{"id":10157,"date":"2025-04-18T14:34:08","date_gmt":"2025-04-18T13:34:08","guid":{"rendered":"https:\/\/salomons.coach\/?p=10157"},"modified":"2025-11-08T15:19:46","modified_gmt":"2025-11-08T14:19:46","slug":"change-culture-this-is-what-leaders-do-and-not-what-they-say","status":"publish","type":"post","link":"https:\/\/salomons.coach\/en\/change-culture-this-is-what-leaders-do-and-not-what-they-say\/","title":{"rendered":"Change Culture? This is what leaders do (and not what they say\u2026)!"},"content":{"rendered":"\n<p>Culture is often treated like wallpaper \u2014 something visible but superficial.<br>Mission statements, value posters, corporate videos.<br>And yet, culture isn\u2019t what\u2019s written on the wall.<br>It\u2019s what recurs \u2014 every day, in every meeting, in every decision made (or avoided).<\/p>\n\n\n\n<p>Culture is the <strong>sum of behaviors people feel safe to show<\/strong>.<br>And when behavior shifts, culture follows.<\/p>\n\n\n\n<p>But that shift doesn\u2019t come from slogans. It comes from the structures, systems, and choices that leaders <em>build<\/em> and <em>model<\/em> every day.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The Business Case: When Culture Blocked Performance<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-large is-resized\"><img decoding=\"async\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/10\/Elephant-stopping-people-1-683x1024.png\" alt=\"\" class=\"wp-image-10198\" style=\"width:356px;height:auto\"\/><\/figure>\n<\/div>\n\n\n<p>A European logistics organization \u2014 let\u2019s call it <strong>TransLog<\/strong> \u2014 approached me with a familiar frustration:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe don\u2019t have a culture problem,\u201d the COO said, \u201cwe have a performance problem.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>Their operations were under pressure: delays, silo behavior between planning and execution, and chronic firefighting in daily operations. Customer satisfaction was declining, but every attempt at process improvement failed after a few weeks.<\/p>\n\n\n\n<p>What they didn\u2019t realize yet was this:<br>Their processes weren\u2019t broken \u2014 their <strong>behavioral system<\/strong> was.<\/p>\n\n\n\n<p>Processes and behavior are directly connected, its cause and consequence in both ways.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>The Symptoms<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Escalations up the chain for every minor issue.<\/li>\n\n\n\n<li>Local optimizations overriding collective goals.<\/li>\n\n\n\n<li>Meetings filled with discussions, but no real decisions.<\/li>\n\n\n\n<li>Supervisors hesitant to speak up when things went wrong.<\/li>\n\n\n\n<li>Repeated \u201cquick fixes\u201d without addressing root causes.<\/li>\n<\/ul>\n\n\n\n<p>Sound familiar?<\/p>\n\n\n\n<p>When we mapped their leadership routines, the underlying pattern was clear.<br>Their <strong>structures were teaching people<\/strong> to behave in exactly this way.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Where Behavior Comes From<\/strong><\/h2>\n\n\n\n<p>Behavior doesn\u2019t arise from values statements \u2014 it arises from <strong>structures<\/strong>.<br>At TransLog, several structures unconsciously reinforced the wrong behavior:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Unclear mandates:<\/strong> Nobody knew who could decide. People escalated to stay safe.<\/li>\n\n\n\n<li><strong>Individual rewards:<\/strong> Bonuses linked to department KPIs, not team results.<\/li>\n\n\n\n<li><strong>Structural overload:<\/strong> Daily firefighting left no time for learning.<\/li>\n\n\n\n<li><strong>Informal status:<\/strong> Those closest to the top influenced decisions most.<\/li>\n\n\n\n<li><strong>Meetings without outcomes:<\/strong> Rhythm sabotaged accountability.<\/li>\n\n\n\n<li><strong>Risk aversion:<\/strong> Mistakes led to blame, not learning.<\/li>\n\n\n\n<li><strong>Misaligned tools:<\/strong> Reporting systems emphasized compliance over collaboration.<\/li>\n<\/ul>\n\n\n\n<p>Leaders weren\u2019t <em>telling<\/em> people to act this way \u2014 their system <em>was<\/em>.<\/p>\n\n\n\n<p>That\u2019s why culture change must start with <strong>leadership behavior and systemic redesign<\/strong>, not communication campaigns.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>How We Worked: From Assignment to On-Demand Support<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-full is-resized\"><img decoding=\"async\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/10\/organizational-culture-3.jpg\" alt=\"\" class=\"wp-image-10203\" style=\"width:374px;height:auto\"\/><\/figure>\n<\/div>\n\n\n<p>At Salomons.Coach, every engagement follows a proven seven-phase approach:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Assignment<\/li>\n\n\n\n<li>Diagnoses<\/li>\n\n\n\n<li>Co-creation<\/li>\n\n\n\n<li>Delivery<\/li>\n\n\n\n<li>Evaluation<\/li>\n\n\n\n<li>Hypercare<\/li>\n\n\n\n<li>Handover<\/li>\n<\/ol>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. Assignment \u2014 Clarify the \u201cWhy\u201d<\/strong><\/h3>\n\n\n\n<p>Every culture journey begins with a conversation \u2014 not about culture, but about <strong>business outcomes<\/strong>.<br>TransLog\u2019s board agreed:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Increase service reliability by 15% within a year.<\/li>\n\n\n\n<li>Strengthen cross-functional collaboration in the operational chain.<\/li>\n\n\n\n<li>Reduce leadership churn and burnout.<\/li>\n<\/ul>\n\n\n\n<p>The CEO framed it well:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe don\u2019t need more posters. We need leaders who can work across the chain instead of guarding their silos.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>We defined culture as a <strong>business enabler<\/strong>, not an HR initiative.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. Diagnosis \u2014 Reveal What Drives Behavior<\/strong><\/h3>\n\n\n\n<p>We used leadership interviews, observation in team meetings, and a network analysis of information flow.<br>Within three weeks, the picture emerged:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Decisions were delayed by unclear mandates.<\/li>\n\n\n\n<li>Supervisors were over-controlled and under-trusted.<\/li>\n\n\n\n<li>Reward systems unintentionally encouraged \u201cmy team first\u201d behavior.<\/li>\n<\/ul>\n\n\n\n<p>One board member said after the debrief:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe\u2019ve been managing symptoms for years. This is the first time we see the real mechanisms at play.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. Co-Creation \u2014 Design the New Behavior System<\/strong><\/h3>\n\n\n\n<p>Culture can\u2019t be imposed. It must be <strong>co-created<\/strong>.<br>We brought 20 leaders from operations, planning, and support together for two intensive design workshops.<\/p>\n\n\n\n<p>We explored twelve cultural \u201cpressure points,\u201d including decision clarity, meeting rhythm, and error learning.<br>For each, the group defined:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>What behavior they wanted to see<\/li>\n\n\n\n<li>Which structure reinforced it today<\/li>\n\n\n\n<li>What needed to change to make the new behavior easy and safe<\/li>\n<\/ul>\n\n\n\n<p>For example:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><thead><tr><th>Current pattern<\/th><th>New structure<\/th><th>Intended behavior<\/th><\/tr><\/thead><tbody><tr><td>Unstable mandates<\/td><td>Decision matrix &amp; communication loop<\/td><td>Faster, safer decisions<\/td><\/tr><tr><td>Individual rewards<\/td><td>Shared performance metrics<\/td><td>Collaboration over competition<\/td><\/tr><tr><td>Endless meetings<\/td><td>Defined decision agendas<\/td><td>Outcome-oriented rhythm<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>By the end, leaders realized: <strong>culture design is system design<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Delivery \u2014 Lead by Doing<\/strong><\/h3>\n\n\n\n<p>We rolled out a 12-week leadership sprint program.<br>Each week, leaders practiced one structural shift \u2014 from redesigning their daily start-up meetings to introducing reflection sessions at the end of each shift.<\/p>\n\n\n\n<p>As one line manager said:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cThe moment I stopped giving answers and started asking questions, my team began solving problems I didn\u2019t even know existed.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>Momentum built fast. What started as a \u201cleadership program\u201d became an <strong>operational transformation<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Evaluation \u2014 Connect Insight to Impact<\/strong><\/h3>\n\n\n\n<p>We conduct structured evaluations at a high frequency, combining operational data and team sentiment. When needed we go back to the delivery and co-creation steps to address the evaluation outcomes.<\/p>\n\n\n\n<p>The end-results:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>+11% improvement in on-time performance<\/li>\n\n\n\n<li>+24% increase in cross-team collaboration score<\/li>\n\n\n\n<li>100% of leaders reported higher confidence in addressing behavioral issues<\/li>\n<\/ul>\n\n\n\n<p>The CFO summarized it perfectly:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe didn\u2019t just change processes \u2014 we changed how people think about accountability.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>6. Hypercare \u2014 Embed Before We Exit<\/strong><\/h3>\n\n\n\n<p>Change rarely fails because people disagree. It fails because people <strong>relapse<\/strong>.<br>For the next eight weeks, we provided \u201chypercare\u201d \u2014 coaching leaders in real time, joining their leadership meetings, and giving structured feedback on alignment, communication, and role modeling.<\/p>\n\n\n\n<p>This phase turns theory into habit.<br>We don\u2019t disappear after delivery; we <strong>walk alongside<\/strong> until behavior sticks.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>7. Handover and On-Demand Support \u2014 Make It Theirs<\/strong><\/h3>\n\n\n\n<p>After six months, ownership shifted fully to TransLog\u2019s internal team.<br>A dedicated \u201cCulture Anchor Group\u201d \u2014 five cross-functional leaders \u2014 took over monitoring and peer-coaching roles.<\/p>\n\n\n\n<p>We stayed available for <strong>on-demand support<\/strong>:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Quarterly reflection sessions<\/li>\n\n\n\n<li>Leadership onboarding for new managers<\/li>\n\n\n\n<li>Refresh modules on behavioral diagnostics<\/li>\n<\/ul>\n\n\n\n<p>The CEO noted in the final review:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cFor the first time, culture feels like part of operations \u2014 not a separate HR project. It\u2019s how we lead.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>What Leaders Learned<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-large is-resized\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1024x683.webp\" alt=\"\" class=\"wp-image-10171\" style=\"width:336px;height:auto\" srcset=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1024x683.webp 1024w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-300x200.webp 300w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-768x512.webp 768w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1536x1024.webp 1536w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-600x400.webp 600w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1.webp 1920w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<p>From this journey emerged several leadership lessons:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Behavior follows structure.<\/strong> If you want new behavior, redesign the system that shapes it.<\/li>\n\n\n\n<li><strong>Psychological safety is the soil.<\/strong> Trust allows leaders to challenge each other without losing connection.<\/li>\n\n\n\n<li><strong>Reflection is a performance tool.<\/strong> Learning moments must be planned, not left to chance.<\/li>\n\n\n\n<li><strong>Distributed leadership accelerates change.<\/strong> When every level leads, accountability multiplies.<\/li>\n\n\n\n<li><strong>Culture change is continuous.<\/strong> It doesn\u2019t end with rollout \u2014 it evolves with every decision made.<\/li>\n<\/ol>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>The ROI of Culture Work<\/strong><\/h2>\n\n\n\n<p>Culture change isn\u2019t soft. It\u2019s structural ROI.<\/p>\n\n\n\n<p>At TransLog, measurable outcomes included:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>12% reduction in process deviations<\/li>\n\n\n\n<li>Faster decision-making cycle times (\u201330%)<\/li>\n\n\n\n<li>Lower turnover among supervisors (\u201318%)<\/li>\n\n\n\n<li>Higher employee engagement and customer satisfaction scores<\/li>\n<\/ul>\n\n\n\n<p>The board viewed it not as a project, but as an <strong>operating model evolution<\/strong>.<\/p>\n\n\n\n<p>As one director concluded:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cThe real win isn\u2019t the metrics. It\u2019s that our leaders now talk about culture as a business system \u2014 not a mood.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Final Thoughts: From Words to Structures<\/strong><\/h2>\n\n\n\n<p>Culture change fails when it stays in the realm of intention.<br>It succeeds when leaders translate intention into <strong>structures, incentives, and rituals<\/strong> that make the desired behavior easy \u2014 and the undesired behavior hard.<\/p>\n\n\n\n<p>Because culture doesn\u2019t live in what we <strong>say<\/strong>.<br>It lives in what we <strong>allow<\/strong>.<\/p>\n\n\n\n<p>And what leaders <strong>allow<\/strong> \u2014 through their choices, clarity, and courage \u2014 defines the organization\u2019s future.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">\u2733\ufe0f <strong>Culture change is not mission impossible.<\/strong><\/h3>\n\n\n\n<p>It\u2019s a leadership choice \u2014 made visible every day in meetings, conversations, and decisions.<\/p>\n\n\n\n<p><strong>Jan Salomons<\/strong><br>Trainer | Coach | Leadership &amp; Culture | Performance &amp; Change | Operations Excellence<br><\/p>\n\n\n\n<p>Interested in open conversation about leadership &amp; culture change in your organization? let&#8217;s have a short meeting to see if my approach fits, no charges. <a href=\"https:\/\/salomons.coach\/session-scheduler\/\">Session Scheduler &#8211; salomons.coach<\/a><\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Culture change is often misunderstood as mere slogans or posters, but true transformation begins with leadership behavior and systemic redesign. At TransLog, a European logistics organization, leaders discovered that their performance issues stemmed not from broken processes, but from a flawed behavioral system. By mapping leadership routines and co-creating a new behavior system, they shifted from siloed thinking to collaborative action. The results? Improved performance metrics and a culture that became integral to operations. Explore how intentional choices and structural changes can redefine your organization\u2019s future and make culture a powerful business enabler.<\/p>\n","protected":false},"author":1,"featured_media":10159,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,195],"tags":[436,366,435],"class_list":["post-10157","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-organizations-culture","tag-execution","tag-leadership-behavior","tag-role-modeling"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.5.2 - aioseo.com -->\n\t<meta name=\"description\" content=\"Culture change is often misunderstood as mere slogans or posters, but true transformation begins with leadership behavior and systemic redesign. 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