The culture problem could be from your CEO. Leadership shapes culture — whether intentionally or not. And when it’s not intentional, the impact can be costly. 

Your leaders and teams can’t operate on assumptions. Without clear direction and cultural alignment from the top, workplace culture evolves on its own and often in ways that don’t serve the organisation or its people. And culture is the secret ingredient to success. 

If culture isn’t deliberately nurtured, it risks drifting from your company’s values, goals and long-term success. That’s why senior leaders, especially the CEO, must lead by example, set clear expectations and hold others accountable for creating and sustaining a healthy, high-performing culture. 

But what if the issue lies at the very top? 

If you’re a senior leader in an organisation with a direct relationship with a CEO or equivalent, here’s how you can help support a CEO that isn’t operating with culture front of mind. 

When the CEO Drives a Toxic Culture

Leadership blind spots can create major issues in your organisational culture. It shows up in many different ways — misconduct, toxic behaviours, ethical failures and more. 

No matter the industry, the lesson is clear – culture starts at the top. When CEOs don’t prioritise culture, the ripple effects are felt across every level of an organisation. 

How do you influence a CEO who’s contributing to the culture problem? 

It can feel uncomfortable and intimidating to challenge leadership at this level. But before acting, it helps to ground yourself in three truths: 

1. Culture starts with the CEO. While teams can influence culture, lasting change requires the CEO’s buy-in and active leadership. 
2. CEOs care about performance. Even if culture isn’t front of mind, they understand that people drive outcomes. 
3. You play a role too. Shifting culture means shifting how you engage. Progress doesn’t come from passive frustration — it comes from deliberate, courageous action. 

Not all CEOs are the same. Some care deeply but lack the tools, others don’t yet see the value in prioritising culture. Understanding where your CEO stands is the starting point for positive influence. 

Understanding the CEO’s Impact 

To work out how to lead up, ask yourself: 

• Does the CEO value culture? 
• Does the CEO know how to shape it? 

From here, we can identify four common CEO mindsets and how to respond to each. 

1. High Importance, Low Capability – The Willing but Unsure CEO 

This CEO values culture but doesn’t yet have the tools or confidence to lead it well. Your role is to enable. 

• Help them define the behaviours that matter — how things are done, not just what gets done. 
• Identify where cultural accountability is lacking. 
• Coach them in visible, practical ways to reinforce culture — in meetings, town halls, reporting or recognition. 

2. Low Importance, High Capability – The Capable but Unconvinced CEO 

This CEO has the ability to lead change but doesn’t yet see it as essential. Your role is to challenge. 

• Connect culture to business outcomes — productivity, engagement, retention, innovation. 
• Show how culture influences reputation and bottom-line results. 
• Share stories of organisations that have used culture as a lever for performance. 

3. Low Importance, Low Capability – The Unaware and Unskilled CEO 

The most complex scenario. This CEO neither prioritises culture nor knows how to lead it. Your role is to inspire. 

• Paint a picture of what’s possible — share what great culture looks like in practice. 
• Link cultural gaps to real business risks or missed opportunities. 
• Focus on small, meaningful steps to build traction and belief. 

4. High Importance, High Capability – The Strong but Distracted CEO 

This CEO gets it and has the tools, but culture isn’t on their radar right now. Your role is to facilitate. 

• Help them refocus and integrate culture into the strategic agenda. 
• Support execution through practical frameworks and systems. 
• Ensure culture is woven into decision-making, leadership practices, and planning. 

It Starts With You 

If culture isn’t where it needs to be and the CEO is contributing, you have a decision to make. Accept the status quo or step into the opportunity to lead change. 

Shifting the culture problem takes courage. It takes clarity. And it takes consistent action. But with the right mindset and approach, your influence can spark the shift your organisation needs — and deserves. 

You have the power to create the cultural advantage. Read more from Harvard Business Review  

Need a little extra support? 

We’re experts in behaviour, executive alignment and culture change. Our executive coaching offers are designed to give you the tools, resources and sounding board, you need to be the change you want to see. 

Learn more about our executive coaching. Interested? Get in touch for more details hello@corporate-edge.com.au