Leadership Behaviors and the Cultures They Support

With clarity of what the desired new culture will (and will not) be—the next point of focus is to define the new behaviors that all leaders—from senior executives to middle managers and front-line managers need to embody and model (as well as avoid) to support the culture.

These behaviors may differ depending on the type of culture desired, whether it be more collaborative, agile, innovative, inclusive, etc.

It’s critical that the behaviors are clearly and constantly communicated, modeled, and embodied by the CEO. It’s also important to measure and reward the desired behaviors among the organization’s senior leadership up front. At the very least, the behaviors should be components of the performance management program.

This list is excerpted from the i4cp report, Culture Renovation: A Blueprint for Action.

Agile Cultures

• Identify and break down structural silos
• Develop and/or move talent to address changing business needs
• Create a safe and inclusive environment
• Establish the "why" of the work and nurture a shared sense of purpose
• Set goals and ensure teams are clear on priorities
• Encourage intelligent risk-taking
• Help others establish productive connections across the enterprise
• Build relationships with external stakeholders

Innovative Cultures

• Sponsor highly creative/innovative individuals for visible or challenging opportunities
• Support the development of innovative ideas that have the potential to further organizational goals
• Create or sponsor systems that reward creativity and innovation
• Create an environment in which best practices are freely shared among teams throughout the organization
• Demonstrate awareness of cross-cultural diversity with a propensity and ability to see patterns across countries and markets
• Demonstrate ability to see scenarios and patterns across systems, including possibility and risk

Inclusive Cultures

• Establish a transparent and trusting environment that provides psychological safety for all team members
• Establish collaborative teams that represent diverse and relevant perspectives and experiences
• Help others build network connections that benefit the organization
• Encourage collaboration that breaks down formal chains of command and connects silos
• Hire for collaboration skills
• Measure and reward based on team-based contribution
• Make decision-making authority and processes among teams clear

Collaborative Cultures

• Promote the open acceptance of differences among team members
• Display a nonjudgmental attitude
• Foster the open sharing of viewpoints on views or actions
• Establish productive relationships with people from other cultures, countries, races, and backgrounds
• Provide education on bias and the value of diversity and inclusion
• Challenge exclusionary institutional practices and policies within the organization

This article is included in i4cp's Change Execution Toolkit.