Introduction
“Your company culture is not what’s written on the wall — it’s what people feel when you walk out of the room.”
That quote hit me like a freight train during a leadership workshop. One of the newer team members said it with a smirk — but it landed like truth. I realized in that moment that everything I was doing (or not doing) as a leader was shaping our culture, whether I intended it or not.
I used to think culture came from HR, brand guidelines, or those snazzy laminated posters with buzzwords like “INNOVATION” and “COLLABORATION.”
Nah. Culture is way messier — and way more powerful.
Culture is a leadership product.
It’s a reflection of who you are as a leader. What you model. What you reward. What you ignore.
Let’s dig into how that works — and how you can start designing a culture you’re actually proud of.
What Does It Mean to Say Culture Is a Leadership Product?
Look — I’ve made the mistake of thinking I could communicate culture into existence. I tried to fix low morale with new Slack emojis and themed happy hours. Didn’t work. Because culture isn’t about the perks.
It’s about the patterns.
Your people watch how you react to conflict. How you handle mistakes. How you treat those with less power. That’s what sticks. That’s what teaches.
- If you’re calm in chaos? That’s part of your culture.
- If you prioritize clarity? That becomes the norm.
- If you cut corners? That spreads too.
Every leader leaves a trail. Culture is just the path you make — and the people who follow it.
The Hidden Culture You’re Already Creating
Here’s the scary part: You already have a culture, even if you’ve never defined it.
When leaders don’t take ownership of culture, a “shadow culture” forms — one built on what actually gets rewarded or ignored.
I once worked with a team that said they valued collaboration… but every bonus and promotion went to solo stars who hoarded credit. Guess what people started doing? Yep — playing solo.
If your values don’t match what’s being felt, you’re not leading. You’re branding.
How Executive Behavior Sets the Tone
Your team feels your patterns. Every. Single. Day.
- If you speak with respect — they’ll mirror it.
- If you gossip — they’ll whisper behind closed doors.
- If you stay consistent during chaos — they’ll stay grounded too.
I had a moment where I lost my cool on a Zoom call — just one time. But weeks later, I noticed my team walking on eggshells. I didn’t need to say it again — my one outburst trained the tone.
That’s the weight of executive behavior. It’s culture in action.
Designing Culture on Purpose
So how do you shape a culture that actually reflects your values?
Here’s what’s worked for me and my clients:
- Clarify your top 3 leadership values. Mine are truth, autonomy, and curiosity.
- Build rituals around them. Weekly wins to celebrate truth-telling. 1:1s that ask “what do you need?” to nurture autonomy. Team reviews that focus on learning — not blame.
- Integrate values into systems. Hiring. Feedback. Conflict resolution. Make the culture tangible.
- Reward behavior, not just outcomes. Someone hit a goal by violating a value? Not a win. Culture is built in the how, not just the what.
You don’t need to be perfect — you just need to be intentional.
Tools to Audit and Evolve Culture
You can’t improve what you don’t examine.
Here are some simple tools I swear by:
- Culture Surveys. Not just “are you happy here?” Ask: “When do you feel most aligned with our values?”
- Exit Interviews. They’ll tell you what no one else will. Pattern match over time.
- Leadership Journals. Once a week, jot down: “What did I model this week? What unintended messages might I have sent?” That alone will shift everything.
Culture is dynamic — it changes as you change. That’s not bad. That’s leadership.
Building a Culture That Lives Beyond You
If your culture dies when you’re not in the room, it was never culture — it was compliance.
Want real longevity? You need systems and culture carriers.
- Identify and empower team members who live the values.
- Document key rituals and why they matter.
- Build onboarding that doesn’t just teach rules, but story. Culture needs narrative.
The best leaders don’t make the culture revolve around them. They build a container that can hold others — even long after they’ve stepped aside.
Conclusion
Culture isn’t fluff. It’s the water your people swim in every day.
And whether you’re intentional about it or not, it’s already being built — through your reactions, your routines, your presence.
So if you want a better culture, don’t just print new posters or talk about values at all-hands meetings. Start modeling. Start noticing. Start designing.
Because in the end?
Culture is a leadership product. Make it one you’re proud of.
