How leaders can cultivate a culture of high performance in 2025

Every leader wants to support their team’s performance and motivate their people to do their best work, but what does that look like in 2025? Today’s employees are managing heavy workloads while feeling the pressure of an unpredictable macroeconomic climate, growing global tensions, and the rapid rise of AI. They’re turning to leaders for guidance and feedback – and paying close attention to how leaders navigate these same challenges.

It’s in times like these that leadership matters most, because leaders set an example for the rest of the team to follow. The behaviors and mindsets leaders model directly shape how their teams operate and thrive. In fact, Culture Amp’s The science of sustainable high performance report found that high-performing leaders are one of the most powerful levers for driving organizational resilience, engagement, and results.

Still, with so many competing demands on your time and energy, it’s not always easy to be the model manager 24/7. That’s why we’ve pulled together key findings from the report, along with five practical tips to help you lead with intention, model effective behaviors, and build a culture of high performance in 2025 and beyond.

5 ways leaders can cultivate a culture of high performance

Teams don’t succeed in spite of their leaders; they succeed because of them. According to Culture Amp research, leaders who earn a “set a new standard” rating (the highest possible score of 4 out of 4) are significantly more likely to lead high-performing teams, with a greater share of top performers and far fewer low performers. On the other hand, underperforming leaders are three times more likely to have underperforming employees on their team.

So, what sets high-performing leaders and their teams apart? Let’s take a closer look at the behaviors that consistently differentiate top managers from the rest.

1. Lead by example

Great leaders go first. As a manager, whether you realize it or not, your team is always watching and taking cues from you and your behavior. By consistently demonstrating accountability, driving a sense of urgency around key priorities, and making a commitment to excellence, you raise the bar for everyone around you.

But this influence cuts both ways. If you start emailing after hours, logging on during leave, or regularly working late or on weekends, you risk signaling that nonstop hustle is the norm and prompting your team to mirror these unhealthy habits. As a people leader, it’s your responsibility to act with intention and model healthy, sustainable ways of working. Managers play a crucial role in shaping their team’s environment and experience, so be sure to lead in a way that promotes balance, clarity, and trust. Your employees will likely follow suit.

2. Share feedback regularly

Regular feedback – both positive and constructive – helps employees understand where they stand and how they can grow personally and professionally. In fact, employees under high-performing leaders are 5 percentage points more favorable about their development than their low-performing peers and 12 percentage points (83% vs. 71%) more satisfied about the quality of feedback they receive from their manager. This may be because they’re getting feedback more frequently, and that feedback is specific, actionable, and focused on improvement.

This isn’t just a theory; it’s backed by real-world results. For example, Melissa Shilcock, Global Head of Organizational Effectiveness at WPP Media, shared how data helped reinforce the power of great feedback in their organization.

She remarks:

The linkage analysis Culture Amp’s people scientists ran demonstrated that the quality of our managers’ constructive feedback predicts future performance more accurately than past ratings. It confirms what we already know – that continuous effective feedback is essential, especially when it comes to supporting our high-performance culture.

And feedback doesn’t just flow downward. Culture Amp data also shows that high-performing employees give 36% more feedback than their lower-performing peers. When leaders create a culture of open, frequent feedback, it inspires team members to do the same – fueling a loop of shared accountability and continuous growth.

3. Build psychological safety

Strong leaders know that performance doesn’t just come from pressure, it comes from trust. By taking the time to build relationships, communicate openly, and foster mutual respect, high-performing managers create a foundation of psychological safety on their teams.

This psychological safety empowers employees to speak up, share ideas, and own mistakes without fear of retribution. It leads to stronger collaboration, better problem-solving, and more authentic engagement. Culture Amp data shows that employees under high-performing leaders are 5 percentage points more comfortable voicing contrary opinions. Employees with sustained high performance are also more likely to report feeling psychological safety, safe taking risks, and confident that their opinions are valued on their teams.

If you want a team that performs at a high level, start by building a culture where people feel safe, seen, and heard. This could be by carving out time in 1-on-1s to get to know your employees, welcoming dissenting opinions, sharing your own learning moments, recognizing contributions, and more.

4. Set aligned goals

Having something meaningful to strive toward fuels motivation, focus, and a sense of purpose. Our research found that high-performing employees are more likely to create and align their goals to company objectives than low performers. As a manager, you can support employees by using cascading goals or objectives and key results throughout your team, helping your direct reports understand how their individual objectives ladder up to broader business priorities. This alignment creates clarity, builds ownership, and reinforces how each person’s work contributes to the company’s success.

5. Communicate

Lastly, communication is key. Fostering a team environment where employees are encouraged to ask questions, raise concerns, and share ideas can significantly boost alignment, trust, and engagement. High-performing leaders keep their teams 7 percentage points more informed about what’s happening in the company. Regular, transparent communication helps reduce uncertainty, create clarity around priorities, and strengthen trust, especially during times of change.

What this means for managers who want to cultivate high performance in 2025

When we think of performance, we often expect it to come down to the individual and their effort. In reality, the systems, behaviors, and social norms that surround these individuals – usually stemming directly from their manager – play a strong role in shaping their performance at your company.

To cultivate high performance in 2025, the best place to start is with yourself. As a leader, put intentional effort into:

• Leading by example. Model the behaviors you want to see, and prioritize your team’s wellbeing so they can thrive.
• Setting aligned goals and giving regular feedback. Define success clearly and help guide employees toward it with consistency and care.
• Creating psychological safety. This helps employees stay focused and empowers them to speak up, take risks, and innovate.
• Communicating transparently. Keep your team connected to the company’s mission, especially during times of change or uncertainty.

When leaders thrive, their teams do, too. Take time to reflect on how your actions and behaviors show up in your team, then double down on the habits that drive high performance and work to shift the ones that don’t. Even small changes in how you lead can make a big difference in how your team performs.

Want a deeper look at how leadership impacts employee performance?

Download the full report for even more data-backed insights and actionable strategies.

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