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5 Leadership Shifts That Transform Culture

How to build a culture people actually want to be part of

Every leader talks about culture. Few truly understand that culture is not what you say—it’s what you do. It’s not the posters on the wall, the slogans in the boardroom, or the perks in the office.

Culture is built—or broken—in the daily choices leaders make.

Over the last few years hosting the Peak Performance Leadership Podcast, I’ve spoken with CEOs, experts, and thought leaders who live this truth every day. Their insights reveal a clear pattern: culture isn’t fixed by a single initiative or training session. It changes when leaders change.

Here are five leadership shifts that can transform culture.

1. FROM AUTHORITY TO OWNERSHIP

Authority is the default setting for most organizations. Leaders give orders, employees follow, and results are measured against compliance. It works in the short term, but over time it drains initiative and creativity. People learn to wait for direction instead of bringing their full ability to the table.

Ownership changes the equation. When people feel like owners rather than subordinates, they engage differently. They don’t just do what’s asked—they look for what’s needed. They make decisions faster, they solve problems more proactively, and they care more about the outcome.

The problem is many leaders don’t realize they’re unintentionally blocking ownership. By micromanaging every detail, keeping decision-making to themselves, or punishing mistakes too harshly, they create cultures where employees play it safe. Safety in this context doesn’t mean security—it means stagnation.

Practical application starts with trust. Define clear boundaries of authority, then invite your people to make decisions within those boundaries. When they stumble, coach instead of criticize. Share the bigger “why” behind the mission so they see the importance of their role. Ownership thrives when people understand how their work connects to the larger picture.

A simple step is to ask: “What would you do if I wasn’t here?” Then support their decision, even if it’s not exactly what you would have chosen. Over time, those choices build a culture of initiative.

Reflection questions:

2. FROM TOLERANCE TO STANDARDS

Culture is not shaped by what leaders say—it’s shaped by what they allow. Every time you ignore a missed deadline, excuse poor behavior, or overlook a lack of preparation, you send a message: this is acceptable here. Over time, those tolerances define the culture more than any official values ever could.

The problem with tolerance is that it’s usually passive. Leaders don’t set out to lower standards—they just avoid the uncomfortable moment of confronting a problem. But silence is approval. If you allow disengagement or mediocrity to go unaddressed, it becomes the new normal.

Shifting to standards requires clarity and consistency. First, define what good looks like. Don’t assume people know—spell it out. Standards should be specific and measurable, not vague statements. Second, prove those standards through your own behavior. If punctuality matters, show up early. If respect matters, demonstrate it in every interaction.

Then, hold people accountable with fairness. That means correcting in private, praising in public, and following through on consequences. Accountability done well isn’t about punishment—it’s about alignment. People should walk away from the conversation knowing exactly what’s expected and confident that they can meet it.

One practical tactic is the “standards check-in.” During team meetings, ask openly: “Where are we slipping from our standards?” This keeps accountability a shared responsibility, not just a leader’s job.

Reflection questions:

3. FROM MANAGEMENT TO COACHING

Management is about systems. Coaching is about people. Both are necessary, but culture suffers when leaders stay stuck in management mode.

The traditional manager enforces rules, tracks progress, and points out mistakes. This may keep the machine running, but it doesn’t inspire commitment. People feel like cogs. They deliver the minimum required because they know that’s all that’s expected.

Coaching shifts the dynamic. A coach invests in growth. They ask questions like, “What are you learning?” and “What’s getting in your way?” They care as much about development as they do about results. When leaders act as coaches, people feel supported, challenged, and valued—not just supervised.

The practical shift starts with mindset. Replace “I need to control” with “I need to unlock.” Then put it into practice through structured conversations. Schedule regular one-on-one coaching sessions where the focus is not on status updates but on growth. Use questions that help your people reflect: What worked well this week? Where did you struggle? What would you try differently?

Another tactic is feedback framing. Instead of saying, “You did this wrong,” say, “Here’s what I noticed, and here’s how you might approach it next time.” Coaching feedback is future-focused. It builds confidence instead of fear.

When leaders coach, culture shifts from compliance to commitment. People don’t just follow the system—they invest themselves in getting better. And when individuals grow, the entire team elevates.

Reflection questions:

4. FROM TALKING TO LISTENING

Most leaders overestimate their communication skills because they equate communication with talking. But the measure of a strong communicator is not how well they speak—it’s how well they listen.

The risk of poor listening multiplies in diverse workplaces. Different accents, cultural norms, and communication styles can lead to misunderstanding. Heather Hansen, a communication expert, points out how linguistic bias creeps in: we often judge competence based on how closely someone’s speech matches our own expectations. That bias erodes trust and damages culture.

Shifting from talking to listening requires humility and intentionality. First, slow down. Resist the urge to jump in with answers or corrections. Instead, ask clarifying questions. Repeat back what you’ve heard to ensure understanding. These small actions signal respect and build psychological safety.

Second, notice who isn’t speaking. In meetings, invite quieter voices to contribute. A simple “I’d like to hear your perspective on this” can shift dynamics dramatically. Culture thrives when all voices are valued, not just the most confident or fluent.

Third, address bias directly. If someone is mocked or dismissed because of how they speak, shut it down immediately. Treat linguistic bias with the same seriousness as racial or gender discrimination. What you tolerate here will define whether people feel safe to contribute or not.

Practical listening isn’t passive. It’s active work. Leaders must tune their ears, suspend assumptions, and make space for others to be heard.

Reflection questions:

5. FROM INDIVIDUALISM TO INFLUENCE

Culture is shaped by influence far more than by policy. Every leader—formal or informal—creates ripples that spread throughout the team. The danger is forgetting that influence is never neutral. You’re always adding to or subtracting from the culture.

Individualism keeps leaders focused on personal success: hitting targets, climbing the ladder, proving their worth. But cultures built on individualism quickly fracture. Trust erodes because people see leaders prioritizing themselves over the team.

Shifting to influence requires a mindset that leadership is about legacy, not ego. Influence is the tone you set in meetings, the behaviors you model when no one is watching, and the energy you bring to daily interactions. A sarcastic comment can deflate a team. A word of encouragement can light one up.

Practical steps include modeling the behaviors you want to see, even when it costs you. If you want openness, admit your own mistakes. If you want collaboration, share credit freely. If you want resilience, show how you bounce back from setbacks. Influence is not declared—it’s demonstrated.

Another powerful practice is asking: “How will my actions today make this team stronger tomorrow?” That question reframes daily leadership from personal performance to collective impact.

When leaders choose influence over individualism, they build cultures where people feel part of something bigger than themselves. Performance follows because people trust the environment they’re in.

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THE FINAL WORD

Culture isn’t a side project. It’s not a program.

Culture is leadership in motion.

If you want a culture that attracts talent, keeps your best people, and drives high performance, the change doesn’t start with them—it starts with you.

Ask yourself:

The culture you’ll have tomorrow depends on the shifts you make today.

FEATURED CONTRIBUTORS

This article draws on insights from conversations with incredible leaders and experts:

Their lessons continue to shape how leaders think about culture, coaching, and communication.

CALL TO ACTION

Which of these leadership shifts has made the biggest difference in your workplace? Share your thoughts in the comments—I’d love to hear your perspective.

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