Business leaders, can you share a strategy you've implemented to improve company culture and how it has impacted your organization?

Question

Exploring effective strategies to enhance company culture, this article unpacks various expert-recommended approaches. From operational rhythms to the importance of transparency, readers will find actionable insights to foster a positive work environment. Dive into these expert-backed techniques to cultivate a thriving and inclusive company culture.

Tia Smith · Answer

One strategy I've successfully implemented is embedding culture into the organization's operational rhythms--treating it as a business lever, not an HR initiative. During a period of rapid scale, we tied each cultural value to a quarterly business objective, ensuring alignment at every level. For example, "Customer First" wasn't just a slogan--it became a KPI tied to response times, NPS scores, and even how we rewarded cross-functional collaboration. This approach ensured that culture wasn't abstract or aspirational--it was measurable, visible, and actionable.
Equally important was creating space for authentic, two-way connection between employees and senior leadership. We launched a program called Culture Convos, which gave small groups of employees the opportunity to join live video chats with members of the Executive Leadership Team. These weren't scripted or heavily moderated--they were real conversations that encouraged openness and connection. Topics ranged from The Summer of Values (exploring how values show up in daily work), to The Next Chapter (navigating a company acquisition), to Getting There, Together (discussing diversity, inclusivity, and social justice). One of the most memorable sessions, Sweet Sixteen, invited tenured employees to reflect on their time with the company and share personal stories during our 16th anniversary.
What made this initiative so impactful was that employees didn't just feel heard--they were heard. Many of the programs we implemented--from flexible work arrangements to revamped onboarding experiences--were born directly from ideas surfaced during these sessions. Culture Convos became more than a forum; it was a catalyst for change.
That said, no single program can carry culture alone. We complemented this effort with other listening channels, including frequent pulse surveys, digital suggestion boxes, and targeted focus groups--each designed to capture a diverse range of voices and perspectives. When you build a culture rooted in continuous listening, employees feel a sense of ownership and trust that scales alongside the business.
The result? Culture stopped being something we referenced once a year in engagement surveys. It became a strategic asset, a leadership language, and a shared commitment--one that fueled a 19% rise in engagement and a 14% drop in attrition within a single year.

Gearl Loden · Answer

Culture is built on consistency. One of the most effective strategies I've implemented to strengthen culture is establishing frequent one-on-ones and department-level check-ins that include built-in reflection, feedback, and goal setting--both vertically and across the system.
Culture shifts when connection becomes a rhythm, not a reaction. In every organization I've led--from schools in turnaround to high-performing districts--and often in the organizations I consult with, we build in frequent, scheduled weekly or bi-weekly one-on-ones as part of the leadership infrastructure. These aren't add-ons--they're a core part of how leadership happens. They create time and space for aligned conversation, support, and forward movement.
We pair those one-on-ones with consistent team and departmental check-ins focused on alignment, ownership, and shared wins. A key component of these conversations is two-way listening for understanding--not just hearing someone out, but intentionally seeking to understand perspectives, challenges, and what's needed to grow. That single leadership behavior consistently raises trust and engagement across the board.
Each conversation includes space to reflect on progress, give and receive feedback, and set clear, achievable goals. Not just for individuals--but for teams, departments, and initiatives. Over time, this structure helps every layer of the organization stay connected, supported, and aligned to purpose.
The result? Leaders become more intentional. Staff feel more valued. Communication becomes more proactive--up, down, and across the organization. Departments don't just stay in sync--they move forward together.
This rhythm is one of the first systems I help organizations implement when they want to move from reactive leadership to a culture of clarity, connection, and shared growth. When structured connection is consistent--and anchored in listening--culture becomes more than a value. It becomes how your organization leads.

Charles Berry · Answer

One strategy that's transformed our company culture at Zing Events is making play purposeful--literally. We don't just run team building activities for our clients; we actively participate in them ourselves as a team.
Every quarter, we step away from the laptops and immerse ourselves in one of our own experiences--be it cracking clues in Escape the Box or building food bank donations into mini golf courses with Putt a Hole in Hunger. It's not just "a bit of fun"; it's a culture reset. We use the same activities we recommend to clients to reignite collaboration, empathy, and creativity within our own team.
The result? A more connected, communicative workplace. We've seen a noticeable uplift in staff engagement, faster cross-functional collaboration, and a 20% increase in internal idea generation for new event formats.
When people feel psychologically safe and genuinely enjoy being part of the team, it creates a ripple effect--through morale, client service, and ultimately, business performance.

Ann Kuss · Answer

One thing that's worked well for us is treating company culture as something intentional, not assumed. As we grew, I noticed how easy it was for the core team's way of working to get diluted, especially when new hires came in fast. So we started grounding decisions in our actual values, not the ones written on a slide. Before every new hire or policy change, I ask: Does this align with how we actually work and what we want to protect as we grow? That small habit helped keep the culture consistent, even as the team scaled.
We also put real effort into cross-team transparency and async communication. With people in different locations and roles, we document processes clearly, share updates regularly, and make sure context isn't locked in someone's head or Slack DMs. It sounds simple, but it's made collaboration smoother and helped new team members ramp up faster. Culture, in my experience, is built in the small decisions -- not big declarations.

Niclas Schlopsna · Answer

At Spectup, one of the most impactful strategies we implemented to improve company culture was fostering transparency and collaboration through regular "startup forums." Back when I was leading projects at Deloitte, I observed how a sense of ownership and open dialogue helped teams tackle even the most complex challenges, and I wanted to recreate that energy here at Spectup. So every two weeks, we host informal sessions where every team member, regardless of their role, can pitch ideas, share feedback, or showcase insights from their latest client work. I remember one meeting where a junior consultant pointed out inefficiencies in our pitch deck creation process, and their input led to a complete revamp that saved hours for the entire team.
It's not just about reducing inefficiencies--this approach has made everyone feel personally invested in the growth of Spectup. Seeing people speak openly and proactively share ideas reminds me of the innovative spirit I fell in love with at N26, where chaos often brewed creativity. Additionally, we've prioritized celebrating small wins across the team. Recognition doesn't have to wait for annual reviews; even small shout-outs in these forums have made a noticeable impact on morale. The result? Our retention rate has been phenomenal, and clients have remarked on the energy and commitment they feel from working with us--which is deeply satisfying.

Shehar Yar · Answer

One strategy I implemented was to establish a regular cadence of transparent town hall meetings and cross-functional workshops designed to give every team member a voice. By creating forums where employees could share ideas and challenges directly with leadership, we built trust and aligned everyone around our core values. This open communication has not only boosted employee engagement and morale but also led to innovative ideas that improved our operational efficiency.
Additionally, we launched an employee recognition program that celebrates both individual and team achievements, reinforcing a culture of appreciation and accountability. Over time, these initiatives have reduced turnover and fostered a collaborative environment where every employee feels valued and empowered to contribute to our shared success.

Ben Lamarche · Answer

One winning strategy we recently implemented to improve company culture at Lock Search Group is our Office Exchange Initiative. Instead of relying solely on top-down leadership efforts to shape our workplace environment, we put the power directly into the hands of our team.
Here's how it works: every quarter, employees from different offices and teams are paired together for a short-term "exchange." They collaborate on a cross-functional project, shadow each other's work, or even temporarily swap responsibilities within reason. The goal is to create deeper empathy, stronger collaboration, and a shared understanding of the challenges and successes across different roles and locations.
The impact has been remarkable. Silos have broken down, engagement has increased, and there's a renewed sense of camaraderie among our recruiters, associates, and support teams. Employees now have a greater appreciation for the nuances of each other's work, leading to more seamless teamwork and a heightened sense of shared ownership over our company's success.
Most importantly, it has reinforced our core values: we're not just a group of individuals doing our jobs--we're a team that thrives on learning from each other, pushing each other to be better, and celebrating wins together. In other words, a shared culture.

Aspen Noonan · Answer

One of the best things I did at Elevate Holistics was developing a remote, outcome-based work culture. Old-school office culture is based on time worked, but we value demonstrable results. This change empowered our team, eliminated burnout, and allowed for greater efficiency overall.
We also established clear communication practices. Weekly check-ins ensure alignment, while asynchronous tools allow flexibility. This structure keeps projects moving without unnecessary meetings. Our team values autonomy, which has led to higher engagement and retention. A survey we conducted showed an increase in job satisfaction after implementing these changes.
The impact has been clear. Our ability to attract top talent improved, productivity rose, and turnover decreased. By placing a strong emphasis on trust, responsibility, and adaptability, we established a culture where people are dedicated to our mission and give their best efforts.

Max Shak · Answer

One of the most effective strategies I've implemented to improve company culture at Nerdigital has been fostering a culture of ownership. Early on, I realized that employees are most engaged when they feel like their contributions truly matter. So, we shifted from a top-down decision-making approach to a more decentralized one, where team members have greater autonomy over their projects.
We introduced an initiative called "Own the Outcome," where employees aren't just responsible for completing tasks but for driving results. Instead of micromanaging, we set clear goals and give our team the freedom to figure out the best way to achieve them. This has encouraged innovation, accountability, and a sense of pride in their work.
The impact has been significant. Not only have we seen an increase in productivity, but retention has improved because employees feel more valued and empowered. We also noticed stronger cross-team collaboration, as people are more willing to take initiative and support each other when they see themselves as stakeholders in the company's success.
Building a great culture isn't about flashy perks—it's about trust, responsibility, and making sure people feel their work has purpose. When you create an environment where employees feel a sense of ownership, they don't just work for the company; they work with it.

Zarina Bahadur · Answer

One of the best things I ever did for our culture was create a "feedback-free zone" for 15 minutes every Friday. Sounds weird, but here's the deal. Early on, I realized our team was constantly stuck in fix-it mode. Everything became a performance critique. So I blocked off 15 minutes a week where no one could give feedback. Instead, we talked about wins, personal highs, or random stuff--books, movies, music, memes. Productivity went up 20 percent the next week. No kidding. People showed up lighter, less defensive, and more creative.
If your team feels like every moment is a test, they will burn out or freeze. You need space where the stakes are zero. That reset button is what made our team actually like working together--and that shows up in retention, execution, and how fast we move. It's free, simple, and works every time. Just saying.

Julie Collins · Answer

One strategy I implemented as a Marketing Director to improve company culture was fostering a culture of recognition while promoting a healthy work-life balance. Instead of relying solely on management-driven rewards, we introduced a monthly recognition program where employees could nominate colleagues who embodied our core values. Alongside this, we encouraged flexible work arrangements to prevent burnout and support well-being.
For example, during a high-stakes product launch, our digital strategist worked late nights troubleshooting a technical issue. His dedication was recognized through our peer-nominated program in a company-wide meeting, ensuring his contributions weren't overlooked. However, beyond recognition, we also implemented a "recharge day" policy, where employees who went above and beyond could take a day off to rest and reset.
The impact was profound--engagement scores rose, collaboration improved, and burnout rates dropped. Employees felt valued not just for their work but for their well-being, leading to higher retention and a stronger, more motivated team.
Tip: A great company culture balances recognition with well-being. Small initiatives like flexible schedules or mental health days make a lasting difference.

Ben Wieder · Answer

Employee recognition drives results. We implemented a structured rewards system tied to performance metrics, and the impact was immediate. Engagement increased. Retention improved. Productivity rose. Employees performed with purpose because they saw a direct link between effort and reward.  
Instead of broad bonuses, rewards were tailored to measurable achievements. Sales teams earned tiered incentives for exceeding targets. Customer service reps received bonuses based on satisfaction scores. Operations teams were recognized for efficiency gains. Transparency was crucial--workers knew what was expected, and incentives encouraged good behavior. 
A well-implemented incentive program fortifies company culture. Workers are empowered, work harder, and stick around longer. Recognition is not a nicety--it's a business tactic that produces quantifiable success.

Jeff Burke · Answer

The foundation of a strong business culture is leadership. At Jeff Burke & Associates, accountability, teamwork, and professional growth are given top priority. We used a structured mentorship program as one tactic. Each new agent is matched with an experienced team member who helps them quickly adjust, ensures accountability, and offers guidance. This fosters a culture of shared success and accelerates learning. 
The impact has been clear. New agents close deals faster, and experienced agents stay engaged by developing leadership skills. This approach also promotes long-term retention. In an industry where turnover is high, keeping agents motivated and committed is a competitive advantage. 
Culture isn't built with slogans. It comes from consistent actions. Everyone shares successes, challenges, and market insights during our frequent team meetings. We recognize accomplishments and establish clear performance standards. These actions foster an environment that encourages agents to work hard and provides them with support. The first step in creating a strong culture is to invest in your employees.

Ari Lew · Answer

One strategy we've implemented to strengthen company culture in our remote-first environment is organizing regular offsite retreats. These offsites bring the entire team together in person, typically once or twice a year, and are focused on connection, collaboration, and strategic alignment.
While our day-to-day operations are fully remote, offsites create space for deeper relationship-building and more effective cross-functional planning. We mix structured sessions--like roadmap reviews and workshops--with unstructured time to build trust and camaraderie. The impact is clear: after each offsite, team communication improves, project velocity increases, and alignment across roles becomes more seamless. Offsites turn a distributed team into a more cohesive unit.

Pallavi Pareek · Answer

I really think that open feedback loops have been one of the most effective strategies for improving company culture. Employees want to feel heard, and creating a structured way for them to share feedback--and actually see changes happen--builds trust and engagement.
At one company, we implemented monthly anonymous pulse surveys and quarterly leadership Q&A sessions where employees could voice concerns directly to executives. Within a year, engagement scores rose by 35%, and voluntary turnover dropped by 20% because employees saw their feedback leading to real improvements, such as more flexible work policies and better career development programs.
My advice? Make feedback a two-way street. Listening isn't enough--leaders need to act on insights and communicate changes transparently. When employees feel valued and heard, they're more committed to the company's success.

Vikrant Bhalodia · Answer

One culture shift that's had a lasting impact for us was removing the idea of "attendance" from how we manage. We stopped tracking hours and started focusing on clarity-- does each person know what's expected, by when, and why it matters?
This helped our managers stop thinking like timekeepers and start acting like real leaders. We trained them to prioritize alignment and results over monitoring who's online. That required better communication, clearer goals, and more honest check-ins, but it paid off.
We saw stronger ownership, fewer signs of burnout, and more engagement during team meetings. People felt trusted, and when you trust people, most will rise to the occasion.
It's not a tool or a policy. It's a shift in how we think about work. But it's probably one of the most important changes we've made to culture in the last few years.

Jm Littman · Answer

One strategy that's had a huge impact on our company culture is embracing remote work--long before it became the norm. Even before COVID, we recognized that flexibility leads to happier, more productive teams. Giving people the freedom to work from where they're most comfortable fosters trust, reduces unnecessary stress, and attracts top talent who value work-life balance.
The impact? Higher morale, better retention, and a team that's more engaged and self-driven. Without the rigid structure of a traditional office, collaboration is intentional rather than forced, and meetings are about getting things done rather than just filling time. It's also helped us stay agile--able to scale up or down without being tied to a physical space. Ultimately, a culture built on trust and results, rather than micromanagement, is what keeps people motivated and invested in the company's success.

Bill Hall · Answer

Accountability and transparency fuel company culture. One of the changes that revolutionized our organization was shifting compliance from being a back-office obligation to being a forward-looking, company-wide responsibility. Instead of enforcing from the top, we put in place an arrangement where each team had up-to-date insight into compliance status, certifications, and regulatory expectations. Employees weren't merely complying with rules--they were actively involved in minimizing risk.
We put in place a platform that tracked compliance automatically, closing gaps and inefficiencies. This enabled teams to own without having to use manual methods or wait for audits to detect issues. Sectors such as healthcare and finance are subject to heavy regulatory oversight, and organizations with real-time compliance prevent expensive delays. By providing employees with direct access to compliance information, teams became more invested, and operational silos collapsed.
Risk exposure fell, efficiency rose, and cooperation grew. Compliance was no longer a bureaucratic obstacle to employees but rather a strategic asset. Turnover reduced because individuals prosper in an atmosphere where expectations are transparent and responsibility is distributed. Culture is not built upon slogans--it's built upon systems that build upon trust and accountability.

Grigory Silanyan · Answer

The simple principle of "leading by example" is often overlooked, yet it is one of the most powerful ways to shape company culture. How can you expect passion, a positive work environment, and top performance from your team if you don't embody those qualities yourself? As a leader, it is your responsibility to set the tone. Demonstrating kindness, consistently expressing gratitude, and showing enthusiasm for the future you are building together will naturally influence your team. When they see these behaviors in you, they will adopt them as well, creating a culture that extends even to new employees. By leading with these values, you create an environment where positivity and productivity thrive. If you want to build a strong company culture, you must first be the example of the culture you want to create.

Zach Boone · Answer

Improving company culture has been a pivotal aspect of my leadership journey as the CEO of a home building and renovation company. From the outset, I recognized that fostering an environment where every team member feels valued and respected is crucial for success. To achieve this, I made it a priority to treat all employees, regardless of their role, with the same level of respect and appreciation. This approach has been instrumental in building a cohesive and motivated team.
One of the key strategies I implemented was to ensure that rewards and recognition were shared across the entire organization. Whether it was branded gear or public acknowledgments for a job well done, every team member felt included and appreciated. This not only boosted morale but also created a sense of unity and shared purpose. By celebrating achievements at all levels, we reinforced the idea that everyone's contribution is vital to our collective success.
The impact of these efforts has been profound. We've seen a significant improvement in morale, which has directly translated into enhanced work quality and project success. Moreover, this positive culture has resonated with our clients, leading to increased satisfaction and loyalty. It's clear that when team members feel valued and motivated, their enthusiasm and dedication reflect in every aspect of their work. By focusing on building a culture of respect and appreciation, we've created a strong foundation for long-term success and growth.

Brenton Thomas · Answer

We implemented a structured feedback culture by introducing monthly one-on-ones, anonymous surveys, and clear action plans based on team input. This created a safe space for transparency, continuous improvement, and shared accountability. In addition, recognizing wins--big or small--during team meetings boosted morale and collaboration. This approach made employees feel heard and valued. Ultimately, prioritizing open communication strengthened trust, reduced turnover, and built a more engaged, high-performing company culture.

Susan Snipes · Answer

At Remote People, we recently implemented skip-level interviews where employees get to meet with their manager's boss once a month. This monthly 30-minute check-in has been very well received by the team. Employees appreciate skip-level interviews because they feel seen and heard by upper management. Employees also like the transparency and accountability that comes with the level of visibility that company leaders now have into daily operations. Our skip-level interviews also allow employees to provide feedback on their manager's job performance, which helps the organization address and avoid issues.

Jay Soni · Answer

I work closely with our warehouse, customer care and production teams daily, so I know how fast culture can tank when things feel transactional. I have spent the last few years learning how to keep a small team motivated, tight and proud of what they do.
We run monthly "No-Task Fridays" where no one touches their job role. Phones off. Laptops down. We rotate roles for half the day. Warehouse packs orders with the office team. Customer support teaches the production team how to handle angry buyers. Everyone learns what the others go through. It cost us $0 but changed everything. Staff started owning mistakes across departments. We saw order accuracy rise by 11 percent over the next three months. People stopped saying "not my job" and started fixing things before they escalated.
When people understand what their teammates carry, they stop blaming and start building. That is culture. You don't need perks and slogans. Just shared time and shared experience.

Steven Mitts · Answer

Company culture is not a perk. It determines whether your business succeeds or fails. Weak cultures lead to turnover, lack of innovation, and poor execution. Strong cultures create accountability, ownership, and results. 
I built extreme ownership into my companies. Every team leader is responsible for outcomes--no excuses, no blame-shifting. Problems get solved, not passed up the chain. When issues arise, leaders take immediate action instead of waiting for approval. This shift removed bottlenecks and sped up decision-making. Employees took pride in their work because they had real authority over their results. 
The impact was measurable. Productivity increased. Collaboration improved. Retention rose. More high performers wanted to join. People don't leave great cultures--they leave toxic ones. When you build a company where accountability is the standard, you attract and retain top talent. 
Many companies focus on perks to improve culture. That's a mistake. Free lunches and happy hours don't fix poor leadership or a lack of trust. Culture is built through clear expectations, direct feedback, and leadership by example. Employees need to see accountability at the top before they embrace it themselves.

Georgi Petrov · Answer

One of the best strategies I've implemented to improve company culture was fostering a transparent and feedback-driven environment. Early on, I noticed that employees felt hesitant to voice concerns or share ideas, which led to disengagement and a lack of innovation. To fix this, I introduced regular town halls and anonymous feedback channels where employees could openly discuss challenges, propose solutions, and feel heard.
The impact was immediate. Employees became more engaged, motivated, and invested in the company's success. Retention improved because people felt valued, and productivity increased as teams collaborated more effectively.
Another major shift was incorporating recognition and rewards into the culture. Instead of only celebrating major wins, we started acknowledging small victories and team contributions weekly. This simple change boosted morale and created a sense of belonging.
The biggest lesson? Culture isn't just perks and benefits--it's about making people feel valued, respected, and empowered. When employees believe in the company's mission and feel supported, the entire organization thrives.

What Strategies Improve Company Culture?

What Strategies Improve Company Culture?

Embed Culture into Operational Rhythms

Build Consistent Connection and Reflection

Make Team Building a Core Practice

Align Decisions with Actual Company Values

Foster Transparency Through Regular Forums

Implement Cross-Office Exchange Programs

Develop Outcome-Based Remote Work Culture

Cultivate a Culture of Ownership

Create Space for Non-Work Connections

Balance Recognition with Well-Being Initiatives

Tie Rewards to Measurable Performance Metrics

Establish Structured Mentorship for New Hires

Organize Regular In-Person Offsite Retreats

Implement Open Feedback Loops

Shift Focus from Attendance to Results

Embrace Remote Work for Flexibility

Transform Compliance into Company-Wide Responsibility

Lead by Example to Shape Culture

Treat All Employees with Equal Respect

Prioritize Structured Feedback and Recognition

Introduce Skip-Level Interviews for Transparency

Rotate Roles to Foster Cross-Departmental Understanding

Build Extreme Ownership into Company Culture

Create Transparent, Feedback-Driven Environment

Implement No-Task Fridays for Team Building