n the ever-evolving landscape of business, one thing remains constant: the paramount importance of organisational culture.
Peter Drucker’s famous quote, “Culture eats strategy for breakfast,” succinctly captures the significance of culture in shaping the destiny of companies.
However, in the realm of training and development, we might equally assert that “Culture eats your training for breakfast.” Indeed, the organisational culture can either foster or hinder the effectiveness of training efforts. Without proactive measures to counter-cultural inertia, organisations risk undermining the very training initiatives designed to propel them forward.
Consider this scenario: You invest significant resources into training your workforce on cutting-edge methodologies and best practices. Yet, upon returning to their roles, employees revert to familiar routines and approaches, neglecting the newfound knowledge and skills. Why does this happen? It’s often the result of entrenched cultural norms that prioritise familiarity over innovation and memory over critical thinking.
During training sessions, it’s essential to engage participants in reflective discussions about the organisational culture’s influence on their behaviour and decision-making. Ask them how tightly they feel bound by existing norms and practices. Encourage open dialogue about the challenges they anticipate in applying their learning to their job roles. By acknowledging and addressing these cultural barriers upfront, organisations can better prepare employees for the transition from the classroom to the workplace.
The transfer of learning from training environments to real-world applications is often fraught with obstacles, chief among them being cultural resistance. Employees may encounter resistance from peers or supervisors who are entrenched in traditional methods and sceptical of change. Additionally, organizational structures and processes may inadvertently reinforce the status quo, making it difficult for individuals to adopt new approaches.
So, how can organisations navigate this cultural headwind and ensure that training initiatives yield tangible results? Here are some strategies to consider:
- Cultural Awareness: Foster a culture of awareness by encouraging employees to critically examine existing norms and practices. Create opportunities for open dialogue and feedback, allowing individuals to voice their concerns and perspectives without fear of retribution.
- Leadership Buy-In: Secure buy-in from organizational leaders by demonstrating the value of training initiatives in driving innovation and growth. Leaders must lead by example, actively championing new approaches and supporting employees in their learning journey.
- Continuous Reinforcement: Recognize that changing cultural norms takes time and ongoing effort. Implement mechanisms for continuous reinforcement, such as follow-up training sessions, coaching, and mentorship programs, to sustain momentum and ensure that new behaviours become ingrained habits.
- Incentivise Learning: Create incentives and rewards for employees who embrace new methodologies and demonstrate a willingness to challenge the status quo. By aligning incentives with desired behaviours, organisations can motivate individuals to actively engage in the learning process and apply their knowledge effectively.
- Cross-Functional Collaboration: Foster collaboration across departments and teams to break down silos and facilitate knowledge sharing. Encourage employees to collaborate on projects and initiatives that require the application of new skills, fostering a culture of experimentation and learning.
In conclusion, organisational culture plays a decisive role in shaping the success of training initiatives. By acknowledging and addressing cultural inertia, organisations can create an environment conducive to learning and innovation.
Through a combination of awareness, leadership support, continuous reinforcement, incentivisation, and collaboration, organisations can overcome cultural barriers and unleash the full potential of their workforce.
Remember, culture may eat your training for breakfast, but with the right approach, you can turn it into a nourishing feast for growth and development.
Julia Felton (aka The Business Wrangler) is the founder of Business HorsePower. Business leaders, entrepreneurs and executives hire her to accelerate their business performance by harnessing the energy of their people to work more collaboratively together. By aligning purpose with actions the team achieves exponential results as everyone starts pulling in the same direction.
Julia believes that business is a force for good and through designing purpose-driven businesses that leverage the laws of nature, and the herd, you can create businesses founded on the principles of connection, collaboration and community that make a significant impact in the world.
