I would involve employees in the process by clearly communicating the benefits of the change, addressing their concerns, and providing support. Encouraging feedback and leading by example fosters trust and helps them embrace the new culture.

Culture change is challenging because it pushes people out of their comfort zones. Resistance often stems from fear; fear of losing what’s familiar. The key is to communicate the “why” behind the change clearly, so people understand its purpose and how it benefits them. People are told the “what” to do, yet the “why” is often left out and they have to fill in the gaps. By engaging them to obtain their feedback, it ensures they feel heard. They’re more likely to take ownership if you include them in the process. Consistency is critical so show up and reinforce the values by being the example. Change doesn’t happen overnight, but trust and small wins build momentum in the right direction.

Culture Change Without Buy-In Is Just a Motto When employees resist culture change, neuroscience and psychology reveal the problem: a lack of purpose (why) and ownership (how). The brain’s limbic system, which drives emotions and motivation, craves clarity. Without a clear why, employees default to fear and resistance, seeing change as a threat. Psychologically, ownership is key—people support what they help create. Leaders don’t own culture; employees do. If they aren’t involved in shaping the how, change feels imposed and falls flat. To succeed, leaders must communicate the why with purpose and invite employees to co-create the how. This approach transforms resistance into engagement and creates lasting, authentic culture change.

During the efforts to change the culture, employees want to know "what's in it for them." They may need help understanding the process being used to facilitate the change and, therefore, are skeptical about how everything will work going forward. If you don't think communicating the change strategy with your employees is necessary, you can just disabuse yourself of that idea; if you want a smooth organizational culture transformation, you start by communicating as soon as the culture change plan is developed.

Cultural changes often require shifts in mindset and, above all, they interfere with routines, habits, and beliefs. When it comes to people, these are 3 difficult things to change. For a cultural change it's essential to: - Don't want the change to happen in a short period. - Identify the changes you want to see and break them into small steps. Introduce small changes that lead to the final objective of the desired organizational culture. - Always communicate openly and transparently - Lead by Example: Changes should be top-down with alignment and coherence starting from the top leadership. A strong investment in middle management should follow soon after. - In many cases, training will help everyone in the change process.

To get employees on board with culture change: Communicate Clearly: Explain the "why" behind the change and its benefits for both the organization and employees. Involve Employees: Engage them in shaping the change by seeking input and addressing concerns. Lead by Example: Demonstrate commitment to the new culture through leadership actions. Provide Support: Offer training, resources, and a safe space for employees to adapt. Celebrate Wins: Recognize and reward early adopters to encourage others to follow. Building trust and showing empathy are key to easing the transition.

Don't try to "get your employees on board." They're not the problem; the way you're going about culture change is. You can't design and implement a culture to be exactly what you want it to be. You can only nudge it in the direction you want it to go. Go back to the drawing board and thoughtfully select interventions to try (narratives, artifacts, and/or policy) and how you'll measure their effects.

Encouraging culture change is deeply tied to your overall communication, not just this event. If a meaningful portion of your employees lacks trust in your words, the above steps won’t have a lasting impact. However, if you’ve been a trustworthy leader from the beginning, most employees will trust your word, and the stated approaches will work effectively.

Onboarding and Engagement 1. Transparent communication: Regular town halls, departmental meetings, and digital platforms for updates. 2. Leadership commitment: Demonstrate visible support from top management. 3. Employee ambassadors: Appoint influential employees to champion the change. 4. Training and development: Provide workshops, coaching, and resources to develop new skills. 5. Feedback mechanisms: Encourage suggestions, concerns, and ideas. 6. Celebrate successes: Recognize and reward employees embracing the new culture.