COMMENT ON THIS ARTICLE BY IAN MUNRO OF LEGITIMATE LEADERSHIP: At its core, this article is about accountability. Specifically, the article discusses amplifying positive behaviours and actions through celebration, recognition and reward; and confronting negative attitudes and behaviours clearly and fairly. This is entirely consistent with the Legitimate Leadership Model. It is also more difficult to do in practice than it might at first seem. It requires both generosity and courage. The latter in particular is frequently in short supply – even in seasoned leaders. Legitimate Leadership requires that leaders go beyond simply role-modelling or leading by example. Legitimate leaders not only walk the talk, they also demand that their people walk the talk. They go beyond simply being accountable. They hold others accountable too.

THE ARTICLE: Last week, I attended CultureCon, an awesome event centered around organizational culture. One particular slide from Eric Hutcherson, the Chief People & Inclusion officer at Universal Music Group, the keynote speaker, resonated deeply with me. It read:

The culture of any organization is shaped by the WORST behavior the leader is willing to TOLERATE.

The culture of any organization is shaped by the BEST behavior the leader is willing to AMPLIFY.

This insightful statement captures a simple yet critical truth: leaders are the custodians of culture. It is their daily choices—what they tolerate and what they celebrate—that define the boundaries and aspirations of the workplace environment. A further reason why SKOR assesses only Leaders, rather than individual contributors when it comes to assessing culture.

Think about the power of tolerance in an organization. When a leader turns a blind eye to toxic behaviors—whether it’s chronic lateness, unchecked negativity, or a lack of accountability—they unintentionally signal that these behaviors are acceptable. Over time, this tolerance erodes the values and principles the organization claims to stand for. The gap between aspirational values and tolerated behaviors becomes a breeding ground for discontent and disengagement.

Equally, the amplification of positive behavior is where cultural magic happens. When leaders shine a spotlight on actions that align with the company’s purpose and values—whether it’s going the extra mile for a client, mentoring a colleague, or finding creative solutions—they establish a new standard for excellence. Amplifying the best behaviors creates a ripple effect, inspiring others to emulate those actions and fostering an environment of growth, recognition, and pride.

The interplay between toleration and amplification is especially relevant when considering how leaders handle moments of tension or conflict. It is tempting to avoid confrontation or let minor issues slide, but these moments of passivity carry weight. Every time a leader tolerates something harmful, they unwittingly reset the bar lower. Conversely, when they address problems with clarity and fairness and reward positive contributions, they reinforce a high-performance culture.

As I reflected on this, I asked myself: what behaviors am I tolerating in my own sphere of influence? And, more importantly, what am I amplifying? It’s a question every leader should grapple with. Leading with intentionality and courage requires us to step into the uncomfortable conversations, celebrate the unsung heroes, and embody the culture we hope to create.

Culture is not just a series of statements on the wall. It is a living, breathing entity shaped by what we tolerate and amplify every single day. As leaders, the question isn’t if we’re shaping culture but rather how.

Let’s ensure it’s for the better.