An MSP business is going to have a corporate culture. If you haven’t tapped into company culture, you’re leaving money on the table. But here’s the catch: you can’t do anything “contrived.” Brute-force organizational rearrangement is a lot more likely to ruffle feathers and institute underhanded feuds than it is to induce a positive and exploitable reception to your corporate culture putsch. There’s an old saying: “you’ll catch more flies with honey.” Why the person who wrote the proverb was wasting honey and catching flies is beside the point, the analogy indicates that sweetness and desirability are key to achieving goals. It’s the same principle behind responding softly to an intense situation. If you reflect anger with anger, then more anger is likely to result. So, if you’re forcing your company culture to conform to some vision which isn’t necessarily as well thought-out as it could be, expect a kickback. There’s a reason 75% of such transformations don’t work. They’re often approached the wrong way. Here are some tips to help you take the reins of your MSP’s corporate culture successfully:
- Lead from the top-down
- Lead with humility
- Design a culture that leads to a positive end
- Change how people think
- Get talent leaders to help support changes
- Measure progress and design your course accordingly
Lead from the Top-Down
If you want to see your MSP business experience positive transformation, it’s going to have to start with you. A company that holds meetings lining out a new policy, but then never enforces that new policy on leadership, is just going to disgruntle people. You’ll likely see an opposite and equal response from employees if you do this wrong. You must start, to put it quaintly, by practicing what you preach. If you do it right, there should be a certain contagious quality to your actions that naturally trickles down to the leadership beneath you and all the way to the furthest fringes of your MSP’s operation. The best way to make this happen is to change in a way that actually brings visible, demonstrable good. Once you’ve mastered this, then it might be time to take tentative steps toward officially codifying everything.
Lead with Humility
Corporate culture is different than the ones and zeroes of binary code. Corporate culture rules are generally going to be much closer to something musical or artistic, in that there is a certain level of subjectivity to them. Approaching the change with humility is important, because you as a CEO may be moving the wrong direction. If you bull forward and ignore objection, you could metaphorically shoot yourself in the foot; then nobody wins.
Design a Culture that Leads to a Positive End
A big part of getting employees on board with the company culture that you’re pursuing is to provide some positive end for the involved employees. What’s in it for them? Do they see the benefit or do they now have a system of protocols and pseudo-ethics to learn on-top of regular duties? Because then it’s just like instituting a new chore, and especially with engineers, such a chore without quantifiable benefits is likely to produce negatives, not positives.
Change How People Think
The best way to tell is to show. Don’t argue for your cultural changes, show their positiveness. This will change minds in a way you might call “organic”.
Get Talent Leaders to Help Support Changes
You want the voluntary assistance of leaders amidst the company in terms of actual managerial staff, and those employees who others look up to. But you can’t force it— think “courtship” rather than “conquest.”
Measure Progress and Design Your Course Accordingly
Figure out a way of measuring the culture change, and do so regularly. If you don’t, you’ll have no way of knowing if your efforts are successful.
An MSP business that facilitates a corporate transformation from the top down in a gradual, considered way is more likely to see a successful change. Go about it carefully and practice that which you’re advocating, and you’re more likely to see the results you seek.