Ever been in a room where you’re talking about culture challenges and someone senior says, “I don’t think it’s that bad,” or “That’s just one person’s opinion”? And you’re sitting there thinking, Really? Because it’s kind of obvious to the rest of us.
Welcome to one of the trickiest spots in culture work: when the people with the most power to shift the culture are in denial that there’s even a problem.
The truth is, most leaders don’t deny issues out of malice or ego. It’s usually a mix of being too close to the problem, not wanting to open a can of worms, or honestly believing everything’s fine because no one’s told them otherwise. And sometimes, people have tried to raise concerns — they just didn’t say it in a way that made it land.
So what can you do when the data says the culture’s off, the team feels it in their bones… and the execs are still saying “it’s fine”?
Let’s break it down.
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Talk in terms they care about
Forget trying to convince people that “culture matters” on its own. Instead, link it to the things leaders already care about — performance, retention, risk, and results.
Rather than “We have a toxic culture,” say:
“We’ve lost three great people in three months, and they all mentioned trust or leadership.”
“Our team is burnt out, and that’s starting to hit productivity.”
“There’s growing tension that’s slowing down decision-making.”
When you connect culture to commercial or operational impact, the conversation shifts.
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Bring evidence, not just opinions
Yes, stories and lived experiences are powerful — but when leaders are in denial, stories alone often get brushed aside.
What’s harder to ignore? Patterns.
Use the data you’ve got: engagement survey results, exit interviews, turnover rates, sick leave trends, or even Glassdoor reviews. When you can show a consistent picture, it’s harder to write off as “just a few complaints.”
Keep it simple: “Here’s what the numbers are telling us. Here’s what people are saying. Here’s what it’s costing us.”
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Start small — but start somewhere
If the top team isn’t ready to act, don’t wait. Focus on the teams or leaders who are open to change.
Run a pilot program, do a values session, coach a few leaders, or start a “culture working group.” Then share the stories. Share the results. Culture is contagious — in both directions. When other leaders see teams improving performance or engagement, they’ll start to take notice.
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Bring in an outside voice
Sometimes it’s not what’s said — it’s who says it.
External facilitators or consultants can often say the hard truths in ways internal people can’t. They don’t carry the same politics, and they’re often seen as more objective.
You can also share case studies or stories from other organisations that ignored culture issues and paid the price. A bit of a reality check — without pointing fingers — can go a long way.
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Keep the conversation constructive
Blaming leaders for the problem just shuts things down. Instead, try this:
“It’s no one’s fault — culture evolves, and this is a chance to reset.”
“We’ve grown a lot, and some of the old ways of working aren’t serving us anymore.”
“This is about getting ahead of potential issues, not looking for someone to blame.”
It’s amazing how quickly leaders lean in when they don’t feel like they’re being accused — but invited to be part of the solution.
One last thing…
If you’re the person waving the culture flag and it feels like no one’s listening — hang in there! Culture change doesn’t happen overnight. Especially when it starts with hard conversations.
But it’s in those moments (the uncomfortable, confronting ones) that real shifts begin. You might just be planting the seed that leads to something bigger.