Changing a culture can feel like just about the toughest job a leader has. It’s hard enough getting yourself to act differently — how could you possibly change the behavior of hundreds or thousands of people?
From both our research and extensive client work, helping companies like Microsoft and HP transform their cultures, the NeuroLeadership Institute is confident that all leaders are capable of effecting great change. The key is to follow the science — to know how to shift people’s mindsets to adopt new habits for the long haul.
Our latest white paper, “The NLI Guide: How Culture Change Really Happens,” delves into just that topic.
The report provides a two-step process that begins with building a growth mindset — that is, the pursuit of always improving, not proving, yourself — and following NLI’s method of Priorities, Habits, and Systems to cement culture change.
Every Thursday for the next seven weeks, we’ll be publishing insights from the white paper on this blog, as part of our latest Master Class series. (Catch the last Master Class series, on growth mindset, here.)
Table of Contents
Week 2: The First Step Toward Culture Change Is a Shift in Mindset
Week 3: Leaders Need More Than Buy-In to Create Culture Change
Week 4: CASE STUDY: Nokia Turns Two Cultures into One
Week 5: How Microsoft Changed Its Culture by Going Simple
Week 6: CASE STUDY: HP Embraces Growth Mindset and Kickstarts Culture Change
Together, the posts will serve as a handy reference guide for the essential science (and implementation) of culture change.
The conventional wisdom around transformation is flawed. It assumes awareness of the challenge or goal is enough. But once you’ve gotten buy-in, then what? NLI’s approach to culture change helps organizations answer that question, so they can make a lasting, scalable impact — and they can do it weeks, not years.
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