How I see one organisation transform its culture
On Sunday, I went to the Navy Open House (NOH) at Changi Naval Base. I am talking about the Republic of Singapore navy.
As I reflect on the people I met at the NOH, I am grateful for being part of an organisation’s transformation.
I have often been asked “how long does it take to transform a culture?”
Many wish to shift their risk-averse, low (and sometimes negative) engaging, directive, toxic people into a culture where people are assertive, innovative, nurturing, self-directed, empowering and energizing. And they hope to get a quick fix to their problems – “take two tablets and call me in the morning.”
If only transforming a culture is that easy, I would get instantly rich selling those pills.
I cannot comment on all initiatives and policies that the Navy has implemented in order to transform itself. I can only share about my own experience as an external facilitator, coach and mentor to many over the years.
Since 2006, I have been part of their commitment to develop leaders who will positively engage their people, nurture goal setting, build character and help others achieve. My part is to spend 5 days with groups of leaders and raise their self-awareness, interpersonal competence, and skills in coaching and facilitating. Systematically, the navy organises at least 6 such runs a year, and book my team and I in advanced, so that there is consistency in delivery.
We are still running the programmes because every year, “old” leaders retire and younger leaders get promoted. Two years ago, they asked me to design another programme for first-time supervisors who, in their past, did not do well in school. They come into our programme thinking “I am not a leader. Look how I have failed and made mistakes before…” Our “pre-coaching” programme was to build their resilience and confidence in being a role model and leader. After spending 6 days with them, one result we see is them stand taller as they present ideas with greater confidence.
I salute the navy for caring enough to create a new programme like this, which breaks through these young adults’ perceived limitations, and help them shed their baggage.
The transformation has since taken them 7 years, and a senior leader told me, “we are prepared to continue for another 3 years” so that everyone speaks the same language of coaching and learning.
That is COMMITMENT.
When I look for the impact of an organsiational transformation on its people, I look for more personal (qualitative case studies) examples.
I met a couple at the NOH. The husband reminded me that he was in my first “coaching and facilitating” class in 2006. He is now leading others in the navy, while completing his studies at the top of his cohort in marine engineering. His wife was in my class a few years later, has since left the navy to pursue a different career. Although she is no longer working in the navy, looking at her on Sunday, I could see her pride in the navy is evident, and their children’s pride in their parents’ affiliation with the navy is clear.
I acknowledged them both for accomplishing their goals set years ago for their career, further studies, and family life. In FaceBook that night, the wife posted a photo of her and me, with her comment that “Wendy has been conducting courses for the Navy since 2006. A great mentor….”
Transformation may not come in a pill, but when it happens through conscious choices by everyone, it is irreversible. And the positive impact ripples beyond the organisation, into the families and lives of the transformed.
Thank you Navy, for having me be part of your journey.
What a wonderful story!
Congrats Wendy
Such a beautiful story, Wendy