Diane sat at the conference table, staring at two emails pulled up on her laptop. Both were feedback from employees about the company’s remote work policy—and they couldn’t have been more different.
The first email was from Mark, a senior project manager and father of two:
“I love that we’ve embraced remote work. It gives me the flexibility I need to be productive while still being present for my family. This is the best work-life balance I’ve ever had.”
The second email was from Lisa, a newer employee looking to build her network:
“I don’t know anyone here. Since I started, I’ve barely had face-to-face interactions with my team. I feel isolated and like I have no way to grow, I’m tired of my kitchen table and the office is empty when I do come in”
Diane sighed. Same policy. Two completely different reactions.
Jack walked in, cold brew coffee in hand, and noticed her expression. “What’s up?”
Diane turned her laptop toward him. “We’re hearing mixed feedback on our culture. Some employees love it. Others feel completely disconnected. It’s like they’re working at two different companies.”
Jack nodded sagely. “That’s because, in a way, they are.”
The Culture Filter: Same Workplace, Different Experience
Diane looked at him, confused. “How is that possible? We’ve worked so hard to create this amazing culture.”
Jack pulled out a chair. “You have. But culture isn’t one-size-fits-all. Every employee filters it through their own journey—their background, their experiences, their needs. That’s why the same policy can feel empowering to one person and isolating to another.”
Diane tapped her pen against the table. “So how do we make sure our culture actually works for everyone?”
Jack smiled. “Let’s break it down.”
1. Recognize That Culture Is Personal
Jack grabbed his favorite green marker and wrote on the whiteboard:
“Culture isn’t what you say it is. It’s what employees experience.”
“Look at your remote work policy,” he said. “For Mark, it’s proof the company values work-life balance. For Lisa, it’s making her feel alone and isolated. Same policy. Two different realities.”
Diane nodded slowly. “So we need to start seeing culture through their eyes—not just our own.”
Jack grinned. “Now you’re getting it.”
2. Listen Actively and Empathize
Diane pulled up another document. “We do engagement surveys, but I feel like they don’t tell the whole story. People just click a number and move on.”
Jack nodded. “That’s because surveys only scratch the surface. You need real conversations—regular, ongoing talks”
“How often?” Diane asked.
“These should be everyday conversations,” Jack said. “Once a year isn’t enough. If culture is dynamic, your listening should be too.”
3. Adapt Where Possible
Diane sighed. “So what do we do about Mark and Lisa? We can’t make everyone happy.”
“No, but you can be flexible,” Jack said. “Maybe for Lisa, there’s a way to create more in-person touchpoints—team meetups, mentorships, planned office days. Maybe for Mark, you make sure flexibility stays protected.”
Diane thought for a moment. “So we need to bridge the gaps, not just assume one approach works for everyone.”
Jack nodded. “Exactly.”
4. Communicate Intentionally
Jack leaned forward. “One more thing—leaders need to reinforce cultural values in different ways for different audiences.”
Diane tilted her head quizzically. “What do you mean?”
“Well, some employees will respond to raw information, some to storytelling, some to direct engagement. If your message about culture only lands for one group, you’re missing the others.”
Diane jotted down a note. “So we need to tailor our communication—just like we tailor our approach to leadership.”
Jack smirked. “Now you’re really getting it.”
The Bottom Line
Diane sat back and took a deep breath. “So culture isn’t just about what we say it is, and how leaders act on it, but it’s also about how employees experience what we do through the lens of their own journey.”
Jack smiled. “Yep. And the companies that get this right don’t just have great culture on paper. They create workplaces where people actually want to stay, grow, and thrive.”
Diane smirked. “Guess we’ve got some work to do.”
Jack stood. “Don’t we always?”
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