still treat it as a soft issue, something that will quietly resolve itself. From a risk management perspective, this is a dangerous misstep. Toxicity must be seen for what it truly is: a strategic risk event. Ignoring it, downplaying it, or masking it with polished PR responses only deepens the damage and delays recovery.
The first critical step- and often the hardest- is to name the problem. Acknowledging cultural dysfunction takes courageous leadership, especially when the signs are subtle or when toxicity has become normalized. In my experience, meaningful diagnosis goes beyond standard employee surveys. Listening sessions, anonymous feedback tools, or third-party cultural assessments- such as those mentioned earlier in this article- have helped surface unspoken dynamics that quietly erode trust.
Once the issue is named, restoring psychological safety must be the next priority. That means creating an environment where people feel safe to speak, raise concerns, and contribute without fear of retaliation. I’ ve found that mid-level managers play a crucial role here. Positioned closest to teams, they can either reinforce dysfunction or become powerful change agents. Support them. Train them. Give them the tools to listen, act, and model the kind of leadership the organization needs. And where leadership itself has become a barrier, rebuilding trust may require difficult decisions- sometimes including leadership changes. That’ s not easy, but in some cases, it’ s the only path forward.
From there, transformation requires a clear, intentional change strategy- one that goes beyond surface-level efforts or isolated initiatives. It’ s about embedding new behaviors into the organization’ s core systems- how people are hired, onboarded, reviewed, rewarded, and promoted. In my work today- both within corporate environments and through my volunteer engagements in the social sector- I’ ve learned that the most enduring cultural change is:
• Measurable- with indicators that
show whether values are being lived, not just stated.
• Inclusive- driven from all levels, not just the top.
• Values-based- directly aligned with the kind of organization people want to be part of.
At its core, addressing toxic culture isn’ t just about fixing what’ s broken. It’ s about protecting what matters most. In a riskintelligent organization, addressing culture isn’ t just a leadership concern- it’ s a strategic priority that impacts performance and long-term success.
Integrating Culture into Risk- Intelligent Enterprise Management
One of the most encouraging shifts I’ ve seen in my work with senior leadership teams is how forward-thinking organizations are beginning to treat culture not as an abstract concept, but as a core component of enterprise risk management. Culture is no longer just an HR issue discussed in silos- it’ s becoming part of the broader control environment, alongside financial discipline, compliance, and cybersecurity.
In truly risk-intelligent organizations, culture is being integrated into the very fabric of how risk is defined, monitored, and managed. I’ ve seen organizations articulate their risk appetite not just in financial terms, but also in behavioral terms- setting expectations around how risks are taken, not just which ones. They’ re applying tools like Key Culture Indicators( KCIs) to track patterns over time, incorporating cultural analysis into board-level risk reviews, and even tasking internal audit teams with assessing cultural health. This marks a decisive shift: from culture as something you“ sense,” to culture as something you can monitor, evaluate, and shape.
Some of the most mature organizations are even benchmarking their cultural posture- measuring it against industry norms, regulatory expectations, and aspirational goals. This creates visibility. It gives leaders the data they need to pinpoint strengths, detect drift, and take timely corrective action. And it sends a clear message throughout the organization: that culture is not just about harmony or sentiment- it’ s about risk resilience and sustained performance.
Through all of this- whether in boardrooms, strategy sessions, mentorship settings, or community work- one truth keeps coming back to me: when culture is made visible, intentional, and measurable, it stops being a liability and becomes a lever for performance and resilience. It becomes something leaders can design, steward, and optimize with the same rigor as any critical business function.
And in today’ s dynamic environment, that’ s exactly where culture belongs- not at the periphery, but at the core of enterprise leadership. Like an organization’ s operating system, culture quietly shapes how everything functions- or falls apart.
Conclusion: Culture Is a Risk- and a Leadership Choice
Across every leadership conversation I’ ve had- whether in boardrooms, team meetings, mentorship circles, or community work- one thing is clear: culture isn’ t the soft side of business. It’ s the engine behind how things get done- or don’ t.
When it’ s ignored, culture quietly undermines trust, decisions, and results. But when it’ s shaped with intention, it becomes a source of clarity, resilience, and strength.
The organizations that thrive are the ones that don’ t wait for culture to go wrong. They lead it deliberately, measure it consistently, and treat it as part of how they manage risk- not just people.
So, here’ s my call to fellow leaders: Don’ t wait for a crisis. Start now. Culture is already happening- whether by design or default. Choose to lead it.
Because in the end, culture is not just about creating a better workplace. It’ s about leading with integrity, protecting what matters most, and building something that lasts.
This Cover Story was curated by Reuben Kisigwa, a senior Enterprise Risk Management advisor and executive trainer. You can engage him vide mail at: RKisigwa @ pinnacle. resolve. co. ke or RKisigwa @ gmail. com.