initiative. above. That's when things start to happen, but there are five pillars for this to happen. The first must have a greater purpose, that means it must have something that everyone in the organization believes in. Now you're thinking, but Arthur, how is that possible? There are all these different people and they all have different ideas.

Well, let me give you a little research on 53 different countries. We asked a question: what is your ideal work environment? Now I want you to think about this, your ideal work environment. So one of the things we discovered was that no matter the culture, no matter the situation, no matter the educational level, no matter the position, people have more or less the same ideas, the same ideas for the ideal work environment. , they needed to have some kind of trust. trusting people to do their jobs or letting people trust you that you really know what you're doing.

They had to have some kind of teamwork where they felt, "Wow, we know that people are really willing to help me" and then, of course, a supportive environment when that department over there was cooperating with my department they needed to have some kind of clarity they needed to see how well I know where I'm going I know what I have to do at least I have some structure maybe to help me understand what I want they needed to achieve and finally they needed to have some fun and if you think about it it's easy to make the people believe they can achieve this ideal work environment.

Is it possible that when you connect people with this idea, this ideal work environment that becomes a greater purpose because it is not just for them, it is for everyone, it is for the people who are next to you, it is for yourself and it's also for the organization, so once you have the ideal work environment, then you have a greater purpose, something that everyone has. working to achieve it, but then pillar number two must have a methodology that can help people achieve it and, of course, we use the psychology of managerial communication, the science of group dynamics.

Now there are other things available too, but at the end of the day, how? Can you create that ideal work environment? What methodology do you have for people to connect and communicate trusting each other so that people have more clarity, better communication, so that people are better team members and the next thing, of course, is having the common language? Common language is about being able to communicate big things with small words, for example, there are many buzzwords, there are many things that are talked about and that you use like a word or two words or a phrase, and people already know about what you're talking about, so for example, if I say dude, you need to suck me, people are going to understand what that means only if they've had this training behind this or this idea, if they understand the whole thing and that means because they understand. because they know what it means.

Now they can communicate without conflicts. You can remind each other what the methodology represents and how to create that ideal work environment. Once you have this common language, when you use it, you will remind people of it. of what they have learned about how to achieve this greater purpose, but you also need a unified identity. Look, unified identity is like a club, you have a club and when you're part of a club, the people in the club are kind of like they're your friends, you know who they are, you accept them, you're excited about them, you know. and they work together, they create things together, but there are also the people who are outside the club, they seem to be in the club that unified. identity, you give it a name because every club should have a name, every club should have a purpose to create the ideal work environment and if people are not in the club, that means they are not really excited about your cultural change, no They are excited. about

creating

your ideal work environment, so there are two things you can do: you can put them aside and ignore them or you can help them join the club and finally, the supportive environment sees that we all want to change something in our lives that we want. improve something maybe sometimes we just say wow you know I want to quit smoking or maybe I want to stop always being late and what happens is that within this club within this group you can trust each other you could tell them this is what I I personally want to make it and next time maybe you take out a cigarette, people around you say, hey,Like I said, you wanted to quit smoking and you're like, yeah, okay, and you have this environment of people who hold you responsible for the person you love. become not what the organization wants you to become because, honestly, you have higher standards for yourself than most organizations and if we can get the people around us to help us achieve them, the organization will benefit. in the process, so let me show you a real quick graph when we get started.

In this process there is a peak in two weeks, you can see very visible results, I mean, super visible results, I mean, you know, people are excited, you know, wow, this is incredible, we are going to do great things, that's in the peak, that's later. 15

days

, but after a while, after about 30 days, okay, this is where the adjustment comes. People start to say, okay, you know, this is like part of a reality and this is how we can apply this and they start to adjust now, after that, about 50 days, that's where. They start to have real confidence in how they are going to put it together and finally, in 80 days, it settles and there is sustainability, but to achieve this you have to measure every part of the way and we have even developed an app for that.

Furthermore, it is called Li squad. It's fine with an AI and the Li squad. The thing is, every time you have some kind of measurement, often people do annual reviews and it takes too long because you know how every time you accomplish something, you don't accomplish it. I don't want to wait, it's like: Did I do it right? I did it wrong? You need to know now because we're in the PFP era, so if you have the opportunity to give people feedback in 20 seconds and then connect it to an overall report. bigger picture of an entire year, you can see everything and you're giving people feedback so they see, okay, I'm doing this right.

Wow, great, I got this award. It's great, it's good, it's simple, easy and it helps you maintain the behaviors that as an organization you as a group of people have created and designed to achieve your ideal work environment that requires measurement measure where you are when your organizational culture begins measure it After a month see how it is doing compare it with the first time and all the time identify the behaviors that people have created for themselves, these are guiding principles to achieve this ideal work environment by measuring behaviors, not KPIs. Sometimes organizations focus on measuring the KPI and not the behavior that eventually gives the KPI.

KPI is our way here the behaviors are here here here here here here so you know I'm doing it right, so when you go home today, when you go back to your jobs, I want you to think about how you could contribute to

creating

an ideal work environment How could you help people feel more valuable in your organization's gratitude?