The Problem Leaders Don’t See Coming
I don’t believe most leaders set out to create toxic cultures. Nobody wakes up and says, “Let’s drive away our best people.” But it still happens—far more often than it should.
The problem is distraction. Leaders take their eyes off the ball. They focus on profits, shareholders, and numbers, and they forget the one thing that drives all of it: people. When that happens, morale declines, managers struggle, and employees start heading for the door.
Toxic cultures aren’t accidents. They’re byproducts of neglect.
What Great Leaders Do Differently
Fantastic leaders make culture a priority. Instead of hiding behind walls or relying only on reports, they step into conversations. Middle management is asked about what’s working and what isn’t. Tools, training, and opportunities for improvement become part of the discussion. The focus stays on people, not just numbers.
But the best leaders don’t stop with management. They reach out to employees as well, checking the culture’s temperature on a regular basis. Visibility matters, so they make time to show up, stay present, and remain approachable.
Excellent CEOs are never faceless. They make it a point to show up in front of their people. Time with teams becomes part of their schedule, not an afterthought. In those moments, they listen, they learn, and they use feedback to create meaningful change.
Failures do the opposite. They disappear and blame middle management for the very culture that starts at the top.
When Companies Go Wrong
I’ve worked for at least two major companies that had strong, positive cultures—until new CEOs stepped in. In both cases, the environment shifted quickly. Leaders focused only on profits and shareholders. They ignored the people who made those profits possible.
One company in particular stands out. It was a domain business I had dreamed of working for. When I first joined, it was everything I had hoped. The first year was exciting, and the culture was healthy.
By the second year, things changed. A new CEO arrived, and the focus narrowed to profits alone. The pressure flowed downward. My supervisor, who had once been supportive, shifted into someone unrecognizable. She became toxic. Looking back, I don’t think that was who she wanted to be. But the pressure from above forced her into that role.
Eventually, large portions of the team quit—including her. The domino effect was complete. Today, that company is a shadow of what it once was. To my knowledge, it still struggles with turnover and lacks the splash it once made. They remain locked in a profits-over-people mindset, never realizing that people are the source of profits.
Leaders vs. Managers
This is where many organizations get it wrong. There’s a big difference between a leader and a manager. Leaders inspire. Managers follow directions by the book. Leaders bring vision. Managers enforce rules.
Too many companies are filled with managers disguised as leaders. And when that happens, culture suffers. Employees aren’t inspired—they’re instructed. Creativity dies, and loyalty goes with it.
The day we put people over profits is the day our cultures begin to change.
The Power of Asking in Action
The solution is simple but powerful. Leaders must use the Power of Asking. Supervisors need to be asked how they’re doing. Employees need to be asked if they feel valued. Leaders must uncover which tools are missing and what obstacles stand in the way.
Asking creates clarity. It also creates loyalty. People don’t leave environments where they feel seen, supported, and valued. They leave when they feel invisible.
Conclusion: Leadership Unlocked #4 Is About Priorities
Toxic culture doesn’t just appear—it grows when leaders stop focusing on people.
If you want your organization to thrive, stop chasing profits and start building people. The profits will follow. Upcoming generations are already forcing this change, and I believe it will only get stronger.
The Power of Asking is not optional. It’s the only way to build a company that lasts.
Kid Corona – Keynote Speaker, National Trivia Host, Chief Border Agent of Slowjamastan
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