In our work with organizations, we hear the word culture used a lot; often to describe perks, engagement programs, or mission statements.
But culture is none of those things by themselves.
Culture is what actually happens here.
It’s the daily habits, behaviors, decisions, and conversations that shape how work gets done, how people feel, and what results are produced.
Or, as Peter Drucker famously said:
“Culture eats strategy for breakfast.”
You can have a strong strategy — but if your culture doesn’t support it, it won’t stick.
That’s why this year we’re focusing intentionally on culture — not as a buzzword, but as a leadership practice. This post kicks off a year-long series exploring what culture really is, how it forms, how it drifts, and how leaders can shape it on purpose rather than by accident.
What Is Culture, Really?
Culture isn’t your perks. It isn’t your slogans. It isn’t what’s written on your website or posted on your wall.
In our work, we often define culture as:
- What gets talked about — and what doesn’t
- What gets rewarded — and what gets ignored
- What gets addressed — and what gets tolerated
- How decisions are made
- How conflict is handled
- How people are treated when things go wrong
In short: culture is the operating system of your organization.
Healthy, intentional cultures tend to operate with:
- Clear purpose and direction
- Service to others over ego
- Open, honest communication
- Accountability paired with care
- Psychological safety and trust
Unintentional cultures tend to drift into:
- Silos and us-vs-them thinking
- Entitlement or disengagement
- Fear of speaking up
- Inconsistent standards
- Quiet resignation
Most cultural challenges we see don’t start with bad intent. They start with inattention.
“Culture Starts at the Top” — and Then Spreads Everywhere
The phrase “culture starts at the top” doesn’t mean leaders create culture alone — but it does mean they set the tone. Leaders shape culture through:
Modeling Behavior
People don’t follow values — they follow behavior. How leaders handle pressure, mistakes, conflict, and success becomes the standard others mirror. Employees will follow the values if the leaders are role modeling and walking the talk.
Setting Expectations
What leaders measure, reward, fund, promote, and prioritize send powerful signals about what truly matters.
Communicating Values
Not just once, but consistently — and not just in words, but in actions and decisions.
Hiring, Promoting, and Holding Accountable
Every decision about who is brought in, elevated, or allowed to remain despite behavior concerns reinforces cultural norms.
Creating Psychological Safety
When leaders create environments where people can speak honestly, admit mistakes, and raise concerns without fear, trust grows — and trust is the foundation of every healthy culture.
Leaders don’t create culture alone — but they absolutely play a powerful role in shaping its direction.
Why Culture Matters
Culture directly impacts:
- Performance
- Engagement
- Retention
- Risk and compliance
- Health and well-being
We often see organizations invest heavily in strategy, systems, and structures only to find those efforts undermined by cultural misalignment.
People don’t leave organizations, they leave environments (and poor supervisors). And environments are shaped every day.
Culture Is Built All Day, Every Day
Culture isn’t something you roll out once a year. It’s built:
- In meetings
- In feedback conversations
- In how conflict is addressed — or avoided
- In what gets followed up on
- In how leaders show up when it’s inconvenient
This is the work we do with leaders: helping them recognize that culture lives in the everyday, ordinary moments. Not in grand gestures — but in daily decisions, everyday language, consistent follow-through, and intentional judgment calls. When people see alignment between words and actions, trust grows. When they don’t, culture quietly erodes.
A Thought to Consider: Does your team live in an intentional culture — or an unintentional one?
An intentional culture is shaped deliberately, reinforced consistently, and adjusted thoughtfully. An unintentional culture forms anyway — just without leadership direction.
One drifts. The other leads.
Our Request: Take five minutes and reflect:
List three specific daily behaviors that currently define your workplace.
Not what you aspire to.
Not what’s written on your website.
What actually happens.
Then ask: Do these behaviors move us toward excellence — or away from it?
Because culture is not what you say you value. It’s what you practice. And practice is always a choice.
Authors Note:
At HR Answers, this is incorporated in the work we do every day — partnering with leaders and organizations to build cultures that are intentional, aligned, compliant, and capable of supporting both people and performance.