First, I’d second CSJAY’s suggestion at building relationships. Second, I recommend doing a great deal of listening. I experienced small successes in a former role (as Onboarding and Culture Manager) by getting answers to the following questions:
-What’s the perceived or goal culture?
-What’s the actual culture?
-What do the team members think is the best way to fill the deficit between the two?
Being specific, the company I worked for (350+ employees) had a fantastic branding identity document containing mission, values, etc, that leadership thought was driving the culture, but in reality a great deal of the employees didn’t even know it existed.
I started with surveying the entire staff to get a pulse on the awareness of the goal culture. Once I had that data, I began creating more awareness of the goal culture by using the values in my language with the team, tailoring the hiring system so that we hired individuals who actually fit the goal culture, and running any new programs or events through the filter of the goal culture.
All of that said, the successes I experienced there were because I had a clear path and goal. If you don’t have a goal culture, that’s where I’d start. While some things - like transparency to drive trust - are helpful for everyone, it’s important to consider what actions will best serve your team and their unique needs. Luckily, your greatest resource to figure that out happens to be your team =)
If you’d like to talk more about any of this, please let me know. It’s an enormous and worthy undertaking to positively shift company culture, and I’m excited for you!