When leaders cause the culture problems they say they want to fix
You can’t fix a culture you’re actively harming. But many leaders try.
They commission values exercises. They launch listening surveys. They fund training programmes on respect, civility or psychological safety. But at the same time, their own behaviour quietly undermines all of it.
They interrupt, ignore, or silence dissent.
They reward loyalty over honesty.
They tolerate toxic favourites.
They avoid conflict, feedback, or uncomfortable truths.
They focus on PR, not repair.
Here’s the problem: you can’t build trust in a team while acting in ways that break it.
Common signs a leader is fuelling the very issues they’re trying to fix:
They talk about culture but don't change how they lead.
They frame all issues as team problems, not leadership ones.
They ask for feedback but penalise people for giving it.
They delegate culture change to HR without addressing their own behaviour.
They avoid naming cliques, bullies, or toxic dynamics they personally protect.
This isn’t about leadership-bashing. Most leaders I meet have good intentions. They care about their teams, but they often lack self-awareness. They don’t see how their own behaviour or silence is feeding the very issues they want to change.
What to do instead:
If you’re in a senior role and genuinely want to improve your culture, start here:
Reflect on your impact
Ask yourself how your behaviour, silence, or decisions may contribute to the issues.
Invite honest feedback without punishment
Create safe, confidential ways for people to share what’s really going on.
Hold yourself accountable
~~ Don’t wait for others to go first.
~~ Model the change you want.
Act visibly
~~ Don’t just commission workshops.
~~ Set the tone in meetings.
~~ Challenge poor behaviour
~~ Be consistent.
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