When Tim Cook stepped down as Apple’s CEO after 15 years, his farewell message to employees focused on something unusual: Culture.
“There is something truly special about Apple. I am most proud of what an annual report could never capture,” he wrote. “This place is proof that culture triumphs over everything. We share a belief that what we build matters and that we have both the opportunity and the responsibility to leave the world better than we found it. That purpose is part of what makes this place extraordinary.”
It is a striking reflection from the leader of one of the world's most successful companies, and it raises an important multi-layered question that every organization should be asking itself: What exactly is culture, and how do you create it?
What is Culture?
Organizations often talk about having specific cultures; some may focus on innovation, others on belonging. Yet talking about one’s culture – whether real, perceived, or aspirational – isn’t enough to create or sustain the culture. You can't manufacture culture the way you manufacture an iPad.
Culture is the result of how an organization actually operates. It’s not the result of one major initiative or communications plan; rather, it emerges from the small, everyday interactions, decisions, and lived experiences. Culture is created by what employees experience day-to-day. Some factors might include:
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Culture may start with what an organization says it values, but it is revealed by what the people inside the organization do and by what is rewarded. For statements to translate into culture, employees must experience evidence of it in their everyday work. For example, if someone with an innovative idea takes a risk, do they get punished if they fail? If a company says it values employee well-being, are they simultaneously expecting employees to answer emails immediately regardless of the time or day? Does a company say they value employee feedback but then do nothing with the data? Employees easily see through organizations merely paying lip service to some idea; actions always matter more.
Culture stems from the top
Too often, culture is treated as an initiative; an organization may create talking points around their values, redesign the employee experience, or conduct a culture survey. Those elements are part of sustaining a desired culture, but they don’t create it. Thoughtful leadership around decision-making, promotions, communications, manager support, and training all contribute to building the culture an organization wants. Actions lead to patterns, and patterns create a culture. That's why culture can be so difficult to change; you're trying to change the behaviors and systems that people have learned to expect, and at times those behaviors that get rewarded.
Purpose matters, but only when people can experience it
Purpose has become another heavily used corporate term. But purpose isn't particularly motivating when it exists only in a corporate presentation. As Cook noted, Apple employees share a belief that what they build matters and that they have a responsibility to leave the world better than they found it. People experience purpose when they can connect what they do every day to something they believe matters. An employee doesn't necessarily need to believe that their company is changing the world, but they need to feel that their work has value. When people can see the connection between their individual contribution and something larger, their work becomes meaningful, and that is one of the most important parts of building a strong culture.
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A healthy culture makes it easier for people to do their best work
A strong culture doesn't mean everyone is happy all the time; rather, it means that people can do excellent work because the environment around them supports them. Employees feel enabled to ask questions, take appropriate risks, learn from their mistakes, and grow in their role. They see their value within the larger organization. For the most part, employees want to do good work. A strong culture enables them to do just that.
Employee listening should measure the culture people actually experience
A well-crafted survey, like the kind designed by OrgVitality’s expert consultants, measures what actually matters within an organization. By crafting a survey based on an organization's strategic priorities, OrgVitality provides a window into the genuine employee experience.
Tim Cook's farewell message is powerful because he recognizes something that organizations often forget: the most important parts of a company's culture cannot be manufactured, announced, or mandated. Culture is earned. Yet the hard work of building a robust culture is worth it; in our research, organizational culture always surpasses local culture. Create a strong culture and your organization will be much better positioned to thrive long-term.