Training Must Go Top-Down: Why Culture Change Starts—and Ends—with Leadership
Introduction
The goal is culture change: a more emotionally intelligent workplace, stronger leadership skills, or better sales performance. You invest in a new training programme, the sessions are booked, and the materials are ready.
Then, you hit the wall.
This wall is built when senior leaders declare, "That training isn’t for us—it’s for you, the managers and the teams. We already know this stuff."
The truth is, any initiative aimed at meaningful culture change—whether it’s on emotional intelligence, communication, or values—must be embraced from the top down. When senior leaders opt out, the entire initiative is handicapped, trust is eroded, and the change simply won't happen.
The Problem: When Leadership Says "I'm Too Busy"
When a CEO, Director, or Head of Department exempts themselves from a company-wide training programme, they send a silent but powerful message to the rest of the organisation:
It’s Not Important: The leadership team subtly suggests the training is remedial or non-essential, something only those "with problems" need to attend. This instantly devalues the content and the investment.
It's Not a Priority: By refusing to dedicate time, leaders show that the initiative is not serious enough to disrupt their own schedules. Subordinates will quickly mirror this perceived lack of priority.
It's Hypocritical: If leaders are asking their teams to adopt new behaviours (like better communication or self-awareness), but aren't willing to demonstrate or practise those behaviours themselves, the initiative lacks authenticity. This breeds cynicism faster than any initiative can build momentum.
The result is a culture that stops at the mid-management level, unable to break through the ceiling of indifference set by the top.
The Solution: Leading By Example and Establishing Psychological Safety
For culture change to be truly transformational, it must be embraced and driven by every single person in the company, starting with the most senior leaders.
1. Demonstrate Vulnerability and Buy-In
When a senior leader sits in the same session as a frontline employee, a few powerful things happen:
Trust is Built: The leader signals that they are still learning, still open to feedback, and committed to personal growth. This vulnerability is the foundation of psychological safety.
The Message is Validated: The simple act of attendance validates the programme's importance, confirming that the new skills are essential for everyone, regardless of tenure or title.
New Norms Are Set: Leaders become the first practitioners of the new behaviours—whether it’s active listening, offering constructive feedback, or demonstrating emotional regulation.
2. Model the New Behaviour, Immediately
Training is only effective when it transitions into daily practise. Senior leaders must visibly integrate the new cultural standards into their own routines and decision-making.
For example, if the company invests in an emotional intelligence programme:
The CEO should publicly acknowledge and manage their own stress during a major project crisis.
A Department Head should use the new feedback model when coaching a direct report.
The Leadership Team should use the new communication guidelines in their internal meetings.
This top-down modelling shows the rest of the organisation what the new success standard looks like in action.
3. Integrate Learning into Strategy and Accountability
A one-off training session is not culture change; it's an event. Sustainable change requires integrating the learning into the company’s strategic fabric.
Include the New Behaviours in KPIs: Update performance goals and 360-degree feedback tools to explicitly reward the new skills learned in training (e.g., "Demonstrates effective EQ-led coaching" rather than just "Manages team effectively").
Leadership Accountability: Leaders must hold each other accountable for practising the new culture. If a senior leader slips back into old habits, their peers should be comfortable addressing it—that is the mark of a mature, aligned culture.
Conclusion
Culture change is not something you delegate; it's something you lead. When the entire company commits to learning and practising new behaviours—from the MD to the newest hire—the effort doesn't hit a wall; it builds momentum.
If you want your investment in coaching and training to deliver lasting, meaningful change, ensure your most senior leaders are the first ones in the room, ready to roll up their sleeves and demonstrate the commitment required.
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