Company Culture: More than the mess in the break room

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The first company I worked for made me feel that the weekends were too long. I looked forward to Mondays with enthusiasm. But we have all worked for companies where you couldn’t wait to leave and just as many companies where it was a joy to go to work. Pinpointing the differences can be hard to articulate.

There are many books on company culture, and most cover the same topics: transparent management, employee engagement, etc.

A friend of mine talked about his company in terms of the great dinners they went on, the golf days, and pub nights, yet he still left to look for something better. He wanted to be more valued, and trusted, and to develop his career further.

I’m certainly no expert on company culture, but I know what I like and dislike. Through long discussions with friends in different industries and colleagues in the same industry, it all boils down to the same things.

It’s funny, everyone I’ve spoken to mentioned meetings where they participated in creating company values, only to see those words printed on large panels, displayed on office walls and the website—but never lived by the leadership, senior managers, or colleagues!

As I have mentioned company values, I guess that’s a good place to start. Values should be something we all buy into—what we stand by and what we want to be measured against. These are not rules and policies because if rules are the only guide rather than values, we have lost trust in the employer-employee relationship.

That leads nicely onto respect. We hear all the time that respect is earned, not demanded. The best places I have worked at demonstrated respect by recognising employee effort, seeking employee input, but most of all, caring for staff as people with real lives outside of work. This creates trust that employees will ‘get the job done’—allowing flexible working hours and remote work when needed.

A friend of mine ran a toxicology lab in the US. He had a young family and, of course, wanted to spend time with them. The usual drive to and from the lab was a nightmare, taking hours each way. He’d leave before the kids got up and get home long after they were asleep. There were expectations on delivering results, but no one said it had to be an 8-to-6 day. So, he and his colleagues were allowed to avoid rush hour madness by coming to the lab early, finishing their work, and leaving mid-afternoon. This was highly efficient for both work and family life. He wasn’t being monitored to see if he had completed the expected eight hours—it was simply trusted that the work would get done.

It does require trust. But trust must come in both directions. When a culture is built on trust and managers are credible, the workplace becomes positive. That same friend in the US said this small change in management approach worked for their business, increased staff retention, and motivated employees to stay longer when needed—without being asked. Their satisfaction levels increased, and they spoke positively about their company to colleagues elsewhere.

The companies that are thriving today understand that flexibility isn’t just a perk—it’s an expectation. Employees don’t just want to be trusted; they want the freedom to work in ways that allow them to do their best work

I have certainly felt more engaged at work when staff are treated fairly. You can’t offer something to one group while refusing it to another. Fairness covers many areas at work: compensation, professional development, and recognition. I have heard these issues raised when staff feel unhappy. They mention favouritism without necessarily knowing all the details—they just feel things are unfair.

In one company I worked for, I remember two employees with identical performance records receive vastly different development opportunities, one was promoted, the other overlooked with no explanation. The problem wasn’t just the decision, but the lack of transparency. Fairness isn’t about treating everyone the same, but about making decisions that employees understand and respect. Once I understood why, it made sense, but the rest of the staff just saw it as unfair.

What I have found interesting, especially when conducting exit interviews, is that salary isn’t often the main reason for leaving. Employees generally assume that pay scales are fair, even if they’ve been offered more to join another company. Instead, they cite less tangible factors, such as strong leadership (I’ll come to that later) and pride in their company.

Feeling proud to be part of a company is a powerful emotion. It means being happy to tell people where you work and what your company does. Pride comes from believing in what the company stands for, its output, and how it treats staff and engages with the local community. I have certainly felt that several times in my career. That’s one of the benefits of working in the healthcare industry, you genuinely feel you are making a difference.

That pride extends further—beyond the company itself, to teamwork and individual contributions. When people feel pride in their company, their team, and their work, they build a culture of winning together, celebrating together, and supporting each other during tough times.

Sadly, we have all worked for companies with a blame culture—finger-pointing, back-covering, and a lack of accountability.

Every company I and my friends have worked for claims to ‘value their employees,’ but the real question is: do they show it? A culture of belonging isn’t just about appreciation—it’s about inclusion. When people feel seen, heard, and valued for their differences, they contribute more. The best teams I’ve worked with embraced different perspectives and thrived because of them.

This sense of belonging starts on day one. How welcomed were you? How engaged were your colleagues? Did people genuinely want to help you settle in? When diversity and individualism are embraced, employees feel valued.

Workplace culture should also celebrate achievements—both professional and personal. Completing a project on time or welcoming a new baby should both be acknowledged.

An innovative culture is one where people feel comfortable suggesting ideas or new ways of doing things without fear of being told to ‘stay in their lane’. In one company I worked for, a new employee suggested a simple software tweak that saved hours of manual work each week. Because the leadership team was open to innovation, it was implemented quickly, boosting productivity and morale. Imagine if their response had been ‘stick to your job’ instead

Leadership: The Ultimate Factor

There are countless books on leadership, but it is managers who ultimately define company culture.

Leadership can make or break a team. Great leaders demonstrate all the qualities I’ve mentioned above. They walk the talk, avoid favouritism, and show genuine interest in their employees. I was once asked if I knew what my staff did at the weekends. It’s a great question. Do we see employees as just their work output, or do we know them as individuals?

Many years ago, I worked alongside a manager from another division. We were both designing an incentive scheme for the year ahead. As a junior manager, I created a simple bonus structure based on performance against target. In contrast, my colleague designed something truly personal. He knew one employee collected Edinburgh Crystal, another loved travel, and a third was into mountain biking. So instead of just giving financial bonuses, he rewarded his team with things that truly mattered to them.

Sure, my team was happy with their financial bonus—but they quickly forgot about it as the money went towards bills. His team, on the other hand, felt deeply valued. Their rewards motivated them to go the extra mile, and their loyalty to him was unmatched.

Since then, I have always made a point of getting to know my team—not just their work, but who they are outside of it. I could tell you about the one who coaches football for inner-city kids, the one who builds and races single-seater race cars, or the mum who spends her weekends driving her kids to football, cricket, and judo matches.

Effective leadership is more than hitting company targets. It is about fostering a team mentality where everyone works together and performs at their best.

The best leaders aren’t born that way. They are shaped by experience—both good and bad—and by companies that invest in developing their future managers into true leaders.

Every company claims to have a great culture, but the real question is—do employees actually feel it? If you’re a leader, ask yourself: How does your team experience their workplace every day?

One final point. Of course, leadership plays a huge role in company culture—but so do employees. Speaking up about improvements, mentoring colleagues, and fostering a sense of community in your team can all contribute to a more positive workplace, no matter what level you’re at.