Bridging the Gap: Strategies for Reconnecting with Organisational Culture - "Secrets of a Chief People Officer"

Organisational culture has become a top priority for HR leaders, especially Chief People Officers (CPOs) / Chief Human Resources Officers (CHROs), who are increasingly concerned with how culture impacts engagement, retention, and overall business performance. For many organisations, culture is the backbone of performance, engagement, and long-term success. But as CHROs know well, sustaining it in today’s fast-changing work environment can be challenging. Conversations with CHROs reveal a growing sense of urgency around this issue. Many are noticing that, despite their best efforts, employees feel less connected to the culture of their workplaces than ever before.

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According to Gallup, only 20% of employees (US-based research) say they feel a strong connection to their organisation’s culture—a statistic that aligns with what CHROs are hearing in pulse surveys and employee feedback sessions. They tell us that hybrid work, shifting expectations, and rapid organisational changes are putting a strain on traditional cultural bonds. As one CHRO speaking at an event I went to recently shared, “We’re realising that the old ways of building culture aren’t holding up in the new world of work.”

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Gartner’s 2025 priorities for HR leaders underscore this concern, placing organisational culture as a top focus area. CHROs know that culture isn’t just an abstract concept; it’s a strategic driver that can make or break an organisation’s ability to attract, engage, and retain top talent. They’re rethinking everything from onboarding to daily interactions, with the goal of fostering a culture that’s adaptable and inclusive, yet strong enough to withstand ongoing change—which is a necessity in the world we live in.

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In this shifting landscape, HR leaders and the CEOs they are partnering with are grappling with a few key questions:?How do we build and maintain cultural connection in a hybrid world? How can we make culture a lived experience, not just a set of values on a wall? And most importantly, how can we empower leaders at all levels to be ambassadors of our culture??We often talk about leaders defining culture; that last question is so important when it comes to the many subcultures that need to be recognised and nurtured within an organisation.

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These are the challenges that shape the strategies for reconnecting employees to their organisational culture. Before we look at strategies, let’s look at why employees feel disconnected.

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Why Employees Feel Disconnected from Organisational Culture

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The disconnect appears to stem from a variety of factors, including:

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1. Shift to Hybrid and Remote Work:?

The pandemic radically reshaped where and how work gets done, with organisations worldwide adopting hybrid and remote models at unprecedented speed. While this shift has brought many benefits—like increased flexibility and improved work-life balance—it has also presented challenges for maintaining a cohesive organisational culture.

Research from Gallup highlights a key aspect of this shift: hybrid employees, who split their time between home and the office, naturally have fewer opportunities for those informal interactions that used to occur at the coffee machine or in shared spaces.

Gallup’s findings are reinforced by a PwC survey, which indicates that 65% of executives believe that maintaining a strong culture in a hybrid environment is challenging. Additionally, Gartner notes that while many companies are working to build a “digital culture,” the virtual spaces required by hybrid and remote work can’t fully replicate the sense of community that physical spaces provide.?

CHROs are increasingly aware of this gap. As one leader I recently spoke to explained, “With less time in the office, our people miss out on those small but essential cultural interactions. We’ve realised that culture can’t just ‘happen’ in a hybrid model; it must be built with intention.”

2. Leadership Challenges:?

Leaders today are navigating an increasingly complex landscape, often requiring them to balance a range of priorities. They’re not only expected to meet operational demands and ensure productivity but also to act as stewards of organisational culture—a role that even senior leaders sometimes find hard to define amid all the pressures. Many line managers report feeling isolated and unsupported, which isn’t surprising when you consider how hybrid and remote work has reshaped team dynamics. Leaders must now find new ways to build trust and foster engagement, all while managing increased workloads and responsibilities.

Despite these needs, recent studies reveal a significant gap in leadership development. According to Gartner, only 36% of HR leaders believe their current leadership development programmes are preparing leaders adequately for future challenges. As someone deeply involved in the leadership development space, I’m constantly struck by how underfunded leadership skills development often is, both for immediate needs and long-term capabilities. This is especially surprising given the documented benefits seen in organisations that have made these investments. Without this preparation, the impacts are evident: ineffective leadership not only fails to engage teams but can also weaken an organisation’s culture leading to major performance failures. Leaders set the tone, and when they’re unprepared to tackle new demands—like leading remote teams, supporting employee well-being, or fostering inclusivity—the disconnect ripples across the organisation.

I know many of you reading this are CHROs or CPOs, and I understand the difficult position you’re in. Asking for budget to develop leaders is no small task, especially when many industries are under pressure to reduce costs amidst global economic uncertainties. I’ve been there! One thing I’ve learned over the years is that data-driven decisions are essential. That’s why I’m loading this blog with external research and examples to support your case. Use this data alongside your own internal metrics and methods for measuring ROI to build a compelling argument for leadership investment.

For example, Deloitte’s research shows that 77% of organisations recognise leadership gaps as a major challenge to maintaining a cohesive culture. CHROs are realising that preparing leaders for today’s workplace requires moving away from outdated training methods. As one HR executive recently shared, “We used to focus on hard skills and operational knowledge, but now we realise that empathy, adaptability, and digital fluency are just as important. Our leaders are expected to do more than ever, and our development programmes need to reflect that.”

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3. The Rise of Disengagement:?

Disengagement is on the rise, especially with trends like “quiet quitting” and what some are calling the “Great Detachment.” These shifts have highlighted a growing sense of misalignment that many employees feel toward their organisations. Employees earlier in their careers, in particular, are vocal about feeling out of sync with their company’s culture—a sentiment that’s only intensified by the ongoing economic uncertainty and evolving workplace policies.

“Quiet quitting” is a term that’s gained traction as employees redefine the boundaries between work and personal life, choosing to do the minimum required rather than going above and beyond. This isn’t necessarily about laziness, as is often discussed around board tables; it’s often a reaction to feeling undervalued or disconnected. According to a recent survey by Gallup, almost 50% of the workforce now falls into this “quiet quitting” category, indicating a widespread shift in how people view their roles within organisations. For many, it’s a response to feeling a lack of purpose, belonging, or recognition in their roles. It’s clear that if we don’t feel a sense of purpose, we’re disengaged. But rather than simply point to hybrid working as the cause, we need to look more broadly at why that sense of purpose isn’t resonating. Could it be that senior leaders, facing mounting challenges, have actually overcomplicated things and lost focus on the essentials??

At the same time, the “Great Detachment” reflects a broader cultural shift, where people are less willing to buy into traditional corporate structures if they don’t feel aligned with the organisation’s mission or values. Many employees now expect work to be more than just a job—they want it to be meaningful and supportive of their growth. A recent LinkedIn study found that 76% of Gen Z workers consider it important that their company’s values align with their own. When this alignment is missing, disengagement can take root.

Now, return-to-office policies are adding yet another layer of complexity. I’ve always cautioned leaders against reacting to performance issues with knee-jerk moves to bring everyone back to the office, reversing what were once enthusiastically marketed flexible work policies. Many employees have grown accustomed to the flexibility of remote or hybrid work, with some even relocating based on this new way of working. Mandates to return to the office can feel like a step backward, especially for those who now see flexibility as a core part of workplace culture. McKinsey research highlights that employees forced back to the office without a clear, justified rationale are more likely to feel disengaged. And when employees don’t understand?why?they’re being called back, it can lead to serious declines in job satisfaction. This part is essential: particularly if they’re unable to see a clear rationale for the change—and that this rationale is then measured and reported on. I get one of those ‘David Brent from The Office’ cringe-worthy moments when companies post communication about this sort of U-turn with no clear (or believable) rationale for the change.

Together, these trends underscore the need for organisations to address engagement in a way that resonates with employees’ evolving expectations. Disengagement isn’t simply a lack of motivation; it’s often a symptom of deeper disconnects that organisations must address to build a resilient and committed workforce.

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4. Communication Gaps:

Effective communication is the backbone of any strong organisational culture. When leadership fails to communicate clearly or consistently, it creates a disconnect that can leave employees feeling adrift from the organisation’s mission and values. This connects back to the previous points, as communication isn’t just about keeping people informed; it’s about fostering a shared understanding and purpose that everyone can rally around. And this is where hybrid work has created challenges.

Many leaders are still figuring out how to communicate effectively in a hybrid world.

Studies show that frequent, transparent communication from leaders is key to building trust and engagement. According to a report by McKinsey, employees who feel well-informed about their organisation’s goals and decisions are nearly five times more likely to feel engaged. Conversely, when communication is inconsistent or opaque, employees may start to feel undervalued or disconnected, leading to disengagement and even turnover. I often come across organisations where communication was a top priority during lockdowns, with structured content plans and regular updates—but many of those same organisations have not continued that level of engagement to support hybrid work. Similarly, many companies report through engagement surveys that leaders aren’t as visible as employees feel they should be.

?These communication gaps are especially evident in hybrid and remote work environments, where information can easily get siloed. But it doesn’t mean they can’t be addressed. Leaders need to be proactive in keeping employees connected to the organisation’s goals and culture. One executive I work with recently shared, “We can’t rely on osmosis anymore. We have to be intentional about sharing the ‘why’ behind our actions, or we risk losing the connection that makes our culture strong.

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Practical Strategies for Strengthening Cultural Connection

To address these challenges, organisations should consider implementing the following strategies. I've added a lot more detail than I would usually, as it's such a topic for my fellow CHROs at the moment. So it's a slightly longer read! I've included some examples from leading companies, although I'm always on the look out for more, so feel free to add in the comments:

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Create Emotional Connectedness

Building emotional connection at work goes beyond just showing up; it’s about creating a culture where people genuinely feel they matter. Recognising employees’ contributions and linking their efforts to a larger purpose is essential. Lately, I’ve noticed more leaders setting objectives around becoming “others-aware,” aiming to build empathy and stronger relationships within their teams. This focus on understanding others can be powerful, especially in a hybrid world, but it also needs balance. There’s a point where emotional connectedness can be overdone, blurring boundaries or leading to burnout if leaders try to constantly meet everyone’s needs.

Striking this balance is particularly important when rolling out cultural initiatives. I’ll be the first to admit, I’ve been on leadership teams where we’ve unintentionally sent the wrong message despite our best intentions!

Recently, I spoke with a CEO who wanted to promote a “winning culture” to inspire employees. The company was already a leader in its industry, but with new changes on the horizon, the timing felt right to reinforce the vision. However, when he communicated this message to his extended leadership teams, it didn’t have the desired effect. Instead, it came across as if he were criticising their efforts, suggesting that they weren’t working hard enough. If we aren’t mindful, calls for “excellence” or “winning” can unintentionally feel like a push for constant overachievement, creating pressure rather than genuine motivation. Leaders need to be intentional with language, ensuring they convey appreciation for current efforts while inspiring teams toward a shared vision.

Balancing these messages is a skill—and for many of us, it’s one that’s learned over time. But we don’t have to figure it out alone. Every organisation has people with a natural gift for anticipating how messages will be received. Tap into these individuals and trust them to spot blind spots in tone and language. This kind of support can make all the difference in creating a culture of genuine connection.

Ultimately, maintaining this balance means fostering meaningful moments for connection—like regular check-ins or celebrating team wins—while also respecting each person’s space and independence. It’s about showing people they’re valued without creating an environment where they feel they’re constantly on trial to meet high, sometimes ambiguous, expectations.

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Example Case Study: Microsoft’s Cultural Shift with Satya Nadella?– When Satya Nadella took the helm at Microsoft, he didn’t just push for results; he led with empathy and curiosity, shifting the culture from a “know-it-all” to a “learn-it-all” mindset. Nadella encouraged employees to connect, collaborate, and embrace learning, creating an atmosphere where people felt their ideas and growth mattered. His approach struck a balance between fostering connection and giving people the freedom to grow. This transformation revitalised Microsoft’s culture and showed that when leaders keep emotional connection balanced, employees feel supported and empowered without feeling overwhelmed.

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Invest in Leadership Development

Without a doubt, effective leaders are the cornerstone of a resilient organisational culture. They shape, uphold, and embody the values that make culture thrive. Investing in leadership development isn’t just about technical skills; it’s about cultivating the adaptability, empathy, and resilience needed to navigate today’s complex work environment. In previous blogs, I’ve touched on the need for leaders to be adaptable, especially in fast-paced, evolving environments. Developing leaders who can adjust, empathise, and engage with their teams is key to ensuring culture remains intact through change. But this can’t just be rolling out a leadership development programme. The programme needs to be designed thoughtfully and in line with the purpose, vision and strategy of an organisation. So, starting right at the top of an organisation and cascading down. Do not pull your leadership development programmes in isolation, design them holistically.

Importantly, this investment isn’t a “one and done” type of training. It’s about creating a sustainable leadership pipeline that aligns with long-term cultural and strategic goals. I’ve seen many organisations focus on developing leaders solely for their current role, but it’s crucial to think ahead. I’ve already blogged about the gaps in Succession Planning and we now know that Gartner has identified Leader and manager development as the number 1 priority for CHROs in 2025, reporting that 70% of respondents to their research believe that current leaders and managers are not equipped to effectively develop midlevel leaders. A stark stat in my view. Leadership development should absolutely align with succession planning to ensure a smooth transition of culture and values across every leadership level. By continuously investing in leaders—from emerging managers to seasoned executives—organisations reinforce their culture and prepare for the future.

Effective leadership development positively influences organisational culture, we see this reported all the time. Leaders who are well-equipped with the necessary skills and competencies are better able to foster a positive work environment, leading to higher employee engagement and satisfaction. This, in turn, enhances overall organisational performance. A study published in the?Journal of Management and Organization?found that leadership styles significantly impact organisational culture and firm effectiveness, highlighting the critical role of leadership in shaping and sustaining a positive culture.?

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Example Case Study: Unilever’s Leadership Training Programme?– Unilever exemplifies an organisation that integrates leadership development into its culture strategy. Known for its robust programmes, Unilever combines emotional and intellectual growth, recognising that both are essential for effective leadership. The company’s Future Leaders Programme, for example, offers immersive experiences that prepare aspiring leaders to handle real-world challenges and to lead with balance, empathy, and strategic foresight. Through this ongoing investment, Unilever builds a leadership pipeline that consistently reinforces and evolves its culture, ensuring leaders at all levels are equipped to embody and carry forward the organisation’s values.

And some personal thoughts on effective leadership programmes to support culture -

Those that have read my work for a while will have seen me talk about the 3 Cs of being a leader. Incorporating the principles of?Character,?Competency, and?Connection?into leadership development programmes creates a comprehensive foundation for developing well-rounded leaders.

By focusing on?Character, organisations encourage leaders to cultivate integrity, authenticity, and self-awareness, which are crucial for building trust and setting a positive example. When leaders understand who they are and what they stand for, they bring consistency and reliability to their teams, reinforcing a culture rooted in strong values.

?Competency?ensures that leaders have the necessary skills and expertise to deliver on the organisation’s goals. This goes beyond technical know-how; it’s about empowering leaders with the ability to think strategically, make effective decisions, and drive results. When leaders are both knowledgeable and capable, they inspire confidence and respect within their teams, which strengthens the culture of performance and accountability.

Connection?brings an essential relational aspect to leadership. Leaders who can empathise, communicate effectively, and build strong relationships create an environment where people feel valued and understood. This connection fosters a sense of belonging and inclusion, making it easier for teams to work collaboratively and align with the organisation’s mission.

By integrating these three elements into leadership development, organisations create a holistic approach?that prepares leaders to excel not just in their roles, but also as custodians of the organisational culture. Leaders who embody these principles are better equipped to inspire their teams, navigate challenges, and foster a positive work environment. This approach drives both cultural cohesion—by aligning values and behaviours across the organisation—and business success, as leaders are fully prepared to meet strategic goals while supporting and empowering their teams.

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Strengthen Communication Channels

Transparent, consistent communication from leadership is essential for creating a connected, engaged workforce. However, for communication to be truly effective across an organisation, it must start with alignment at the top. Senior leaders need to be on the same page about the company’s mission, vision, and priorities and have a shared understanding of how to convey these messages. This alignment is challenging—especially in large organisations or during times of change—but it’s foundational to building trust and cohesion throughout the company.

So, how can senior leaders achieve this alignment? Easier said than done! In my view, it starts with intentional time spent together. Most executive or senior leadership team (SLT) meetings focus on strategy and performance, but it’s equally crucial to discuss values, messaging, and team dynamics. Time spent together shouldn’t be just about the business plan; it’s about identifying different perspectives and working through them collaboratively. So often, I see leadership groups meet formally, only for discussions to spill over into what I call the “meeting cascade,” or the infamous?meeting after the meeting. This is when leaders discuss the real issues in smaller groups afterward, instead of addressing them openly with their peers. We’ve all done it! Leaders need to address misalignments head-on in these shared spaces to reach consensus on core messages before anything is communicated to the wider organisation. Spotting this pattern and dealing with it is one of the first things I look for when working with leadership teams. Make your time together count by focusing on how you communicate openly with each other.

Another effective approach is to establish a shared communication framework. Senior leaders can agree on core messages, tone, and vocabulary that will be used consistently across the organisation. This shared framework acts as a “communication blueprint” that helps leaders convey information in a cohesive way, even when addressing different teams or functions. I’ve seen tools like Communication Codes or Culture Codes work exceptionally well, as they establish a common language and way of working. By aligning on how the organisation’s values and goals should be expressed, leaders ensure everyone is speaking from the same playbook, reinforcing a clear and consistent narrative.

Additionally, senior leaders should participate in periodic alignment workshops or facilitated retreats where they can step back from day-to-day operations to focus on strategic alignment. These workshops deepen relationships, clarify long-term goals, and reinforce shared vision. Having an external facilitator can also be invaluable. Before I moved into Fractional CHRO and Leadership Development work, I often thought, “I could just facilitate this myself and save the cost.” But every time I brought in an external facilitator, it paid off. Don’t try to prove you can do it solo—being present in the conversation with your team is more important. And a skilled facilitator, particularly one who’s a relational expert, can be that critical observer who helps coach the team to improve its performance together.

It’s also essential for leaders to model transparency and openness within their own teams. By communicating openly and showing vulnerability, they set the tone for a culture of honesty and trust. When senior leaders practice transparency with each other, they foster transparency at all levels, creating a ripple effect that strengthens communication across the organisation.

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Example Case Study: Netflix’s Radical Transparency Model?– Netflix’s “radical transparency” approach is a powerful example of how open communication can drive engagement, trust, and cultural cohesion. At Netflix, leadership shares company decisions, financials, and strategic goals openly with employees, breaking down traditional silos and creating a culture where everyone feels informed and valued. This approach goes beyond just providing information—it establishes a level of trust between leaders and employees that encourages ownership and accountability.

However, public companies must take additional care with transparency, especially around financials or strategic information that could be deemed sensitive or subject to insider trading regulations. For publicly listed companies, a balance is required. Instead of disclosing specifics that could impact stock price or create compliance risks, leadership can focus on communicating broader organisational goals, values, and strategic direction without revealing sensitive details.

Some companies achieve this balance by sharing regular updates on high-level strategies, organisational priorities, and key initiatives that align with company values, all without delving into potentially sensitive data. For example, rather than releasing detailed financial projections, public companies might focus on overall market trends, long-term growth strategies, and cultural priorities. Employees still receive clear communication about the organisation’s goals and direction, but in a way that mitigates regulatory risk.

Additionally, public companies can adopt practices like regular Q&A sessions or “Ask Me Anything” (AMA) forums with leaders to maintain openness without revealing sensitive information. By allowing employees to voice concerns and ask questions about the company’s broader vision and purpose, leadership can foster a culture of trust and inclusivity, even while respecting the limitations around sensitive data.

Netflix’s model of transparency can still serve as inspiration for public companies, as it shows how trust and openness can foster alignment and motivation. By adapting the principles of radical transparency to fit a regulated environment, public companies can maintain a high level of employee engagement and alignment, ensuring that all team members feel informed, valued, and connected to the organisation’s purpose.

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Final Thoughts

In today’s evolving workplace, reconnecting with organisational culture isn’t just a nice-to-have—it’s a strategic imperative. Employees at all levels crave a workplace where they feel valued, understood, and aligned with the organisation’s purpose. As HR leaders, we have the opportunity to foster a culture that doesn’t just engage employees on a surface level but connects them to a sense of purpose that drives their daily work and long-term growth.

Each of these strategies—creating emotional connectedness, investing in leadership development, and strengthening communication—can play a powerful role in bridging the gap. When employees understand not only?what?they’re working toward but?why?it matters, they’re more likely to feel invested in the organisation’s success. Purpose creates the foundation for resilience, helping teams navigate change and adapt while remaining grounded in shared values.

But meaningful cultural change takes time and intention. It requires us as leaders to be patient, to listen, and to remain adaptable as we fine-tune our approach. Building and sustaining a strong culture in a hybrid or remote environment is an ongoing journey. By prioritising purpose, transparency, and empathetic leadership, we can reconnect employees to the heart of the organisation, creating a culture that not only withstands change but thrives through it.

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