Does Your Company Have Culture?

The answer to that question is an absolute yes. Your company most certainly has a culture. That makes the next few questions even more important if you’re at the top of your company’s organizational chart. 

 

Are you able to describe, with a high level of specificity what your company culture is? Are you the person creating, driving and nurturing that culture or did your culture develop by default? And maybe most important, can the people in your organization, at all levels, accurately describe the culture of the organization you lead?

 

A CEO or top leader in an organization can delegate many tasks but designing and fostering the organization’s culture is not one of them. Culture is driven from the top, the very top, down. Top leaders who understand that have the opportunity to create a culture that becomes a competitive advantage. It also attracts top talent to their organization.

 

Peter Drucker has been credited with saying “Culture eats strategy for breakfast.” This phrase doesn’t appear in any of his 39 books so some people claim the quote is not his but it certainly sounds like him. Regardless of who said it first the fact remains it is 100% correct. 

 

Organizations that spend tons on strategy while allowing culture to develop on it’s own greatly limit their potential success. 

 

Despite the importance of culture, research shows few organizations do more than pay lip service to it. While culture is reported to be one of the top three priorities for businesses only 20% of top leaders report investing any time to develop it. This after 62% of them also reported they were primarily responsible for their organization’s culture.

 

When asked when was the last time they had conducted an internal or external audit of their organization’s culture the vast majority answered never. Most relied on sources like employee feedback or surveys, customer surveys and risk events such as rule breaches, human resources issues and the monitoring of compliance.

 

If you’re a leader at the very top of your organization you must realize that you can’t simply let culture happen. Your culture needs to be intentional, focused, live-able and meaningful. 

 

As John O’Brien co-author on The Power of Purpose says: “Culture eats strategy for breakfast but culture gets its appetite from purpose.”

 

If your culture doesn’t have a purpose and you can’t clearly state exactly what that purpose is then you are likely offering your culture a very unappealing menu. Developing an organization’s culture in not a “time expense” it is a “time investment.” If you’re in the 80% of top leaders not making that investment today then you need to begin now. 


Carve some time out of your strategy sessions and use it to develop what matters even more. That would be your culture!


The Essential Ingredient for Success in Business

There are many ingredients required to grow a successful business. Many of those ingredients can be, and in fact are, provided by leaders at every level of the organization. 

 

But there is one ingredient, the one essential ingredient, that can come only from the leader at the very top. That ingredient is organizational culture. 

 

Leaders at the top must never fool themselves that the culture is developed “near” the top, or that it comes from the majority of the leaders. It does not. It comes from the very top and that’s the only place it comes from. 

 

If you’re a leader at the top of an organization then it is you who determines the overall health of the culture in that organization. You set the tone, you model what acceptable culture looks like and what it sounds like. 

 

You can’t do that by telling people what healthy culture looks like, you must show them. If your words don’t match your actions you can be sure that your people will follow your actions and not your words. They will do what you do light years before they will do what you say. 

 

The culture within any organization is merely a reflection of the top leader. 

 

Stop for a while today, a long while perhaps, and ask yourself what kind of culture you’re modeling for your people. Are you providing an environment where it’s impossible to maintain a negative attitude? Are you nurturing a culture where caring for others is encouraged and even rewarded? Are you demonstrating a culture where recognition is freely given and feedback is actually sought? 

 

Do you display a culture where people are free to provide suggestions and point out weaknesses within the organization… without the fear of reprisals? Is your culture one that values loyalty and does that loyalty work both ways? Is your culture one of “spending on people” or “investing in people?” Is yours a culture that supports and promotes the same opportunities for everyone regardless of their appearance or personal preferences? 

 

If you’re a leader at the top of an organization you must be able to confidently answer those questions. If you can’t then your organization could be lacking the essential ingredient for long-term success. 

 

That’s on you! You cannot shift responsibility for a healthy organizational culture in your organization. The moment you accept that fact is the moment the culture in your organization has a chance to improve.


Organizational culture is the only sustainable competitive advantage that top leaders completely control. If you’re not controlling that then what the heck do you think you are controlling?