One of the surest ways to burn money is to invest in a culture initiative. Culture often gets treated as something that can be improved with workshops and by by hanging up posters reminding people of company values. But in reality, culture is not something you can directly build. It’s an output—a reflection of how your business operates day-to-day, shaped by the systems, processes, and leadership behaviors that drive results.
If you want to influence your company’s culture, you need to stop treating it like a standalone initiative. Instead, align your leadership approach and business strategy to create the conditions that shape culture. Here’s how to approach it.
Culture as an Output, Not a Goal
First, culture is not an end goal in itself. You don’t “build” culture in isolation. Instead, culture reflects the behaviors, values, and norms that naturally emerge from how your organization operates. The way people work, communicate, and make decisions all reflect the culture.
Culture forms from the way leaders manage teams, set expectations, and implement strategy. If these foundational elements are misaligned, no amount of initiatives will fix the culture. Leaders need to stop thinking they can mandate culture changes through workshops or speeches. Instead, focus on what drives culture—your leadership style and business processes.
People-Centric Leadership
One of the biggest drivers of culture is leadership. Specifically, leaders who prioritize people-centric practices create a culture of trust, accountability, and engagement. This means taking a genuine interest in the people you lead—not just as employees but as individuals with unique needs, motivations, and aspirations.
Leaders who engage in regular performance reviews, provide meaningful feedback, and offer support build toward a high-performance culture. These actions show that leaders care about their team’s growth and development, reinforcing a positive, people-centered environment.
On the other hand, a lack of transparency, inconsistent feedback, or poor communication breeds mistrust and disengagement, leading to a toxic culture. Leaders must be conscious of how their behavior directly influences the workplace atmosphere.
Adjusting Management Systems
Your systems and processes also play a critical role in shaping culture. If your current structures hinder performance or create friction, they’re negatively impacting culture. Processes that are too rigid, slow, or inefficient frustrate employees and kill motivation.
Leaders need to assess whether the systems in place support or stifle performance. Are there outdated management systems that need to be revamped? Are there bottlenecks in decision-making processes that frustrate employees? Culture will naturally improve when people feel empowered to do their jobs effectively without unnecessary obstacles in their way.
Bringing Values to Life
Lastly, if you want your culture to reflect your company’s values, you need to make those values actionable. It’s not enough to have a set of values written on the wall. There must be clear expectations of how those values show up in everyday work.
Leaders should regularly communicate and reinforce these values, making sure they are tied to real-world actions and decisions. For instance, if “innovation” is one of your core values, do you give your team the freedom and resources to experiment and take calculated risks? If “collaboration” is a priority, are your teams structured in a way that fosters cooperation rather than competition?
The Intersection of Strategy and Culture
Ultimately, culture and business strategy are two sides of the same coin. When leaders align their strategy with their desired culture, they create an environment where the business goals and everyday behaviors reinforce each other. A people-centric leadership approach, combined with structures that support performance and clearly articulated values, helps drive the cultural changes that lead to sustained success.
Leaders should focus on what truly creates culture: leadership actions, management systems, and the alignment of values and business goals. High-performance cultures emerge from intentional decisions and thoughtful leadership, not from feel-good initiatives.
Main Image by Antenna