Now don't get me wrong, no-one is more convinced than I am that senior leader behaviour makes the defining difference in organisational culture. But what if it's our reactions to the behaviour of others that makes even more of a difference?

In my varied career as a culture change professional, I've had the great pleasure of being involved in several large scale property projects.

When you joined your current organisation, do you remember asking yourself 'I wonder why they do it like that?' fairly frequently in the first few months?

Chances are that you can readily identify someone in your workplace with a needy heart, a needy will and a needy mind.

One of my favourite researchers is Matthew Lieberman, Professor of Psychology, Psychiatry and Biobehavioral Sciences at UCLA.

The Royal Commission made it very clear, if it wasn't already, that organisational culture is at the root of most systemic business challenges.

I'm about halfway through James Clear's book Atomic Habits. It's one of the best books I've ever read.

First let me deal with the folks who know that the most senior roles in an organisation have a disproportionate impact on culture.

The first time I heard the expression 'your baby is ugly' was during a brief stint working for a boutique consulting firm in the mid 2000s.

I saw a great presentation a few months ago from someone who had attended Davos, the annual invitation-only think tank in January hosted by the World Economic Forum.

Our planet is about 4.5 billion years old. We all know that humans appeared relatively recently in the grand scheme of things but it's sometimes useful to remind ourselves just how recently.

Many years ago I came across the FISH! philosophy of organisational culture.