Leaders often say they want to build a great company culture, but in practice, this aspiration rarely becomes a reality.
In my 20+ years of advising CEOs and serving on boards, I’ve repeatedly observed the “say–do” gap: the inconsistency between what leaders claim to value and how they behave. This misalignment is not only noticeable but deeply damaging. Team members can easily spot the disconnect between the “aspirational culture” leaders promote and the actual lived experience within the organization.
Culture Is Not Created by Posters and Slogans
Building culture is more than hanging brightly colored posters with inspirational phrases or drafting corporate mission statements. Without meaningful action to define and embody the expectations and experiences of team members, organizations risk creating a glaring mismatch between ambition and reality.
True culture exists at the intersection of four critical domains:
1. The Mission: Why We Exist
The mission defines the organization’s purpose—its why. A meaningful mission inspires pride, fellowship, and shared commitment - what the French call esprit de corps. Without a clear mission, employees may struggle to see how their work connects to a higher purpose.
As Simon Sinek famously said, “People don’t buy what you do; they buy why you do it.”
Leaders who clarify the organization’s mission create a unifying force that keeps employees motivated and aligned.
2. The Vision: What Success Looks Like
The vision paints the picture of the organization’s destination. It provides direction and meaning, preventing the day-to-day grind from wearing down morale.
A powerful vision inspires teams to strive for excellence and creates a shared sense of purpose.
As Antoine de Saint-Exupéry once wrote, “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
Without a compelling vision, organizations risk becoming rudderless and passionless.
3. Shared Values: How We Behave
Our shared values serve as the organization’s moral compass, guiding decision-making and setting behavioral expectations. Shared values clarify how we will treat one another, customers, and other stakeholders. They also provide a framework for hiring and retaining talent who align with the company’s principles.
As Roy E. Disney famously noted, “It’s not hard to make decisions when you know what your values are.”
Clearly defined values give teams a sense of stability and direction, even in times of uncertainty.
4. The Strategy: How We Win In Our Chosen Market
Strategy links the organization’s current state to its vision – illuminating a pathway from “here” to “there.” It defines how the company will compete and win in its chosen market. An effective strategy requires clarity on three key questions:
What sets us apart from competitors?
What will we say no to?
What are the 3–5 key initiatives that will move us toward our vision?
A strong strategy provides the focus and discipline necessary to achieve long-term success. Without it, even the best intentions can lead to wasted effort. Most companies fail at this by having too many priorities that compete for the limited time and attention of the team – so the work just looks like never ending “to-do” lists with no real forward momentum.
The Cost of Poorly Defined Culture
When these elements are poorly articulated or misaligned, organizations cannot establish a cohesive culture. This failure erodes engagement, causing leaders to lose the discretionary effort that employees willingly contribute when they feel connected to the mission, vision, values, and strategy.
In growing companies, the absence of a strong culture often leads to frustration and turnover. Employees lose sight of how their work contributes to the greater good, and talented individuals leave in search of roles where they can find deeper meaning.
Creating a Culture That Delivers
Building a strong culture requires intentionality and effort. Leaders must take a hard look at their organization’s mission, vision, values, and strategy to ensure alignment with business realities and talent priorities. This starts with:
Defining the culture: Clearly articulating the organization’s mission, vision, values, and strategy.
Living the culture: Ensuring that leadership behaviors consistently reflect these elements. As Peter Drucker famously said, “Culture eats strategy for breakfast.” Without alignment, even the best strategy will fail.
Clarifying identity: Being deliberate about what the organization is—and is not.
When culture is fully integrated into the daily experience of employees, it becomes a powerful driver of performance and innovation.
Closing Reflection: Addressing the “Say–Do” Gap
Leaders must begin by reflecting on their own “say–do” gap. Are their actions consistently aligned with their words? Do they embody the culture they want to create?
This self-awareness is critical because culture starts at the top. Employees take their cues from leadership, and any inconsistency between what leaders say and what they do will undermine the credibility of the desired culture.
By closing the “say–do” gap, leaders can build the trust and alignment needed to create a thriving organization where employees feel engaged, valued, and inspired to contribute their best.
As Mahatma Gandhi once said, “Be the change that you wish to see in the world.”