For me, the question of good leadership is also very closely linked to the question of the qualities and abilities of the leader to recognise, understand and develop the corporate culture.

The culture of a company is not created by beautiful mission statements, but by the daily behaviour of the leaders. As a leader, you have the greatest leverage to shape a positive, high-performance and value-orientated corporate culture or to unintentionally sabotage it.

The question is: how can you actively shape culture instead of leaving it to chance?

Corporate culture is not an accidental product, but the result of conscious decisions and behaviour. As a leader, I have a special responsibility for how the culture in my company develops. Leadership is not only the art of setting goals and pursuing strategies, but also of living out values, providing orientation and creating an environment in which employees can develop.

The culture of an organisation is reflected in everything we do: in the way we communicate, how we make decisions and how we treat each other. Culture is not a static concept, but a dynamic system that changes and strengthens through the daily interactions of everyone involved. It is not characterised by well-formulated mission statements or image campaigns, but by lived practice.

As a leader, I influence the culture through my attitude, my communication and my actions. It starts with becoming aware of the values and behaviours I exemplify. Am I transparent in my decisions? Do I treat my colleagues with respect? Do I enable my employees to develop and take responsibility? Each of these aspects forms the cultural foundation of the company.

Appreciative and clear communication is essential for a healthy corporate culture. I make sure that feedback is not only given, but also used constructively. Mistakes are learning opportunities, not weaknesses. By promoting an open error culture, I strengthen trust in the team and encourage innovation and personal responsibility.

The selection and development of talent has a significant influence on the culture. I make sure that not only professional expertise but also cultural fit plays a role. New employees shape and reinforce the existing culture or change it permanently.

It is therefore crucial that they share and pass on the company’s values.

Cultural development does not mean creating rigid rules, but shaping an environment in which people enjoy working, are committed and give their best. Leadership is the lever for consciously steering a corporate culture. If I actively fulfil my role as a culture bearer, I can steer not only my team, but the entire company in a positive direction.

Culture is the soil in which success thrives and leadership is the gardener who cultivates it.

Be a role model, communicate transparently and create an environment of trust. Promote an open error culture in which learning and innovation are possible. Listen actively, regularly reflect on your leadership style and authentically exemplify the company’s values. This is how you create a positive and sustainable culture.

What are your experiences with corporate culture? I am happy to be at your disposal as a leadership coach and support you in developing a strong and positive corporate culture that not only promotes performance, but also strengthens motivation, trust and cooperation.