There’s a reason most businesses would rather slap up a new mission statement than ask their people what culture really feels like day-to-day.
Because asking the question means you have to be ready for the answer.
It takes courage to hold a mirror up to your culture — not just your vibe or your branding, but your systems, your leadership habits, and your moments of avoidance.
But here’s the thing: whether you choose to look or not, your culture is already visible.
In your turnover. In the subtext of exit interviews. In that one leader everyone avoids. In the half-hearted check-ins.
This is your mirror. This is your culture.
And if you’re serious about building a business that attracts and retains good people, you need to start doing the real work.
The Space Between Compliance and Culture
Basic compliance gets you legal.
Best practice HR gets you efficient.
But neither guarantees you a workplace people want to stay in.
That space between? That’s where the real work lives.
It’s not flashy. It’s not scalable in a Canva template. But it’s where trust is built.
Where leaders grow. Where culture is designed instead of inherited.
And it matters more than ever. Because people are paying attention.
The Research Is Clear: People Expect More
Let’s be blunt: the old “profit over people” playbook is toast.
McCrindle’s data on generational intelligence shows that today’s workforce — particularly Millennials and Gen Z — want more than a paycheck. They want:
- Clear communication (and lots of it)
- Mentorship, not micromanagement
- Purposeful work
- Psychological safety
- Respect across generations
Meanwhile, Josh Bersin’s Employee Experience Guide confirms that organisations built around human-centred design— not bureaucracy — are not just nicer to work at, they’re more profitable.
Bersin’s research shows:
“Organisations that invest in employee experience outperform those that don’t by 2.2x in financial returns.”
And from Gallup’s State of the Global Workplace 2025 report:
“Globally, only 23% of employees are engaged at work. Yet, engaged employees deliver 18% more productivity, 23% more profitability, and are 81% less likely to seek a new job.”
Still think culture is a soft metric?
Culture Isn’t Cosmetic — It’s Economic
According to Forrester’s Economic Impact Report commissioned by Culture Amp, organisations who intentionally invest in culture and engagement see:
- 311% ROI over three years
- $1.2M in reduced attrition costs
- Nearly $1M in increased profitability
- Dramatic gains in manager and HR productivity
Let me be clear: the ROI of culture isn’t new — we’ve just run out of excuses to ignore it.
So if you’re still treating culture like a “nice to have” and wondering why your best people are burning out or bailing… that’s your answer.
The Human-Centred Leader Isn’t Afraid of the Real Work
Shane Hatton says it best:
“Culture is a lever. Something we influence, adjust, shape — not a vibe we manifest.”
Human-centred leadership is about holding the lever — and using it.
It means stepping into the tension instead of waiting for HR to mop it up.
It means asking uncomfortable questions, like:
- What are we tolerating in the name of “avoiding drama”?
- Are our values just statements, or do they show up in how we treat each other?
- Are we designing a workplace for humans… or for spreadsheets?
It’s not about being soft — it’s about being strong enough to do the hard things that create trust.
Wellbeing Is Not an Optional Add-On — It’s a Legal (and Leadership) Imperative
Let’s talk legal risk.
Psychosocial hazards — stress, burnout, bullying, unsafe leadership behaviours — are no longer a “people problem” or a “low vibes” issue. Under WHS legislation, they are a compliance obligation.
Ben Hamer’s Future of Work research highlights the growing legal and reputational risks of ignoring wellbeing. If you think this is just about fruit bowls and EAP posters in the lunchroom, you’re already behind.
People aren’t just looking for wellbeing programs. They’re watching how their leaders treat them.
- Do I feel heard?
- Can I speak up?
- Is this environment safe — not just physically, but emotionally?
If the answer is no, they’ll vote with their feet.
What the Best Leaders Do Differently
The best leaders aren’t afraid of the mirror.
They ask for feedback even when it stings.
They design culture, not just talk about it.
They understand that engagement is strategy, not fluff.
And they don’t see leadership as a title — they see it as a practice.
They know that doing the real work might feel slow. But it’s the only way to build something that lasts.
Your Next Step
Maybe you’re feeling a little called out right now. That’s good.
That’s the moment right before something shifts.
So here’s what I want to ask you:
- Are you ready to hold the mirror up?
- Are you ready to stop “trying new things” and start building something consistent?
- Are you willing to stop outsourcing culture to your values page?
Because The Real Work is already happening — whether you’re part of it or not.
The Real Work: Edition 1 is here — in print, on paper, and built to last.
No algorithms. No scroll fatigue. Just real insights, in your hands.
If you’d like a copy, flick me a message or email — I’ll pop one in the post.
And if you’re ready to talk about what this looks like inside your business, let’s chat.
You must be logged in to post a comment.