The Cult comprising of the leader and his band of favourite associates drive the Culture of the enterprise. They cast a strong & rigid net of approved norms, behaviours and the way of life. The rest are expected to comply for their continued membership ...rejection follows ejection in case the net is pierced.
Most new Managers alien to the system make the blunder of of piercing the culture net without understanding or befriending the Cult under the belief that they are transforming the organisation. Unfortunately, they commit 'hara kiri'.
6 things I would strongly advise change leaders to adopt as they lead their change plans :
- Understand the
cult
- Convince the
Prince
- Pace the race
- Sell the change
- Gain the buy-in
- Share the pride