We’ve all been there. A team member consistently arrives late to meetings, disrupting the flow and frustrating colleagues. Or perhaps it’s the passive-aggressive comments in emails, the missed deadlines explained away with creative excuses, or the constant negativity that seems to spread through the office like a winter cold.
As a leader, you know these behaviours don’t align with your organisation’s values. You’ve got the vision statements on the wall, the carefully crafted values in the employee handbook, and genuine aspirations for a positive, high-performance culture.
Yet when it comes to addressing these issues directly, something holds you back. Maybe it’s the anticipated awkwardness of the conversation. Perhaps it’s because the person in question is particularly good at their technical role, or has been with the company for years. Or possibly, they’re just really well-liked, and you’re worried about damaging team morale.
According to MIT Sloan’s research, toxic workplace behaviours are 10.4 times more likely to drive employees away than inadequate compensation.
The cost of avoiding these difficult conversations isn’t just a temporary discomfort – it’s the slow erosion of your carefully cultivated culture.
The truth is, your company culture isn’t defined by the posters on your walls or the values listed in your handbook. It’s shaped, moment by moment, by the behaviours you accept, the actions you celebrate, and perhaps most importantly, the challenges you’re willing to address.
As Peter Drucker famously observed, “The way management deals with poor performers shows more about company culture than any mission statement.” This isn’t just management theory – it’s backed by hard data. Research from Gallup reveals that managers account for a staggering 70% of variance in employee engagement scores. Your response to problematic behaviour sends ripples throughout your entire organisation.
Think about it this way: every time you avoid addressing a behaviour that undermines your values, you’re effectively endorsing it. Or as the saying goes, “What you permit, you promote.”
The good news?
This same principle works in reverse. Every time you have the courage to address issues directly, celebrate positive behaviours, or make decisions that align with your values, you’re actively building the culture you want to see. Culture happens one day, one conversation at a time.
Take Satya Nadella’s transformation of Microsoft’s culture. By consistently modelling and encouraging a “learn-it-all” rather than “know-it-all” mindset, he shifted the behaviour of thousands of employees. Not through grand pronouncements or policy changes, but through daily demonstrations of what good looks like.
So here’s the challenging question every leader needs to ask themselves:
Are you actively building your desired culture, or are you actually preserving the culture you’re trying to change?
Take a moment to reflect:
- When was the last time you addressed behaviour that didn’t align with your values?
- How many toxic behaviours did you let slide this week because “it wasn’t worth the hassle” or “It’s just Sally’s way”?
- What message are your current actions (or inactions) sending to your high performers who consistently do the right thing?
If you’re feeling uncomfortable with your answers, you’re not alone. Many leaders struggle with this balance. But here’s the reality: your team is watching. They notice what you tolerate, what you celebrate, and what you ignore. Every day you’re either reinforcing the culture you want or enabling the one you don’t.
The question isn’t whether you’re influencing your culture – you absolutely are. The question is whether you’re influencing it in the right direction.
What now then?
So how do you become the kind of leader who consistently builds and protects a positive culture? Here are five practical approaches that successful leaders use:
- Address Issues Early and Often
Don’t wait for behaviours to become entrenched. Have those “nip it in the bud” conversations when issues are small. A simple “Do you have a moment? I noticed…” can prevent minor issues from becoming major problems. Remember, what might feel like an awkward five-minute conversation now could prevent months of cultural erosion. - Make Values Part of Daily Decisions
When facing choices, explicitly reference your values in decision-making. “How does this align with our value of [specific value]?” This isn’t just about big decisions – it’s about the small, daily choices that accumulate to form your culture. For example, if transparency is a value, explain the ‘why’ behind decisions, even when it would be easier not to. - Celebrate Aligned Behaviours
When you see someone demonstrating your values, acknowledge it specifically. Instead of a general “good job,” try “I noticed how you handled that customer complaint – that’s exactly the kind of ownership we value here.” This reinforces positive behaviours and shows others what ‘good’ looks like. - Build Your Confidence Through Preparation
Difficult conversations become easier with practice. Before challenging conversations:- Clarify the specific behaviour that needs to change
- Gather concrete examples
- Plan your opening statement
- Prepare for likely responses
- Focus on the behaviour, not the person
- Create Accountability Systems
Set up regular check-ins where you explicitly discuss culture and values. Make it normal to talk about behavioural standards and expectations. Use team meetings to discuss what your values look like in practice. Ask questions like “How have we demonstrated our values this week?” or “What opportunities did we miss?”
Remember: These aren’t extra tasks on your to-do list – they’re fundamental parts of your role as a leader. As one CEO put it: “Culture isn’t one aspect of the game – it is the game.”
The path to building a strong, positive culture isn’t always comfortable. There will be difficult conversations. There will be moments of doubt. There will be times when it feels easier to look the other way.
But consider this: Every great organisational culture you’ve ever admired was built by leaders who chose to have those difficult conversations. Leaders who decided that maintaining high standards was more important than maintaining comfortable silences. Leaders who understood that true leadership isn’t about being liked – it’s about doing what’s necessary to create an environment where people and performance can thrive.
Ready to transform your leadership approach and build a stronger culture? We’ve been helping leaders navigate these challenges for over 50 years. Book a no-obligation discussion today to discover how our proven process can help you create the culture your business needs to thrive.
