Battered by economic uncertainty and global political instability, many companies are forced to make rapid decisions to safeguard their business. Decisions that test their values, put strain on their people and reshape their cultures—often in ways they don’t fully see until it’s too late.
The visible changes are usually strategic and structural: revised budgets, different leadership roles, new org charts. But beneath the surface, something else is happening: the culture shifts — often quietly, often unintentionally.
The invisible culture drift
When survival becomes the priority, leaders are at risk of having a tunnel vision on numbers while neglecting the human elements that define culture. But these challenging moments don’t merely test culture—they actively rewrite it.
“When everything is on the line, leaders must recognize that their every action, every silence and every message is interpreted through a heightened emotional lens.”
Here’s how culture noticeably changes during times of uncertainty:
- Decision-making becomes opaque: Information and power centralize, breeding speculation and mistrust. The sense of shared ownership that healthy cultures depend on slowly dissolves.
- Trust becomes transactional: “I’ll trust you if you deliver” replaces psychological safety. The relational foundation built on shared purpose and empathy shifts toward performance anxiety and self-protection.
- Fear replaces innovation: Risk-aversion dominates as the brain’s limbic system activates a “fight, flight, or freeze” response. People stop asking questions or admitting mistakes.
- Purpose is eclipsed by performance: Metrics replace meaning, not because employees fear hard work, but because they no longer see why it matters beyond survival.
- Connections fracture: Teams retreat into silos as informal bonds weaken. Social capital diminishes, often with leaders being the last to recognize the emerging “us vs. them” dynamic.
- Unofficial narratives emerge: The absence of transparent communication creates a “sensemaking vacuum” filled by speculation. Virtual watercoolers become breeding grounds for anxiety.
- Values are tested in practice: Moments of pressure reveal which values are genuine and which are merely decorative. Employees judge culture not by website statements but by what leaders prioritize when everything is at stake.
9 culture drivers that make the difference
1. Role model calm, courageous leadership – Be visible and transparent about your thought process—including uncertainties. Acknowledge tensions rather than avoiding tough topics or using forced positivity to gloss over legitimate concerns.
2. Communicate with honesty and purpose – People can absorb difficult news when delivered thoughtfully. What they can’t handle is silence. Share not just what is happening, but why it matters. Use direct language that respects people’s intelligence rather than corporate jargon that distances and obscures.
3. Put core values into action – Values aren’t meant only for good times. Reference them explicitly when making tough decisions and use them as decision filters. Don’t let pressure excuse value violations—”just this once” creates precedents that permanently alter culture.
4. Align structures with culture goals – Organizational architecture either reinforces or undermines culture. Clarify roles during transitions, but resist the temptation to centralize all control. Consider how each policy change might ripple through your cultural ecosystem.
5. Protect people-centered metrics – What you measure shapes behavior more powerfully than what you say. Include KPIs for collaboration, learning, and cultural health alongside financial metrics. Remember that how goals are achieved matters as much as whether they’re achieved.
6. Use recognition to reinforce culture – Reward and recognition signals what truly matters. Reward what builds both business success and cultural strength. Don’t promote or celebrate achievements gained through behaviors that undermine the culture you’re trying to build.
7. Strengthen team dynamics – Teams are where culture is lived day-to-day. Hold leaders accountable for modeling collaboration across team boundaries. Maintain team rituals and connection points, especially when they seem “non-essential” under pressure.
8. Reinforce positive individual behaviors – Culture ultimately lives in thousands of small, daily choices. Set clear behavioral expectations. Recognize that stress often triggers default behaviors—both positive and negative—that require conscious management.
9. Listen deeply and respond – The further you are from the front lines, the more you need systematic listening. Use multiple feedback channels and track patterns across qualitative and quantitative data. Most importantly, close the feedback loop by acting on what you learn.
The bottom line
Culture isn’t either “good” or “bad”—it’s dynamic and constantly evolving. The question isn’t whether your culture will change during turbulent times—it will. The real question is whether you will intentionally shape that evolution or surrender it to circumstance.
How is your organization balancing necessary strategic shifts with cultural preservation during challenging times?
