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Title
Culture Change for GLC Teams
Summary
For middle managers in government-linked companies whose teams wait for instructions instead of owning change. Participants diagnose their own team's habits, practise the change conversation and leave with one visible team norm to run for 30 days.
Target audience
Middle managers in government-linked companies
Learning outcomes
- Explain why culture change stalls in a GLC team
- Diagnose the three habits holding their own team back
- Run a change conversation that ends with a commitment
- Set one visible team norm and track it for 30 days
- Report progress to their director in one page
Modules
- Why culture change stalls. The three patterns seen in GLC teams and how to spot yours.
- Diagnose your team. A short audit of habits, rituals and unwritten rules.
- The change conversation. A structure that ends with a commitment, practised in pairs.
- One norm, thirty days. Choosing a visible norm and the follow-through routine.
- Reporting up. A one-page progress note the director will read.
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