If you’re tuned in as a leader today, you’re likely seeing more rapid changes than you’ve ever experienced. It’s not just your office layout that may be shifting, but elements of your company’s culture might be too. According to new research from SHRM, we’ve reached alarming levels and “new highs” of people not feeling valued or respected in the workplace, as many employees are feeling more discontented with their organization. This unwelcome trend has had a significant impact on increased absenteeism and reduced productivity.
Researchers found that some of the top issues fueling this concerning situation include employees returning to the office, layoffs, and corporate reorganizations. Beyond the research, many CEOs and other leaders have shared with me what’s actually happening to their culture right now. Employees are reporting a spike in disengagement and tension which corresponds to low morale—especially in organizations with abrupt RTO mandates or unclear communication. Mixed messages from the top and leadership misalignment can breed employee distrust and disconnection.
If employees can’t rely on shared experiences, norms, clarity, and a sense of purpose from leadership, it becomes difficult to build cohesion and an engaged, productive workforce. During times of ambiguity and complexity, culture becomes even more important. Culture is carried through small, consistent leadership behaviors. It requires intentionality to bring these back (or evolve them) to meet the current moment. This is why it’s so necessary for CEOs and leaders to step up and to be very intentional in how they inspire and lead their people through change.
Here’s what leaders must do now to help stabilize their organization’s culture:
Create an Inspiring Vision and Purpose The key here is to lead with a sense of realistic optimism that generates a sense of shared hope for overcoming challenges together—not toxic positivity that invalidates experiencing any difficulties or challenges. As you work toward reflecting an inspiring vision and purpose, it can help to reinforce shared norms and bring back traditions that gave teams identity and cohesion: revive rituals, celebrate wins, and model respectful, human-centric behavior. Ensure any activities selected are adaptable for hybrid inclusion.
Communicate with Transparency Leaders should strive to connect the big picture and overall goals to what matters to others. Employees can tell when leaders aren’t aligned, or when a leader’s values are stated but not put into practice. Leadership teams must have a shared story about what this transition means and how it connects to the company’s larger purpose. With this in mind, align leadership around a cultural narrative that supports transparency, empathy, and informed optimism. To increase transparency, you might host leadership alignment sessions to talk about individual assumptions, sync language, and clarify how values show up, develop a consistent message, and encourage leaders to share personal reflections on what the culture means to them—including how they plan to lead through the shift.
Don’t Personalize Your Perspective Put the greater good up front—as a leader, it’s not about you. Wear the hat of the enterprise culture and role model. One way to avoid personalizing your perspective is to acknowledge the emotional landscape of others. This transition is about more than logistics; it’s about people’s sense of safety and value. The reason some employees may feel emotional in times of transition is that it can bring back past experiences of a lack of autonomy or being micromanaged. Changes like this are also sometimes tied to uncertainty around job security. Leaders can help by starting conversations, naming the change, and inviting honest feedback. showing empathy in messaging, and training managers to check in not just on tasks, but on emotional well-being.
Respond versus React Know your triggers in pressure situations or times of angst, and practice self-awareness and self-management. Leaders are culture-shapers, whether they mean to be or not. Set the tone early and often—leaders model what’s acceptable and what’s aspirational through their own micro-actions. Remember: every interaction from a leader sends a message about what’s valued and what isn’t, so focus on consistently modeling the behaviors you want to see. Show up on time, be fully present, appreciate others, and give thoughtful feedback if those actions reflect your values. You can also use micro-moments—1:1s, hallway chats, quick emails—to reinforce core leadership values. Leaders should additionally address disrespect or misalignment when it happens, since silence sends a message that it’s acceptable.
The evolving workplace can be a crucible for confusion—or a catalyst for connection. The difference lies in how intentionally leaders shape the culture they want to see.
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Rebecca Shambaugh is President of SHAMBAUGH Leadership, Founder of Women in Leadership and Learning, and author of the best-selling books It’s Not a Glass Ceiling, It’s a Sticky Floor, and Make Room for Her: Why Companies Need an Integrated Leadership Model to Achieve Extraordinary Results.
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