Breakdown
This reflection provides a nuanced perspective on company culture—moving beyond superficial perks (like free lunches and yoga classes) to a deeper, more structural understanding of what truly makes a company culture strong or weak.
The core argument revolves around three key principles:
- Culture = Values + Behavior – Culture is not just words; it’s about how values are translated into action.
- Strong vs. Weak Culture – A strong culture holds people accountable to shared values, while a weak culture lacks clarity and enforcement.
- Values as a Filter – A good culture is not about universal agreement; it should be distinct enough that it filters people who don’t align with it.
1. The Superficial vs. The Real Meaning of Culture
- “When people hear culture, they often get a very superficial sense of what culture is.”
- Many companies confuse culture with perks—free food, fun office events, and team-building activities.
- While these elements contribute to workplace experience, they do not define the core identity of an organization.
- What is culture, really?
- Culture is not about perks; it’s about principles.
- It’s the distinct way a company operates, makes decisions, and treats people.
- Culture is how challenges are handled, how employees interact, and how leadership enforces company values.
- Key Insight:
- A company’s culture is what employees experience daily, not what’s written on a mission statement or advertised on a website.
2. The Best Definition of Culture: “Culture = Values + Behavior”
- This is a powerful definition because it connects belief (values) with action (behavior).
- A company might claim to value “innovation”, but if it punishes employees for taking risks, its real culture is one of fear, not innovation.
- Similarly, a company might say it values “inclusion”, but if leadership does not actively hire diverse talent and create an equitable workplace, that value is meaningless.
- What makes a strong culture?
- Clearly articulated values that guide decision-making.
- Behavior that aligns with those values at every level of the organization.
- Hiring, promotions, and leadership accountability that reinforce those values.
- What makes a weak culture?
- Lack of defined values—or values that are too vague to be useful.
- No accountability for behavior that contradicts stated values.
- Leadership that says one thing but does another.
- Key Insight:
- A company’s culture is only as strong as its commitment to enforcing its values through real actions.
3. The Role of Accountability: Why Many Cultures Fail
- “If you have a weak culture, it’s because you either don’t have values or you don’t hold people accountable.”
- This is a critical point. Many companies avoid enforcing cultural standards because they fear conflict.
- For example, if an organization values collaboration, but tolerates toxic, individualistic behavior from high performers, that culture weakens.
- Why does accountability matter?
- Culture is only meaningful if it is upheld consistently.
- Great cultures don’t just exist—they are maintained through hiring, feedback, and decision-making.
- If employees see that bad behavior goes unchallenged, they stop believing in the company’s values.
- Key Insight:
- If leadership is unwilling to enforce company values, then the culture is performative, not real.
4. Values Should Be a Filter, Not a Popularity Contest
- “Your values should be a filter… if everyone agrees with them, they probably don’t stand for very much.”
- This is a crucial insight that many organizations fail to recognize.
- Values should not be generic statements that everyone passively agrees with.
- Instead, strong values should be clear enough to attract the right people—and repel the wrong ones.
- What does this mean in practice?
- A company that values “radical transparency” should expect that some people will dislike an open feedback culture—and that’s okay.
- A company that values “fast decision-making” should recognize that people who prefer a slow, consensus-driven approach may not fit well.
- Instead of aiming for universal agreement, companies should be specific about what they stand for and accept that some people won’t align with those values.
- Key Insight:
- A strong culture is polarizing in the right way—it attracts those who thrive in it and naturally filters out those who don’t.
5. Final Thoughts: Culture is Built, Not Claimed
✔ Culture is not just about perks—it’s about how a company operates on a daily basis.
✔ Culture = Values + Behavior. If values are not reflected in actions, they are meaningless.
✔ Strong cultures enforce accountability—if bad behavior is tolerated, the culture weakens.
✔ Values should be a filter, not a marketing slogan. A strong culture should stand for something real, even if it means not everyone fits in.
Final Question:
If culture is about values and behavior, is your company truly living up to the values it claims to uphold?