Eric Partaker Distinguishes Between Stated Values and Lived Culture on LinkedIn

In a recent LinkedIn post, Eric Partaker explores the critical distinction between a company’s stated values and its actual culture, arguing that many leaders mistakenly equate the two. Partaker emphasizes that while values might be aspirational, culture is defined by observable behaviors and decisions, particularly during challenging times.

The Gap Between Values and Culture

Partaker highlights that stated values often reside on websites and printed materials, serving as ideals a company hopes to embody. However, he posits that true culture is revealed in the day-to-day realities of the workplace. He writes:

Values live on your website.
Culture lives in your hiring decisions.

This stark contrast, according to Partaker, underscores a common leadership blind spot. He suggests that many CEOs fail to recognize how a passive or unaddressed culture can lead to a detrimental loss of trust, speed, and talent within their organizations.

Culture as Lived Experience

The core of Partaker’s argument centers on culture being a reflection of what actually happens when things are difficult or when no one is directly observing. He elaborates on this by stating:

Culture is what actually happens when Slack goes quiet.
When the deadline slips.
When someone screws up and no one’s watching.

According to Partaker, this is where passive cultures emerge – not necessarily from malicious intent, but from a lack of active cultivation. He points out that if a company claims integrity as a value but promotes a top performer who cuts corners, the actual culture—one that tolerates such behavior—is being reinforced.

The Impact of Tolerated Behaviors

Partaker warns that what leaders allow or tolerate sends powerful signals to the entire organization. He argues that this passive approach can inadvertently teach employees that certain negative behaviors are acceptable, such as ignoring deadlines, prioritizing politics over performance, or overlooking crucial feedback.

What you allow…
What you tolerate…
You teach.

He further elaborates on the negative consequences, stating that this can lead to a culture where:

• Deadlines become suggestions rather than requirements.
• Internal politics outweigh genuine performance.
• Toxic individuals are rewarded if they meet their targets.

Actively Shaping Culture

The entrepreneur emphasizes that culture is built through repeated behaviors, rewarded actions, and unspoken norms that everyone understands. He urges leaders to shift their focus from merely polishing value statements to actively safeguarding and shaping their company culture.

If you’re not actively shaping your culture, you’re passively allowing it.

Partaker concludes by asserting that a strong, intentionally cultivated culture is essential for building a high-performing team that moves quickly, owns results, and maintains accountability. He stresses that the business’s success is directly dependent on the strength of its culture.