“The only thing of real importance that leaders do is create and manage culture.” – Edgar Schein
Organisations want their leaders and managers to be authentic and positively impactful. At the same time, the leaders and managers want to work for an authentic and positively impactful organisation. However, there seems to be a gap that doesn’t allow this to happen under one roof. Most of the organisations struggle to pass the test called ‘great workplace culture’.
A great workplace culture is not built through perks or policies alone—it is shaped by everyday experiences at work. When leaders envision the best organization to work for, a few powerful ideas consistently emerge, people can be themselves, they are told the truth, their strengths are amplified, their work is meaningful, and unnecessary rules don’t get in the way of performance.
As Peter Drucker famously said, “Culture eats strategy for breakfast.” Even the strongest strategies fail if the culture does not support them. Employees thrive when they feel informed, trusted, and connected to a purpose beyond targets and timelines.
However, while these principles seem like common sense, few organizations truly live them. Building culture requires intentional leadership choices—balancing competing priorities and investing time and attention where it matters most: people.
A strong culture creates engagement, accountability, and resilience. It transforms daily work into meaningful contribution. As Simon Sinek puts it, “Customers will never love a company until the employees love it first.”
Giving a reason to the employees to enter the workplace with a smile, openness and hope every day, day after day, is achievable for companies with intention to do so.
