Exploring Company Culture

“Is unlimited PTO a green flag? Does it mean the company is great?” A CareerWareer client asked me this recently. A few years ago, I would have said yes. I worked at a company with unlimited PTO and took more time off than most companies in Asia typically offer (usually 14-21 days). You may have also seen people share stories of extended globetrotting holidays during off-peak seasons, made possible by unlimited PTO - and thought, “That must be a great place to work.” But after some time of seeing (and hearing) dynamics in various organizations, I’m now more nuanced. Here’s why unlimited PTO isn’t always a green flag: 1) Unlimited PTO can come with unlimited expectations: When there are no set guidelines, people can feel unsure about what’s acceptable and hesitate, especially if no one else is taking time off. In high-performance cultures, unlimited PTO can quietly morph into no PTO, because rest can feel like a risk when work never stops. 2) Managers can make or break it: Your ability to take meaningful time off depends less on company policy and more on your direct manager. If your boss respects boundaries and encourages unplugging, you’ll likely feel safe taking leave. If they send Slack messages on weekends and make comments like “wow, it must be nice to take a break,” that same policy can feel like a trap. 3) Culture eats policy for breakfast: This is very true! It doesn’t matter how generous the policy is if the culture doesn’t support it. If leaders model non-stop hustle and subtly reward those who “push through,” you will quickly learn that rest is frowned upon, even if it’s not said outright. PTO becomes a theoretical versus practical benefit. If you are interviewing at a company with unlimited PTO and wondering if this is a perk, here are 3 questions I would recommend asking: 1) Do leaders and managers here take visible time off themselves? How many days off do people actually take here on average? 2) What’s your team’s approach to covering for one another when someone’s away? 3) Can you share an example of someone taking PTO and how was that supported? Unlimited PTO can be a wonderful perk, but only when the culture, leadership, and operations support it. Don’t just ask what the policy is but ask how it lives in practice (or not).

Curious about a company's culture? Look beyond these perks: ➔ Flexible work hours ➔ Remote work options ➔ Wellness initiatives Instead of ticking off boxes, let's ask: How do you promote work-life balance? Are employees encouraged to take time off? Do leaders model healthy boundaries? Is there a culture of trust regarding personal time? Can staff genuinely switch off after hours? Are there discussions about the importance of downtime? How do you handle workloads during peak seasons? Is taking personal time seen as a strength or weakness? It's time to shift the narrative around work-life balance. Real change starts with transparent communication and meaningful support. Because it’s about prioritizing well-being and building a culture of care.

Culture isn’t built with perks. It’s built with principles. Free lattes and company swag don’t fix broken communication. A ping pong table won’t make your team feel heard. Real culture is when: • Feedback isn’t feared • Leaders are accessible — not just “open door” in theory • Recognition is specific, timely, and earned • People are trusted to rest without guilt • Toxic behavior is addressed, not excused • Growth isn’t a privilege — it’s the standard The best teams I’ve worked with weren’t the flashiest. They were the ones where people felt safe, respected, and challenged to grow. That’s not a vibe. That’s leadership.

🌍 Reimagining Corporate Culture for Lasting Value 🌍 I recently had the pleasure of reading "Practical Guide to Corporate Culture" by Tina Mavraki CFA, developed in collaboration with the Centre for Climate Engagement at Cambridge. Tina has done an excellent job moving corporate culture from abstract ideals to structured, actionable strategies that banks—and all organizations—can use to drive lasting performance. In a sector where culture is often seen as intangible, Tina provides tools and insights that make it measurable, actionable, and valuable. At the heart of this guide are two transformative tools: 📌 The Corporate Supermap: This comprehensive tool charts the links between human capital, leadership, governance, and financial goals across an organization. It helps leaders pinpoint cultural gaps and turn values into performance drivers. 📌 The Five-step Sequence: A decision-making framework that aligns purpose, strategy, actions, and outcomes. This approach moves culture from “nice to have” to a necessary element for cohesive, value-driven decisions. What Sets This Guide Apart 🔍✨ What’s compelling is how it redefines corporate culture as an investable asset. Tina’s focus on key cultural drivers—Purpose, Leadership, Behaviours, Governance, and Group Dynamics—highlights how these elements, when integrated, drive performance in powerful ways. Beyond tools, Tina offers essential insights. Here's some of them: 📌 Trust as Culture’s Foundation: Trust audits and tracking “say-do” gaps position trust as the cornerstone of resilience. 📌 Human Capital as an Asset: By reframing employees as assets, Tina advocates for integrating mental health into core risk metrics, fostering an engaged workforce. 📌 Reimagining DE&I: DE&I is presented as a performance asset that strengthens cohesion and resilience. 📌 Role of Middle Management: Tina spotlights middle management as crucial to aligning strategic goals with daily operations. This guide is a powerful reminder that culture is more than just values on a wall—it’s a pathway to resilience, innovation, and sustainable value. I highly recommend having a read! Why Corporate Culture Matters 🔑✨ In my view, a strong corporate culture is a critical asset. Here are three main reasons why it deserves our attention: 1️⃣ Strategic Resilience: Culture empowers organizations to weather crises and adapt to change. When purpose and alignment run deep, teams navigate challenges with agility. 2️⃣ Innovation & Engagement: A positive culture encourages openness and collaboration, sparking innovation and driving renewal. 3️⃣ Trust & Accountability: Corporate culture shapes trust with all stakeholders, building loyalty and sustainable, long-term performance. #CorporateCulture #Leadership #Sustainability #ValueCreation #Innovation #Resilience #OrganizationalDevelopment 🌱💡

A few days ago, I had to step away from work. Something urgent came up, and I didn't have time to plan a smooth handoff. I just needed to go. What I didn't have to do was think twice about whether that was okay. That got me thinking about what actually makes a company's culture "good" when it matters most? The answer, I'd argue, has less to do with values statements and more to do with organizational design. Culture is often described as "how people feel" or "what we say we believe," but feelings and beliefs only translate into action when the structure around them makes that action possible. A manager can genuinely want to give someone space in a crisis, but if the team has no slack in its capacity planning, no cross-training, and no clear decision rights for who steps in, good intentions run straight into a wall. The organizations that show up for people in hard moments tend to share a few specific design choices, made long before anyone needs them: ➡️ Cross-functional coverage, not single points of failure. When no one person is the only one who understands a given piece of work, that redundancy isn't inefficiency; it's resilience built in by design. ➡️ Decision rights pushed down. Teams that can decide to cover for a colleague without escalating through layers of approval can respond in the moment, not after a delay. ➡️ Managers measured on team health, not just output. When a manager's own incentives include how well their team functions under stress, flexibility becomes structurally rewarded rather than personally risky. ➡️ Policies that default to trust. Time off for urgent personal matters shouldn't require a person to build a case for it. The best systems are designed to assume good faith first. It's easy for an organization to talk about flexibility and empathy when things are calm. The real test is whether it has actually engineered for the moments when support is inconvenient: when a deadline is close, when someone's absence creates a real gap, when there's no time to plan ahead. That's the moment culture and structure either align or reveal a gap between them. This is worth sitting with for anyone building or leading a team: culture is not separate from structure. The org chart, the staffing model, the way decisions are delegated, the way managers are incentivized, all of it either enables people to show up for each other in hard moments, or quietly prevents them from doing so, regardless of how good anyone's intentions are. Flexibility isn't a perk that gets bolted on later or a value that lives on a poster in the break room. It's a design decision, made in advance, about what an organization prioritizes when things get hard. The companies that get this right aren't necessarily the ones with the most generous-sounding policies on paper. They're the ones that have built the structural slack, the distributed decision-making, and the incentives that let those policies actually work when someone needs them. Grateful, Google ❤️

Here’s the unspoken truth about navigating corporate culture as a CEO: In my journey to the CEO seat, one crucial lesson stood out: Understanding and adapting to your company's culture isn't just important—it's essential. When I first stepped into an executive role, I underestimated the power of corporate culture. I focused solely on strategies, KPIs, and bottom lines. However, I quickly realized that these elements, while crucial, were not the only keys to success. Corporate culture is like an iceberg, what's visible on the surface is just a small part of a much larger whole. It encompasses values, beliefs, and unwritten rules that guide how people behave and make decisions in an organization. Ignoring this can be a grave error. As a leader, it's your job to not only understand but also shape and reinforce the culture. This means: •Listening and Observing: Spend time understanding the core values and behaviors that define your organization. What's celebrated? What's frowned upon? •Leading by Example: Your actions set the tone. Align your behavior with the cultural values of the organization. •Communication is Key: Clearly articulate your vision and how it aligns with the existing culture. Be open to feedback and ready to adapt. •Cultural Ambassadors: Identify and empower individuals who embody the desired culture. They can be invaluable in cascading cultural values throughout the organization. •Consistency: Consistency in reinforcing cultural norms is crucial. Inconsistent messages or actions can undermine your efforts. Remember, culture can be your strongest ally or your biggest obstacle. It's not just about the numbers and strategies; it's about understanding the heartbeat of your company. 

𝗧𝗢𝗫𝗜𝗖 𝗩𝗔𝗖𝗔𝗧𝗜𝗢𝗡 When did time off become such a hassle in the US?  Most US workers use about half of their paid time off.  One in three say they would take a pay cut to get unlimited time off.  However, other research shows that in organizations with unlimited PTO employees take less time off compared to workplaces that do not have that policy.  Last month in one of my newsletters, I shared this strip from my comic strip hobby: Cres: Mondays are the worst. Gwen: Nope. Days off. Cres: Explain.  Gwen: Monday is bad on Monday. Cres: And time off? Gwen: You pay before, during, and after. That is the American reality.  There is a strong workaholism vibe.  It’s driven both by our Protestant work ethic background and deteriorating economic realities that require more hours or jobs per person to make ends meet.  Professionals fear missing work will be viewed as a lack of dedication.  Many managers who don’t take enough time off themselves apply pressure resulting in employees who feel discouraged or looked down upon if they take time off.  People believe it will impact their performance reviews and future opportunities.        At a minimum, those who take time off experience a unique form of professional dread before, during, and after.  Before they leave, they stress about getting ahead, making sure others can properly cover them, and dealing with the comments or glances they are receiving from others.  During their time away, most are told not to untether, to stay reachable, and often to overtly do work while away from the office.  When they return, they find an inevitable pile up of work waiting for them to dig through. What used to be a chance to smile and recharge has become quite the opposite.  What results is guilt, worry, resentment, and ever creeping stress that pushes too many towards burnout.  So, what can be done about this? There are some good best practices for companies that care.  Leaders can openly take their vacation and encourage the same from others.  Unplugging when away should be normalized.  It’s easy to automate the process of ensuring people don’t work when they’re away.  I’ve even seen penalties for violating this rule.  Projects can initiate formal stopping points when key people step away so all constituents know about it, know who to call if needed, know when the relevant person will be back at work, and so on.  Formal tracking of PTO used and balances remaining should be communicated regularly to encourage use.  Mandatory minimums and rollover of unused time help.  Some even use incentives (including extra time off) if PTO is schedule early in the year.  I’m fascinated by business and how we can do business better… vacation should be fun time off!  What do you think?  Please speak up and share: What’s your view and what’s it like where you work regarding the use of PTO? #PTO #worklife #motivation #stress #leadership

218 weekend days. 0 calls. 0 texts. In the last 2 years, my manager has never called or texted me on a weekend. Not even once — no matter how urgent the work was. You might be thinking: Maybe we don’t hustle enough. But that’s not true. → We’ve worked late nights. → We’ve met crunch deadlines. → We’ve given it our all. And now I truly get what “good work culture” means. It's not about free snacks or company trips. It’s about empathy. Trust. And treating people like humans. Here’s what I’ve learned from my manager and now try to apply with others: [1] Don’t call or text people for work on weekends. [2] If someone leaves the office on time — don’t question it. [3] If someone misses a deadline — ask, “Need any support?” not “Why didn’t you finish it?” [4] If someone has a planned leave — don’t ask them to cancel it. Instead, divide the work and manage. Because when people feel trusted, they go the extra mile. Not out of fear, but out of motivation. Just like when I ask my manager, “Would you like to review this?” And he replies — “I trust you, Abhishek.” That one sentence pushes me to give my best. That’s the kind of culture I hope to carry forward when I become a Manager. Not by words but by actions. ➝ What's your take on Corporate culture?? LinkedIn DKMS Group #culture #learnings

Think company culture is just ping pong tables and free lattes? Think again! ☕️ It's an iceberg, with only the tip of the perks visible above the surface. Below the waterline lies the true power: shared values, communication styles, leadership dynamics, and even unconscious biases. These hidden elements shape everything from employee engagement to innovation. So, why is culture SO important? ✅ Talent Attraction & Retention: A strong culture attracts top talent and keeps them feeling valued and engaged, reducing costly turnover. ✅ Productivity & Innovation: When employees feel supported and empowered, they're more likely to collaborate, take risks, and drive breakthrough ideas. ✅ Brand Reputation: A positive culture fosters employee advocacy, turning your workforce into brand ambassadors who attract customers and investors. ✅ Customer Experience: Happy employees create happy customers, leading to better service, loyalty, and brand trust. Ready to explore your own company's cultural depths? ☑️ Listen to your employees: Conduct surveys, hold open forums, and actively gather feedback. ☑️ Observe behaviors: Look beyond policies to see how things actually get done and communicated. ☑️ Celebrate what's working: Don't just address problems, reinforce positive cultural aspects. ☑️ Be transparent and accountable: Show employees you're serious about building a better culture together. Remember, culture is a journey, not a destination. By making a conscious effort to understand and nurture your company's unique culture, you unlock its true potential for success. Share your thoughts! What are your experiences with company culture? What challenges have you faced, and what advice do you have? #companyculture #leadership #employeereengagement #talentmanagement #organizationaldevelopment

The best culture perks don't show up in the job post, They show up in how people work together: You can feel a strong culture pretty fast. Not from the values page. Not from the office snacks. Not from the all-hands speech. From the small things people do every day: 1. People Can Speak Up ↳You don't have to guess what's safe to say ↳Ex: Someone can disagree in a meeting without getting shut down later 2. Managers Give Clear Feedback ↳You know where you stand, good or bad ↳Ex: Your manager tells you what worked, what missed, and what to do next 3. Credit Gets Shared ↳Wins don't get stolen by the loudest person in the room ↳Ex: A leader names the people who did the work, not just the team name 4. Problems Get Fixed Fast ↳Small issues don't sit around until they become big ones ↳Ex: When a process is broken, someone owns it and improves it 5. People Respect Time ↳Not everything is treated like a fire drill ↳Ex: Meetings end on time, and late messages don't expect instant replies 6. Expectations Are Clear ↳You don't have to read minds to do good work ↳Ex: You know the goal, the deadline, and what done looks like 7. Mistakes Become Lessons ↳People learn from errors instead of hiding them ↳Ex: After something goes wrong, the team asks what to change, not who to blame 8. Leaders Act Like Adults ↳They stay calm, honest, and steady when things get hard ↳Ex: They don't dodge hard news or dump stress on the team 9. Help Is Easy To Ask For ↳You don't get punished for not knowing everything ↳Ex: A new hire can ask a basic question and get a kind answer 10. Growth Is Part Of The Job ↳People are stretched, coached, and given real chances to improve ↳Ex: Someone gets a new challenge with support, not just pressure 11. Boundaries Are Normal ↳Healthy work habits are respected, not mocked ↳Ex: People take PTO, log off, and don't have to apologize for it 12. Values Show Up In Real Life ↳The culture matches what the company says it believes ↳Ex: If they say people matter, they prove it in decisions, not posters Culture isn't what a company says, It's what people feel every week. Which green flag stands out most to you? --- ♻️ Repost to encourage leaders and managers to build healthier teams people want to stay on. And follow me George Stern for more practical advice.