“You really care about what you do—I’m not a checkbox.” This was a compliment we recently received from a new client, and it felt SO good to hear. A big accomplishment, since I had been working very hard at being intentional with slowing down and enjoying time with clients. Last winter was quite the opposite when we faced some hardships, and I became focused on just checking things off the list and getting through the days.

That “checkbox” approach to living is the enemy of joy and the foe of being a change agent. And yet, isn’t it also a place of comfort? If I can just get through the task list, the agenda, etc., I will feel like I did a good job. But did I really? Only if that checkbox helps us with some of the four essential C’s of being an effective leader of cultural change:

Conviction Courage Communication Consistency

We will explore each of these in more detail in the next few articles using examples from one of our clients who has been successfully shifting their internal culture. We are thankful to work with Yvonne Waterman, Director of Human Resources at Garney Construction, and her team. Her success at shifting her organization’s culture to focus on engagement is because she exemplifies these four C’s.

Conviction is the Starting Point

Effective change starts with the leader being tremendously clear about the journey ahead. It is essential to know not just the final destination, but also why you are going there and how you plan to arrive. The why is essential because it is the foundation for resiliency when the road gets rough. Change is uncomfortable, and while some people readily adopt it, others will push back. If previous leaders were easily persuaded to change their path, the resistance may be stronger because employees have learned to expect a “program of the month” that can easily be derailed. 

You will face pushback as a leader, both internally and externally, and you must be ready to stand your ground. Conviction allows you to do so. It leads to increased credibility as people witness your willingness to hold your ground for what you believe is right. It also enables you to make hard decisions, which sometimes means not everyone is part of the organization at the end of the journey. 

When Yvonne learned that some of her leaders were not fully receptive to some of the changes, she could have easily (as we have seen other leaders do) acquiesced to their desires to return to the status quo. Instead, her strong belief in the right way to operate led her to keep moving forward. She pushed into uncomfortable conversations and listened thoroughly, but she did not shift from her beliefs on how they would function as a team.

I grew up in Southern California, and I remember navigating the waves body surfing as a kid. It was frightening when I saw a huge wave coming at me, and my first thought was to run if I didn’t time the wave right. But reversing my path allowed the wave to pummel me. While I ended up on shore, it was only after a few somersaults and usually a mouthful of seawater.