If you're an executive coach listening right now, I want to tell you about something I'm hosting this December.

It's called Evolve, and it's a four-day immersion for coaches who work with executives and senior leaders.

We're going to a beautiful place in Mexico, me, you, and a small group of executive coaches, doing the kind of inner and outer work that actually changes how you show up

in your coaching practice. If that sounds like something you need, go to Muriel Wilkins.com

slash evolve to learn more. That's Muriel Wilkins.com slash evolve. Let's evolve together. Hi, I'm Muriel Wilkins and this is Ask Muriel Anything from Coaching Real Leaders.

In these episodes, my producer Mary, and sometimes some special guests and friends will help me field questions

that have come in from the coaching real leaders community or that bubble up in my client work.

No question is too small or too large to chew. So let's get started.

All right, Miriel, I have some good ones for you today. This first one we are going to lay up is a question about org charts. But it actually seems like it's kind of more about bureaucracy and culture change. So this leader reached out. She's been in her company for a little over a year. She's noticed a lot of initiatives get stalled because of

people being really rigid with their roles and their teams, that there's not a lot of flexibility.

So sort of people working in silos, maybe she'd like to change that culture, but she isn't

really sure how, especially for those who aren't her direct reports.

Mm-hmm. Yeah. So, you know, it's interesting. I think a lot of times we observe a certain

dynamic that's happening. And then not only do we observe it happening kind of at a micro level,

whether it's on our team or in meetings, but then sometimes we sort of lift

up and say, it's a culture problem, right? And that can be really tricky because not every

role is equipped to actually change the culture. And so for this individual, you know, I'm not sure what the context is around

their role, but one of the first questions I would have is what type of capacity do you have?

What type of platform do you have or scope do you have that enables you to actually help shift the culture because what you certainly can't do is mandate

a culture change, especially after one year, right? Unless you have the power and status in an

organization to do that, but even then you can never mandate a culture change, right? A culture

change is a collective set of

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