The word “culture” is increasingly being labeled a buzzword—and I’m not sure I entirely agree with that assessment.
For teams, culture has a legitimate and useful meaning. It describes the shared behaviors, norms, expectations, and habits that shape how a team operates. Culture is real, and it has a significant influence on team success.
That said, it becomes a buzzword when it is used vaguely or without substance. For example, leaders often say they are “building a great culture,” that they are a “culture-first organization,” or that “culture is our competitive advantage.”
But what does any of that actually mean?
These kinds of statements can sound impressive, but if they are not tied to specific behaviors, standards, and actions, they reveal very little about how the team operates.
Every team has a culture, whether it is intentionally designed or allowed to develop organically. Culture isn’t a slogan; it’s the outcome of what a team consistently rewards and permits. It can be good, positive, or invigorating. It can also be bad, negative, or toxic.
Whenever I encounter leaders who use the word in a buzzword-like way, I ask them a simple question: How do you define your culture? Their responses reveal a great deal about their leadership style and what matters most on their teams.
Ultimately, a team’s culture is defined by two things: what is tolerated and what is celebrated. And good teammates are the driving force behind both.
At some point, you’ve likely come across the popular meme claiming that nothing kills a great employee faster than watching you tolerate a bad one.
There is plenty of truth to that statement. Culture is influenced by behaviors that are ignored, overlooked, and excused. Tolerating them sends a powerful message about what is acceptable.
Small actions that seem insignificant in isolation can have a lasting impact when they go unaddressed. Missed commitments, negative attitudes, lack of preparation, or poor communication can gradually become normalized if they are consistently tolerated.
When standards are not upheld, the team’s culture slowly shifts to reflect that reality. Tolerating selfishness, for instance, facilitates selfishness.
But culture is also shaped by what is celebrated. The behaviors that receive praise, recognition, and opportunities become the behaviors that others seek to emulate.
Consider a team that claims to value collaboration but regularly celebrates individuals who succeed at the expense of others. Over time, team members will conclude that personal achievement matters more than collective success.
Conversely, a team that consistently recognizes cooperation, accountability, and support will reinforce those behaviors until they become part of the team’s identity. Hence, celebrating selflessness facilitates selflessness.
The most successful teams understand that culture is built through repetition. Every celebration reinforces a standard. Every tolerated behavior establishes a boundary. Over time, these signals accumulate and create shared expectations about how team members should act, communicate, and contribute.
Good teammates hold others accountable rather than looking the other way and allowing toxic behaviors to persist. They also take it upon themselves to never pass on an opportunity to recognize good teammate moves.
The behaviors you consistently tolerate and celebrate will define your team’s culture—and how good of a teammate you are.
As always…Good teammates care. Good teammates share. Good teammates listen. Go be a good teammate.
