7 minutes
Outline for how managers, even without formal authority, can begin to shift dynamics.
Creating an engaged, modern workplace isn’t about free snacks, trendy perks, happy hours, or the occasional teambuilding day. Creating an exceptional culture starts with leadership—specifically, the daily practices and behaviors of executives and managers. It requires consistent, intentional, human-centered leadership. And the bar has never been higher. Today’s leaders are expected to do more than manage tasks, they must develop people, foster trust, adapt quickly, communicate consistently, coach through challenges, and still deliver results. That takes a level of skill, presence, and emotional intelligence far beyond what leadership demanded even a decade ago.
But despite this evolution, most organizations are still operating from outdated management styles and structures that keep them stuck. Even when executive teams recognize the pace of change and the disruption happening around them, real transformation often breaks down at the middle level. That’s where managers are stretched thin, overwhelmed by daily demands, and lacking the support they need. With limited time and capacity, they default to surviving the day rather than intentionally leading their team through consistent coaching, feedback, development, and alignment. And without that shift in mindset and behavior at the management level, meaningful culture change simply can’t take place.
Legacy thinking, initiative overload, outdated expectations of managers, underdeveloped leaders, and a lack of alignment across teams are some of the most common barriers preventing organizations from creating a modern, engaged culture. Even executive teams with the best intentions can fall into familiar patterns simply because today’s workplace demands a different level of leadership. The world has changed. How employees want to experience their workplace has changed. And to keep up, organizations must lead with greater clarity, consistency, and intention.
If you’re a next-generation leader who sees the potential for something better, here’s what you need to know: you don’t have to wait for a title or permission to make impactful shifts. While you may not have the authority to control organizational structures or strategies, you do have the power to influence how you lead, how you show up, and how you support those around you. You can create clarity for your team, communicate openly, give meaningful feedback, and model the kind of leadership that builds trust and engagement—small actions that, over time, help shape a stronger culture.
Here are five of the most common barriers that keep organizations from building a modern, engaged culture, and what you can start doing to shift them.
1. Legacy Thinking
In the credit union industry, many institutions have been around for 50, 90, even over 100 years. With that history comes a strong sense of pride, stability, and deep-rooted culture. But it can also create a false sense of security. Many managers have spent their careers in organizations that have always been around, and it can feel like they always will be. There’s often no urgent or compelling reason to change, because it doesn’t feel like disruption will happen to us. At the same time, managers are consumed with today’s demands, making it hard to step back and recognize the long-term risks that come with not evolving. In a fast-changing world, what once made an organization successful can quietly become a blind spot. One of the most powerful things next-generation leaders can do is challenge long-held assumptions and bring fresh perspectives. Ask: If we were starting from scratch today, would we do it this way? It’s not about dismissing the past; it’s about having leaders who will challenge the status quo and guide their teams toward what’s next. We need leaders who honor where we’ve been but are committed to evolving for the future.
2. Initiative Overload
Many organizations set ambitious strategic goals during offsite executive retreats, but often fail to evaluate whether the resources and capacity exist to execute them effectively. The result is a growing list of priorities and initiatives that overwhelm rather than align. Managers are left juggling competing demands without the clarity or support needed to do any of them well. While we certainly can’t focus on just one or two things a year, fewer, more intentional initiatives often lead to greater impact—especially when teams have the bandwidth to see them through. It’s not about slowing down the pace of change; it’s about focusing it. As a next-gen leader, one of the most valuable contributions you can make is to advocate for clarity, ask what should be deprioritized, and help your team stay focused on the work that will have the biggest impact.
3. Outdated Leadership Expectations
For decades, many credit unions embraced the “working manager” model—leaders who balanced their own technical workload while also managing a team. In the past, that approach could be effective; loyalty and tenure were often valued more than ongoing coaching or structured development. But the workplace has changed. Today’s employees want more than job security, they’re looking for purpose, growth, flexibility, and a leader who actively supports their success. A manager who is buried in individual tasks doesn’t have the capacity to give regular feedback, coach performance, or create meaningful development plans. The result is a “messy middle,” where managers are stretched too thin to lead effectively, and the culture suffers.
To meet today’s expectations, organizations need to shift away from the outdated working manager model and allow managers to focus on true leadership—facilitating results through others, fostering connection, and guiding their teams with intention. As a manager, you can help drive that shift by protecting time for people leadership, delegating technical work when possible, and modeling the coaching, communication, and clarity that today’s workplace demands.
4. Underdeveloped Managers
Organizations often promote high performers for their technical expertise rather than their readiness to lead. Once promoted, many managers are left to figure things out on their own. Overwhelmed and under-prepared, they default to managing the way they were conditioned—using a transactional, task-focused approach rather than a relational one that builds connection and growth. Even seasoned leaders who were once effective may not have kept pace with the skills today’s workplace requires. Effective leadership today requires more than just overseeing tasks; it demands emotional intelligence, strong communication skills, and a genuine commitment to developing and empowering others. Managers must navigate different personalities, align their teams around shared goals, give meaningful feedback, and handle difficult conversations with confidence and respect. It’s no longer enough to manage the work—leaders must know how to lead people well.
Whether you’re currently leading or preparing to step into a leadership role, this is your opportunity to lead differently. Be proactive—ask for formal training, seek out regular feedback, commit to continuous growth, and lead with clarity, purpose, and intention. Just as critical, make it a standard to promote based on leadership potential, not just technical expertise.
5. Lack of Alignment
In today’s dynamic environment, priorities shift frequently, and they sometimes need to. But what’s often missing is the clear, consistent communication needed to keep teams aligned and moving in the same direction. Most leaders aren’t communicating nearly enough, and many organizations lack the structures to build alignment at the executive level. When leadership teams aren’t fully aligned, confusion trickles down and quickly spreads—leading to siloes, mixed messages, and wasted effort. The days of static 10-year strategic plans are long gone. Agility is essential, but without regular communication and coordination, momentum stalls and trust erodes.
As a manager, you build alignment through consistent check-ins, team huddles, and by creating clarity, especially during times of change. When direction feels unclear, ask thoughtful questions of your leader so you can guide your team with confidence. Help them make sense of shifting priorities and understand how their work contributes to the bigger picture. Your everyday actions as a manager—how you communicate, support, and lead—create real impact.
Modern, engaged cultures aren’t created by updating a list of core values, they're built through consistent action, clear communication, and leadership at every level. If you're a manager who wants to help create something better, you don’t have to wait for permission. Culture shifts when people do—and your daily choices and influence matter more than you think.
Laurie Maddalena, MBA, CSP, CPCC, is a professional speaker, leadership consultant and founder of CUES Supplier member Envision Excellence LLC in the Washington, D.C., area. Her mission is to rid the world of bad management practices and help organizations create cultures where people love to come to work. Maddalena facilitates management and executive training programs and team-building sessions and speaks at leadership events. Prior to starting her business, she was a human resources and organizational development executive at a credit union in Maryland. Contact her at 240.605.7940 or laurie@lauriemaddalena.com
