Become the Culture You Seek: Why Culture is a Mindset, Not an HR Mandate.

How often have you caught yourself or someone else saying, “The culture at work is too toxic”? Or “Things will not change until we change the culture”?

But what exactly is “culture”? Who is responsible for it? Is it a tangible reality we can see, or just an abstract concept living in our heads? When you leave a job because of a "toxic culture," who or what actually contributes to that toxicity? And if culture can turn toxic, what does a healthy, sustainable culture look like?

I will not attempt to answer all of these questions in a single post. Instead, I want to guide you through a reflection on organisational culture and how we interact with it daily.

What is Culture?

UNESCO defines culture as “the collective beliefs, values, customs, and practices that characterize a particular group or society.”[1]

When we unpack this definition, a few critical elements surface:

• Group Dynamic: Culture exists within a collective, not within a single individual.

• Mindset-Driven: It is rooted in how people think and perceive their environment.

• Shared Values: For a culture to exist, there must be a common baseline of principles.

• Action-Oriented: Culture is actively shaped through daily behaviours and practices.

Let’s dive deeper into each of these four dimensions.

1. Culture Exists Within a Group, Not a Single Individual

Many publications mistakenly dump the responsibility of managing corporate culture onto a single person (like the CEO or CHRO) or a specific department like HR. This is a dangerous approach. It assumes culture is a top-down mandate rather than a multi-stakeholder ecosystem.

While leaders absolutely set the tone and influence culture by modelling desired behaviours, an individual cannot build or transform a culture alone.

A note to leaders: I say this to relieve well-intentioned leaders from the guilt and shame of "failing" to transform an organisation’s culture in six months. Some cultures take decades or centuries to form; changing them is a journey, not an event.

2. Culture is Mindset-Driven

At its core, culture is a mindset. It is the unspoken code of “how we do things around here.”

Ask yourself: Why do you complete your daily tasks the way you do? Is it because you learned it from someone else, or did you teach yourself? Are there alternatives you haven't considered, and if so, why?

Let’s look at a practical example:Imagine you are a machine operator. When you started, you followed the official operating manual. Over time, you noticed your colleagues found a shortcut that saves time. Naturally, you adopted it to enjoy the extra breathing room.

Then, the machine breaks down and is replaced by a newer, more complex model. You try to apply your old shortcut, but it fails. Frustration sets in for both you and your team. Instead of pausing to read the new manual and learning together, resentment builds against the manager who introduced the change.

Lunch breaks become venting sessions about management. Eventually, disengagement becomes the new norm. You are now trapped in what feels like a “toxic culture.” When someone eventually leaves, the root cause remains: a breakdown in the collective ability to influence positive outcomes.

3. For Culture to Exist, There Must Be a Shared Set of Values

I am not just talking about the corporate values painted on office walls or memorized for performance reviews. I mean the core, human values that define who we are.

While everyone has unique personal principles, successful teams usually find a common denominator. Values like respect, honesty, and compassion might not be on the official company website, but a team excels when members actively choose to communicate openly and extend grace to one another.

This is why a high-performing team can completely fall apart when a key member leaves and is replaced by someone operating on a completely different frequency.

Have you ever had the privilege of reporting to a manager who completely "got" you? How did you perform under their leadership? If they left, what happened to your engagement? It is okay to admit you have a preference. That preference simply stems from shared values.

My advice: The next time you get a new manager, ask them about their core values and share yours. Find the intersection where your values meet and make that the foundation of your working relationship.

4. Culture is Shaped Through Behaviours and Practices

Your daily habits and behaviours are your culture. If you do not like the culture around you, you must look at what you need to change internally to align with the environment you want to see.

Change and growth are inherently uncomfortable—but discomfort does not have to mean pain. You can choose to make the transformation process engaging and memorable.

• Communicate clearly: Outline what you want to achieve and how you plan to get there.

• Be present: Show up both physically and mentally. Leaders cannot ask teams to change without being visible and active in the trenches with them; doing so destroys credibility.

• Earn trust: Trust isn't built overnight. Walk your talk, get to know your colleagues as individuals, and discover their interests.

• Balance empathy with accountability: Show firmness where required, but always extend empathy and grace when necessary.

The Takeaway

Culture is a shared responsibility, co-created at every single level of an organisation. Everyone—from the CEO in the boardroom to the frontline operator—contributes to the collective atmosphere.

The next time you feel inclined to point fingers and label a leader or an entire organisation as “toxic,” take a step back. Practice self-reflection, ownership, and curiosity: How might you, consciously or unconsciously, be contributing to the very environment you seek to change?

References

[1] Culture, UNESCO [Accessed 20 October 2026].

About the Author

Refilwe is a professionally trained executive coach and qualified chemical engineer dedicated to helping leaders and organisations transform potential into measurable performance. With over a decade of experience in metallurgical operations, process optimisation, and leadership development, she brings a rare blend of technical depth, strategic insight, and human-centred coaching expertise to every engagement.

To connect with Refilwe or explore coaching engagements, please reach out via info@refilwemapsconsulting.com.