You have probably heard this phrase – it’s very common, especially when you are new at a job. “That’s how we do things around here.” Sounds familiar, right? That right there is that organisation’s culture. An organisation’s culture is made of values, character, purpose, patterns and structures of how people relate and behave in the workplace.
All organisations have a signature culture, be it positive and harmonious or negative and harmful. Culture refers to the environment the employees have created (intentionally or unintentionally). Some people erroneously perceive that culture is not that important, that it is just a warm and fuzzy entity, rather than a vital aspect contributing to the organisation’s bottom line or key products and services. A healthy culture drives organisational success, ensuring well-engaged employees, talent attraction, enhanced performance and greater employee satisfaction.
Is Your Culture the “Real” Culture?
It is critical to understand what kind of culture your workplace has – is the espoused culture the “real” culture? Quite simply to identify the culture it is easily detected by the workplace environment, interactions, and atmosphere. When a new employee joins an organisation they are able to detect the organisation’s culture over a short period of time.
Culture ‘clues’ may be found on the walls in impressive mission statements, during inductions (or the lack of induction!), on worker clothes such as logo’s and badges, by cultural stories relayed from other employees about how to behave in this organisation, and through the workplace environment i.e. untidy desks, clutter, drab grey walls versus bright offices and cheerful symbols.
The desired culture is often dictated by management through the organisational mission statements and codes of conduct, however the actual ‘real’ culture may be very different on the shop floor. Unwritten Ground Rules (UGR’s) termed by Steve Simpson depict the ‘real’ culture. UGR’s can be positive, neutral, or negative. UGR’s are kept alive through our organisational ‘stories’, and subtle or not so subtle clues and hints, such as ‘around here we do it this way’, or ‘don’t ask them or you will get your head bitten off.’
Article Reference
Unwritten Ground Rules: https://steve-simpson.com/unwritten-ground-rules
UGR’s are said to be most alive and well in the tearoom and in informal chats. UGR’s are found at all levels of the organisation – employees about their supervisors, supervisors about their managers / employees, managers about their CEO / employees. They may also involve external people such as beliefs about customers and visa versa.
UGR’s are often found interacting with the espoused organisational values relating to trust, respect, teamwork, responsiveness, service and organisational practices. They are often longstanding and resistant to change, however with effort and open communication these can be identified and strategies devised to overcome any negative UGR’s.
So, who is responsible for a positive company culture?
Company Culture Is Everyone’s Responsibility.
Company culture has really evolved over time. Previously, the CEO would commission the human resources (HR) to develop the company culture. The HR would then design campaigns that tout the company’s core values, vision and mission statements – highlighted by birthday cakes in the break room, employee surveys, and perhaps a few wellness programs.
But in today’s world of increased complexity, remote work, global competition, social accountability, and greater emphasis on Diversity, Equity and Inclusion (DEI), culture can no longer be delegated to a single department. It’s too impactful—and too important.
The truth is: culture isn’t a campaign. Culture is how people behave when no one is watching.
And that makes it everyone’s responsibility.
Such campaigns could be monthly birthday celebrations, engagement surveys, or even that free snack you enjoy having in the break room. The HR department would then report back to management on the reception of the campaigns by the employees.
But in today’s world of increased complexity, remote work, global competition, social accountability, and greater emphasis on Diversity, Equity and Inclusion (DEI), culture can no longer be delegated to a single department. It’s too impactful—and too important.
Here is our new reality…a culture where everyone in the workplace is involved and responsible.
The New Reality: Culture Is Collective
From the boardroom to the tea room, culture is influenced by every decision made, every interaction held, and every value lived out. It’s no longer something you “set and forget” or roll out via top-down initiatives. To build and sustain a strong, authentic culture, everyone must actively participate.
Let’s break down how different roles contribute to building and maintaining a thriving workplace culture.
- Board of Directors: Setting the Tone from the Top
The Board has a vital role in embedding culture into the fabric of organisational governance. Their role includes:
- Defining the vision and values the company stands for
- Overseeing alignment between culture and business strategy
- Holding leadership accountable for maintaining cultural integrity
- Ensuring culture supports long-term stakeholder interestsBy championing culture from the highest level, the Board reinforces its importance to the entire organisation.
- Senior Leadership: Living the Culture Daily
Leaders don’t just talk culture—they model it. Senior executives, especially the CEO, shape culture through:
- Strategic priorities that reflect company values
- Operational processes designed to support purpose-driven goals
- Everyday behaviours that serve as cultural signals to the wider workforceWhen leaders act with integrity, transparency, and empathy, they show the culture isn’t just words on a wall—it’s how things are done.
- Human Resources: Designing Culture-Driven Experiences
While culture doesn’t solely belong to HR, this department plays a key enabling role by:
- Creating frameworks and programs that embed culture into the employee lifecycle
- Offering training and development on culture-building skills
- Leading engagement and feedback initiatives to track and enhance cultural alignment
- Recognising and rewarding behaviours that support core valuesHR acts as the architect of the environment in which culture can thrive—but they can’t do it alone.
- Middle Managers: Bridging Strategy and Reality
Middle managers are the link between strategic vision and day-to-day execution. They help shape culture by:
- Translating leadership’s cultural aspirations into practical action
- Providing support and coaching to team members
- Enforcing standards while fostering trust and inclusion
- Offering real-time feedback to both leadership and employeesTheir influence on the employee experience makes or breaks the culture on the ground.
- Employees: The Cultural Bedrock
Every employee contributes to the company culture—through attitudes, decisions, and interpersonal behaviour. Employees play a part by:
- Reflecting company values in their daily work and interactions
- Giving feedback on what’s working (or not) in the culture
- Offering ideas and insights to improve culture and customer experiences
- Holding themselves and others accountable to shared norms
- Being ambassadors of the culture, both internally and externallyWhen employees feel empowered to shape culture, they also feel more connected, engaged, and proud to belong.
Final Thoughts: Culture Is Built Together
Culture is not a policy or a poster—it’s the lived experience of every person in the workplace. And that experience is shaped collectively.
To build a resilient, healthy, and values-aligned culture, companies must move from culture as a top-down initiative to culture as an all-in responsibility. When everyone contributes, culture becomes a powerful force for connection, performance, and long-term success.
Need support building a people-powered culture?
At ESN, we work with Boards, leaders, and teams to co-create workplace cultures that reflect your values and deliver results. Whether you’re navigating a culture reset or looking to embed inclusion and innovation into your core, we’re here to help you build from the inside out.
Let’s talk about how we can assist you to shape a stronger culture.
