The only way to make sense of change is to plunge into it, move with it, and join the dance.
I want to come back to something that I discussed in the introduction, the concept behind our Culture Hacker initiative: change and, more specifically, your willingness to change after reading this book.
Regardless of whether you are an owner, an executive, a manager, or a human resources practitioner, if you have come to this point and have realized that the mindsets and attitudes of your people or culture are not the ones you want or need because the experience you are offering could be better, you need to start thinking about what to do next. But before you even consider that, begin by thinking about your own disposition toward making changes. To be a leader in this modern economy you must be willing to embrace and lead the change required to improve the experience of your employees. We have introduced or reviewed a number of ideas in this book that have been proven to positively reprogram the employee experience. The question now is: What are you going to do with these ideas and will you invest in improving the mindsets and attitudes of your people?
Over the years, I have been involved in a number of change initiatives to help companies and managers shift perspectives. I have identified four things that leaders must remember when thinking about becoming Culture Hackers within an organization: