Unmasking the Culture Killers

In any organization, the difference between a strong culture and a weak one often boils down to who's at the helm of cultural evolution. Some organizations get it right, fostering environments where employees feel valued and engaged, while others seem stuck, struggling with disengagement and turnover. This variance begs the question: What—or more importantly, who—sets these organizations apart?

This discussion centers on the role of four different actors within the organization: Culture Makers, Culture Shapers, Culture Keepers, and Culture Killers. While we aim to empower the Makers and Shapers, the real game changer is identifying and addressing the Culture Killers.

The Culture Killer category generally includes six archetypes. These archetypes tend to operate under the radar, subtly undermining efforts to build a cohesive and positive work environment. While different in their approach, each can significantly damage an organization's cultural health. Creating a culture that cultivates potential and attracts talent requires a leader who recognizes and roots out these archetypes:

The Self-Promoter

• Operates with a personal agenda that may or may not benefit the organization
• Tends to focus on the levers that drive optics versus true performance
• Wants to team up only when it benefits them

The Shadow Boss

• Pulls the power levers behind the scenes
• Usually able to rise when the real boss is disengaged
• Lack of transparency is harmful to the organization
• Tries to set the agenda and has the power to do good but rarely does

The Over-Empowered Assistant

• Plays the role of the henchman and is usually a support or corporate leader
• Follows orders with no individual thought process or real ability to influence
• Obsessed with optics to cover lack of competence
• Vindictive if they do not get their way

The Champion of the Past

• Rejects most forms of change and external/new influence
• Leads the vocal rebellion with like-minded, tenured colleagues
• Rewards loyalty above all else
• Most harmful to DE&I progress

The Pot Stirrer

• The corporate gossiper who claims to be the most confidential
• Typically sponsored and protected by a powerful, legitimate executive
• Feigns to be in the know but is often left out of the legitimate loop
• Despised and avoided by the anti-establishment

The Unencumbered by Fact Boss

• More interested in being the boss than doing the job of one
• Focused on narrow corporate and “Pet” topics versus the full organization
• Steers clear of controversy in pursuit of the status quo
• Commonly on a glide path to the next step

It's not always easy for leaders to spot the Culture Killers in their ranks. These individuals are skilled at looking good in front of their bosses, making it challenging for top management to see their negative impact, yet the rest of the organization often has a clearer view. Your employees interact with Culture Killers daily, witnessing firsthand the effects of their actions on the work environment. Insight is crucial; the key to identifying Culture Killers lies in listening to the broader team's experiences and perceptions.

Taking action against Culture Killers can significantly boost an organization's culture and morale. It's about more than just removing negative influences; it's a statement about the culture the company aspires to create—one where positivity, collaboration, and growth are at the forefront. On the other hand, ignoring the problem can lead to increased resentment, higher turnover, and lower productivity.

So, to every leader looking to build a better culture, here is some advice: reflect on the impact of Culture Killers within your organization. Ask yourself what role do I play in my organization's culture? Am I serving as a Maker or Shaper of a positive environment, or am I enabling the problem?