Jack sat across from Diane, reviewing his notes from their latest leadership discussions. “So, we know that culture isn’t what you say—it’s what your people experience,” he said. “And that experience is shaped first by leadership.”
Diane sighed. “Right. And based on our feedback, some of our leaders aren’t exactly bringing the culture to life.”
Jack nodded. “That’s because they don’t truly believe in it. If they don’t believe it, they won’t model it. And if they don’t model it, their teams won’t live it.”
Diane frowned. “So how do we fix that?”
Jack smiled. “We start by making them true believers.”
The Problem with Top-Down Culture
Diane thought back to the last culture initiative they had launched—a flashy town hall, a beautifully designed slide deck, and a long list of values that everyone was supposed to embrace overnight.
“We did everything by the book,” she said. “But it didn’t stick.”
Jack nodded. “Because you can’t just announce culture and expect leaders to fall in line. They don’t buy in just because they’re told to. They buy in when they see how it actually matters—to them, to their teams, and to the business.”
- Show Them the ‘Why’ (That They Actually Care About)
Jack leaned forward. “Leaders are busy. If they see culture as just another corporate initiative, they’ll push it aside for what they think really matters—hitting targets, managing teams, putting out fires.”
Diane nodded. “So, we need to connect culture to their world?”
“Exactly,” Jack said. “They need to see how it benefits them directly. For example:
- If we want a culture of collaboration, show them how it will help eliminate team silos and increase efficiency.
- If we want a culture of innovation, show them how it will help reduce burnout and solve problems faster.
- If we want a culture of trust, show them how it will improve retention and make their jobs easier.”
Diane scribbled notes. “We’ve been making culture sound like something leaders have to do. We need to show them why they’d want to do it.”
- Make It Personal
“You also can’t sell culture in a one-size-fits-all way,” Jack continued. “Every leader has different motivations.”
Diane raised an eyebrow. “What do you mean?”
“Well,” Jack said, flipping through his notes, “I spoke with three of your managers last week. One of them is obsessed with metrics, another really cares about personal development, and the third just wants a happy, engaged team.”
Diane smirked. “I can guess who’s who.”
Jack chuckled. “So, for the first, we connect culture to business impact—show them the data. For the second, we connect it to leadership growth—how embracing the culture makes them a stronger leader. And for the third, we show how culture improves team morale and retention.”
Diane tapped her pen against the table. “So instead of trying to convince them all the same way, we tailor the message to what actually matters to them.”
“Bingo,” Jack said. “Meet them where they are.”
- Give Them Ownership
“Nobody fully commits to something they feel like they had no say in,” Jack continued. “Right now, leaders feel like culture is just another directive from the top.”
Diane sighed. “And that’s not what we want.”
“So let’s change it,” Jack said. “Give them ownership. Involve them early, encourage discussion, and let them shape how culture is implemented within their teams.”
Diane thought for a moment. “So, instead of saying, ‘Here’s how we’re doing things now,’ we bring them in sooner. Let them question, challenge, and even adapt the rollout for their teams?”
“Exactly,” Jack said. “The more invested they feel, the more they’ll champion it.”
- Model It from the Top (No Exceptions)
Diane leaned back. “All of this sounds great, but what if leaders look up and see executives who don’t practice what they preach?”
Jack nodded. “Nothing kills culture faster than leaders who don’t walk the walk. If executives talk about trust but operate with secrecy and micromanagement, no one below them will take it seriously.”
Diane sighed. “I think we have another problem, then. Our leaders believe in our culture—until results are on the line. That’s when things change.”
Jack raised an eyebrow. “Tell me more.”
Diane frowned, flipping through her notes. “Take psychological safety, for example. We say we value open communication. But when numbers are down, suddenly, leaders stop asking for input and start handing out mandates.”
Jack nodded. “That’s a classic example. Pressure goes up, and culture takes a backseat.”
“Exactly,” Diane said. “Or collaboration—when deadlines are tight, our leaders stop working across teams and start making decisions in silos. It’s like our culture is only real when things are going well.”
Jack leaned forward. “That’s a huge issue. Because if culture only applies when it’s convenient, it’s not really culture—it’s a suggestion.”
Diane exhaled. “So how do we fix that?”
Jack tapped his pen against the table. “It starts with recognizing that culture isn’t the opposite of results—it’s how you get results. You don’t abandon psychological safety under pressure—you lean into it, because that’s when employees need it most. You don’t drop collaboration when deadlines are tight—you use it to move faster and smarter.”
Diane nodded slowly. “So, we need to hold ourselves accountable for upholding culture, even when it’s uncomfortable?”
“Especially when it’s uncomfortable,” Jack corrected. “That’s when your employees are watching most closely.”
- Reinforce It with Recognition and Rewards
“Final question,” Diane said. “How do we keep this going? How do we make sure leaders don’t forget about it when things get busy?”
Jack grinned. “We make it matter.”
He continued, “Leaders are measured on performance—revenue, efficiency, productivity. But are they recognized for developing their teams? Are they rewarded for driving engagement and innovation? Are they held accountable when their behaviors contradict company values?”
Diane exhaled. “So, if we don’t tie culture to real consequences—rewards, promotions, performance reviews—it’ll always feel like an afterthought.”
Jack nodded. “Exactly. Make it part of how success is defined, and it will stick.”
The Bottom Line
Diane sat quietly for a moment, then smiled. “Okay, I get it. If we want our leaders to model culture, we can’t just tell them to—we have to make them believe in it.”
Jack smiled back. “That’s step one. Step two? Helping them actually communicate and demonstrate it to their teams.”
Diane laughed. “Something tells me that’s what we’ll be talking about next time.”
Jack chuckled. “You got it.”
PS. I recently launched a YouTube channel designed to help leaders like you create high-performing, engaged teams. It’s packed with insights on leadership, culture, business—the exact tools you need!