Executive Onboarding

Executive Onboarding
then move the convincible watchers into contributors, and finally
to get the detractors out of the way. Essentially, it is your
responsibility to strike an attractive balance between perceived
risks and rewards. The team members will make a simple
calculation (i.e. “Will I be better off now and/or over time
supporting the new leadership and his/her expressed need for
cultural change, or will I be better of actively or passively resisting
it?”).
The book also offers three excellent tools to incentivize the
organization to support the need for cultural change:
1. Changing the organization and redistributing resources in
favor of those team members and initiatives supporting a
cultural change.
2. Changing the balance of incentives, including the internal
motivational factors (e.g. recognition, sense of choice, and
sense of purpose) and the external motivational factors
(e.g. rewards and incentives) – all aligned to support the
desire to become a contributor.
3. Ensuring that the urgency of cultural change is
communicated clearly and with relevance to the individual
target groups.
Culture is at the heart of an organization and failing to consider
the governing culture when making your due diligence, diagnosis,
and subsequent execution of initiatives will most probably limit
your chances of success.
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