Organizations and companies are more than just people, policies and processes, they are cultures. Every hiring decision, performance review, benefits policy and conversation contributes to the lived experience of employees. Whether you are an HR business partner, talent acquisition leader, benefits manager, learning and development professional or CHRO, you share workplace culture in ways that ripple across the entire workforce.
Culture is not a destination. It isn’t a one-time initiative or a policy; it’s the ongoing current that carries your organization every single day. Like a rushing river, it is always moving. The real question is: Are you leading the current with intention, or letting it pull your people downstream without direction?
We describe culture simply as “the way we relate with each other”. This means that workplace culture involves a heavy focus on relationships and the group norms that influence how we interact with each other.
In our framework, drawn from decades of experience and research, culture transformation requires attention in three interconnected dimensions:
Me WorkMe Work is the personal work of updating my inner operating system that only I can do for myself. It results in an evolution in thinking, feeling, and decision-making that enables me to relate better with others and more effectively address the challenges and issues that inevitably arise. When I’m doing my Me Work, I am more equipped to contribute to the development and nurturing of a thriving workplace culture. There are hundreds of examples of Me Work that can help us to develop ourselves to positively influence our culture. A few of the most common include: Learning to pause before responding, especially when we feel emotionally triggered; generating more empathy and reducing critical judgment; regularly checking our assumptions; and leaning into candid conversations rather than avoiding them.
We WorkWe Work can be described as two or more people practicing new ways of being together for the sake of strengthening the relationship or improving the group’s functioning. Examples of commonly needed We Work include:
Improving communication skills or processes;
Clarifying expectations and guidelines to create shared understanding;
Identifying obstacles to team learning and addressing them;
Learning to navigate difficult conversations more effectively.
When we do our We Work as a team, we ultimately build trust through shared vulnerability, deepened mutual understanding, and a strengthened sense of belonging that keeps people invested in each other’s success. When we are rooted in connection, we are more resilient in the face of challenges, more generous in our assumptions about others, and more creative in problem-solving - because we know we are working with each other, not just alongside each other.
System IssuesSystem issues are the inevitable challenges and obstacles that will arise in our organization that cannot be solved by one person alone and that must be addressed collectively, or they will undermine the ability of our organization to flourish. System issues fall into one of these categories:
Unresolvable: out of our control, and without a clear end in sight; for example:
evolving compliance and labor laws
rapid industry change
global climate change
Temporary: while not immediately resolvable, at least partially within the organization’s control: for example:
a merger or acquisition
implementation of new IT systems
significant employee shortages due to turnover or unfilled positions
Resolvable: but requiring significant decisions and effort by more than one person; for example:
outdated performance management processes
ineffective leadership structures that could be adjusted
managing generational differences
System issues are best addressed or resolved by people who have a strong connection with each other and are actively doing their Me Work and We Work.
At its core, culture work is about shifting from reactivity to responsiveness.
Reactivity is our default state often arising from ego, defensiveness, fear of irrelevance or simply habit.
Responsiveness is the deliberate choice to pause, stay curious, and engage with intention.
When individuals and teams demonstrate and reward responsiveness instead of reactivity, teams are better able to align, innovate, resolve conflict productively, and execute with quality. In HR this means fewer stalled initiatives, more effective collaboration across departments and cultures that are more resilient and ready to adapt.
The bad news is that we all have Me Work to do. And the good news is that we all have Me Work to do! All of us at least occasionally fall into default states of reactivity or mindlessness and show up for others in a less-than-ideal way. No matter our age, title, race, socioeconomic status, gender, we each have opportunities for self-improvement.
The difference between people is not whether they have Me Work to do; the difference is whether they choose to do it. Those of us who want to live and work to our potential and contribute to the strength and effectiveness of the groups we are a part of; we choose to do it. If you are interested in improving the culture on your team or in your family (or anywhere else), the work starts with YOU.
If you want simple ways to start strengthening culture this week, Me Work is a great place to start. Here are some Me Work examples you could implement today:
Intentionally practice emotional micro recovery strategies about every 60-90 minutes to create emotional awareness and regulation (i.e. going for a walk outside, stretching, deep breathing, gratitude, journaling, music, etc).
Practice talking openly with other people about their emotional experiences with the aim to learn.
Practice being more generous in your interpretation of others, rather than assuming negative intent.
Notice when I am focused on problems and redirect my thinking toward possible solutions.
Focus on asking helpful questions and “telling” less often.
Incorporating We Work means that you involve at least one other person in your Me Work in an effort to strengthen the team and relationship. Your We Work can focus on one of the above (with at least one other person) or it can be work done together focusing on what would be most beneficial for the team. Examples of We Work include:
Commit to and practice listening with helpful intentions instead of the intention to reply.
Start meetings with structured or unstructured personal connection so that team members stay connected with each other as people, not just colleagues.
Discuss the current norms, system issues, and other obstacles that make it difficult for members of the team to learn at or faster than the pace of change. Decide as a group how you’ll address the obstacles that the team has control over.
Culture is Everyone’s Responsibility
Too often, culture is seen as the responsibility of “someone else” - the CEO, the CHRO, the board chair, or leadership. The truth is that culture is everyone’s business. Whether you are a formal leader with positional authority or not, your actions shape the environment around you.
On a daily basis, do you:
Choose curiosity instead of defensiveness?
Follow through on commitments so others can trust your word?
Encourage behaviors that build connection or tolerate behaviors that erode it?
These are just a few of the daily decisions we make that determine whether we are influencing the culture around us for better or worse.
Leaders, of course, carry an extra layer of responsibility. With positional authority comes the role of cultural architect: demonstrating, rewarding, and discouraging behaviors in ways that set norms for the team.
For people working in HR, culture is not a side issue; it’s the current that carries every new hire, every decision, and every relationship. When culture is healthy, it multiplies the impact of your work. When it’s neglected, it quietly erodes progress.
Leading the culture journey is not about grand gestures. It’s about everyday actions: your next meeting, your next conversation, your next decision. Approach these daily moments with energy, connection, and courage, and you’ll be part of creating an extraordinary workplace.
Natalie Johnson is the co-founder and Chief Visionary Officer of Vidl Work, a consulting firm dedicated to culture optimization. In her role, she drives business development, partnerships, strategy, and innovation. She is also a distinguished Performance Coach and Certified Dare to Lead™ Facilitator. Natalie and her Co-Founder Rebecca will be releasing their first book titled, “Leading the Culture Journey” in 2026. www.vidlwork.com.
