If you’ve ever walked into an office and immediately felt the ‘vibe’ — good or bad — then you’ve already experienced the power of organisational culture. That feeling doesn’t come from nowhere. It’s shaped by leadership.

In today’s fast-paced, hybrid-working, always-on world, getting your organisational culture right is absolutely essential. It’s not just about free coffee, bean bags or table tennis, it’s about how your people feel, behave, collaborate, and perform — and that all starts at the top.

What is organisational culture?

Organisational culture is basically the personality of your company. It’s the shared values, beliefs and behaviours, that shape how work gets done. From how teams communicate, to how decisions are made, to how mistakes are handled — it’s all part of the culture.

You might not see it written down anywhere (although arguably it probably should be) but everyone feels it.

In the UK, where workplace etiquette, politeness, and understated leadership are often part of the mix, organisational culture can be a subtle, but powerful force. Whether you run a small business in Croydon or a multinational in London, your culture sets the tone.

Why does culture matter?

Let’s be honest — times have changed. Employees today are looking for more than just a monthly salary. They want meaning, flexibility, fairness, and a sense of belonging. And they’ll leave if they don’t get it.

This is why culture really matters:

• Employee engagement: A positive culture boosts morale and motivation. People who feel valued and supported bring their A-game
• Retention and recruitment: Top talent will choose a great workplace over a bigger salary — especially Gen Z
• Productivity: Happy teams are more productive
• Innovation: A strong, open culture encourages fresh ideas and creativity
• Reputation: Word spreads fast. If you have a toxic culture, it’ll hit Glassdoor before you know it

The role of leadership in shaping culture

Leadership isn’t just about making decisions — it’s about living the values you want your team to embrace. You set the tone. If your actions don’t match your words, no mission statement in the world can save your culture.

Great UK leaders, from start-ups to corporates, know that leadership today requires empathy, transparency, and humility. It’s not about command and control anymore — it’s about connection and consistency.

Here’s how leaders can actively shape a positive organisational culture:

Define your values (and actually mean them)

Start by getting clear on what your company stands for. Not just buzzwords on a wall, but real, lived values that everyone shares, including and especially the leadership. Involve your team in defining them — they’ll be more likely to buy in.

Lead by example

If you want a culture of trust, be trustworthy. If you want people to collaborate, don’t silo information. Leaders who model the behaviours they want to see will naturally influence the wider team. Actions speak louder than words, consistent behaviour from leadership is crucial.

Communicate openly and often

A positive culture thrives on clear, honest, two-way communication. Keep people in the loop — about changes, wins, challenges, and direction. Make it okay for employees to speak up without fear, and create those safe spaces for open dialogue.

Recognise and reward

Appreciation goes a long way. Recognise effort, celebrate successes, and give credit where it’s due. This doesn’t have to be expensive — a shout-out in a team meeting or a thank-you email can work wonders. Positive reinforcement is a powerful cultural driver; employees will value feeling seen and heard.

Invest in development

Support your team’s growth with training, mentoring, and opportunities. If you want a culture of learning, adaptability and continuous development, leadership needs to show that development is a priority — not a box-ticking exercise.

Check in regularly

Use surveys, one-to-ones, or informal chats to keep a finger on the cultural pulse. What’s working? What’s not? Be open to feedback and willing to adapt.

Summary

Organisational culture isn’t just a “nice to have” — it’s the foundation of a thriving business. And in the UK, where workplace dynamics are evolving fast; strong, values-led leadership is key to building a culture where people actually want to work.

So, whether you’re leading a team of five or a thousand, culture starts with you. Set the tone, live the values, and watch the difference it makes. If you’d like help making sure you have the right organisational culture, get in touch.

Rudeness at work seems to be on the rise. In a survey by Professors Porath and Pearson, 40% of respondents said they had ‘no time to be nice’ and 25% said they were rude because their bosses behaved that way. We live in a busy world and people have many demands on their time. That’s not news, but in the words of Harry Hart (quoting William Horman) in Kingsman: The Secret Service, “manners maketh man”. Something has obviously gone wrong. Is politeness a thing of the past?

What’s the impact of rudeness?

There’s a great opportunity for business leaders and senior managers to have a positive impact on this issue, and ensure everyone in their business is treated respectfully as a result. 48% of employees on the receiving end of rudeness intentionally decreased their work effort and 47% intentionally decreased the quality of their work. Rudeness at work causes commitment to decline, turnover to increase, productivity to plummet and recruitment costs to increase. By creating a polite and respectful workplace, commitment and productivity will increase and your turnover and recruitment costs will decrease, because you’ll be able to attract and retain the best talent.

What can you do?

Small changes can make a big difference, so here are our top tips for creating a respectful workplace.

• Be friendly, greet people warmly, say ‘thank you’ and ‘you’re welcome’.
• Give 100% of your attention in meetings. Put your phone down and engage in the matter at hand. The meeting will probably be shorter and more focussed as a result.
• Listen to your team members’ thoughts and ideas – they may be on to something.
• Make it clear that rudeness won’t be tolerated and there are no excuses for it. If you make politeness part of day to day interactions, it will be contagious, so the impact could be huge.
• If you see rudeness, address it directly, and encourage employees to report any incidents to their line manager.
• Establish a staff forum where employees can share concerns with a nominated senior team member and discuss how the concerns could be addressed.
• Hire and retain employees who exhibit the ‘right’ behaviours.
• Lead by example, regardless of who you’re talking to and your own stress levels.
• Carry out exit interviews to find out what employees really think.
• Train and coach line managers in respectful people management practices.

If you’re concerned about behaviours in your company and want to discuss ideas on how to address it, get in touch.