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TLH Shaping Organizational Culture: It’s Not Just Talk—It’s Lived Experience



*Your culture isn’t defined by what you say—it’s defined by what your employees experience every day.*

When we talk about organizational culture, it’s easy to focus on the big speeches, town halls, and visionary statements. But here’s the truth: culture is created in the small moments. It’s the emails that go unanswered, the tools that don’t work, the feedback that’s never given. In my experience, the real culture of an organization is shaped not by the slogans on the walls, but by the daily lived experience of employees.

The Culture Beneath the Surface
In Section 3.2 of the *Transformation Leaders Body of Knowledge (TLBoK)*, it’s highlighted that culture isn’t just about shared values, it’s about shared experiences. The way you treat your people, the systems you put in place, and the environment you create all contribute to how your employees perceive your organization. I’ve seen this in my consulting work—where broken printers and outdated systems can undermine even the most inspiring leadership.

Culture is felt in the day-to-day grind. Employees don’t judge their experience based on a single charismatic speech. They judge it by whether they feel respected, valued, and equipped to succeed. As a leader, you can preach about vision, but if your people don’t have the tools or support they need, that vision is irrelevant.

Diversity of Thought: Embracing Different Approaches
Another critical point often overlooked is that culture isn’t one-size-fits-all. Large organizations can’t impose a singular culture across departments. Just like the *Dunbar Number* reminds us that people thrive in small, close-knit groups, we also know from the Allen Curve that proximity and peer relationships are the real drivers of behavior. In my work, I’ve seen how different departments develop their own micro-cultures—sales thrives on optimism, compliance requires caution, and HR needs empathy.

The idea that everyone in an organization should think, feel, and act the same is not only unrealistic, but it also stifles innovation and collaboration. The real value of a diverse culture comes when you encourage different ways of thinking. This means accepting that the sales team won’t—and shouldn’t—operate in the same way as the compliance team. It’s this diversity of thought that makes a robust organization, capable of adapting and thriving.

Peer Pressure Over Leadership
We often think leaders drive culture, but that’s only part of the story. In reality, peer pressure—the influence of those around you—is often more powerful. The Allen Curve shows us that the closer we are to someone physically, the more influence they have over us. This means that while senior leadership plays an important role, the real culture is shaped by the teams and individuals we work with every day.

For most employees, their experience of the organization is far more influenced by their immediate team than by any top-down initiative. Leaders need to focus not just on top-down communication, but on fostering a positive, supportive environment within teams. This means empowering middle managers, improving team dynamics, and recognizing the power of everyday interactions.

The Danger of Groupthink
One risk of trying to impose a uniform culture is groupthink—when everyone starts thinking the same way, creativity and critical thinking suffer. Innovation thrives when people from different backgrounds and with different perspectives come together. If we try to homogenize culture too much, we lose this richness of diversity.

Culture is Everything You Do
The *TLBoK* also reminds us that culture is everything you say and do—not just the things you claim to believe in. As a change manager, I often see companies trying to shape their culture through grand gestures, when in reality, it’s the small, daily actions that count. How you handle performance reviews, how you recognize effort, how you respond to mistakes—these are the moments that define your culture.

As a leader, don’t fall into the trap of thinking culture is created through speeches or policies alone. Culture is shaped by the lived experience of your employees—how they feel when they sit down at their desk every day.

Key Takeaways:
Culture is about daily experiences, not just visionary leadership.
Different departments require different micro-cultures to thrive—embrace diversity of thought.
Peer influence and team dynamics are more powerful than top-down initiatives.
Beware of groupthink—diversity of thought fosters innovation and creativity.
Culture is everything you do, from the tools you provide to how you handle performance and feedback.

In shaping your organizational culture, focus less on speeches and more on the everyday lived experiences of your people. That’s where culture truly resides.

This article by Tim HJ Rogers is based on 90 DAY ROAD MAP – Unlock the Secrets to Transformation Leadership Success

Tim H.J. Rogers is a former Commonwealth triathlete, multiple-time GB Champion rower, and highly experienced performance coach. With over two decades of competitive sports experience, Tim now focuses on helping teams unlock their full potential through coaching, consulting and change management. Tim provides performance resources tailored to the individual needs of people and teams to support them to achieve their goals. He is also a BeTheBusiness mentor, mediator, and an advocate for co-creative coaching. Typical feedback … Tim’s style, manner and pragmatic approach has been very valuable. His contribution will have a positive and lasting effect on the way we work as a team.

MBA Management Consultant | Prince2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | BeTheBusiness Mentor | ICF Trained Coach | Mediation Practitioner | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills

Transformation Leaders Body Of Knowledge. More information here https://thetransformationleadershub.com/90-day-roadmap/

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