Why UGRs Are So Difficult to Change – And What Leaders Can Do About It

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Senior leaders are often the driving force behind initiatives to improve workplace culture. Yet, many of these efforts fail to gain traction. Why? Because they overlook the invisible yet powerful forces that dictate workplace behaviour: Unwritten Ground Rules (UGRs).

UGRs are the unspoken truths that define how people perceive “the way we do things around here.” They shape decisions, interactions, and priorities, often without conscious awareness. And because they’re unwritten, they’re slippery to grasp and even harder to shift.

So, why are UGRs so resistant to change?

1. They Operate Below the Surface

Unlike formal policies or stated values, UGRs exist in the shadow of organisational life. They’re not posted on the walls or included in onboarding materials. They’re whispered in hallways, assumed in meetings, and reinforced through everyday actions.

Changing something so ingrained requires digging deep beneath surface-level symptoms to uncover the underlying perceptions that drive behaviour. That’s uncomfortable and disruptive, and most organisations simply aren’t prepared to go there.

2. They’re Reinforced by Success

UGRs often evolve as coping mechanisms that have worked in the past. If a “succeed at all costs” mentality rewarded high performers, that becomes a UGR. If “keeping your head down” helped avoid trouble, that becomes another. These unwritten rules feel safe because they’re tied to survival and success, making them deeply entrenched.

Leaders need to recognise that while some UGRs may have been useful once, they can outlive their purpose and hold the organisation back.

3. Leaders May Be Unwitting Contributors

Here’s the kicker: leaders often reinforce UGRs without realising it.

• A manager who preaches openness but consistently dismisses feedback sends a loud message: “It’s not safe to speak up.”

• A senior leader who prioritises results over well-being creates the UGR: “Burnout is the price of success.”

Leadership behaviours—even subtle ones—are scrutinised and interpreted, creating UGRs that may contradict official values.

What Leaders Can Do to Shift UGRs

Acknowledging the difficulty of changing UGRs isn’t an excuse to avoid the task. It’s an invitation to approach it with precision and intent. Here’s how:

1. Expose the Hidden Rules

Start by uncovering the existing UGRs. We have created what we call a ‘UGRs Stock Take’ that is capable of surfacing those UGRs most critical to the organisation’s future success

2. Model Consistent Behaviour

Words alone won’t change UGRs—actions will. Leaders need to embody the cultural shifts they want to see. If collaboration is the goal, leaders must visibly prioritise teamwork over silos. If innovation is key, they must show that risk-taking is not only acceptable but encouraged.

3. Reinforce Positive UGRs

Leverage moments when desired behaviours align with aspirational UGRs. Publicly recognise and celebrate these instances to create a ripple effect.

4. Stay the Course

Culture change is a marathon, not a sprint. UGRs won’t shift overnight, and they may resist change at first. Leaders need to remain vigilant, patient, and persistent, even when progress feels slow.

The Opportunity for Senior Leaders

Shifting UGRs isn’t just about fixing problems; it’s about unlocking potential. When the unwritten rules align with the organisation’s values, employees thrive, innovation flourishes, and performance skyrockets.

The challenge is steep, but the rewards are transformational. The question is: Are you ready to lead the charge?

UGRs are the key to creating cultures where people excel—and where organisations achieve what once seemed impossible. It starts with leaders who are bold enough to confront the unwritten truths.

So, what’s the first UGR you’re ready to rewrite?