{"id":26723,"date":"2024-07-23T09:00:00","date_gmt":"2024-07-23T09:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=26723"},"modified":"2025-12-15T05:10:55","modified_gmt":"2025-12-15T05:10:55","slug":"good-and-bad-teams-have-the-same-values-written-on-the-wall-but-smart-cultural-leadership-could-be-the-biggest-difference","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/good-and-bad-teams-have-the-same-values-written-on-the-wall-but-smart-cultural-leadership-could-be-the-biggest-difference\/","title":{"rendered":"Good and Bad Teams Have the Same Values Written on the Wall, But Smart Cultural Leadership Could Be the Biggest Difference"},"content":{"rendered":"\n\n
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\n 23 Jul 2024 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Good and Bad Teams Have the Same Values Written on the Wall, But Smart Cultural Leadership Could Be the Biggest Difference<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Category<\/div>\n Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/good-and-bad-teams-have-the-same-values-written-on-the-wall-but-smart-cultural-leadership-could-be-the-biggest-difference\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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Who are your team\u2019s cultural architects and cultural guardians?<\/p>\n \n \n \n

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By Luke Whitworth<\/h6>\n
Too often there is a disparity between what is said and what is done in an organisation.<\/h6>\n

Angus Gardiner, the General Manager of the New Zealand rugby team the Crusaders, once said: \u2018good and bad teams have the same values written on the wall\u2019.<\/p>\n

The \u2018saying\u2019 is the easy part, the \u2018doing\u2019 is quite another and this idea, was the jumping off point for Dr Edd Vahid\u2019s recent project with Management Futures titled A Cultural Hypothesis<\/em>, which was published in March 2024.<\/p>\n

Vahid hypothesised that sustained cultures of success consistently display four features:<\/p>\n

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  1. Purpose<\/li>\n
  2. Psychological safety<\/li>\n
  3. Belonging<\/li>\n
  4. Cultural leadership<\/li>\n<\/ol>\n

    As Vahid wrote, \u2018an inspiring purpose is essential, a psychologically safe environment is critical, and a sense of belonging exists as a fundamental human need. Coupled with exceptional leadership, these elements distinguish cultures that thrive\u2019.<\/p>\n

    The fourth has provided the basis of Vahid\u2019s three-part Performance Support Series focusing on culture and change.<\/p>\n

    The first session invited Leaders Performance Institute members to assess themselves<\/a> across the four areas; the second focused on cultural leadership<\/a> as the \u2018super enabler\u2019 of culture; the third session further explored the skills needed by cultural leaders.<\/p>\n

    The three levels of cultural leadership<\/strong><\/p>\n

    In A Cultural Hypothesis<\/em>, Vahid explains that cultural leadership operates on three levels:<\/p>\n

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    1. Sponsors:<\/strong> those operating at ownership or board level; they give permission to architects and guardians (who have a more active role) to deliver the culture. They are typically one or two people.<\/li>\n
    2. Architects:<\/strong> those responsible for the design of the culture, ensuring it is set up in a way that can allow people to thrive. They are typically a small number.<\/li>\n
    3. Guardians:<\/strong> the individuals on the ground, delivering on a daily basis, ensuring alignment to the articulated culture which they can translate to individuals operating in that space. There can be multiple guardians.<\/li>\n<\/ol>\n

      The architects and the guardians are more active in their roles and, during the session, Vahid explored the skills required for each.<\/p>\n

      Cultural architects \u2013 what skills are required?<\/strong><\/p>\n

      Vahid asked members to reflect on the cultural architects in their environments and their skills. The group suggested the following:<\/p>\n