Culture often starts strong in a new organization. People are excited, the company is growing, and everyone is winning. However, the real opportunity to define your culture comes when the challenges and setbacks begin to feel like blows. That’s when you truly show 'who you are' as a culture. Culture is everyone’s responsibility; it’s reflected in how you celebrate your wins and how you strategize after a loss. Will you choose to blame and tear down, or will you build with optimism and determination? If you can master that, your people will go to the ends of the earth with you. I know I would.
As a new CEO, focusing on alignment and accountability is essential for maintaining a healthy company culture. Inspiring cultural collaboration means intentionally building an inclusive environment where everyone feels safe to share ideas. By combining this inclusive culture with clear alignment on goals and accountability in core practices, you ensure that every team member understands and values the journey and objectives. This approach fosters a thriving, engaged workforce where everyone is motivated to contribute to the company's success
The process of building consensus is a critical component in the maintenance of a healthy culture in any company, community, or collaboration. Many new leaders feel that they need to imprint themselves on an organization by taking bold action, showing strength, and being decisive, but the best leaders realize that their success is wholly dependent on the foundation provided by their team. Consensus-building shows respect and care, ensures that there is ‘buy-in’ for the ideas and concepts being presented, and allows a forum for dissenting voices to be heard. This process is a core component of building and maintaining a thriving, successful, positive culture.
Driving performance is key, but it’s not everything. The real challenge is achieving that balance where ambition and well-being coexist. Encouraging a culture that respects personal time and mental health starts with small, actionable steps. Offering mental health days, implementing wellness programs, and providing flexible work schedules can work wonders. Imagine a company where hitting targets doesn’t mean sacrificing mental health. Simple steps like allowing remote work or flexible hours can make employees feel valued. Wellness programs, even something as basic as a regular meditation session or a fitness class, show that you care about your team beyond their productivity. Prioritize regular mental health check-ins and make sure your leadership team sets an example by valuing their own well-being.
One piece of advice I would give to a new CEO about maintaining a healthy company culture is to prioritize open communication and transparency within the organization. Encouraging employees to share their thoughts, concerns, and ideas openly can foster trust, collaboration, and a sense of belonging. By actively listening to feedback and addressing any issues promptly, a CEO can create a positive work environment where employees feel valued and motivated to contribute to the company's success. Secondly, embrace diversity and inclusion. By promoting a diverse and inclusive workplace, where employees from different backgrounds feel respected and valued, a CEO can foster innovation, creativity, and a sense of belonging among team members. Encouraging open dialogue, celebrating differences, and creating opportunities for all employees to thrive can help create a positive and inclusive company culture that attracts top talent and drives business success in today's diverse and dynamic world.
A new CEO needs to be intentional about the culture they want to create. The first step would be to define that culture. For the purpose of clarity, I invite them to summarize it in one word. Once that north star anchor is clear, they need to ensure that the energy they bring into every space and their actions are aligned with that word. The most important part will be for them to model the culture in the way they show up which will have a spillover effect on their executive leadership team and consequently, felt within the organization. They will also need to think about how to coach and support those that do not align with the culture they are envisioning.
One way I’d advise a new CEO to start creating a good culture is through a ‘Reverse Mentorship’ program: pairing senior leaders in the company (even me!) with juniors for those juniors to mentor the leaders on a myriad of issues – such as new technologies, trends and fresh new views of the market. In our garage door repair business, I instituted a Reverse Mentorship program for our employees of all ages to help facilitate harmonious co-existence across generational boundaries, and to infuse much-needed fresh ideas into my approach to running a senior leadership team. Additionally, we rotate roles regularly, so that a team member from a different part of the business takes charge for a day, giving them a new perspective about how the business works. Just as importantly, it demonstrates to everyone how important the roles and challenges are across the business. More than anything it has encouraged better and faster cross-company communication and understanding to solve challenges and make improvements and innovation happen. It is a very modern way of working that creates a contemporary culture. Hierarchy and pecking orders are long gone: now it is ‘I respect you and we can both learn together.’ All this has led to a vibrant, inclusive and constantly learning company.
My advice to a new CEO? Lead by example when it comes to company culture. People will follow what you do more than what you say. If you’re transparent, respectful, and open to collaboration, your team will do the same. Make time to listen to employees at all levels and show that you genuinely care about their growth and well-being. When they see you’re invested, it builds a positive vibe that keeps everyone feeling valued and motivated.
Be flexible, listen to your employees, and model good behavior. The attitude and engagement level of employees is a direct reflection of company leadership. Cliché, but actions speak louder than words and if employees see a new CEO genuinely interested in their ideas and responding to feedback with meaningful action, it will build trust and credibility. This enthusiasm will generate an emotional response from employees instilling a desire to help and support the company's business objectives and culture. Hold tight to the core values that provide the foundation for company culture and find ways to integrate them as often as possible into the cadence and flow of processes, policies, meetings, rewards and recognition programs, and company communications.
As a new CEO, my advice is to prioritize open communication and lead by example. A healthy company culture starts at the top, so it's crucial to be transparent, approachable, and actively listen to your team. Encourage collaboration and recognize employees' contributions regularly. Foster an environment where feedback is welcomed and acted upon, ensuring everyone feels valued and heard. Lastly, stay true to the company’s core values and be consistent in your actions, as this builds trust and sets the tone for the entire organization.
If you're stepping into a CEO role, here’s something that worked for us at ZenMaid: Make sure your team knows how much you trust and value them. We make it clear to our team how each person's role is crucial to what we're doing as a company. It’s about giving them the space to bring their own strengths to the table. This approach has really energized our team, making everyone eager to contribute more creatively and take genuine pride in their work.
My advice to a new CEO is to champion open communication from day one. When I first became CEO, I realized that transparency builds trust. I held regular town halls, invited feedback—sometimes anonymous—and made sure every voice was heard. This wasn’t just about managing crises but preventing them. In one instance, an employee’s anonymous feedback highlighted miscommunication in a department, which led to low morale. Addressing it openly fixed the issue and avoided deeper problems. Building a culture where people feel safe to speak up not only strengthens the team but also makes the company more resilient. Open communication isn’t a task; it’s a mindset. It keeps the company connected, healthy, and ready to adapt.
One piece of advice I would give to a new CEO about maintaining a healthy company culture is to lead by example and actively demonstrate the values and behaviors you want to see in your organization. A strong company culture is cultivated through consistent actions and clear communication from leadership. For example, if you value transparency and open communication, make it a priority to hold regular town hall meetings where you share company updates, listen to employee feedback, and address concerns openly. Show appreciation for employees' contributions and foster an environment of collaboration and respect. Your behavior sets the tone for the rest of the organization, so embodying the values you wish to instill will encourage others to follow suit. By visibly committing to and reinforcing the desired culture, you create a positive work environment that aligns with the company's mission and values, ultimately leading to higher employee engagement and satisfaction.
As the owner of TN Nursery, one piece of advice I would give to a new CEO about maintaining a healthy company culture is to always prioritize open communication. A thriving culture starts with transparency and trust between leadership and employees. Encouraging open dialogue creates an atmosphere where group members feel appreciated, heard, and motivated. This approach fosters collaboration and innovation, allowing employees to contribute their best ideas without fear. Additionally, being approachable as a leader means addressing issues early and providing constructive feedback, which strengthens relationships and boosts morale. Ultimately, how you communicate sets the tone for the entire company and lays the foundation for a supportive and engaged workforce committed to long-term success.
As CEO for over a decade, I've learned that transparency and connectivity are key to a healthy company culture. I share both wins and losses openly with my team. When a strategic partnership fell through last year, impacting growth targets, I was upfront about the challenges ahead. While initially disappointed, the team rallied together to devise an alternative plan that still drove double-digit gains. I also prioritize face time and open communication. I meet with teams regularly and have an open-door policy. At a recent brainstorm, two agents devised a new marketing campaign that's yielding a 15% increase in qualified leads month over month. Fostering creatuvity and rapport fuels innovation. Finally, I encourage work-life balance and team bonding outside the office. Our annual retreat has become legendary for sparking new ideas while strengthening relationships. Two years ago, a collaboration between tech and operations at the retreat streamlined our CRM platform, saving over 50 hours a month. Keeping the lines of communication open, really listening, and facilitating meaningful interactions are at the core of our culture. An engaged, empowered team is the secret sauce to a healthy, thriving company.
As CEO of Business Builders for 15 years, my advice for maintaining a healthy company culture is simple: care about your people. At our company, we offer flexible work hours, passive communication whenever possible, and Wednesdays off to recharge. We budget for an annual team beach vacation where we work a little and play a lot. These perks boost morale and strengthen relationships, fueling creativity. Two years ago, a tech and operations collaboration during our retreat streamlined systems, saving 50+ hours a month. Open communication is key. I share wins and losses with my team, meet regularly, and have an open-door policy. When we lost a major partnership last year, impacting growth, I was upfront. Though disappointed initially, my team rallied to devise an alternative plan driving double-digit gains. Empowering staff and allowing mistakes sparks innovation. At a recent brainstorm, two agents created a new marketing campaign yielding a 15% increase in qualified leads each month. Your people are your business. Keep communicating, listen, facilitate meaningful interactions, and encourage work-life balance. An engaged, empowered team builds a thriving culture and success.As CEO of Business Builders for over 15 years, maintaining company culture is key. I encourage flex time and remote work for work-life balance. My team appreciates this flexibility and autonomy, boosting productivity. We also have annual retreats where we disconnect from work and bond over shared interests. These relationships translate to strong collaboration, enabling cross-departmental partners to streamline processes, like when Marketing and Sales revamped our sales funnel, increasing conversions 16% last quarter. Trust and transparency are equally important. I share company wins and losses openly in regular meetings. Though disappointed after losing a major partnership last year, my team rallied together and found an alternative solution that's now driving double-digit growth. An open-door policy also encourages candid feedback to address issues promptly. Culture starts from the top. As CEO, my role is empowering my team's success through meaningful interaction, active listening, and facilitating collaboration. An engaged, connected team is the heart of a thriving culture. While culture can be challenging to define, you'll know you have it when your team is motivated, innovative, and working together towards a shared vision. The results speak for themselves.
If I were to give only one piece of advice to a new CEO about maintaining a healthy culture in a company, it would be to mirror what you expect from your team. You can’t just publish guidelines and send out memos, then expect anyone to act in accordance with your words. None of that mattered. You had to live what you expected to see in how your team treated each other (but most especially, how you treated them), how you made decisions, and how you responded to problems. Your team would mimic your behavior. As a certified integral coach and also the managing director, I have seen this in action. My team at my company knows that one of our values is genuine collaboration. I personally have a schedule dedicated to doing cross-departmental projects, and I make time to listen to other people’s viewpoints. As an executive, everyone in the organization takes cultural cues from how you behave, so even a little bit of visible living out of this value makes it real. This is the kind of behavior that can get embedded in a culture over time, so that teaming is the norm.
Owner & President at Clean Air Heating & Cooling (formerly Clean Air Comfort Systems)
Answered 2 years ago
As CEO of Clean Air Heating & Cooling, I make employee satisfaction a top priority. I regularly meet with staff at all levels to understand their challenges and find solutions together. For example, when installation and service teams disagreed over job scheduling, we brought them together to establish a new system balancing both groups' needs. Transparency is key. I share both wins and losses openly with my team. Recently, a major client delayed a project, impacting our revenue target. I immediately told staff and how we would adjust. While difficult, it meant no surprises and we could pivot quickly. We also make time for non-work interactions. Monthly team-building events, volunteering together, and casual office conversations build rapport and morale. Our "Wine Not Wednesday" lets staff connect over a drink after work. These social interactions fuel creativity, collaboration, and shared purpose—the foundation of a healthy culture.As CEO of Clean Air Heating & Cooling, I make employee satisfaction a top priority. I schedule regular meetings to listen to concerns and collaborate on solutions. For example, when technicians felt rushed between jobs, we adjusted schedules to build in extra travel time. I also share both successes and struggles openly with staff. After a supplier issue delayed an equipment delivery, I immediately explained how it would impact operations and revenue. While difficult, the transparency built trust. Finally, I encourage non-work interactions like our monthly “Wine Not Wednesday.” These casual get-togethers fuel rapport, creativity, and morale. At our last event, two technicians devised an efficiency hack that’s saving us thousands. Keeping an open door and open mind has helped build a culture where every staff member feels heard, valued, and invested in our shared success. Healthy, motivated teams are the foundation of a thriving business.
As CEO of GardenCup, I'm passionate about cultivating a culture where every team member feels empowered and valued. One key piece of advice I'd offer is to communicate openly and often. I schedule regular meetings to discuss challenges, collaborating on solutions, and sharing company news - both good and bad. When a supplier issue delayed a delivery, I immediately explained the impact to staff. The transparency built trust despite difficulties. I also encourage social interactions outside of work. Our "Wine Not Wednesday" events strengthen rapport and morale. At our last get-together, two team members came up with an idea saving thousands. Finally, I make employee satisfaction a top priority. When technicians felt rushed traveling between jobs, we adjusted schedules to allow more time. The changes showed our commitment to wellbeing and work-life balance. Keeping an open door and open mind has helped build a culture where every team member feels heard and invested in our shared mission. Motivated, collaborative teams are key to a thriving, purpose-driven business. By valuing health - of company and community - as much as growth, we've found success.
Transparency is key. As a new CEO, it is important for you to establish and maintain a culture of transparency within your company. This means being honest and open with your employees about the goals, challenges, and decisions of the company. Employees who are well-informed are more likely to feel engaged and motivated, as they understand how their roles contribute to the larger objectives. One way to promote transparency is by encouraging open communication among employees at all levels. This can be achieved through regular team meetings, where updates and feedback are shared openly, one-on-one conversations that provide a safe space for employees to voice concerns or ideas, and anonymous feedback systems that allow employees to express opinions without fear of retribution. By fostering an environment where transparency thrives, you build trust and collaboration, which are essential ingredients for long-term success.