Eric Partaker on Culture: Why Daily Choices Define Company Values

In a recent LinkedIn post, Eric Partaker delves into the true essence of company culture, arguing that it is far more than just stated values or mission statements. He posits that culture is fundamentally built upon the daily actions and decisions of leadership, particularly in how they handle performance and behavior within their teams.

Culture as Lived Experience

Partaker challenges the common corporate tendency to present an ideal image of employee value, suggesting that the reality of a company’s culture is revealed through its responses to difficult situations. He emphasizes that employees are acutely aware of leadership’s choices, observing who is rewarded, who is held accountable, and who is protected, regardless of their performance or conduct.

Culture isn’t words on your website. It’s how your people feel on their way to work.

This sentiment underscores Partaker’s central theme: that the tangible, everyday experiences of employees are the true indicators of a company’s culture. He asserts that a disconnect between stated values and observed actions erodes trust and authenticity.

The Accountability Imperative

A significant focus of Partaker’s post is the critical role of accountability, especially when it involves high performers or favored individuals. He questions the sincerity of companies that claim to value people but fail to address toxicity or underperformance from those they deem valuable.

But when your “top performer” is toxic, do you fire them? When your favorite employee underperforms, do you hold them accountable? That’s where culture lives or dies.

According to Partaker, these are the moments that define a company’s integrity. He argues that tolerating negative behavior or underperformance from certain individuals sends a powerful, negative message to the rest of the team, signaling that stated values are secondary to convenience or revenue.

Authenticity Over Presentation

Partaker criticizes the reliance on superficial culture-building exercises, such as “culture decks,” suggesting they are ineffective if not backed by genuine leadership action. He states that teams do not need more presentations about culture; they need leaders who are prepared to make tough decisions that align with the company’s purported values.

Your team doesn’t need another culture deck. They need leaders willing to make the hard calls. Even when it hurts.

In Partaker’s view, the consistent application of principles, even when difficult, is paramount. He contends that any compromise on values for the sake of ease or immediate gain undermines the very foundation of a strong and authentic culture, creating a perception far more potent than any official communication.

The Sum of Daily Choices

Ultimately, Eric Partaker concludes that culture is the cumulative result of everyday choices made by leaders. These choices dictate who is protected, who is recognized, and what behaviors are deemed acceptable.

• Who you protect.
• Who you reward.
• What you tolerate.

He urges leaders to recognize that their actions in these areas speak louder than any words, shaping the genuine experience of their workforce and determining the true health of their organizational culture.