Who Mentioned the ‘C’ Word
The Overuse of the Word "Culture"
In today’s corporate world, the word culture is everywhere. It’s touted in boardrooms, splashed across mission statements, and used as a rallying cry for employee engagement and organisational transformation. While this focus on culture might seem promising, its overuse has led to a dilution of its meaning. Many organisations use the term without truly understanding its essence or how to cultivate it authentically.
The True Meaning of Culture
One common issue is the misunderstanding of culture as engagement. Employee engagement refers to how connected, motivated, and committed employees are to their work and workplace. Experts in culture measurement, Human Synergistics refer to Organisational Culture as the shared values, beliefs, and behavioural norms that shape how people interact, collaborate, and approach their work within an organisation. While culture and engagement are interconnected—healthy cultures tend to foster high engagement—they are not the same. Treating engagement as a proxy for culture can lead to surface-level solutions, like perks or recognition programs, that fail to address deeper systemic issues.
For many organisations, culture has become a buzzword rather than a deliberate practice. Leaders proudly proclaim their commitment to “building a great culture” but struggle to articulate what that means. Culture isn’t a free lunch, a ping-pong table, or an annual team-building retreat. It’s the unspoken norms, the way decisions are made, and how people are treated when no one is watching. It’s the behaviours leaders model every day. Yet, too often, companies skip the foundational work of defining their culture and instead default to vague statements like "we value collaboration" or "we’re customer-focused."
Why Measure Your Culture
The reluctance of organisations to measure culture further compounds the problem. Measuring culture involves asking hard questions: Are employees treated with respect? Are values truly lived out? Is there psychological safety for innovation and honest feedback? Unfortunately, many leaders fear that shining a light on these areas might expose weaknesses or reflect poorly on their leadership. This apprehension often stems from the mistaken belief that culture measurement is a critique rather than a diagnostic tool.
However, what if organisations reframed this fear? A willingness to measure culture—and confront the data—signals strength, not weakness. It shows a commitment to growth, a recognition that no organisation is perfect, and a desire to lead with transparency and integrity. Ignoring culture problems doesn’t make them disappear; it only allows them to fester. Leaders who embrace the opportunity to assess and improve their culture often see dramatic benefits, from enhanced employee satisfaction to improved performance and profitability.
Culture Is The Game
The overuse of the word culture isn’t inherently bad; it reflects a growing recognition of its importance. The challenge lies in moving beyond lip service. Culture is not an accessory to business strategy—it is the strategy. Former IBM CEO Lou Gerstner, after leading a successful turnaround of IBM during the 1990’s stated in his book Elephants Can’t Dance, “I came to see, in my time at IBM, that culture isn’t just one aspect of the game — it is the game.” To create meaningful change, organisations must stop treating culture as a vague ideal and start treating it as a measurable, actionable element of their operations.
True culture transformation requires intentionality, courage, and a willingness to be uncomfortable. It’s about aligning values with behaviours, fostering environments where people thrive, and being honest about what isn’t working. When businesses stop overusing the word and start doing the work, culture becomes more than a buzzword—it becomes their greatest asset.
The key to sustaining this transformation is developing leaders who not only understand the elements of a constructive culture but also have the skills to lead their teams in fostering constructive behaviours. These leaders must balance encouragement and accountability, reinforcing actions that align with organisational values while addressing those that fall short. Constructive leadership isn’t about avoiding tough conversations; it’s about approaching them with empathy and a commitment to growth.
Investing In Leadership
Leaders who model constructive behaviours set the tone for their teams. By demonstrating clear communication, emotional intelligence, and a commitment to shared goals, they inspire others to do the same. At the same time, they hold their teams accountable, ensuring that performance and behaviour standards remain aligned with the culture’s values. This balance of support and accountability creates a foundation of trust and drives sustainable success.
Investing in leadership development is not just an investment in individuals but in the organisation’s culture as a whole. When leaders are equipped to nurture constructive behaviours, they amplify the impact of cultural transformation, turning culture into a competitive advantage that propels the entire organisation forward.
If your organisation seeks to develop leaders who foster a constructive culture and inspire their teams, connect with the experts at Grace Curve Consulting. We specialise in cultivating leaders who genuinely care for their people and leverage a constructive culture as a powerful competitive advantage.