R073 - Cultures that Transform, with Monica Mas

"Change is a powerful weapon that allows us to move from who we are today to who we want to be tomorrow." Nelson Mandela

Today we talk about organizational transformation, a process that affects teams, companies, and their cultures, but is not possible without the individual will of some people. How do we prevent that energy from turning into burnout? How can we navigate that tension?

It's very likely that at some point you have driven or been part of a change process. Join us to discover some transformation lessons learned from real experiences with Mónica Mas, executive coach and currently senior product manager at Edenred.

What is the real world to you?

If you ask me if there is a real world, it's like asking if there is only one reality. And really, that's not possible. So, there are as many real worlds as there are people. And really, in the end, for me, the real world is the one you are seeing at that moment, according to that connection with yourself, with your ikigai.

R073 - Cultures that Transform, with Mónica Mass

What is a healthy culture in an organization?

A healthy culture is not necessarily a matter of better or worse, but of adequacy. For me, it's not about imposing an idealized culture, but about creating an environment that is suitable for the people and the context of the organization. In a changing environment, a culture that fosters collaboration and transparency is usually more effective. That is, a culture where people feel safe to express themselves, to share their ideas and concerns, is a culture that has more possibilities to adapt quickly to changes.

Transparency and collaboration generate more engagement, more commitment from employees, and that is essential when we talk about organizational transformation. Moreover, a healthy culture also facilitates talent retention, because people feel they are in an environment where they can develop, where their ideas are heard, and where there is room to grow.

Today, employees are not just looking for a place to work, they are looking for an environment where they can feel part of something bigger, where they can contribute and, at the same time, grow. If we achieve that, we are creating a healthy culture.

Personal development habits

What personal development habits are essential for a leader in a transformation context?

To lead in a transformation context, I think the most important thing is to be willing to step out of your comfort zone. As a leader, you can't have all the answers, and that's something you must accept. Instead of focusing on controlling or directing every aspect, the focus should be on asking good questions, on guiding your team so they can find the answers themselves. I believe a leader in times of transformation has to be a facilitator, someone who creates spaces where teams can grow and discover their own solutions. This approach not only empowers teams but also fosters co-responsibility. It's not about telling others what to do, but about helping them discover for themselves what they should do. Additionally, I think self-awareness is fundamental. You can't lead others if you haven't worked on leading yourself first. You have to know yourself, know what your strengths and weaknesses are, and be willing to work on yourself to be able to guide others. A leader who doesn't know themselves will have difficulty inspiring trust in others. That's why self-leadership is key in any transformation process.

A good leader facilitates an environment for asking good questions.

What role do teams play in cultural transformation?

Teams are the engine of any transformation. Even if there are well-defined strategies, processes, or methodologies, change doesn't really happen until people carry it out in their daily lives.

It is the teams who execute the transformation, who, with their daily actions, reflect the values of the organization. Without their involvement and commitment, the transformation remains at a superficial level, not penetrating the real culture of the company. Therefore, it is essential that organizations focus on people, on teams, because they are the ones who will make the transformation work or not. It's not enough to say we are a "results-oriented" or "efficient" company. If there is no focus on people, the change will not reach deep enough.

I believe that employee centricity, or putting employees at the center, is key for the transformation to be sustainable. Teams need to feel that their work makes sense and that they are contributing to something bigger than themselves, and that sense of purpose is what really drives transformation.

Culture is what we do when no one is watching.

What is organizational transformation?

For me, organizational transformation is a deep process that occurs when people's behaviors and actions are aligned with the company's values, even when no one is watching them. It's not just about complying with rules or protocols because someone is watching or because a directive demands it, but about acting naturally, with coherence. Real transformation is what you do when you close the door of a meeting and there is no boss or colleague watching, when you make decisions because they are aligned with the organization's values and with yourself, not because there is a manual that tells you to. This type of change is harder to measure, but it is what really defines whether a transformation is happening or not. It's what you would do behind closed doors, which reflects that the transformation has taken hold in the people.

Transformation happens through action.

We obsess over organizational models, try to follow what a book says we should do, adopt methodologies, frameworks, model our formal structures according to the trend of the moment, when in reality what we should focus on is learning, on preparing the organization to be able to listen to the changes happening around it and to learn from them to adapt as effectively as possible.

And this happens by allowing people to find spaces for personal and professional development.

These are the companies we want to have in the future and in the present.

When is cultural transformation necessary?

One of the clearest signs that a culture needs to change is the talent drain, when valuable people start leaving. This is a traditional indicator and, although it remains relevant, today it doesn't always mean there is a toxic or problematic environment. New generations are looking for different experiences and don't necessarily stay in a company for their entire life, but when they leave in large numbers, it's a sign that something is not working.

However, an even more subtle and relevant sign is the "radio Makuto," or what we call hallway rumors in Spain. When employees prefer to discuss their concerns privately, rather than expressing them openly in a safe environment, it's because the culture is not fostering dialogue. If people don't feel comfortable expressing disagreement or asking questions in public, we are probably facing a culture that does not invite vulnerability or transparency.

This is a clear sign that cultural transformation is necessary. If we don't create those safe spaces, problems will simply be hidden, and change will never be genuine.

The first step a leader who wants to lead change should take is to reinterpret their role