1. When Culture Is Confused with Benefits
When I ask company representatives what kind of culture they have, I often get strange answers.
First, there’s a mention of great summer or holiday parties. Then comes a list:
“We offer fruit baskets, meal subsidies, gym memberships, flexible hours…”
That sounds nice – but it has little to do with culture.
Why is it still mentioned in this context?
Because many people understand corporate culture as everything that’s not directly related to work or compensation.
Something like: “Whatever else goes on around the office.”
But that understanding falls short.
2. What Corporate Culture Really Is
Culture is reflected in two fundamental questions:
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How do people interact with one another?
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How are decisions made?
Culture isn’t what’s written on your careers page.
Culture is what happens every day.
It forms when values are lived – not when they just hang on the wall.
And: every organization has a culture.
Whether documented or grown over years – it’s shaped by everyday behavior and leadership practices.
3. Culture Shapes Ownership and Attitude
Take this example:
If decisions are made almost exclusively by executive leadership – with little or no involvement of employees – that’s not necessarily bad in itself.
But it has consequences.
Because when people aren’t involved, they don’t feel responsible.
Later, management complains:
“People don’t think proactively. They’re not entrepreneurial enough.”
But the real question is:
Why should they be?
If they aren’t part of the decisions, why should they feel responsible for the outcome?
Culture is always present – the only question is whether it’s actively shaped or just happens.
4. Better Together – A Real Example of Lived Culture
At one of my former companies, we had defined the value “Better Together.”
We agreed: team solutions and mutual support should always take priority.
And this wasn’t just a slogan – it was lived.
No matter the topic, everyone helped. Successes were shared and celebrated together.
A former colleague of mine later moved to a large corporation.
One day, a colleague from another department approached her and asked for some quick data on a project she was leading.
She sent the information right away – shaped by her “Better Together” mindset, where helping was natural.
But shortly afterward, her manager pulled her aside:
“Please don’t do that again without checking in first. We don’t know what he’s using that info for. He might question our department with it.”
She was told to consider “the political dimension” – leadership was already discussing whether the new team was even necessary…
It was a shock.
Helping was suddenly not just unwelcome – it was seen as dangerous for her team.
That’s corporate culture in action – just not a good one.
5. Culture as the Hidden Cause of Burnout & Turnover
Many believe people leave companies because of low pay or lack of advancement.
That does happen – but in my experience, something else is more common:
Most people leave because of culture.
Because they don’t feel heard.
Because they can’t be themselves.
Because they sense mistrust, politics, or lack of transparency every day.
6. My Recommandation
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What kind of culture really exists in your organization?
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How are decisions made?
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How do you work together?
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Are there clear principles – or does everything just sort of “happen”?
As a leader, shaping culture is one of your most important responsibilities.
It’s not a side topic – it’s the foundation.
So don’t let it just happen – actively shape it.
