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When we talk about organisational culture, it’s easy to focus on what’s visible - the elements we can see, measure, and discuss openly. These include company values, mission statements, team structures, and how people interact daily.
But like an iceberg, what’s visible is only a small part of the whole.
Above the waterline lies the aspects of culture that everyone sees and experiences. What is known about …
Roles and responsibilities: clear job descriptions, team hierarchies, and the formal ways we communicate and collaborate.
Policies and procedures: the official guidelines that dictate how things should be done, from onboarding processes to conflict resolution.
Public behaviours and attitudes: the observable actions and words of employees, leadership, and teams. The norms of how we work together.
This is the part of the culture that is often celebrated and discussed. It’s what gets highlighted in company newsletters, talked about in meetings, and reinforced through official channels. This visible culture is important because it sets the stage for how the organisation functions on a day-to-day basis.
However, the larger, more complex part of culture lies below the waterline. This is where the true depth of an organisation’s culture resides:
Unspoken beliefs and assumptions: these are the underlying beliefs that drive behaviour, often unconsciously. They include assumptions about what success looks like, who gets rewarded, and how much risk is tolerated.
Emotional landscape: every individual carries with them a set of emotions, from passion and enthusiasm to stress and frustration. These emotions impact how they engage with their work and their colleagues.
Personal challenges and private struggles: people bring their whole selves to work, which includes personal challenges that may not be visible to others. Whether it's family issues, health concerns, or personal insecurities, these factors influence how people show up at work.
Subtle barriers to diversity, equity, and inclusion (DEI): such as unconscious biases, informal networks that exclude marginalised groups, and unwritten norms that favour dominant cultures. These hidden dynamics can undermine formal DEI initiatives, limiting genuine progress.
Ignoring what lies below the waterline can lead to a disconnect between the organisation’s stated culture and the actual experience of its employees. When the hidden aspects of culture are not acknowledged or addressed, they can create friction, misunderstandings, and a lack of trust.
For instance, if an organisation promotes innovation and risk-taking but punishes failure harshly (even subtly), people may become risk-averse, fearing the consequences of making mistakes. This unspoken contradiction can stifle creativity and lead to a culture of caution rather than bold innovation.
Similarly, if personal struggles or emotional needs are consistently overlooked, people may feel undervalued or isolated, leading to disengagement and higher turnover rates.
To build a truly healthy organisational culture, it’s essential to recognise and address what lies beneath the surface. Here are a few ways to do that:
Develop empathy: in leadership, empathy is often the missing ingredient. Be mindful of spending so much time focusing on strategy, goals, and performance that you forget a key element in driving real engagement: understanding the people you lead.
Open communication: create safe spaces where employees can express their concerns, share their ideas, and talk about the challenges they face, both professionally and personally.
Encourage vulnerability: leaders can set the tone by being open about their own challenges and uncertainties. This helps normalise the discussion of “below the waterline” issues.
Regularly reassess culture: periodically check in with employees to understand how they perceive the culture, what’s working, and what isn’t. This can be done through surveys, focus groups, or one-on-one conversations.
Align actions with values: ensure that the organisation’s actions consistently align with its stated values. If there’s a discrepancy, address it openly and work to bridge the gap.
Organisational culture is not static. It’s dynamic and evolving, shaped by the collective actions and beliefs of everyone in the organisation. By understanding and addressing the visible and hidden aspects of culture, organisations can create environments where employees feel valued, understood, and empowered to bring their best selves to work.
As we navigate the iceberg metaphor of organisational culture, let’s remember that what lies beneath the surface is just as important as what’s above. By acknowledging and embracing the full spectrum of culture, we can build stronger, more resilient organisations that truly support the people within them.
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