Entries by Trevor Lee



by Trevor Lee

So you want to change your culture? It won’t happen by accident. When it comes to culture, the old quote, “Insanity is doing the same things and expecting different results” is true. Changing culture is as much an art as a science, so there’s not a three-step process to culture change. But there are some elements that are essential if you want to see it happen. Here are five important ones to get you started.

Know your current culture.

If you want to make changes to your culture it means you already have a sense of it, but if you’re going to change it a sense isn’t good enough. You need to understand not only what your culture is, but why it is that way. What are the organizational rhythms, processes, habits, and attitudes that perpetuate the current culture? How does leadership reinforce the current culture–both actively and passively? How have people learned to function in the current culture and what will their pain points be if things change?

, ,


by Trevor Lee

The reality is that the people in an office who make the most noise tend to get the most attention. This is normal, but it’s not good.

Last week our van started squealing. It was really annoying and impossible to ignore. In fact, it consumed my attention so much that my son was halfway through a story before I even realized he was talking to me. I tried to pay attention, but the squealing relentlessly drew my attention away from what he was saying.

I had a choice. I could try to ignore the noise and go on with life as usual–hoping the van didn’t completely break down–or I could address it. Ignoring it would have consequences. First, there was clearly something wrong, and ignoring it would eventually lead to big problems. Sure, I could put off taking the van to the shop, but I would be risking bigger, and more expensive problems. The second problem with ignoring it was that I couldn’t really ignore it. Sure, I’d kind of get used to it, but until it was fixed it would always be pulling my attention away from more important things whenever I was driving. The other problem with trying to ignore it was that it would bother me even when I wasn’t driving. I’d be in a meeting or wake up at night and think about what I should do–how long I had until it really blew up. It might not cause me huge amounts of anxiety, but it would still be there, distracting me, even when I wasn’t in the van.

These same dynamics are in play when there is a “squeaky wheel” in the office.