Culture is a Strategy, Not a Slogan or a Mood
I recently reread The Culture Code by Daniel Coyle, and it struck me all over again:
Culture isn’t built once. It’s built daily.
For all the talk about culture in leadership circles, it’s often misunderstood—treated like an intangible vibe or a byproduct of personality. But culture, in the most successful organizations, is not accidental.
It’s strategic. It’s measurable. And it starts at the top.
Culture Needs Constant Nourishment
Coyle’s work reinforces the idea that culture isn’t a “set it and forget it” initiative. It requires constant nourishment—ongoing attention, feedback, and intentional modeling. Even high-performing organizations aren’t exempt from cultural decay if they neglect this reality.
That’s why great leaders obsess over culture—not just in theory, but in practice. They measure it. They listen to it. And they adapt to what they learn.
Some organizations thrive with highly competitive, performance-driven cultures—think Netflix, where accountability and excellence are paramount. Others build slower, more deliberate cultures—like NASA, where precision and process take precedence over speed.
Both work. Both can thrive. The difference lies in clarity and consistency. Culture doesn’t have to look the same everywhere. But it does have to be intentional.
Leadership’s Role: Model, Monitor, Adjust
As leaders, we don’t just model culture. We monitor it and adjust based on what we learn. That’s the work.
In my school district, one of our core values is relationships. We don’t just say it—we mean it. And we prove it by listening. Every year, we conduct detailed surveys with staff and students to assess wellbeing, belonging, and connectedness. These aren’t vanity metrics. They’re foundational.
If the data tells us a building feels disconnected, we act. If students signal that they don’t feel seen or valued, we adjust. We don’t make assumptions—we make decisions rooted in feedback.
That’s not always flashy work. It’s not pizza parties and casual Fridays. It’s the hard, strategic work of creating a culture where people feel safe, seen, and supported—because they are.
Culture Is a Family Strategy
In our district, we often say we’re a family. That’s not a cliché—it’s a commitment. And like any family, that takes work: honest conversations, mutual respect, and alignment to a shared purpose.
We aren’t trying to copy another organization’s culture. We’re building our own—rooted in our mission, shaped by our people, and driven by the belief that relationships fuel everything.
Final Thought
Culture isn’t about charisma or mood. It’s about strategy, systems, and daily reinforcement.
As a leader, your influence is powerful—but it’s not passive.
To lead a strong culture, you must:
Be intentional about what you’re building
Consistently model the values you espouse
Gather and respond to real-time feedback
Accept that culture is never “done”—it’s alive and evolving
That’s the work. And it’s worth it.
If you’re interested in learning more or engaging your team in strategizing around culture, explore the Workshops Page of RelatEd. to learn more.
