Can you transform an organisation in 18 months? It sounds like a challenge issued to prospective Chief Executives, followed by ,” if you think you can then you could be just the person we are seeking to appoint”. But nobody ever transformed an organisation in 18 months. They probably undertook a major reorganisation, made some key appointments , changed some working practices and made some efficiency savings . But they didn’t transform the organisation because that would require changing the culture and changing the culture of an organisation is a lengthy process, a long term project. Which is where the analogy with the stone cutter comes in.
The Stonecutter’s Credo encourages persistence and long-term vision in organisations. It emphasises the importance of continuous effort, even when progress seems slow, as the breakthrough moment might not be immediately apparent. This credo encourages organisations to persevere through challenges and avoid being discouraged by the lack of immediate results
It takes time to instil a set of values that will change the way people think and behave, a lot of hard work goes on before the big change is evident. Patience. Stamina. Persistence. Keeping up the levels of enthusiasm, energy and determination.
I have seen new CE’s arrive full of drive, commitment and ideas for improvements. Some were greeted with scepticism and passive resistance others were welcomed as innovators, modernisers with a reputation for success. Change was imposed or negotiated. But all too often success was seen as completing the reorganisation. Modest improvement in performance are reported but not the dramatically improved performance anticipated. After 18 months/ 2years the energy levels have subsided, the board is frustrated and the CE is looking to move on. This is where the analogy with the stone cuter applies.
Because if an organisation is serious about changing the management culture to a more compassionate style, making a reality of Inclusion, Diversity and Equality ( IDE ) and transforming into an Agile organisation then the leadership needs to keep hammering away , pounding the rock day in day out , keep going, keep trying, adjusting policies, introducing new training initiatives, modelling the desired behaviour and championing the organisation’s values.
