Dear Yogesh,

The culture in my organization feels toxic. We have intelligent, dedicated leaders who are starting to embrace collaboration and empowerment, but when they face the pressure of urgent needs, they revert to forced compliance as a quick fix. My concern is how intentional influence differs from manipulation and whether using intentional influence might inadvertently fuel a dysfunctional culture. Cultural change in medicine, I believe, will be a long, slow process if it is to be sustainable and meaningful, but how do we prevent manipulation and forced compliance along the way?

Regards,
Ravi

Dear Ravi,

This is a thoughtful and challenging question, and I appreciate the depth of your reflection. First, let me address the toxic environment you’re describing, as it’s a common hurdle during cultural transitions. Then, I’ll explore how intentional influence differs from manipulation and how we can promote positive change without resorting to forceful tactics.

Your Toxic Environment

It sounds like you’re dealing with leaders who genuinely want to foster a more collaborative and empowering culture. But when the pressure is on, they fall back on forced compliance—resulting in behavior that undermines the very culture they seek to create. This inconsistency between words and actions can lead to a toxic atmosphere, where people feel confused or disillusioned by the lack of follow-through on the leaders’ part.

Crucial Moments.
Human nature tends to be skeptical, especially when it comes to change. When leaders tout new values like collaboration, we naturally wait for them to prove their commitment through actions. If their behavior in high-stakes moments doesn’t align with their rhetoric, they risk appearing as hypocrites, which erodes trust. For example, a leader might say they value collaboration but, when an urgent situation arises, quickly revert to top-down control to "get things done."

Hypocrites vs. heroes
In these crucial moments, leaders can either reinforce their commitment to the new culture or undermine it. The temptation to fall back on familiar tactics is strong, but great leaders use these moments to showcase their genuine commitment to the new culture. They do this by making sacrifices—choosing the long-term goal over short-term convenience. A prime example is a CEO I worked with who, during a critical employee feedback session, chose to stay and listen to his team, even though a major client was waiting for him. This was a tough choice, but it sent a powerful message that employee input was a priority.

Intentional Influence vs. Manipulation

Intentional influence can be a powerful tool for culture change, but it’s important to distinguish it from manipulation. Manipulation often relies on hidden agendas or actions that would be less effective if fully understood. In contrast, intentional influence works best when the process is transparent and people understand the "why" behind the actions. The more people understand the reasoning and benefits, the more likely they are to support and engage with the changes.

Building the Business Case for Change.
To successfully implement cultural change, it’s important to clearly explain how the desired behaviors will benefit the organization—both in terms of culture and bottom-line results. Don’t rely solely on abstract ideals like “open dialogue”; connect the dots between these behaviors and tangible outcomes. By demonstrating how these changes align with the organization's goals, you make it easier for others to buy into the process.

Measure the impact. Tracking both behavior change and tangible results is critical to maintaining momentum. Set clear, measurable goals for the cultural shifts you want to achieve, and make these a part of key performance indicators for leaders at all levels. This ensures that cultural change isn’t just a buzzword but something that is actively monitored and valued.

Empower leaders to influence. For culture change to succeed, it’s essential that both formal and informal leaders are engaged at every stage of the process. Leaders must model the behaviors they expect from others, hold each other accountable, and actively contribute to fostering the new norms. If leaders are not leading by example, culture change will not take root.

Leverage the Six Sources of Influence™.
Too often, organizations rely on one or two tactics—like training or incentives—to drive change. Our research shows that using a combination of at least four sources of influence greatly increases the likelihood of success. The more diverse and comprehensive your approach, the more profound and lasting the cultural transformation.

Culture Change Doesn’t Have to Be Slow

Cultural change doesn’t have to drag on indefinitely. By engaging multiple sources of influence and ensuring that leaders are fully committed to the process, change can happen quickly and sustainably. The key is consistency and making sure the process is transparent, measurable, and supported by everyone involved.

Best of luck with your efforts,

Yogesh