Ask any leader about their workplace culture and most will talk about values, mission statements and initiatives. But none of those things determine how people really behave at work.
The real culture is what people experience
Leaders may say they value innovation, but if a new idea gets shut down, the real UGR becomes: Around here, keeping your head down is safer than speaking up.
The official message might say safety is the top priority, but if people see corners cut to meet deadlines, the UGR becomes: Around here, getting the job done matters more than following the safety rules.
Values on the wall mean nothing if they are not reflected in daily behaviour.
Leaders create UGRs—whether they realise it or not
Every decision a leader makes, every reaction they have and every inconsistency they tolerate contributes to the unwritten rules. Do you celebrate people who challenge the status quo—or subtly discourage them? Do you genuinely welcome feedback—or teach people that raising concerns is career-limiting?
You cannot opt out of shaping UGRs. The question is whether you shape them deliberately or allow them to form in ways that undermine your best efforts.
The question worth asking
Do you know the UGRs in your workplace? Are they helping or hurting the culture—and what are you prepared to do about them?
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