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Additional Posts in Black Girl Magic ✨💫
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You cannot change an organization’s culture. The most successful people figure out a way to flex their style to the organization.
That said- get what you can from the experience while you are there, then jump.
Were you hired for change management or something related to M&A or integration? If not, what is your or their expectation in any shift in cultural change from your role?
Is it that they sold you on some BS during the interview process that they are trying to go in a different direction with the organization?
From my experience, culture doesn't change much, and when it does change, it changes slowly. The only way I see real change is when there is a change in leadership, a change in hierarchy/power dynamics, or massive layoffs/cleaning house.
Either the culture is one you like or it's one you don't. If you like it with caveats, figure out how to make it work. If you don't like it, I fear it's just not the right fit. Just because it's a top or well known company, doesn't mean it's a great place to work.
That is unfortunate. As a consultant, I'm not surprised though. I can't tell you how many companies spend millions on consultants and have barely implemented anything years later. Change management is a HUGE piece of any process change. If you only have buy in from the project sponsor or the c-suite, it doesn't work. Everyone has to be on board and there needs to be someone with clout in the organization who is beating that drum and who can, if it comes to it, tell people that X, Y, Z has to be done.
The other thing is that culture change is different than process change, although they can sometimes be connected. My comments in the initial post were about culture.
It's hard to do your kind of work in a legal department because the legal and court systems are VERY traditional. Couple that with the most senior attorneys typically being in their 60s (and the legal assistants aren't much younger), even changing where pens are stored can be met with emails questioning the need for the change. 😀 It isn't that they don't trust you, it's that they live in a world bound by precendent so innovation is viewed skeptically. Also, there is always concern about who has access to information.
One piece of practical advice I will give you is to make new tools available, but not to expect quick adoption by everyone in the department. Also, it can be helpful to pitch those that you can as "pilots", with re-evaluation at within a specific time-frame. Target getting the assistants on board early because they have daily direct contact with the attorneys. Show the assistants how the new tools and procedures can help them be more efficient and they can sell it to their attorneys. For example, I have a document that I need to transmit each month to various people. I got tired of emailing versions back-and-forth so I talked the GC's assistant into setting up a shared location in Teams. (Don't get me started about how many conversations I had about SharePoint before deciding that Teams was easier for them to understand how to access it.) Now, I just upload it theee and we all know where the most recent version is.
It's slow going, but you'll see that the changes will eventually take hold. Good luck!
Good luck!
Really great points, particulary with the pilot and importance of showing value.
With the pilot, you can pick the most digital davy or process innovated to start with. When it goes well, they become your champions with the r st of the organization.
Or you can start with something low stakes so people don't freak out.
In terms of value, people are usually quick to jump when they realize what's in for them. Oh, you mean I no longer have to do this part of my job that I hate? Or that I can finish something in 5 mins instead of 15? Oh and you're going to show me exactly how to do it and I can ask you any questions even after it is implemented.