How leaders make lasting culture change

Many organisations launch culture change with energy and flair: new values, striking slogans, glossy campaigns and roadshows. These efforts can create visibility, but rarely lasting change.

That’s because culture isn’t built in slogans or slide decks. It lives in what people experience: the way decisions are made, how systems reward behaviour, and above all, how leaders act when the dust settles. When leaders talk about culture but fail to change what they do, employees notice - and nothing shifts.

So, what does it take to make culture change actually happen? I’m glad you asked, it’s an area I’m passionate about as the results can be transformational.

A lesson from my time at Virgin Mobile

When I worked at Virgin Mobile during its merger with NTL and Telewest, we rolled out a big change campaign. There were roadshows in a cinema in Leicester Square, new values all described in a red book that we all got (I still have mine), and speeches about the new Virgin Media brand.

But back in the office, for those in NTL and Telewest, nothing felt different. Leaders behaviour hadn’t changed. People saw the same patterns and the same priorities - and the culture didn’t shift. The lesson here is powerful. Culture is not something you say is ‘like this’. It’s what actually happens, and if nothing changes, nothing else will.

Understand what research shows

Harvard Business Review recently summarised the evidence in their article ‘To Change Company Culture, Focus on Systems, Not Communication’. It’s a great article and the message is very similar to what I saw at Virgin.

When leaders try to change culture with new values and a new story, that alone isn’t enough. Culture only changes when systems change - when leaders take risks, when they show through their actions what really matters.

I agree, and I’d add one more thing: leaders’ behaviour is the most powerful ‘system’ of all - and that directly affects what your people experience and feel. It’s also a message I hear many times when I speak to employees as part of a culture audit. Let me explain.

Leaders - are you creating an ‘unwritten rulebook’?

Every action by a leader communicates cultural priorities, whether intentional or not. Think about your own workplace. Do you recognise these behaviours - and just how much do you think they influence your actual culture? Clue - a lot.

• If you say “we value collaboration” but bonuses go to individuals , the real culture is competition.

• If you say wellbeing is celebrated but, as a leader you are sending late-night emails, the real culture is overwork.

• If you say everyone’s opinion is valued - but you interrupt your people when they try to make a point - this signals whose voice really matters.

• Are you prioritising short-term revenue over long-term customer relationships? What message does that send?

• Over time, these daily choices form the “unwritten rulebook” of the organisation. This is the real culture.

So how can leaders shift culture in a way that lasts?

Here are my five essentials:

1. Check the fit: Review systems such as hiring, promotions, recognition and workflows. Do they support the culture you want - or contradict it?

2. Model the way: Actions speak louder than announcements. If you want openness, ask for feedback. If you want innovation, take visible risks. If you want wellbeing, respect boundaries.

3. Explain your choices: When you act in line with your values, explain why. Stories stick far better than slogans.

4. Reward what matters: Recognise and promote people whose behaviours reflect the culture you want, not just those who hit the numbers.

5. Be consistent: One-off gestures don’t change culture. Consistent patterns, sustained over time, do.

   
   

Final thought

The proof of culture is in the lived experience, not the communication. It’s built in the daily choices leaders make and the systems these behaviours shape. Employees don’t want to be told about culture - they want to see it and feel it. If you’re serious about culture change, stop asking, “What am I saying?” and start asking, “What am I doing?” Because in the end, your behaviour is the most powerful system of all.

Need a little outside help?

If you are getting the feeling that something in your culture hasn’t gelled like you hoped, but you can’t quite work out why, I can help.

Often the answer lies in what your people won’t tell you - but they’ll open up to an outside and impartial ear. What’s more, what they say can be a powerful recipe for fixing what’s missing. And I’ll make recommendations as to what you can do.

If you’d like to find out more, why not get in touch.