You’ve got a decent business. Clients are happy. The team’s not falling apart – yet something’s off. You can feel it, even if you can’t quite put your finger on it.

You’re not alone.

Many business owners sense when culture starts to drift. It’s not dramatic – no scandal, no walkouts – just a slow erosion of energy, accountability, and joy. Left unchecked, that becomes the new normal. And fixing it feels impossible when you’re already at capacity.

This is your early warning system. Here’s what to watch for – and how to turn things around.

1. You Know Something’s Off – But You Can’t Quite Name It

You start dreading team meetings. People are disengaged. There’s more whispering, more second-guessing. You hear about issues third-hand, or not at all. Enthusiasm has been replaced by compliance.

If you’re relying on gut feel – trust it. Culture isn’t what’s written on the wall or in the handbook. It’s how people behave when nobody’s watching. If that behaviour no longer matches your values, culture is breaking down.

2. Common Warning Signs of a Culture Problem

• Top performers quietly leave – often without saying much, exit interviews reveal nothing

• People avoid accountability – work slows, and blame creeps in.

• Leaders operate in silos – communication becomes a power play.

• You’re constantly firefighting – solving symptoms, not causes.

• The joy is gone – for you and your team.

  
  

These don’t always shout. They creep in slowly. But they’re fixable – if you’re willing to face them honestly.

3. What Most Leaders Try – and Why It Doesn’t Work

Here’s what many well-meaning leaders do:

• Launch a rebrand

• Add Friday beers or pizza

• Create a new set of company values

  
  

These things aren’t bad. They’re just surface-level. Culture is deep work – and you can’t delegate it. Real change comes from leadership behaviour, not perks.

4. What Actually Works

1. Get honest. Start by naming what’s really going on. Create safe spaces where people can speak truthfully without fear of consequences.

2. Reset expectations. Culture needs clarity. What behaviours are celebrated? What’s no longer acceptable?

3. Walk the floor. Leadership presence matters. People notice how you show up – or if you don’t.

4. Make it consistent. Culture isn’t fixed in one workshop. It’s shaped by thousands of daily moments. Decide what you want to stand for, and keep showing up for it.

5. Leadership Behaviour Sets the Tone

I’ve worked in small, family-owned businesses, medium-sized companies, and some of the world’s largest organisations. One thing is constant everywhere: leaders set the tone for culture with their behaviour – like it or not, good or bad.

With over 30 years of experience, there’s not much I haven’t seen – from toe-curling cringe to awe-inspiring greatness. The best leaders are those who truly care about their people. This can’t be faked. We all know what it feels like when someone genuinely cares – and we can all spot it when they don’t.

If you want a real competitive advantage, work on your own behaviours as a leader. Get feedback. Listen. Reflect. Make the changes. You will reap the rewards.

Recognising that your people all need something different from you, whilst accepting there are also some things which everyone needs – like psychological safety. Recognition is a hugely underutilised leadership tool. Sometimes a simple comment like:

Or:

Look for the positives – but don’t shy away from calling things out when they fall short. It’s important to know the right balance. This comes with experience, self-awareness and often, coaching.

And yet, I’m still amazed by how few leaders actively invest in their own development. In the UK, 82% of managers are appointed without any formal training, according to the Chartered Management Institute. Let that sink in. We expect leaders to create cultures people want to be part of – but we don’t equip them to do so.

Even more telling: for every £1 spent on leadership and management development, UK businesses see an average return of £6 in productivity, innovation, and efficiency. It’s not just a nice-to-have – it’s commercially smart.

So why don’t more leaders do it? “Too busy” is the usual excuse – but let’s be honest, that’s nonsense. Can you imagine elite athletes, surgeons, or pilots saying they’re too busy to train? Leadership is no different. If you want to lead well, you have to keep learning.

6. Start Small. Start Honest.

You don’t need a six-month consultancy project or a 200-slide deck. You need to look in the mirror and ask: "Is this the culture I’d want to work in?"

If the answer’s no – or even “maybe not” – that’s your moment.

At wavemind, we help leaders turn that moment into momentum. Culture change doesn’t have to be overwhelming. It starts with one honest conversation.

Book a free 30-minute consultation – no pressure, just real talk. Let’s help you enjoy your business again.