Diane sat at the conference table, scrolling through the latest engagement survey results. The numbers looked… fine. Nothing alarming. But something wasn’t adding up.
“I don’t get it,” she said, shaking her head. “Our engagement scores are solid, and people seem happy enough. But I keep hearing stories that don’t jibe. Leaders say we value transparency, but employees are saying they feel out of the loop. We talk about collaboration, but teams are working in silos.” She looked up at Jack. “How do we know if our culture is actually taking hold?”
Jack leaned back in his chair somewhat smugly. “You measure it. But not the way most companies do.”
The Culture Illusion
Jack pulled out his notebook. “A lot of companies make the mistake of assuming culture is real because people seem satisfied. But satisfaction isn’t the same as cultural alignment.”
Diane frowned. “What do you mean?”
“Well,” Jack said, flipping to a fresh page, “free snacks, ping pong and good pay make people happy, but they don’t necessarily mean employees believe in or experience the culture we think we have. They are superficial. You have to go deeper.”
He started writing. “Let’s break it down.”
1. Check for Alignment Between Values and Everyday Behaviors
Jack tapped his pen against the table. “Your company says it values transparency. Your leaders say they promote innovation. But what’s actually happening inside the business?”
Diane thought for a moment. “Well… leaders talk about transparency, but I still hear complaints from people that the big decisions happen behind closed doors.”
“Exactly,” Jack said. “Culture isn’t what’s written on those fancy banners, it’s what employees see every day.”
“Here are some ways you can measure that:
Conduct employee culture perception surveys—ask what values they actually experience.
Hold skip-level meetings where employees share candid feedback with senior leadership.
Observe decision-making—are leaders consistently tying choices back to company values?”
Diane nodded. “So if what employees experience doesn’t match what we think our culture is, then we have a disconnect.”
Jack grinned. “Now you’re getting it.”
2. Watch for the Early Warning Signs of Culture Breakdown
“Culture doesn’t break overnight,” Jack continued. “It erodes quietly, and if you’re not paying attention, you won’t see the cracks until it’s too late.”
Diane sighed. “So what should I be watching for?”
Jack listed a few key red flags:
• Employees hesitate to ask questions or share concerns.
• Collaboration disappears, teams operate in silos.
• Innovation slows,people play it safe.
• High performers start leaving,or worse, they stay but check out.
Diane winced. “We’ve seen some of that.”
Jack nodded. “Most companies have, but they don’t realize it’s a culture issue until things spiral out of control.”
Here are some ways you can measure it:
• Track workforce vitality—engagement, retention, productivity, and performance.
• Conduct stay interviews and compare the data with exit interviews.
• Watch participation in meetings and initiatives—are employees contributing or just going through the motions?
Diane scribbled notes. “So if people are quiet, checked out, or playing it safe, we need to act fast.”
3. Use Engagement Data—But Look Deeper
“Engagement scores are useful,” Jack said, “but they don’t tell the whole story.”
Diane raised an eyebrow. “Why not, we pay a lot of money for those?”
“Because employees can be engaged despite a misaligned culture. Maybe they love their team or their role, but they don’t actually buy into the company’s values.”
Diane sat back. “That makes sense. So what should we be looking at?”
Jack responded:
• Compare engagement trends over time—are there patterns when leadership changes or business pressures rise?
• Cross-check engagement data with behaviors—if collaboration is a core value, are engaged employees actually collaborating?
• Ask employees what drives their engagement—is it the culture or just their direct team or manager?
Jack folded his arms. “Engagement without cultural alignment is fragile. It won’t last when the going gets tough.”
4. See How Culture Shows Up in Hiring and Promotions
“If culture is real,” Jack said, “it should be shaping who gets hired, promoted, and retained.”
Diane frowned. “I’m not sure it is.”
Jack nodded. “That’s a problem. Because if hiring managers prioritize skills over values, or if promotions go to the highest performer instead of the best culture leader, you’re sending a message: culture is optional.”
Diane tapped her pen against the table. “So if culture isn’t influencing who moves up, it’s not really embedded.”
“Exactly,” Jack said.
5. Make Culture a Two-Way Conversation
Diane sighed. “Okay, but how do we make sure employees actually feel like they’re part of this? From what you have been saying, culture can’t just be dictated from the top.”
Jack nodded. “Right. Employees need to feel like active participants, not just passive recipients.”
Here are some ways to look at it.
• Consider who’s driving culture conversations,is it just executives, or do employees feel ownership?
• Track ideas and feedback—are employees actually contributing?
• Ask for culture feedback regularly,not just in annual surveys, but in ongoing conversations.
“When employees feel heard and involved,” Jack said, “culture takes root.”
The Bottom Line: If You Don’t Measure Culture, You Can’t Improve It
Diane closed her notebook. “So, culture isn’t just about engagement scores or perks. It’s about whether employees actually experience the values we say we have.”
Jack nodded. “And if you’re not tracking it, you won’t know if it’s thriving or fading.”
Diane exhaled. “Alright. Time to take an honest look at where we really stand.”
Jack grinned. “Now you’re leading with culture.”
Diane smirked. “Well, life goes on, long after the thrill of the culture rollout is gone.”
Jack laughed. “Exactly. That’s why we have to make sure it sticks.”
Looking Ahead
This week, we explored how to measure whether culture is actually taking hold. Next week, Jack and Diane will dive into the next big factor in culture–the individual journey’s of employees.