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The Real Challenge  Most culture problems are not caused by people, they are caused by systems. Leaders often try to fix behaviours without addressing the processes, structures, or expectations shaping those behaviours. Feedback loops, communication systems, accountability processes, and decision rights are often outdated or inconsistent. As a result, even well-intentioned leaders and teams find themselves working against the grain. McLean’s research shows HR is least effecti

The Real Challenge  High-growth organizations often assume that culture established early will naturally scale. In reality, culture erodes quickly when new people, new pressures, and new systems enter the picture. What worked for a team of ten rarely works for a team of fifty. McKinsey’s research notes that leaders often believe they are the culture and underestimate the need to deliberately sustain, evolve, and reinforce it (McKinsey,   When Building New Businesses, Culture

The Real Challenge  When leaders assess their team’s effectiveness, they often rely on gut feelings, energy in the room, general impressions, or a few vocal perspectives. The problem is that these impressions rarely tell the full story.   McKinsey’s research found that leaders consistently rate team health higher than their team members do (McKinsey,   Go, Teams , 2024).   This gap creates blind spots that widen over time. Teams believe they are communicating well, making sol

The Real Challenge  Organizations often rely on personality, chemistry, or “hiring the right people” as the foundation for team success. Leaders assume the team will figure it out if the individuals are strong enough. The research says otherwise. In fact, McKinsey found that three out of four cross-functional teams underperform on key metrics (McKinsey,   Go, Teams , 2024). It isn’t because people lack skill or commitment, it’s because the team lacks the behaviours that make

The Real Challenge  In my discussion with leaders I find a concerning pattern. Many leaders still treat culture as something soft, sentimental, or “nice to have.” Culture gets framed as engagement initiatives, staff perks, or the responsibility of HR alone. This mindset persists even while organizations struggle with declining leadership pipelines, shrinking workforces, and rising burnout. The truth is that culture is not abstract or emotional. It is structural, behavioural,

Finally, leaders often avoid culture work because:   “It’s too hard to measure ROI. ”   This one I understand. Training has evolved and engagement in training is shifting. For Boomers and Gen X’rs the lecture style of training was familiar and in part effective; here is the information now go do it. However with changes in technology, changes in our brains as a result of technology, and changes in values, training is being forced to undergo an evolution. A shift from informat

Perhaps the most telling excuse I hear is when leaders say   “I don’t need to change, my team does.”  Although many leaders don't say it that plainly. The Real Challenge  This belief protects leaders from vulnerability, but culture is shaped from the top down. If leaders resist change, the organization will too. The culture inside the leaders shapes the culture in the organization.   If we are unwilling to consider that we as leaders should be the first to model change and gr

It’s common to hear:   “We’ve already done training.” The Real Challenge  This excuse assumes leadership development is a one-time event, but sadly, culture isn’t changed in a workshop, it’s shaped through daily habits, feedback, and reinforcement. Alternatively, we can fall into the trap of believing that if our team has the information, they have everything they need to implement. This assumption opens the door to a host of complexities.  First, we approach team members' pe

A common excuse leaders give is:   “If employees aren’t asking for culture work, it must not be needed.” On the surface, this sounds responsive. Why spend energy on something no one has requested, but silence from employees rarely means satisfaction. It usually means disengagement. The Real Challenge This excuse reflects a reactive approach to leadership. Employees don’t always frame their needs in terms of “culture.” They might say they want flexibility, fair pay, or recogni

Leaders often defer culture, saying:   “We’ll focus on it once we’re past this crisis.” It feels rational, when the house is on fire, you grab the hose, not the blueprints. But culture is both the fireproofing and the water pressure. Waiting until after a crisis is waiting until it’s too late. The Real Challenge This excuse assumes crises are temporary and culture can be “paused.” But disruption is constant, whether it’s supply chain shocks, workforce shifts, or AI-driven cha

It’s common to hear leaders say:   “Culture is HR’s responsibility, not mine.” It’s a convenient belief. HR designs policies, runs training, and manages engagement surveys, surely they “own” culture. The sad truth is culture lives or dies in daily leadership decisions. Delegating it to HR alone is a dangerous abdication. The Real Challenge This excuse reflects a separation of “people work” from “real work.” Yet employees experience culture most directly through their leaders’

Leaders under financial pressure often say:   “We can’t afford to invest in culture right now.” It feels like pragmatism; budgets are tight, margins are thin, and every dollar has to count, but framing culture as a “cost” rather than an “investment” is one of the most expensive mistakes organizations make. The Real Challenge This excuse stems from the belief that culture is intangible and therefore dispensable. Yet culture underpins retention, performance, and adaptability, a

It’s tempting for leaders to reassure themselves with:   “Our people should know.”   It sounds like confidence, but more often it’s avoidance. The Real Challenge This excuse assumes that our people have enough skills to do the job, but skills alone don’t guarantee effectiveness. Culture (how people get along) is what ensures those skills are applied consistently and collaboratively. Without deliberate investment in leadership and development, knowledge gets trapped, gaps wide

Leaders often say:   “We’re too busy with operations to focus on culture.”   or “it will slow down production.” On the surface, it feels like pragmatism. When production deadlines loom or service delivery is under strain, culture seems like something you’ll “get to later.” Yet this mindset carries a hidden cost. The Real Challenge The belief underneath this excuse is that culture is separate from productivity. In reality, culture is the invisible operating system of your orga

Culture change is slow, messy, and deeply personal. It requires leaders not just to fix processes but to face themselves. That’s why it so often gets delayed. Leaders may not say it outright, but here are ten common excuses that keep culture on the back burner according to research: “We’re too busy with operations.”  Yet when leadership development is underinvested, performance drops across strategy, cost optimization, and adaptability (McLean & Company,  HR Trends 2025 ). “O

When we talk about succession planning, too often the focus is on who will take over a role, but true succession isn’t just about ensuring someone else can do the job. It ’s about passing on the lessons learned along the way and creating an impact that can be celebrated. With nearly 25% of the workforce expected to retire in the next 8–10 years, organizations face a real risk of losing immense institutional knowledge (McKinsey, 2025). This “brain drain” goes beyond headcount

When something is both important and invisible, it’s easy to ignore, until it breaks. That’s what culture often is. The silent operating system beneath every decision, conflict, promotion, and departure, and yet, in moments of stress, budget pressure, or leadership change, it’s the first thing we push aside. Here’s the truth: culture work rarely feels urgent — until the cost of not doing it becomes unbearable. We see the symptoms everywhere. Quiet quitting. Rising absenteeism

Let’s talk about something few leaders want to admit: onboarding to proficiency takes longer than we think, and we’re running out of time. In an era of high turnover and pending retirements, many organizations are losing key people faster than they can replace or train them. The talent funnel is thinning, and the skills gap is widening. It’s not just a recruitment issue, it’s a readiness issue. According to the 2025 HR Monitor, 32% of employees don’t have the skills they need

Millennials now make up the largest generational segment in today’s workforce, and many are on the cusp of assuming executive leadership roles. By 2030, they’ll be occupying a significant share of the C-suite. They’re eager. They’re capable, but many are inheriting cultures they didn’t shape, and may not want to sustain. Here’s the challenge: Leadership transition is happening whether we prepare for it or not but culture transition requires intentionality. Emerging leaders of

In the last blog, we started to scratch at this challenge, but we should go deeper. To re-cap, over the next 8 to 10 years, 25% of the workforce is expected to retire. For many organizations, this is not just a demographic shift, it's a profound leadership and culture risk. What’s leaving isn’t just headcount. It’s institutional memory. It’s relationships formed over years. It’s nuanced knowledge that no training manual can replicate. Yet most organizations don’t have a robus