Leading Cultural Change – From Surface to Core

Leading Cultural Change – From Surface to Core

Culture lives in the heartbeat of an organisation. We feel it in the way people greet one another, the rituals that give rhythm to the day, the language that sneaks into meetings, and the beliefs that quietly shape decisions. Leading through culture is one of the most powerful responsibilities we carry, and one of the trickiest to get right.

Understanding the Layers of Culture

Edgar Schein’s Iceberg Model helps us see culture in three layers.

Artifacts (Visible Layer):
These are the things we can see and touch – the policies, systems, spaces, logos, and routines that shape daily life. They are the tip of the iceberg, easy to spot but often just the surface story.

Espoused Values (Middle Layer):
These are the beliefs we say matter most – the vision statements and values printed on posters or shared at meetings (and hopefully remembered afterwards).

Underlying Assumptions (Deep Layer):
These are the invisible beliefs about how the world works – the unspoken “this is how we do things around here” messages that shape decisions and behaviours far more than we realise.

Artifacts can shift quickly, but the deeper layers, especially underlying assumptions, take time, courage, and more than a few cups of coffee to change. If we want transformation that lasts, we need to be willing to work below the surface.

Why Leaders Need to Work Across All Three Layers

Schein reminds us: “The only thing of real importance that leaders do is create and manage culture. If you do not manage culture, it manages you.”

Surface level systems and shiny new initiatives might spark energy for a while, but without alignment to deeper values and assumptions, that energy fades faster than the excitement after a new stationery order. Lasting cultural change asks us to:

Clarify values. Make sure what we say we value is genuinely reflected in the daily experience of everyone, not just written in the strategic plan.

Align behaviour with beliefs. Model the values we talk about, so they are visible in action, not just words.

Shift mindsets over time. Allow people to grow into new ways of thinking and working. Real cultural change happens through steady, consistent practice, not one inspirational meeting and a morning tea.

Four Leadership Actions That Move Culture Forward

Action: Surface the DNA
What It Does: Revisit stories, symbols, heroes, and rituals that express the organisation’s identity. Connects visible practices with purpose and shared meaning.

Action: Reinforce Alignment
What It Does: Align strategy, values, and daily work so people can see how their role connects to the bigger picture. Builds coherence across all layers of culture.

Action: Share Ownership
What It Does: Involve everyone in shaping and living the culture, not just observing it. Strengthens commitment and shared responsibility.

Action: Practice Deep Change
What It Does: Create space for learning, reflection, and honest conversation that bring assumptions to the surface. Keeps culture alive and evolving.

Why It Matters

Culture is never static. It is a living system that responds to every decision, conversation, and raised eyebrow. The small moments – how we start meetings, what we celebrate, how we respond when things get messy – send powerful messages about what we truly value.

When leaders intentionally tend to culture, they become gardeners more than managers. They notice what needs pruning, what needs nurturing, and when to simply step back and let things grow. And yes, sometimes they pull a few weeds.

Reflection Prompts

Which layer of culture do I give most of my attention to: the visible systems and rituals, or the deeper values and assumptions?

Where might there be gaps between what we say we value and what people actually experience?

How can I create spaces for our people to explore unspoken assumptions through dialogue, storytelling, and asking why?

Go well this week,

Mary-Anne