From the company featured.com, we asked industry experts to share one thing their company does differently in its approach to a company culture that has made a significant positive impact. Learn how their approaches benefitted the companies and their employees. Here are their tips for cultivating a thriving workplace culture.
How to Build a Winning Company Culture
- Foundations Over Fluff
- Radical Financial Transparency
- Inclusivity and Community Engagement
- Encouraging Vulnerability and Openness
- Family-Oriented Culture
- Belief in Second Chances
- Advocacy Beyond Clients
- Results-Over-Hours Culture
- Living Team Building Philosophy
- Ownership at Every Level
- Prioritizing Employee Well-Being
- Mentorship-Driven Environment
- Championing Kindness as a Core Value
- Building Meaningful Connections
- Character-First Company
- Work-Life Integration
Foundations Over Fluff
One thing my company does differently in its approach to company culture is focusing on foundations before fluff! Too many businesses jump straight into surface-level initiatives such as team-building days, perks, or a shiny set of values on the wall—without addressing the fundamental systems and behaviors that actually shape culture. I take the opposite approach, working with businesses to fix the cracks first, ensuring that their policies, leadership behaviors, and accountability structures align with the culture they want to build.
This approach has had a significant impact because it creates genuine, lasting change rather than temporary morale boosts. If employees see that their leaders are holding toxic behaviors to account, that expectations are clear and fair, and that policies are designed to support them rather than control them, this builds trust naturally. Culture then becomes something that exists in daily actions rather than something forced through initiatives that don’t reflect reality.
For my clients, this shift has resulted in lower staff turnover, fewer performance issues, and a workforce that engages with the company’s mission. Employees feel safer, clearer on what’s expected, and more invested in their roles because they see that culture isn’t just talk—it’s backed by action. By first addressing people strategy, leadership behaviors, and structural gaps, we create resilient, high-performing cultures, not just another corporate facade.
Natalie Lewis
Founder and Director, Dynamic HR Services Ltd.
Radical Financial Transparency
One of the most impactful aspects of our company culture is our radical transparency around financials and decision-making. Early in my career, I worked in companies where financials were closely guarded secrets, and employees were expected to execute without fully understanding the bigger picture. This lack of transparency led to disengagement, misalignment, and slower decision-making.
At our company, we flipped the script—every employee has real-time access to company financials, revenue reports, and strategic roadmaps. This level of transparency isn’t just about trust; it’s about empowering employees to make better decisions.
Here’s why this approach works and how other companies can implement it:
1. It Creates Ownership & Accountability—When employees see the company’s financial health, they start thinking like owners, not just workers. Instead of chasing vanity metrics, teams focus on what actually moves the needle.
Actionable Tip: Share key financial metrics in company-wide meetings or dashboards. This doesn’t mean sharing everything, but employees should understand revenue, expenses, and growth targets.
2. It Speeds Up Decision-Making – In many companies, visibility leads to decision paralysis. By providing open access to financial and operational data, we eliminate unnecessary approval chains and enable teams to take initiative.
Actionable Tip: Reduce gatekeeping by giving teams direct access to performance metrics to adjust strategies in real-time instead of waiting for leadership reviews.
3. It Improves Retention & Engagement – People don’t just want a paycheck—they want to be part of something meaningful. Knowing where the company stands financially, how their work contributes, and the long-term vision makes employees more engaged and committed.
Actionable Tip: Encourage leadership to hold an “Ask Me Anything” (AMA) session where employees can discuss company performance openly. Transparency builds trust.
Companies that embrace financial transparency see more engaged employees, faster execution, and a stronger culture of trust. It’s not about revealing every detail—it’s about giving employees enough visibility to feel invested in the company’s success.
Ahmed Yousuf
Financial Author & SEO Expert Manager, CoinTime
Inclusivity and Community Engagement
We’ve fostered a culture centered on inclusivity and community engagement, something I’ve championed throughout my 20-year career. This approach is not just a marketing strategy for us; it’s a core value that permeates all we do. By embracing diversity in our hiring and offering free hair makeovers to community members, we’ve created an environment where clients and employees feel valued and understood.
One specific example of this approach’s success is our free hair makeover nominations for community members who have faced hardships. Not only does this initiative uplift those receiving the service, but it also boosts team morale and reinforces our commitment to giving back. This program has increased community support and client loyalty, contributing to a 20% increase in new client referrals.
Our culture of inclusivity has also driven innovation. Each stylist, from curl specialists to blonding experts, brings unique insights that contribute to a richer, more creative salon experience. This diversity in expertise benefits our clients directly, ensuring their unique beauty needs are met with empathy and expertise. It has also helped us earn recognition in the Best of the Bay Awards.
Victoria Michael
Owner, Salon Eunoia
Encouraging Vulnerability and Openness
One thing I’ve learned in recovery is that vulnerability isn’t weakness; it’s strength. For a long time, I thought admitting struggles or asking for help made me less capable, but I’ve come to understand that the opposite is true. That mindset has shaped the way we approach company culture. We encourage open conversations about personal challenges, whether they’re related to work, life, or even mental health. When people feel like they can be real with each other, it builds trust, which is the foundation of a strong team.
Early on, I made it a point to lead by example. I’ve shared my own struggles with addiction and personal growth, not because I wanted sympathy but because I wanted my team to see that it’s okay to be human. The moment I started opening up, I noticed a shift. Employees who might have otherwise kept their struggles bottled up began to speak openly about their challenges, whether the issue was stress, burnout, or personal loss. Over time, that openness has created a supportive work environment where people know they’re not alone.
The impact of this culture has been incredible. Productivity has gone up, not because we push harder, but because people feel safe enough to bring their full selves to work. There’s no pretending, no fear of judgment, just a team that genuinely cares about each other. Employees don’t have to waste energy maintaining a “work persona.” They can focus on doing their best because they know their workplace values them as people first. This shift has built loyalty, strengthened morale, and fostered a rare sense of belonging in many companies. Vulnerability isn’t just a buzzword for us; it’s the core of how we operate, and it has changed everything for the better.
Justin McLendon
Lcmhc, Lcas & CEO, New Waters Recovery
Family-Oriented Culture
We prioritize a family-oriented culture where every team member feels valued, supported, and heard. Having grown up in the tree industry and worked alongside my father since I was 10, I understand firsthand the importance of mentorship and hands-on learning. Because of this, we invest heavily in training and development, ensuring that employees not only master technical skills but also understand the science behind tree care.
As a certified arborist with a TRAQ certification, I provide ongoing education on tree health, risk assessment, and industry best practices, which helps our team become more knowledgeable and confident in their work. This approach has created a close-knit team that takes pride in its craftsmanship and safety, leading to higher job satisfaction, better service quality, and strong customer relationships.
This commitment to a positive company culture has directly impacted our success. Employees stay with us longer, reducing turnover and maintaining consistency in the quality of work we provide. Clients appreciate working with the same trusted team members, strengthening our reputation and leading to repeat business and referrals. By fostering a supportive and educational work environment, we’ve built a company where employees are motivated to grow, take initiative, and feel a true sense of belonging. In turn, this has helped us sustain a high level of service for over 20 years, making us a trusted name in the DFW area.
Amaury Ponce
Business Owner, Ponce Tree Services
Belief in Second Chances
Many people in recovery, including myself, have needed second chances in life. I know firsthand what it feels like to be counted out, to think like mistakes define you, and to struggle to rebuild when the world sees you as your past instead of your potential. That belief in second chances extends directly to our company operations. We don’t just preach redemption, we practice it in every aspect of our workplace culture.
Whether it’s giving employees opportunities to grow after making mistakes or hiring individuals with unconventional backgrounds, we believe in seeing people for who they are today rather than judging them for where they’ve been. This mindset has created an environment where people feel safe to learn, grow, and evolve. No one is walking on eggshells, terrified that a single misstep could cost them everything. Instead, they’re encouraged to take ownership, make amends when necessary, and use setbacks to become better versions of themselves.
I’ve personally seen incredible transformations as a result of this approach. One team member, for example, came to us with a past that made it difficult for him to find stable employment elsewhere. He was upfront about his struggles but also hungry for a chance to prove himself. We gave him that chance, and in return, he gave us loyalty, dedication, and an unmatched work ethic. Today, he’s one of our team’s most reliable and hardworking members, and his journey is a testament to what can happen when you invest in who someone can become instead of reducing them to their past mistakes.
This second-chance culture has built an incredibly loyal, motivated, hardworking team. People show up differently when they know they are valued beyond their mistakes. They are more engaged, work harder, and take greater pride in what they do because they feel like they belong. It’s a powerful shift that doesn’t just benefit the individuals we hire; it strengthens the entire company.
Leanna Kurnel
Director of Business Development, New Jersey Recovery Solutions
Advocacy Beyond Clients
We don’t just advocate for workers in the courtroom—we apply the same principles within our own firm. One thing we do differently is ensuring that every team member, from attorneys to administrative staff, feels valued and empowered to speak up—just as we encourage our clients to do. We foster an open-door culture where employees are encouraged to share concerns, suggest improvements, and contribute to shaping how we operate. This approach isn’t just about making people feel heard—it’s about actively implementing their feedback, whether that means adjusting workloads to prevent burnout or improving internal processes to make casework more efficient.
This culture of respect and transparency has directly impacted employee satisfaction and retention, which in turn benefits our clients. When people feel secure in their workplace, they do their best work—leading to stronger case strategies, better client communication, and a team that’s genuinely invested in justice. By prioritizing the same workplace protections we fight for in litigation, we set an example of what fair and ethical employment should look like—not just for our own team but for the companies we challenge in court.
Ed Hones
Attorney at Law, Hones Law Employment Lawyers PLLC
Results-Over-Hours Culture
To be really honest, we prioritize a “results-over-hours” culture, which has significantly improved employee satisfaction and productivity. Instead of measuring success by time spent at a desk, we focus on outcomes, efficiency, and impact, allowing employees the flexibility to manage their work in a way that suits them best.
For example, we introduced flexible work hours and goal-based performance tracking, which led to a 40% increase in employee engagement scores and a 25% boost in overall productivity within a year. Employees feel trusted and empowered, reducing burnout while maintaining high performance. This approach has also helped with retention, as team members appreciate the autonomy and work-life balance, making them more invested in the company’s success.
By shifting the focus to what gets done rather than how long it takes, we’ve built a culture that fosters both ambition and well-being, creating a workplace where people actually want to stay and grow.
Pallavi Pareek
Founder & CEO, Ungender
Living Team Building Philosophy
We don’t just talk about company culture—we live it through our team-building philosophy. One thing we do differently? We treat our own team like we treat our clients, with immersive, engaging experiences that foster trust, collaboration, and creativity.
Instead of the typical corporate meetings, we regularly run team-building activities for our own staff—just like the ones we deliver to clients. Whether cracking codes in Escape the Box or battling it out in The Deceivers, we put ourselves in our client’s shoes. This keeps our team connected, strengthens internal collaboration, and ensures we’re constantly innovating.
The impact? Stronger engagement, lower staff turnover, and a team that genuinely enjoys working together. Motivation skyrockets when employees feel valued and experience the same culture-boosting benefits we offer clients. Businesses that prioritize culture see a 33% boost in revenue, and we’re living proof that an engaged team delivers better results.
The takeaway? If you want a strong company culture, don’t just preach it—actively create experiences that reinforce it.
Charles Berry
Co-Founder, Zing Events
Ownership at Every Level
There’s one way we do company culture differently—we treat every team member as if they are a stakeholder, not just an employee, more than another cog in the machine. We know that everything changes when people feel like they really have skin in the game.
We avoid micromanagement or getting bogged down in bureaucracy; we empower our teams to own their work. A sales rep isn’t just reading a script—they’re iterating outreach based on what converts. Someone who has ‘marketer’ as their title isn’t waiting for permission on every iteration of a campaign—they’re driving tests and improving results.
This method has changed the way we work. Workers don’t merely clock in and out; they come to work with energy and ideas. Since they are aware that their contributions are important, they accept responsibility. The result is less turnover, deep engagement, and a culture where innovation isn’t just encouraged—it’s expected.
Flashy perks or catchy slogans don’t create culture. It has to do with how people feel about their work. And when you give them ownership, they don’t simply work for the company—they work with it.
Kraig Kleeman
CEO, The New Workforce
Prioritizing Employee Well-Being
I don’t believe in burnout culture. I’ve seen firsthand what happens when people push themselves to the brink: productivity drops, morale suffers, and eventually, even the most passionate employees lose their drive. That’s why we actively encourage employees to put their well-being first. Whether taking a mental health day, getting the support they need, or simply stepping away to refocus, we emphasize that their health comes before any deadline or project.
I’ve learned in my own journey that recovery and growth happen when you have the space to take care of yourself. Early in my career, I bought into the idea that working harder meant working longer, and I pushed myself relentlessly. I didn’t take breaks, ignored signs of burnout, and thought that grinding through exhaustion was the only way to succeed. But I was wrong. Over time, I realized that my work suffered when I wasn’t at my best mentally or physically. I was present, but I wasn’t truly engaged. That was a wake-up call, and now I make sure that my team never has to learn that lesson the hard way.
In our company, well-being isn’t just a policy; it’s a priority woven into our culture. We encourage employees to set boundaries, take time off when needed, and openly communicate when overwhelmed. This approach has led to lower turnover, higher engagement, and a team that shows up daily with energy and purpose, not just out of obligation. When people care for themselves, they don’t just perform better; they thrive.
Timothy Brooks
CEO, Synergy Houses
Mentorship-Driven Environment
One thing we do differently in our approach to company culture is emphasize a mentorship-driven environment where learning and growth are prioritized at every level. We don’t just focus on student outcomes; we apply that same commitment to development within our own team. Our culture is built around constant intellectual challenge, collaboration, and the belief that the best ideas can come from anywhere, regardless of title or tenure.
Unlike many organizations with rigid hierarchies, we foster an open-door policy where team members are encouraged to ask questions, seek guidance, and take ownership of projects early on. New hires are paired with experienced mentors who guide them through their roles and help them develop critical thinking, leadership, and problem-solving skills. This approach ensures employees feel supported, challenged, and continuously improve rather than just executing tasks.
One of the most significant impacts of this culture has been the retention and rapid development of high-performing employees. When people feel they are consistently learning and have a clear path to growth, they become more invested in the company’s mission and engaged in their roles. This culture has also led to an environment where innovation happens organically, and team members are empowered to contribute ideas, refine processes, and take initiative without feeling constrained by bureaucracy.
This mentorship-driven culture also benefits the company by ensuring that our approach to student admissions advising remains dynamic and cutting-edge. Since education and admissions trends shift constantly, we need a team that is adaptable, always learning, and willing to challenge conventional wisdom. By creating an internal culture that mirrors our approach to student success, focused on continuous growth, learning, and mentorship, we’ve built a company where employees thrive, and that directly translates into better outcomes for the students we serve.
Joel Butterly
CEO, InGenius Prep
Championing Kindness as a Core Value
We’ve embedded a culture that champions kindness as a core value, setting us apart from the typical competitive corporate ethos. This approach is reflected in our hiring practices, where we prioritize cultural fit and shared values over technical prowess alone. For instance, we once passed on a highly skilled candidate because they didn’t align with our ethos of kindness and collaboration. This decision-making criterion has fostered a workplace that thrives on mutual respect and support, improving team dynamics and employee satisfaction.
Our dedication to kindness extends into our customer relationships. We’ve ingrained in our team the practice of viewing clients as “neighbors,” not just transactional partners. This mindset shift has proven transformative. As a result, our customer service department, aptly named “Neighbor Service,” has consistently received high satisfaction scores. By creating an environment that values kindness and community, we’ve seen improved employee morale and a tangible boost in customer loyalty and business outcomes.
Furthermore, hosting the “Beyond ERP” podcast has allowed us to share these values on a broader stage, connecting with C-suite executives who resonate with our approach to digital change and human-centric business practices. This platform has lifted our company’s profile and solidified our reputation as leaders who prioritize empathy and relational dynamics in business.
Louis Balla
VP of Sales & Partner, Nuage
Building Meaningful Connections
For many of us, work is more than just a paycheck; it’s a place where we spend a huge part of our lives, and because of that, I believe it should feel like a community, not just a workplace. One of the biggest things we do differently is strongly emphasize building real, meaningful connections among our team members. We don’t just work together; we support one another, push each other to grow, and show up for one another in the workplace and in life.
I’ve seen firsthand how genuine relationships in the workplace lead to stronger teams, better collaboration, and higher engagement. When people trust each other, they communicate more openly, solve problems faster, and actually enjoy coming to work. I’ve worked in environments where people showed up, did their jobs, and left without feeling connected, and I knew I wanted to create something different. Here, we prioritize trust-based relationships over surface-level teamwork.
An example that stands out to me happened when one of our employees was going through a challenging time outside of work. Instead of brushing it off and expecting them to push through, the team rallied around them, offering both emotional support and practical help. That moment reinforced why we do what we do because when people know they’re valued as human beings, not just employees, they’re more engaged, committed, and driven. This approach has transformed our culture into one where people feel a sense of belonging, and in return, they invest themselves fully into the work and the mission we’re building together.
Joshua Zeises
CEO & CMO, Paramount Wellness Retreat
Character-First Company
One of the biggest ways we’ve shaped our culture at our company is by being a character-first company. We don’t just look at skills—we look at who a person is. Honesty, clarity, good judgment, and integrity matter more to us than a perfect resume. If someone fits our culture, we can teach them the technical side and help them grow into different roles.
One way this shows up in our day-to-day work is through our Tech Feedback Loop. Our field employees are out there every day, dealing with the challenges of helping our customers, so their input is invaluable. We actively seek their suggestions for process improvements, and when they bring up a better way to do something, we listen and take action. This has led to smarter workflows, fewer inefficiencies, and a team that feels heard and valued.
We also believe in Empowered Customer Solutions. Our techs don’t have to jump through hoops to get approval for minor customer service decisions. If they see a small fix that needs to be made or a way to improve the customer’s experience, they can handle it on the spot. This trust makes their jobs easier, keeps customers happy, and reinforces that we hire people whose judgment we can rely on.
The impact? A stronger, more engaged team that takes ownership of their work. Employees who feel valued and trusted stay around longer, provide better service, and contribute to a culture where everyone is invested in success. It’s made a huge difference in morale and efficiency, and we wouldn’t have it any other way.
Erika Friedrich
Operations Manager, A-Temp Heating & Cooling Inc.
Work-Life Integration
We are very serious about company culture, with a deep focus on meaningful work and flexibility. We know that women—especially busy mothers—need a work environment that supports both their professional and personal lives.
One thing we do differently is work-life integration instead of work-life balance. Instead of forcing a rigid separation between business and personal life, we create a culture where both can comfortably exist. Whether it’s offering flexible work schedules, open discussions on motherhood and entrepreneurship, or creating a community that supports and celebrates each other, we’ve found that when women are empowered in their personal lives, they can bring their best selves to their work.
This has led to greater motivation, stronger team unity, and emotional engagement with our brand mission. It’s also reflected in our team and community loyalty—because when people are respected as whole human beings, not just workers, they’re more present, more inspired, and more engaged in the company’s success.
Mandi StGermaine
Co-Founder, MBS | The Woman Beyond the Cape
Featured Image Credit: Photo by Kindel Media; Pexels
