Culture Sculptor

Simply stating the values or desired culture does not make it a reality. How many leaders take the time to first assess the existing culture—and more importantly, how do they know what it truly is? Can a new culture simply be pasted over the old one, or will the previous culture inevitably seep through, much like stubborn mould that keeps reappearing in the corner of a bathroom?

A powerful analogy for cultural transformation can be found in Michelangelo’s statue of David. Before it became a masterpiece, it was merely a block of marble, excavated from an Italian quarry. Initially, in 1464, the sculptor Agostino di Duccio began working on it, only for the project to stall. Twelve years later, another Italian sculptor, Antonio Rossellino, took over—until his contract was abruptly terminated. The block then sat untouched for over 25 years. Finally, in 1501, the young Michelangelo was commissioned to complete the statue, and two years later, he transformed it into one of the most celebrated sculptures in history.

This journey is strikingly similar to cultural change—leaders are rarely working with a blank slate. Instead, they are building on what came before, shaping and refining an existing foundation. And just as Michelangelo needed the knowledge and skill to assess what had already been done, school leaders must develop the tools and understanding to work with the real culture of their organisation, not just the one they aspire to create.

This also explains why many leaders struggle to change school culture—they fail to properly diagnose what already exists before attempting to reshape it. Without this understanding, even the most well-intended initiatives risk being rejected, diluted, or undermined by deeply embedded traditions and behaviours.

A practical solution to this challenge is simple: ask questions—lots of them. Engage in open conversations with staff, observe daily practices, and listen actively to understand the real culture at play. This is especially critical for new headteachers. A highly effective strategy is to meet with every employee during the first half-term, creating opportunities to hear different perspectives and begin shaping change from a place of genuine understanding.