A CEO once said to me, “I don’t understand why my employees don’t take more ownership.” She was frustrated that her managers brought every important decision back to her. Communication between departments was inconsistent. People were reluctant to speak up, and accountability seemed to disappear whenever something went wrong.
She believed the problem was her team. So I started asking questions.
- “How do you respond when someone makes a mistake?”
- “How often do you ask your managers for their ideas before giving them yours?”
- “What happens when someone misses a deadline?”
- “Who gets promoted—and why?”
As we talked, she began to see the situation differently. Her employees weren’t creating the culture on their own. They were responding to the culture being modeled for them. And whether she realized it or not, her culture was showing.
Culture Isn’t What’s Written on the Wall
Many companies have mission statements, core values, and beautifully designed posters that explain the principles of the organization. Those things can be helpful. But your employees don’t decide what your culture is by reading the words on the wall. They decide by watching what happens inside the company every day.
- They notice how leaders communicate.
- They notice whether poor performance is addressed or ignored.
- They notice whether people are coached or criticized.
- They notice whether leaders listen when someone offers a different point of view.
- Most importantly, they notice whether leadership’s actions match its words.
Employees believe what you do far more than what you say.
Culture Is Built in Everyday Moments
Culture is not something you create at an annual meeting and then revisit the following year. It is created in dozens of small moments.
- It shows up in how a new employee is welcomed and trained.
- It appears in the way a manager handles a difficult conversation.
- It is reinforced when someone makes a mistake, takes responsibility and is given the opportunity to learn from it.
Culture is also revealed by what leaders tolerate. When you avoid dealing with an employee who consistently underperforms, your culture notices. When you promote someone because of loyalty rather than leadership ability, your culture notices. When you say communication is important but rarely tell your team what you are thinking, your culture notices.
When you ask for input but have already made the decision, your culture notices that, too. Every leadership decision teaches your employees what really matters.
The Culture You Want Versus the Culture You’re Creating
Most leaders have good intentions. They want accountability. They want open communication. They want employees to take initiative, collaborate and act like owners. But sometimes their behavior sends a very different message.
- You may say you want your managers to make decisions, but step in and change those decisions whenever you disagree.
- You may say people are your greatest assets, but spend every meeting talking only about numbers.
- You may say you value honesty, but become defensive when someone challenges you.
- You may say accountability matters, but repeatedly rescue people from the consequences of missed commitments.
The distance between what you intend and what your employees experience is your culture. That can be uncomfortable to acknowledge, but it can also be empowering. Once you recognize that culture is influenced by everyday leadership behavior, you can begin changing it.
Culture Matters More Than Ever
Employees today have choices. Your strongest performers are not simply looking for a paycheck. They want to work in an environment where expectations are clear, communication is honest, and good work is recognized. They want leaders who coach them, challenge them, and help them grow. They also pay close attention to how leaders behave when things become difficult.
It is easy to talk about values when business is good. Your real culture becomes visible during uncertainty, conflict and change.
- Do leaders communicate openly or disappear behind closed doors?
- Do they look for someone to blame, or focus on solving the problem?
- Do they remain calm and resilient, or spread fear throughout the organization?
Those moments define the culture far more than any company slogan.
Three Things to Remember
- Your culture reflects your behavior—not your mission statement.
- Employees are always watching, especially when something goes wrong.
- Small actions create culture. Weekly check-ins, honest conversations, coaching, recognition, listening and accountability all matter.
Culture isn’t something you announce. It is something your employees experience in every meeting, every hiring decision, every coaching session, every promotion and every difficult conversation.
So here is a question worth asking:
If someone described your company culture based only on your leadership behavior during the past 30 days, what would they say? Because whether you realize it or not, your culture is showing.
Onward and Upward,
Karen Caplan
Executive Coaching and Consulting for business CEOs, Owners and Presidents
