Can You Encourage Culture Change Without Change at the Top? -- by Professor Bill White (McC61)
I’m currently working in a large division of a major corporation, and, compared to all of my previous jobs, I have never encountered such a quirky organization! Each company division has a very distinct culture, which makes it difficult to define the overall corporate culture. Within my division, the culture is very unhealthy and, after talking with some other colleagues, I know I’m not the only one who perceives this. The problem is the Division Vice President (my boss’ boss), who is obviously very intelligent, although his emotional intelligence is probably quite low. As a result of the culture he has created, there is little open debate. In fact, the VP implicitly discourages debate and actually berates anyone who does. The “yes man” mentality in the division makes the work stream very unpredictable depending upon the VP’s mood or latest one-off comment, and people end up making poor business decisions. My questions: 1. How do you say no to someone like the VP and 2. How do you encourage change within the culture without a change at the top?
Everyone has had a bad boss somewhere along the line. Learning to deal with him or her is a good life lesson and career lesson. Although culture change usually comes from above, there are ways to encourage change that are fair and professional. Learn how you can take the initiative to reflect a new set of values in your organization.
First, you correctly identified the biggest question of all in this type of dilemma: How do you encourage culture change without it coming from the top? This is extremely hard. Cultural change, almost by definition, comes from above. I know of only a few cases in which culture modification came upward because of a coalition of people who were united in their conviction that a different set of values would work better in the organization. They began slowly, making decisions based on those new values. This takes a concerted, long-term effort.
Now onto your specific situation. First, you are correct: divisions can have cultures (sub-cultures) that are distinct from each other and the overall corporate culture. Second, the VP is really your boss’s problem more than yours. While there is an impact on you, there is a layer between you and the VP, which is your boss. Third, it is very likely that upper management is aware of your VP’s disruptive management style. However, management has chosen to accept it or else is afraid to address it, perhaps because of perceived good performance on his part.
So what can you do about this? There are three techniques I like to use to challenge a directive (i.e. saying “no” to a boss). One is laying out the workload for the current priority sequence and asking which items should be downgraded to make space for the new work. This has to be done in a firm but professional way; otherwise you run the risk of looking like a smart aleck. Another strategy—particularly if a directive seems like a bad idea—is to ask how the new idea supports the division strategy in order to get a better understanding of the bigger picture. Personally, I like raising issues to a higher conceptual level to get more understanding of why a questionable change is necessary. A third approach is to simply ask your boss: “Would you like to hear another opinion?”
As you personally deal with this situation, there are other things to consider: Is there someone you trust in the company (perhaps in HR) with whom you can discuss this situation? As you noted, you are not the only person who observes this situation. Alternately, you can ask for a transfer. Or, you may be moved before long in your normal career progression. If it’s any consolation, everyone has a bad boss somewhere along the line. Learning to deal with him or her is a good life lesson and career lesson, as you stay committed to your vision of making the best contribution you can while staying true to your values.
Questions? Bill@FromDayOne.com
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Your Extraordinary Career features proven success strategies and advice for recent graduates and young professionals from William J. White, who draws upon a successful corporate career, including as Chairman and CEO of a New York Stock Exchange-traded company. Bill is now Professor at the McCormick School of Engineering and Applied Science at Northwestern University, and author of the career book for young professionals, From Day One: CEO Advice to Launch an Extraordinary Career.
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Posted December 10, 2008.
