Transforming Attitudes and Actions
Only 21% of senior leaders call their culture "excellent." Culture champions turn attitudes into actions that drive engagement and profits.
Learn how senior leaders build high-performing cultures that adapt, engage, and outperform.
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Discover why 92% of culture champions link culture directly to financial success
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Learn the attitudes that separate top performers from the rest
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Explore the path from mindset to measurable impact
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From believing culture drives profits
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To prioritizing training, trust, and relationships
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Implementing flexible work and career paths
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Measuring engagement for continuous improvement
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Understand the 5 critical actions that deliver results
What makes a culture "strong" vs. just familiar?
Culture isn't right or wrong—it's effective or maladapted to your business environment.
Strong cultures align shared assumptions with current challenges, driving engagement and agility. Weak cultures cling to past successes that no longer fit, breeding resistance amid mergers, remote work, and transparency demands.
"Our thoughts make us who we are."
With productivity pressure as the top culture killer, leaders must evolve or lose talent.
Focus on senior leader attitudes vs generic culture talk to drive real change.
Culture champions (excellent culture + top financials/low turnover) believe culture impacts profits (92% vs 58%) and engagement (98% vs 72%). They prioritize training (64% vs 32%), leadership trust (62% vs 35%), and manager relationships (57% vs 30%)—attitudes that predict action and results.
Organizations fail to act despite knowing culture matters.
84% of champions actively improve culture vs 66% others, yet many neglect measurement—only 51% track engagement. Even successes struggle with leadership trust (38% excellent). Without metrics, activity masquerades as progress, missing the profit link Heskett found explains 50% of performance gaps
Leaders take these 5 actions to transform culture through engagement.
Culture champions excel at training (60% vs 20%), customer focus (52% vs 20%), clear goals (49% vs 17%), and manager relationships (51% vs 17%). They offer flexible work (38% vs 22%) and career paths (44% vs 28%), involve all leaders (46% say middle managers matter most), and measure relentlessly.
