Create a Strong Business With a Healthy Organizational Culture

Last Updated on January 24, 2022 by Owen McGab Enaohwo

How to Create a Strong Business With a Healthy Organizational Culture

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Is there too much gossip, unfriendly competition, and chronic absenteeism in your company’s office?

Working in an office where these three elements exist is a clear sign of poor organizational culture.

Collectively, these toxic traits paint a picture of a company’s personality (or culture). An organization’s culture is a make-or-break factor. It has the power to positively or negatively influence top managers down to ordinary employees.

Most companies are now grasping the true meaning of a winning culture. A strong culture improves productivity and employees’ engagement.

When there’s better employee engagement in an organization, profits soar, efficiency increases, and companies experience high retention rates.

Not only that, a winning company culture leads to effective recruiting. According to a recent survey, nearly 33 percent of U.S. workers would turn down a perfect job if they found out the company’s culture was not a good fit.

Changing your company’s culture won’t be easy, but it is worth the effort. You’ll experience positive results and scale your company to greater heights.

How to Create a Strong Business With a Healthy Organizational Culture

Chapter 1: What is Organizational Culture?

Chapter 2: The Types of Organizational Culture

Chapter 3: The Importance of Organizational Culture

Chapter 4: How to Fix a Defective Organizational Culture

Chapter 5: Problems Beyond the Organizational Culture

Chapter 6: How SweetProcess Can Help You Improve Your Organizational Culture

Chapter 7: The Role of Management in Organizational Culture

Chapter 1: What is Organizational Culture?

What is Organizational Culture?

Organizational culture refers to the shared practices, attitudes, goals, and values of an organization and its employees.

You can tell an organization’s culture by the decisions they make, the values they believe in, and how its employees interact with each other—or where they see the organization going, and what they’re doing to get it there.

The leadership style of top management can affect the quality of a company’s culture. If employees work in an environment where information gets around freely, they’ll enjoy communicating with each other.

If, on the other hand, they’re afraid of the boss, they’re much more likely to leave—or worse, continue working in the company but underperform.

Your organization’s culture can turn into the greatest strength or the most harmful weakness you can possess.

How Does Organizational Culture Work?

It takes deliberate effort for an organization to develop a winning culture. At times, a winning organizational culture is a result of years of accumulation of positive or negative decisions made over time.

When you have a strong organizational culture, your employees know what to do and when to do it. They also act accordingly because they understand the expected outcomes and behaviors of your organization.

Different organizations have different organizational cultures, including:

  • Clan culture (people-oriented and friendly)
  • Market culture (results-oriented and competitive)
  • Hierarchy culture (process-oriented and well structured)
  • Adhocracy culture (more dynamic and entrepreneurial)

A company with a traditional management style of leadership has clear, well-defined job opportunities. But employees can’t advance beyond these opportunities unless they first go through a transfer or promotion process.

Employees in workplaces with a more relaxed work approach have the freedom to take on new projects and roles—as long as time permits them.

A case in point is Netflix.

Netflix sums up its culture in a simple “people over process” philosophy. Judging from their organizational culture document, Netflix values:

  • Impact
  • Integrity
  • Inclusion
  • Innovation
  • Selflessness
  • Passion
  • Courage
  • Curiosity
  • Communication
  • Judgment

Netflix employees must uphold these values each time they interact and take action that leads to a creative, collaborative, and successful company.

By the way, always pay attention to culture when choosing potential employers—and especially when looking for a company that’s fun to work for.

Chapter 2: The Types of Organizational Culture

The Types of Organizational Culture

Let’s now dive into the type of organizational culture that (currently) exists in your company. Here are four main types of organizational culture:

Type #1 — Clan Culture

Clan culture’s main focus in a company: Mentoring and bringing people together.

Qualities defining clan culture: Creates a flexible nature in the company. Also focuses on integrating everyone in the company’s internal operations.

Philosophy: “We’re a big team. So we do everything together.”

The clan culture, as the name suggests, is people-oriented. This culture brings people together and creates a sense of one big happy family.

A people-oriented culture makes working together easy because communication is its top priority. In such a culture, everyone also feels so valued and appreciated.

This culture is designed to break down communication barriers that may hinder progress in an organization.  When there’s communication flow in your organization, mentorship opportunities arise.

Organizations that embrace the clan culture are flexible to change, and most often are action-oriented which effectively encourages teamwork.


  • Creates great possibilities for market growth
  • Develops a highly adaptable environment
  • Makes for happy employees (that attract happy customers)
  • Boasts high employee engagement rates


  • Clutters the day-to-day operations of a business, especially when integrated with the horizontal leadership structure
  • Gets difficult to maintain when the company grows

How to create a clan culture in your company: Since this culture is people-oriented and relies on communication, your first step, thus, is to focus on your employees.

Start by communicating to your team of employees, then remind them you’re open to feedback. During communications, find out their ideas on growing the company, what changes they’d like to see, and what they value most. Next, consider all their thoughts and note them down. Then put them into action.

Type #2 — Market Culture

Market culture’s main focus in a company: Encouraging healthy competition and fostering rapid growth in an organization.

Qualities defining market culture: Creates stability and control in a company. Concentrates on external success rather than internal satisfaction of an organization.

Philosophy: “The more profits we make, the better.”

The market culture leans toward making profits for the company. Because of this, every company decision is made with the bottom line in mind.

Every leader’s position must align with the company’s bigger goal—and chances are, employees and leaders don’t team up to make internal decisions.

In short, market culture is more results-oriented than people-oriented. As such, it focuses attention on external successes rather than employees. A market culture emphasizes getting results, meeting targets, and reaching quotas.


  • Generates profits and success for companies that adopt a market culture
  • Since market culture focuses on external success, employees can get behind key objectives and work to improve them


  • Employees don’t engage with their work, and they hardly live up to their purpose in the organization whatsoever
  • Every decision is tied to a number (not people) including positions, projects, and all-important company decisions

How to create a market culture in your company: Since every key decision in the market culture centers on the bottom line, your first step, therefore, is to consider positions in your organization.

Start by calculating your company’s ROI (return on investment) of each position then assign production standards. Make sure to reward the top employees who perform well to encourage better performance.

Type #3 — Hierarchy Culture

Hierarchy culture’s main focus in a company: Developing proper structures and stability in an organization.

Qualities defining hierarchy culture: Focuses on key internal operations of a company. It aims to bring great stability and control to an organization’s operations.

Philosophy: “Let’s do things right.”

The hierarchy culture is more stable but doesn’t tolerate risks. Organizations with this culture often stick to a traditional corporate structure.

That means they stick to a traditional way of doing things, including following a certain dress code for its employees.

These companies have strict structures with a clear chain of command and several management levels, which separate employees from high-ranking managers. This explains why hierarchy culture guarantees stability.


  • Adheres to a clear direction thanks to prioritizing internal organization
  • Clearly defines company processes catering to the company’s goals


  • Leaves little room for creativity (thanks to the rigid hierarchy culture)
  • Organizations with a hierarchy culture are often slow at adopting change
  • Doesn’t encourage employee feedback (because the culture prioritizes the company over employees)

How to create a hierarchy culture in your company: The first step to establishing a hierarchy culture is to seal loopholes in your business processes. For example, fill all the gaps in your company’s chain of command. Then effectively develop both long-term and short-term goals for each team and department in your organization.

Type #4 — Adhocracy Culture

Adhocracy culture’s main focus in a company: Taking risks and encouraging organizations to continually innovate.

Qualities defining adhocracy culture: This culture centers on the external operations of a company. It’s also more flexible and offers people discretion.

Philosophy: “Risk it to win it.”

Adhocracy encourages organizations to innovate more. Companies embracing this culture have a big appetite for cutting-edge innovations—and they’re always looking to create the next big thing before anyone else.

That said, you can’t innovate without taking risks. That’s why adhocracy values creativity such that it encourages employees to think outside the box and continually bring new ideas to the table.

Adhocracy culture focuses on a company’s external processes. That means new and creative ideas are tied to the rapid growth of a company—and its success.


  • Brings in more profits (and contributes to massive “creative notoriety”)
  • Motivates employees to go above and beyond
  • Helps develop new and creative ideas all the time
  • Justifies development of more opportunities in a company


  • Chances of new ventures taking flight are slim (because of taking risks)
  • High risks may hurt business over time
  • Mounts immense pressure on employees to constantly innovate
  • Fosters unhealthy competition

How to create an adhocracy culture in your company: To establish an effective and genuine adhocracy culture, your company needs to develop a high-risk business strategy which is more challenging in every sense.

But that notwithstanding, you can still come up with a clear (high-risk) strategy by setting up brainstorming sessions with employees.

Give them a chance to share their big ideas on the best strategy your company should adopt. Then reward employees with the best strategies and ideas.

The Effects of a Negative Organizational Culture

So many underlying factors can spark off a negative company culture. If these factors aren’t contained, they spill over into employees’ lives affecting your entire business.

Here’s how:

Lack of Moral Leadership

A company with a negative culture models managers with a lack of moral leadership. Employees then end up emulating this bad behavior, and see no reason in striving to become better.

Eventually, there’s a lack of teamwork and collaboration, limiting the company’s potential to grow or enhance its performance.

Bad Behavior Flourishes

A laid-back culture that tolerates indiscipline creates room for bad behavior to prosper, giving other employees reason to behave the same way. If you don’t maintain order by disciplining employees who are out of line, the behavior will soon run rampant (and spill over to ethical employees).

Lack of (Honest) Discussions

Unhealthy organizational culture that discourages honest discussions allows bad behavior to spread over to other employees unobstructed. Your company should encourage employees to report problems and protect whistleblowers. That way, you’ll model a company that’s ethical from top to bottom.

Destroys Trust

A poor organizational culture that promotes unethical behavior (both inside and out of the workplace) destroys trust.

And a lack of trust fuels a culture of division and fear in the workplace, creating barriers within an organization and beyond it.

Chapter 3: The Importance of Organizational Culture

The Importance of Organizational Culture

Your organizational culture matters a great deal.

Not only does it impact business performance and success, but also how the world views your company.

Let’s look at the seven reasons your organization needs a winning culture.

1. To Increase Employee Productivity

Does your company culture encourage employees to feel connected with each other and feel happy about the work they’re doing? If not, improve (or exhaustively review) your organizational culture.

To review your organizational culture, start by improving your employee engagement. Engagement is what drives employees’ productivity levels—plus everything they do with and for your organization.

An employee with low engagement only works for money. They come to work to get paid. Nothing more. They do just enough to make sure they’re not fired. They have a “check the box” mentality for each task they handle.

On the flip side, when an employee is highly engaged, they work as if they own the company. They’re passionate and care deeply about the company’s results.

2. To Promote the Well-Being of the Employees

According to Forbes, organizational culture decides how well your business performs, and has a direct impact on your employees’ well-being.

A healthy organizational culture addresses these two areas and tries to find a balance between them based on your organization’s values.

If your company pushes employees to increase performance to certain limits while overlooking their well-being, review your culture. Stressing maximum performance, in some instances, may not be a problem, but it’ll negatively impact your business.

Your employees’ well-being strategies are powerful enough to boost your company’s earnings. If your employees feel valued—as in, your company considers their physical and mental health or well-being—they become more productive, thus boosting profits.

That said, introduce strategies to improve well-being the right way, for the right reasons, and at the right time. These strategies include:

  • Flexible working options (such as telecommuting, remote working, customized working hours, flexible vacation time, and part-time positions)
  • Giving employees a voice to shape their working environment (for instance, make active listening a priority, give feedback for future performance, provide transparency, and recognize and reward participation)
  • Supportive management (or leadership) behaviors (such as being polite and considerate, treat each employee as an individual, show acceptance, and be patient and helpful when giving explanations)

Introduce these strategies in your company more holistically and consistently, while giving your organizational culture room to create a great environment for your employees’ success.

3. To Define Your Business Identity

People just need to look at your organizational culture to understand how your company does business, how it interacts with customers, and how your employees work together to enhance the performance of your business.

Before you create an organizational culture, think about all the aspects your business will have on your employees and customers.

First, have a good work-life balance. Discover what will make the culture more valuable to your workers and customers. Organizational culture is all about representing the way you do business.

Remember, it’s your company’s image and identity you’re dealing with here. It matters how your employees and customers view it.

4. To Encourage Teamwork Among Employees

A successful organizational culture aims to unite employees together and align them. When you have a clear organizational culture, employees feel the need to come together and work as a team.

It sets expectations for their behaviors and teamwork abilities, and how well they should perform while working as a team. By encouraging teamwork among employees, organizational culture can greatly enhance decision-making processes and workflow in a company.

Also, it can break down communication barriers between teams in an organization. On the flip side, a toxic organizational culture does the opposite—breakdowns communication.

5. Assist in Easy Onboarding of New Employees

Organizational culture can assist with onboarding new employees to your business. New hires are looking for a culture that’s a good fit. Your organizational culture is like a guiding force to them.

It’s crucial that your culture assists in the easy onboarding of new employees.

According to Forbes, most people aren’t happy in their workplaces. Many perform poorly (and deliver poor results) because they never took time to consider if the company’s culture is a good fit.

As an employer, if you consider the needs of new employees and acquire them in the right way, your onboarding process should:

  • Accommodate them (and help them do real work)
  • Embrace them into the company (so they fit with your culture)
  • Speed up their progress (so they can deliver the best results for your company)

6. To Promote a Competitive Advantage

Create an attractive organizational culture that aims to elevate and improve the lives of your employees. Then sit back and watch them (employees) go the extra mile for your business.

That’s how you develop real, tangible benefits for your organization.

If your employees are happy, they’ll not hesitate to go above and beyond for your organization and customers. If they put in more work and work smarter than other employees, then you and your company win.

Employees want your company to value them. They want to make a beautiful difference for your organization—so at least to make their voices heard, create a positive change, and believe in your company’s mission.

7. To Decrease the Turnover

Employees will choose to stay at your organization if they feel a sense of belonging and community. That’s what they look for in a company.

But if they feel like a cog in a wheel (employees in high-turnover organizations often have this feeling) they won’t spend enough time on the job to create relations. High employee turnover also impedes any chances of building teamwork in a company.

Most top-performing employees will admit to staying in a company because of the people they work with. Creating an organizational culture that pays more attention to people will hold more appeal any day.

A people-oriented organizational culture connects employees, provides unique experiences for everyone in the workplace, boosts productivity, and enhances employee engagement. In other words, it helps you retain your best people.

Chapter 4: How to Fix a Defective Organizational Culture

How to Fix a Defective Organizational Culture

Your type of culture can make or break your organization. It can even become your greatest strength or harmful weakness. If you wish to establish a healthy culture for your organization, weed out toxic work cultures and fix them.

Here are five steps on fixing a defective company culture:

Step #1 — Poor Communication

The problem: Poor communication is among the many tell-tale signs of toxic work culture in an organization. The way communication flows between employees and managers affects the culture—and even impacts the bottom line.

Poor communication in a company not only hinders growth, but also suffocates ideas, reduces productivity, and creates a dark cloud in the workplace (which promotes unhappiness and low energy levels).

The fix: Break down all the communication barriers between teams of employees and within teams, and ensure communication flows well. Also, as a manager, create an open-door policy to foster effective communication.

Employees are often encouraged to communicate when top managers invite them to communicate more about everything.

Such transparency creates better employee engagement, which works wonders for any organization. Changing age-old styles of communication in a company can take time but it’s worth every effort.

Step #2 — Regular Conflicts

The problem: Regular conflicts in a company stem from a toxic culture that breeds animosity between employees. This animosity often develops when you make competition the focal point of your organizational culture.

Don’t get us wrong, healthy competition is good for business. It helps grow your company, improve performance, and motivate employees. But if that’s all your employees focus on, regular conflicts will become a daily thing.

The fix: Avoid placing too much value on performance and your employees will cease being so competitive with each other.

It’s okay to want to have a company full of top performers, but what good will it serve your company if they’re constantly at loggerheads? Pitting employees against each other undermines their value and frustrates them to the core.

Rewarding their efforts works as well—not with monetary rewards, but with prizes centered on wellness such as taking an extra day off, gift cards to a favorite hotel, or paying for a fitness class for them. Encourage employees to thank each other too.

Step #3 — Employees Aren’t Satisfied

The problem: High rates of lateness and absenteeism among employees is a clear sign of a toxic organizational culture.

When employees show up late for work (or don’t show up at all), that should tell you they’re either lazy or unsatisfied—or disinterested and not passionate about working with you. These negative qualities can deeply hurt your company’s culture.

The fix: Ensure managers and top officials show up early for work and are never late. Employees pick up habits and learn from top management. If managers show up half an hour late, employees will soon follow suit.

Next, talk to repeat offenders. Try to find out why they’re often late or out of the office. Probably they have an issue affecting their work schedules such as dropping kids at school or commuter restrictions. Whatever the issue, adjust their work hours.

Step #4 — Gossiping Among Employees

The problem: Office gossiping is a serial time waster that draws a wedge between employees—and divides them into groups fighting each other regularly. This creates a toxic culture in the workplace that encourages distrust and hate.

The fix: If office gossip runs rampant, address the issue right there and then. Cherry-pick the individual mostly involved in running the cogs of the rumor mill and have a sit-down with them.

Then later address the entire office and let each employee know that office gossiping will attract a dire consequence next time.

Step #5 — Lack of Core Values

The problem: The lack of core values is a sign of toxic company culture. Core values are the main drivers of an organization.

When these values are absent it means your company is flying blind without a sense of direction. It’s scary because soon, more unwanted subcultures will form and weaken your company’s success.

The fix: Come up with a list of core values for your business, which will help you achieve your goals. Don’t promote them just yet to your long-term employees, HR managers, and other senior executives unless you’ve aligned them to these core values.

Go over the values once more with your team to help inspire a positive and cohesive culture, attitude, and behavior. Use these core values when hiring new employees to ensure they share the same values as your team.

Chapter 5: Problems Beyond the Organizational Culture

Problems Beyond the Organizational Culture

While transforming your company’s culture is a major win for both you and your employees, the process attracts several challenges, including:

1. Employees’ Unwillingness to Change (Thanks to Unspoken Rules)

Problem: Employees tend to do tasks in a certain way within the company. That’s because they’ve performed these tasks for years resulting in a specific organizational behavior governed by unspoken rules or norms.

These unspoken rules are hardly known until they’re broken. This happens a lot and many employees think it’s acceptable within an organization.

While there’s nothing wrong with breaking unspoken rules, they can, however, block communication flows, derail creativity, and impede innovation.

Unspoken company rules create a false sense of harmony as well. This could have you and your employees fail to notice inefficiencies within your company—hindering teamwork, communication, and efficient collaborations.

Solution: Employees’ unwillingness to change is driven by fear of change. Invite all members into the business process to create space for everyone. Then ensure to over-communicate each step so that employees know their roles and what to expect.

2. Competing Priorities Due to Limited Time

Problem: Most employers want to develop strategies to improve their company culture. But managing these strategies comes with a set of internal and external challenges.

Internal challenges include:

  • Competing priorities
  • Lack of teamwork
  • Lack of resources

External challenges include:

  • Customer insights
  • Stiff competition
  • Shifts in markets

While addressing external challenges is essential, properly managing the internal demands of your company is what will improve your organizational culture.

Most times leaders don’t prioritize internal challenges due to limited available time. So, they end up working on external over internal demands, affecting productivity levels and focus.

Solution: As a leader, balance the organization’s well-being and achieve your business strategies and goals. Doing so will help your team effectively prioritize what’s important and what’s urgent instead of making your team turn to guesswork.

3. Management Lacks Urgency in the Absence of a Crisis

Problem: Companies realize (albeit too late) their need for a change of culture when responding to a visible crisis. But when there’s no visible crisis, a change of culture is met with a lack of enthusiasm and urgency.

Yet, it’s during these calmer times that companies should focus on opportunities to change (or improve or upgrade) their organizational culture.

As long as leaders have a wait-until-a-problem-occurs mindset, the organization’s culture will always operate from a reactionary standpoint which obstructs vision and impedes innovation.

Solution: Work on changing your company culture in the absence of a crisis. Don’t wait to make changes later.

Do so right now before a crisis comes along in the future. Envisioning a crisis is the work of a proactive leader who works closely with stakeholders at all levels of an organization to create possibilities and achieve company goals.

4. Poor Communication Due to Strict Management Levels

Problem: Hierarchies affect your organizational culture, sometimes even hindering communication flow and obstructing innovation in a company.

As such, information is obstructed from reaching all the levels of a company, causing managers to remain rigid and subsequently undermining other employees (below their management level).

This rigidity affects transparency in an organization, forcing communication channels to operate on a need-to-know basis. Of course, this type of culture is not only suppressive but also blocks the sharing of crucial ideas.

Solution: Make sure to create a company culture that operates on trust with open lines of communication.

To effectively create such a culture, an organization must embrace transparency and change behavioral values, beliefs, and norms to foster a smooth flow of info from top management down to ordinary employees.

Chapter 6: How SweetProcess Can Help You Improve Your Organizational Culture

How SweetProcess Can Help You Improve Your Organizational Culture

SweetProcess is a leading business process improvement software solution. It’s a premium service that not only stands out but also offers businesses an attractive platform to create and monitor processes.

The software tracks business processes, improving efficiency and delivering great results. SweetProcess also brings clarity to employees executing the business processes using enhanced images for proper visualization.

On the SweetProcess platform, you can assign different tasks to each team member, and you can even streamline processes as well, leading to improved performance, productivity, and overall business growth.

SweetProcess software also helps improve organizational culture by prioritizing timely and respectful feedback from employees. Also, the software gives employees flexible working schedules leading to employee engagement.

How Altvia Enhanced Employee Performance and Organizational Culture with SweetProcess

Ben Hendershot, the chief operating officer at Altvia, was clueless on ways to streamline his business processes. He was convinced finding the right operational tool was an issue—until he tried out SweetProcess.

Hendershot said using SweetProcess was a great idea for his business. He was also impressed that SweetProcess was a cloud-based software, which came in handy when he quickly needed to update files and track business activities.

SweetProcess also made an impact on his company by fostering a seamless employee onboarding and training activity. He touts the software as being efficient and helping in accessing the company’s day-to-day operations.

He believes the software helped in establishing their culture. They can now start onboarding new employees who understand their roles and core values. Hendershot confirms, “SweetProcess will help you with [culture].”

How SweetProcess Streamlined Stone & Wood Operations by Structuring Its Culture

Thomas Parker, quality assurance and sensory coordinator at Stone & Wood Brewing Co., hailed SweetProcess for enhancing the efficiency of employees.

His company previously struggled with an ineffective system. But things are now far easier to execute thanks to the SweetProcess software that “[Employees] can access from their phone.”

Parker says updating work procedures and processes posed great challenges for his employees. Their outdated business process later compromised the company’s production system, forcing the team to start over again—wasting precious time and resources in the process.

Parker desperately needed to get things right. That’s how he discovered SweetProcess software.

What impressed Parker the most was the software’s ease of use and its flexible sign-up process. SweetProcess simply enhanced its cultural organization by improving how communication flows.

The organization now provides, with the help of the software, its employees with the relevant information they need to work. To put it another way, SweetProcess repositioned Parker’s company’s operations for the better.

How Spark Marketer’s Enhanced Employee Performance Empowered Its Organizational Culture

Carter Harkins, the co-founder of Spark Marketer, positively shifted his company’s growth gears after adopting SweetProcess.

Harkins was struggling with a lack of proper documentation process for his business. To get tasks done, employees relied on traditional ways of doing things, which sparked confusion in the workplace.

Spark Marketer didn’t have a reliable system to track employees’ performances. Harkins reveals employees’ lack of confidence in their performance (and lack of proper structures) negatively affected his business as many quit working at an instant notice.

Then SweetProcess happened.

This software changed the game for Spark Marketer as they could now simplify process documentation, enhance seamless employee training, and improve the company’s culture (through effective change management).

Harkins is enjoying the result-oriented SweetProcess software, but more importantly, he’s glad operations and performances at his company improved.

Do you also want to improve performance, streamline operations, and foster an ideal culture? Sign up for a 14-day free trial (no credit card required) with SweetProcess to experience the same opportunities and benefits.

Chapter 7: The Role of Management in Organizational Culture

Top management can greatly affect a company’s culture. True leaders, for example, spend precious time inspiring employees and positively influencing the company’s culture. But how do they pull that off?

1. They Listen

True leaders in an organization spend time observing the little details in the work environment, including teamwork abilities, employees’ morale, and their behavior. A good leader observes these things (and more) to help improve business processes.

2. They Balance Teamwork With Company Culture

Some people in the workplace can make fast friends, and even form small groups of people focused on achieving similar goals. The best leaders can see team-building opportunities in such groups—but they also know how to encourage teamwork cooperation and sharing of information across all levels.

3. They Encourage an Open Culture

Most successful organizations are those whose leaders inspire an open-door policy where company hierarchies don’t matter or recede into the background.

True leaders encourage (and understand the power of) an open culture in an organization. Employees enjoy working in an environment where they feel valued, can pose quick questions to top (and powerful) management, and receive feedback from them with ease.

4. They Take an Interest in Their Community

True leaders don’t just create a sense of belonging and community, they take an interest (and are active) in the community, which plays a major role in building an ideal company culture. There’s more to people than their careers.

Sometimes people want to belong to an active community that supports a charity or gives charitable time and money to help a goal-oriented course. True leaders encourage giving time to such communities as they know it inspires civic participation.

5. They Help Employees Find Meaning and Value in Their Roles

It takes a true, gifted leader to help employees understand their roles in an organization. These leaders often take time to study the company’s core values and start from there.

Whatever the problem an employee is facing, leaders should help employees understand that their roles can positively impact the company’s mission.

6. They Encourage Great Results

A true leader encourages great results without making employees feel like they’re mere cogs in a wheel of a profit-making machine.

What’s the point of working if all you feel is used? Where’s the fun in that? True leaders will ensure you develop more positive relations in the company, and have fun working with other employees.


Developing an attractive company culture takes time, deliberate effort, and resources. But it’s worth your while.

Why? Because it has a powerful impact on your business processes, employees’ productivity and engagement rates, even company profits.

Given that almost 30 percent of Americans spend their lives at work, it stands to reason that people care about where they work—and which companies they spend time with.

If your company has a great organizational culture, they’ll more likely prioritize your culture (and company) over high salary in an organization with a toxic work culture. A great culture attracts top-performing employees who share similar passions.

Do you want to develop an attractive organizational culture? SweetProcess can help you achieve your goals. Sign up for a 14-day free trial today (no credit card required). Then download our Perfect Organizational Culture Creation Checklist to guide you on how to develop an ideal culture for your company.

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