Leadership's Impact on Culture

US-based employers: over the next few weeks, you're either working around the clock with your managers to protect the healthy norms you've worked hard to create—or watching in dismay as your workplace falls apart. You might have your norms written down on a wall somewhere, and think that's enough to weather this storm. Not even close. You can say the words "collaboration," "respect," "inclusion," and "kindness" all you want, but it's what happens in every team when those norms are violated that defines what kind of organization you are. ⚠️ When team members refuse to communicate with their colleagues who voted for a different candidate, are your managers prepared? ⚠️ When people denigrate or insult their colleagues in Slack or Teams messages or in the chatbox on a video call, are your managers prepared? ⚠️ When a "high performing employee" decides to express prejudiced, exclusionary, and discriminatory ideas about protected groups, are your managers prepared? In workplaces around the country and around the world, these kinds of incidents are far from novel. But when flashpoints happen, like a major election, the fragile balance of a workplace culture is easily upended. Each and every violation that occurs is a test of the norms that workplace leaders purport to have, and when employers fail that test, the consequences can be disastrous—disrupting everyday work, destroying trust in leadership, poisoning team morale and culture, and more. Managers make or break that possibility. 🌱 Your managers must be prepared to mediate conflict. ⛔ Your managers must be prepared to articulate what behavior is tolerated and what isn't. ⚖️ Your managers must be prepared to hold others and themselves accountable for when harm occurs and norms are violated. ⛈️ Your managers must be prepared to support and manage negative emotions, anger, frustration, and grief among their teams. 🚀 Your managers must be prepared to lead by example, even through their own strong opinions or feelings. 📢 And every executive must be prepared to support their managers by establishing expectations from the top, communicating transparently about resources and support options, and coaching managers who need help reaching that standard. If your workplace has taken this challenge seriously, it's already been preparing in this way for weeks and months. But even if you're only starting today, it's never too late to lead.

Return to office won’t fix your culture, but these six factors will. Marching employees back five days a week won't solve your culture problems. Why? Because culture isn't where people work—it's how they work. It’s the behaviors of leaders, what (and who) gets rewarded, and how teams interact that set cultures apart. In my latest MIT Sloan Management Review column, I outline six tools that actually move the needle: 1️⃣ Build dependability-based trust: When people follow through on commitments, teams thrive. This isn't just about "accountability,” it requires clear objectives and broad internal transparency. Being able to depend on leaders matters most: they set the tone. 2️⃣ Foster a "first team" mindset: When leaders prioritize organizational success over functional silos, cultures flourish. This requires alignment on priorities and collective accountability. That orientation builds healthy cultures focused on customer and business outcomes, not silos and fiefdoms. 3️⃣ Use personal user manuals: "About me" documents help teams understand how each person works best. Communication styles, motivations, strengths, growth areas and personal context all matter. (Managers go first!) 4️⃣ - 6️⃣ The other factors? Reward outcomes over productivity theater, build team-level agreements (commitments on how we work), and ensure you're investing in time together in-person as a team. Time together does matter; fit the cadence to the team's needs and whether they're co-located or distributed. But if you want to fix culture, there are much bigger levers... 👉 Read on, and tell me what you think: https://lnkd.in/gXieAwZx What were the factors that built the best cultures you've worked in? #Culture #Leadership #RTO #LIPostingDayApril

Underrated leadership lesson: Be radically transparent. Feedback shouldn't happen just once a year. It should be a daily, continuous loop. During my 10 years at Bridgewater, I received 12,385 pieces of feedback. And, it wasn't just reserved for formal reviews. Feedback was given LIVE throughout the day. In the middle of a presentation? Feedback. Right after answering a question? Feedback. Truthfully, as an employee, I didn't always love it. But I valued it. After all, they're called blind spots for a reason. This was all the result of one key principle: Radical transparency. A system that integrates candid feedback into daily work life, Allowing employees to constantly assess and be assessed. Here's why it works: ✅ Good thinking and behavior increase ↳ Processes improve when logic is analyzed in real time. ✅ High standards are maintained  ↳ Problems get fixed faster when everything is visible. ✅ No more workplace hierarchies ↳ Continuous improvement happens when everyone is accountable. It's a principle that didn't just change my resilience to feedback. It completely transformed my leadership as a whole. So managers, Consider implementing radical transparency for these 7 reasons: 1. Faster problem-solving ↳ Small issues are easier to fix than big ones. 2. Openness saves time ↳ Less time wasted on gossip and tracking information. 3. Accelerated learning  ↳ Teams grow faster when they understand each other’s thinking. 4. Long-term success ↳ Ongoing feedback improves leadership and the organization. 5. Building an idea of meritocracy ↳ Transparency builds trust and rewards good ideas. 6. Reduced workplace inefficiencies ↳ Open communication cuts wasted time and confusion. 7. Proactive issue resolution ↳ Fixing small problems early prevents bigger ones. While getting scores live in the mid-presentation may not be for everyone: Becoming more transparent has real, tangible benefits, And can put you on a streamlined path to success. Leaders - are you brave enough to try it? ♻️ Repost to help other leaders become radically transparent. 🔔 And follow Dave Kline for more. 

Too many leaders believe they’ve built cultures of transparency—only to discover their teams don’t actually trust them. Why? Because of the say–do gap: the space between what we claim to value and how we actually behave. In my 15-year study across more than 200 organizations, we found that when employees perceive these gaps, they are three times more likely to lie, cheat, and behave unfairly. That’s not just a culture problem. That’s a leadership problem. Most leaders don’t intend to mislead. But every skipped apology, every inflated projection, every promise left unkept chips away at trust. And trust is the one currency you can’t afford to lose. Closing your say–do gaps isn’t about perfection. It’s about responsibility. About being willing to see yourself clearly, invite truth-tellers into your circle, and align your actions with your words—especially when it’s inconvenient. The leaders who do this don’t just get compliance. They earn trust. And with trust comes performance, loyalty, courage, and innovation. Say what you mean. Do what you say. Close the gap. My new Fast Company article has some ways to get you started: https://lnkd.in/eDu-7G-9 #leadership #trust #culture #EmployeeEngagement #OrganizationalBehavior

Leadership matters. This maxim is always true, but never more than when an organization is confronting the volatility and uncertainty from disruption. In our 6th annual AlixPartners Disruption Index, those companies that are performing best have leaders that are pushing their organizations to do more at greater speed. A subset of companies within our study—about 7% of the total—are leading their industries in both revenue and profit growth. These are the superstars within their industries, best able to confront the challenges from disruption and seize its opportunities. The leaders of these companies are asking more from their teams and are more frustrated when they encounter organizational inertia. These best-performing companies are 27 percentage points more likely to expect their business models to change significantly over the next 12 months (65% vs. 38% of everyone else). Almost unanimously (96%), they expect to make transformational or material acquisitions over the next 12 months, and they are more likely to be shifting their manufacturing and supplier footprint due to geopolitical concerns. They worry more about the future of their organizations and their personal ability to meet the challenges they face. However, these leaders are also more confident. Seventy-five percent are “extremely optimistic” about the impact of AI on their company (compared to 30% of everyone else), and they are much more likely to be leaning into their digital investments. They are more likely to say that productivity among their employees is rising and that their organizational culture is a competitive advantage in the face of disruption. The pace of change is increasing. The impact from an interconnected web of disruptions is expanding. A productivity revolution is emerging. Tomorrow’s leaders will be those that position themselves for these opportunities today. Read more in the 2025 AlixPartners Disruption Index: https://lnkd.in/e_TyXrBw

The best leaders understand that unity is essential for sustained success. When leading a team, polarization creates unnecessary strife. A leader who alienates members of the group risks damaging morale, collaboration, and overall productivity. You may have seen this play out when a new leader comes in with "guns blazing," pushing their agenda before taking the time to understand the existing dynamics. When faced with feedback, those with low EQ might even double down on their approach, adopting a “with me or against me” attitude. Instead of inspiring the team to work together, this kind of leadership fosters disengagement and fear. The irony is that a leader’s attempt to make a fast start can backfire, creating a group of vocal detractors. Fortunately, I’ve worked for leaders who understood that their role was to create an environment where even those who didn’t fully align with their vision still felt included and valued. When Microsoft acquired Great Plains Software, Satya Nadella flew us out to Fargo in the middle of winter to meet the aquired team. Interestingly, the Fargo team as led by Doug Burgum (now serving as the U.S. Secretary of the Interior). There couldn’t have been a greater cultural mismatch. Microsoft operated as a technical meritocracy, laser-focused on results, while Great Plains had the feel of a family-run business. Satya immediately recognized this and took a patient approach—listening, understanding, and integrating before asserting a direction. Many of us were impatient with the process at the time, wanting faster action, but in hindsight, it was both brilliant and necessary. By taking the time to bridge the gap between the two cultures, he prevented an "us vs. them" divide. To drive cultural change, the key lesson is that you only need a small core of strong supporters, while the majority should be neutral and open to change. Supporters provide momentum, energy, and advocacy to drive initiatives forward, while neutrals serve as a stabilizing force. They may not be the loudest champions, but they aren’t resisting either—they’re open to reason and willing to follow when convinced. A leader can prevent unnecessary resistance and foster a culture of cooperation by being aware of these dynamics.  You can still be a strong and decisive leader while avoiding polarization. Focus on common ground and emphasize shared goals. Listen to different perspectives, communicate in ways that resonate across broad viewpoints, and explain how your decisions serve the collective good. By cultivating an atmosphere of respect and open-mindedness, a leader ensures their influence extends beyond their strongest supporters.

7 ways great leaders navigate after-hours work: (What your team really needs from you) Work-life balance doesn’t wait for a convenient time. It doesn’t care about deadlines, projects, or promotions. In those moments, leadership isn’t about rules. It’s about understanding. Here’s how great leaders approach after-hours work when it matters most: 1️⃣ Recognize the Nuance Blanket bans create resentment. Understanding creates balance. ➜ Acknowledge the complex relationship with technology. ➜ Be clear about expectations, not prohibitions. ➜ Focus on individual needs and roles. Flexible leaders create engaged teams. 2️⃣ Simplify Communication Over-communication fuels anxiety. Clarity reduces it. ➜ Define the preferred communication methods for after-hours. ➜ Eliminate unnecessary pings—when everything feels urgent, nothing is. ➜ Keep requests simple and direct—no jargon, no fluff. In after-hours, clarity is crucial. 3️⃣ Encourage Closure People don’t need constant connection. They need resolution. ➜ Be mindful of “window closing” tasks. ➜ Reassurance comes from completed tasks. ➜ Back up flexibility with respect for downtime. Productivity comes from balance, not burnout. 4️⃣ Strengthen Boundaries Teams don’t crumble. Habits do. ➜ Fix work habits, policies, and expectations. ➜ Give people the autonomy they need to disconnect. ➜ Protect personal time where possible. A weak understanding of boundaries won’t hold under pressure. 5️⃣ Model Healthy Habits Your actions become your team’s culture. ➜ Demonstrate healthy boundaries, even when busy. ➜ Make people feel valued, not just available. ➜ Create a supportive environment so downtime is respected. They’ll follow your lead. Make it balanced. 6️⃣ Balance Productivity & Well-being Short-term productivity matters. So does long-term well-being. ➜ Support today’s tasks. Protect tomorrow’s energy. ➜ Recognize the value of rest and rejuvenation. ➜ Keep the human element in sight. Great leaders hold both perspectives. 7️⃣ Leadership is Understanding, not Demanding After-hours leadership isn’t about control. It’s about creating trust. ➜ Absorb stress so your team can recharge. ➜ Offer flexibility, not just expectations. ➜ Build an environment of respect for personal time. Work-life balance doesn’t wait for the perfect leader. But your team will remember the one who understood. Support their well-being. Guide them forward. Because leadership isn’t about having all the answers. It’s about asking the right questions.

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

I realized this during a team meeting when a team member shared how their development led to impressive results. It struck me that investing in our people is the true measure of success. Many organizations overlook this crucial shift: They chase metrics but neglect the very heart of their business— their people. Think about it. Are you focusing on: → Employee engagement → Skill development → Mentorship opportunities → Team collaboration → Creating a culture of trust Neglecting these elements stunts growth and innovation. The good news is that fostering people-first leadership is a choice. You can make it part of your organization's culture. Here’s how to get started: 1. Prioritize personal development for your team. 2. Encourage open communication and feedback. 3. Celebrate individual and team successes. 4. Invest in training and mentorship programs. 5. Create an environment where everyone feels valued. Remember, leading by growing people means nurturing their potential while driving your organization forward. So, what steps will you take today to invest in your team's growth?

It’s wild how one small change can completely transform a company like Ford. When Alan Mulally took over as CEO of Ford in 2006, the company was sinking— ➔Stock prices were at rock bottom, ➔Leadership team was completely out of sync. But the biggest issue? A lack of psychological safety and trust. ➔Sarcasm and snark became part of the culture. ➔This eroded trust within the team. ➔As a result, real problems weren’t being addressed. Mulally saw it for what it was: A wall that was stopping the team from getting to the real issues. So, he made a simple rule: No more jokes at someone else’s expense. Ever. You’re probably thinking, Really? That’s it? But the ripple effect was massive. Some executives couldn’t adjust—they left. But those who stayed? They transformed. ➔Genuine conversations started happening. ➔Deep collaboration followed. ➔Real trust was built. Within a decade, Ford’s stock price skyrocketed from $1 to nearly $17. And while it wasn’t just because of that one rule, it showed how critical small cultural shifts can be in building trust and creating safety. What’s the lesson here? 1️⃣ Trust comes first. Even small things, like sarcastic jokes, can erode trust. And without trust, you won’t move forward. 2️⃣ Small changes lead to big outcomes. Leadership isn’t always about big moves. It’s about creating the right environment every day. 3️⃣ Culture drives results. If people don’t feel safe, real progress can’t happen. Build that safety, and watch everything else fall into place. Mulally didn’t save Ford with fancy strategies.  He saved it by changing how people treated each other. This reminds us that sometimes, the smallest shifts in how we work together lead to the biggest results. Pay attention to the little things—they could be the lever that changes everything.