How does an incoming CEO make systemic changes in an established company when its employees have become demoralized or fearful? I’m thinking of a storied manufacturing firm that only recently emerged from a decade of turmoil and drift. An independent analysis concluded that an overly ambitious expansion effort in the mid-2000s had resulted in the company launching projects it lacked the resources to deliver. Managers and engineers, reluctant to bring bad news to bosses who had advocated for expansion, let troubled projects fester until problems became acute.
The simple but effective practice of peer coaching can help organisational culture change.