Modeling Your Message: How Leaders Shape Culture
What is Culture?
Let’s stop confusing culture with statements and slogans.
Culture is more than what you say you value. It’s what people see you do. It’s what they experience.
You might have inspiring words like equity, excellence, or collaboration posted in the lobby. But if you don’t practice them daily, they won’t shape your culture. They decorate it.
Here’s the breakdown:
Espoused (Professed) Beliefs and Values = What people say;
The ideals. The aspirations. The talking points.
Basic Underlying Assumptions = What people believe
The invisible norms. The things no one questions because “that’s just how it is.”Observed Behaviors = What people see
The meetings. The reactions. The decisions. The daily signals about what really matters here.
Culture isn’t an idea. It’s a pattern.
You hear it in the way people talk about leadership when no one’s around.
You see it in who speaks up in meetings and who doesn’t.
You feel it in how decisions get made, how conflict gets handled, and how safe it is to tell the truth.
When beliefs, behaviors, and experiences align, people trust the culture. When they don’t, trust and performance erode.
Because culture is not what’s written, it’s what’s accepted and repeated.
So, how do you align what you say with what people see?
Here’s where to start:
1. Name the Behavior
Values like “respect” or “accountability” sound great, but what do they look like in real-time?
“We value collaboration” →
“We loop each other in early, share context openly, and problem-solve together, even under pressure.”
People need clear, concrete behaviors to follow. Otherwise, they make assumptions, and culture becomes inconsistent.
2. Measure It, Then Model It
If you say you care about well-being but reward nonstop availability, the message is clear: burnout is the expectation.
If you say curiosity matters but punish mistakes, no one takes risks.
What you measure sets expectations.
What you model sets the tone.
Your team learns what’s safe and acceptable by watching you.
So make sure your actions match your message.
3. Audit the Gaps
Which behaviors align with your values? Which ones undermine them?
You don’t need to overhaul everything. Start with one area that feels off.
Ask your team:
“What’s getting in the way of living this value?”
“What does it really look like when we get it right?”
Then, work together to shift the behavior, not just the belief.
“Culture Isn’t a Statement. It’s a Practice.”
If you want a culture that delivers, not just inspires, you have to do more than define your values.
You have to live them.
That means checking for alignment.
Naming what matters.
And modeling the culture you want to see.
ROI Checkpoint
Reflection:
What part of the culture do you naturally reinforce?
Where might you need to show up differently?
Some values come naturally; others take more intention. Pay attention to where you’re already in sync and where there’s room to stretch and lead more visibly by setting a good example.
Observation:
When does your culture shine? When does it slip?
Pay attention to where values show up most. During collaboration, decision-making, feedback, or even conflict? What’s working well? Where do you need to adjust?
Implementation:
What’s one thing you can do this week to bring our values to life?
👉 Choose one value and put it into practice. Perhaps that means creating space for open dialogue, calling out someone’s effort, or slowing down to lead with more intention. Whatever it is, lead in a way your team can see.
“Remember, culture is not created in a planning session. It gets created in every meeting. Every decision. Every unspoken cue.”
If you're ready to align your values with how your team actually works together, we’re here to help.
We partner with leaders to build cultures rooted in trust, clarity, and consistency.