The Transformation Paradigm: Groundswell

I've been trying to figure out how to get this particular post out.
I have written and rewritten it trying to get the case to build to a climax where I unleash the surprising conclusion... to no avail. I can't write it that way. So instead, I'll cut to the chase. Here goes: I believe that

Cultural Transformation starts AT THE BOTTOM not at the top.

I've attended several training sessions for leaders in the last few months as well as reading numerous articles on cultural transformation.  The consistent theme in much of what I've taken in, is that organizational transformation MUST start at the top. It's the leaders that must set the pace, set the examples and over time the organization will follow.



So leaders, my question is How's that working for you? Seriously. How is that working for you?


I know that my experience in our organization has seen us struggling through a transformation initiative that is years in the making. Progress has been slow, painful and at times stalled. That's how it's been.


Until now. Something has happened. Something that at first I didn't understand. In the last few months something has been different. Age old processes are being examined. Old ways of behaving and thinking are giving way to new behaviours and ways of being. 


So the question is, WHAT HAS CHANGED?


As I've been seeking to understand, the answer has become clear.
Something is happening at the bottom.
At the lowest levels of our organization something is changing. Partly its started with an influx of new hires, and partly there are people who have been here for a long time that have realized that enough is enough! If we continue to be the way we've been, we'll have exactly what we've had. We have to be different to have something different!

Stumbling across this thought almost by accident, I began to reflect more. Are there other situations that would prove out the thought that cultural transformations actually occur bottom up rather than top down?

Arab Spring.

Do I even need to say more? If there is nothing else that we can learn through the massive upheaval and the groundswell that has and still is occurring in the Arab nations of Africa and the Middle East, its that if there is dissent at the lowest levels (people not in positions of leadership/authority) THAT is where the transformation will be created. NOT from the top as the leaders in Egypt and Libya quickly found out.
If the people at the bottom decide that there needs to be a change, THERE WILL BE A CHANGE.
If the people at the top decide there will be a change and the people at the bottom don't agree, there may be an initial change but it will not last as the people at the bottom actually have the power and dictate.

Growing up in East Africa and seeing more than my fair share of communism, corruption, death and exploitation, and seeing the people eventually rise up and overthrow the corrupt systems has me convinced that TRANSFORMATION STARTS AT THE BOTTOM.

In this light I've begun connecting more with our people who are just entering our organization and encouraging them to come in to our workplace with eyes wide open. Look for things that are broken. Don't overthrow the leaders but merely NOTICE things that are dysfunctional, broken, inefficient, non reflective of a productive and positive work culture. Then slowly, bit by bit, began offering up suggestions to those "at the top" on what kinds of tweaks and changes would help the organization to move from where it is to TOP NOTCH.

So if what I propose is true, is there a role for the leader in the organization to create Cultural Transformation? I say YES. Yes there is. However the role is not quite what I've been being taught lately.
It is not or should not be the role of the leader to dictate what the culture is or should be. (That should and will be decided by the general populace)

Here goes:
The leaders job is not to dictate the culture but to
REFLECT BACK TO THE ORGANIZATION THE CULTURE THAT IT ASPIRES TO.
This role can not be understated.
If the leader is successfully reflecting back to the organization, the leader is the sounding board. The leader is serving as the guide post for the organization to look to. The leader who does not reflect the cultural aspirations of the organization, well if you were the leader of a country, you're usurped, overthrown, deposed etc... In a 1st world organization, well, in the words of Donald Trump "YOU'RE FIRED".

My conclusion is this, lets not stop investing time/energy training leaders to create transformation environments, but lets RADICALLY up our investment in REALLY LISTENING to our people. If we listen they will tell us what and how to transform our organizations.

They want to tell us.

Leaders do you want to listen?
If you don't... well...

Watch out for the groundswell.

It'll get ya.


Comments

  1. Interesting perspective. Top-down change can only work if the people at the top are able to get the staff inspired and that's a big challenge. Encouraging everyone to take accountability for the culture and performance of the organization is essential in today's period of change at the speed of light.

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  2. Interesting post. I'd like to think about the role of the leaders "vision" in what you have discussed. Of course if the 'followers' don't share the vision then there is no "vision community" (as Joel Barker calls it), so the leader isn't really a leader, just a dictator. We all of course know what happens to dictators! I'm actually watching what you are taling about happen in an organisation at the moment and the groundswell has led to the demise of a number of middle managers over a very short period of time. Ric-orglearn

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    1. I always am looking forward to your comments and insight. Thanks again for sharing them Richard! Where are you based?

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    2. This comment has been removed by the author.

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  3. Hi Jason... I've read you article and I believe I understand your point. One problem I see is that people living in an repressive culture need a great deal of time to find the strength from within. In Arab Spring these cultures took many decades to build up for the kind of changes that swept over the Arab world. Then they faced enormous obstacles. But I think this proves your point, real transformation can come from the bottom. There is great power in the rank & file, it is always there waiting to be tapped. Leaders of organizations are more likely to follow directives and not look for change within their ranks. It's a shame isn't it? And the truth is, it doesn't take a great deal of effort to empower that kind of transformation. Nice article, good thought.

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    1. Oh gee... I'm sorry for "Jason", Jordan. I can't believe i did that.

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    2. It's ok Jordie, I mean Yordie :D Cheers!.
      OH, and thanks for insightful comments! Appreciated!

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    3. Interesting article, thanks for sharing

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  4. Jordan, I like your assertions. Change must come from the people themselves. Real change reflects the social mood of the people, and that is a bottom up phenomenon. Top down change will not be accepted or last without coercion. Bottom up change is stronger, and lasting, as it originated with the people.

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  5. Totally resonate with this - but, I feel, that while you may need to tap the groundswell, at the same time it is crucial to connect with the motivations ( and not the fears) of the top - otherwise you will also see bloody revolutions for no reason !

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  6. We do need leaders who are very much open and in tune with what's happening at the local levels. A leader must know how to use data and opinions to analyze the socio-economic situation. I am sure there are a lot of voices coming out from different groups. So he/she should know how to mediate between factions and make reasonable decisions that can benefit all.

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  7. I think you make a very good point. I also think that one of the main reasons that it is not done more often is the fat that money makes the world go 'round. If I, as someone on the bottom of the company ladder, gather the others at my level and tell them that I think there should be changes, the chances of my being let go are quite high. It is those who have nothing to lose that are able to really make a difference. I just completed business school and it was told to me over and over again that as business owners, we need to be more transparent and to make it such a "kum-ba-ya" mentality. This was to push the point that being a corporation does not mean that everyone can't have a say.

    Of course, with all things, there has to be a compromise we both the top and the bottom meet and have a constructive exchange of thoughts and ideas. The more the employees feel that they are part of a company the better they will usually apply themselves.

    I truly enjoyed reading your post and I hope to read more in the future. Keep up the great job and I am glad that I found this blog through Empire Ave :)

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  8. Power ruins many leaders, that's reason for max. 1 re-election in many countries. The change of mind towards more warmth of the Queen of England after the lethal accident of Princess Diana is a good example of being a servant kind of leader. Not a dictator.

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  9. Jordan, I think and really hope that you are on to something here. I am trying to effect change in the Church of England and am surprised that my puny efforts do seem to be having some effect. Of course, that wouldn't happen if there were not many others at the bottom of the heap who feel as I do.

    I have shared this on Google +, FB and twitter.

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  10. Listening is important, but first of all you need to find "influencers" :) and listen to them or make them spread the message you want :)
    Listening to ALL makes no seance and wastes your time :)

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  11. Yes and no. What Arab Spring brought us? Not a democracy for sure. Sure, there're changes. But not to our expectation.

    On the other hand, top could not force a change if bottom does not participate. It's a two way street. Nothing works if one stand on one end shout loudly. It needs communication and participation for things to work. So, one needs to recognize opportunities, and leads the communication and participation.

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  12. A very good perspective, Jordan and very thought provoking.

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