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Recently a friend became aware that I was writing a piece on healthy workplace cultures, and he immediately told me the worst boss he ever had is now traveling the world as a keynote speaker — on healthy workplace cultures.
We both laughed at the absurdity of this.
Jennifer Alford
Andrew Geesbreght
It’s fascinating that most of us know precisely what a bad culture looks like. When asked, we sit up in our chairs and give vivid details of wrongdoings. We say things like, “My boss was the worst” and “They had no idea what was going on.”
But when asked to describe a great culture, we instinctively sit back in our chairs, with an almost predictable pause, before we begin to opine on the elements. Despite all the Gallup data and organizational research available, debates about healthy workplaces always seem to be about comparing feelings.
Feelings are subjective, and this makes culture impossibly complex to quantify.
For this brief exploration of culture, it can be described as both the collective associations of the group provided by the subjective feelings of the individuals. Although “health” is in the experiences of the individual, if you catalog enough of them, you’ll find that most great cultures have some common themes.
Great cultures don’t apologize or monopolize
The reality of businesses is that they need money to survive. Altruistic goals can be quickly overshadowed if profit is at risk. Those who’ve faced abrupt corporate layoffs know this shift well: one day enjoying a team-building event, the next, half the team is gone.
When a leader’s primary focus is money, employees often fall lower on the list. Hyper-performance cultures prioritize results over harmony, leading to competitive environments. Humanity-first cultures prioritize purpose over profit, creating compliant environments. This tension is a challenge for healthy cultures.
Great cultures understand that money measures financial health but don’t let this reality overshadow the experiences of employees or clients.
Great cultures understand the business they are in
Dana White, president of UFC, is polarizing and dogmatic. He transformed a struggling MMA league in the early 2000s into today's multibillion-dollar enterprise. At a private event I attended, he asked a room full of CEOs if they knew what business they were in. The room thought he was being cheeky, he was not. He then asked the room what business we believe HE is in. A brave soul yelled out – “entertainment.” Dana corrected them, saying, “I am in the fight business.” His point became very clear. He told us that understanding that his product is “fighting” has deeply influenced the explosive growth of the UFC. He went on to give countless examples of ideas he has said no to because they were driven by other purposes. The focus is the fight, and if the business loses sight of that, the business will suffer. His key point: Knowing your business is essential for guiding decisions and maintaining a strong culture.
Great cultures have leaders who are curious
When we open our mouths to speak, we only have two options: Make a statement or ask a question. That’s it. Statements are about informing, and questions are about inquiring.
Know-it-alls detract from great cultures because they focus on what they already know and show little interest in learning about others. Curiosity is about actively paying attention.
Research shows that individuals need a higher ratio of positive to negative feedback to feel validated. While many managers understand this, implementing it can be challenging, as giving 13 positive comments for every constructive one can seem excessive. Effective curiosity isn't about extravagant rewards but about creative attention, which has two elements.
First, it’s unexpected. A friend shared that his team's pay-for-performance plan, meant to reward great work, has become an expectation, causing disappointment when targets aren't met. Second, it’s self-referent. Memorable feedback connects personally, rather than feeling generic. My most memorable experiences aren’t from awards. They came in quiet moments from respected people taking me aside and telling me how I made them feel.
Curiosity is a powerful tool, essential for strategic problem-solving, building relationships, and fostering self-awareness. In a healthy workplace, this should always include a focus on your people.
Conclusion
Most of us aren't traveling the world giving speeches on workplace culture. If you are, I hope my friend isn't referring to you. Most of us simply want to be part of a workplace culture that offers satisfying experiences. Leaders should understand that while there isn't a one-size-fits-all formula for a great culture, there are productive themes that can support employee happiness.
Andrew Geesbreght is the founder and partner of PRAX Leadership, a neuroleadership academy that applies its practice-based curriculum for companies by focusing on the people who comprise them. He is the former owner and COO of PhysAssist Scribes, the nation’s first medical scribe company.