“We have a great culture!”
“Our team is international, and people are friendly!”
“You’ll love the vibe here.”
We’ve all read these phrases in job ads, maybe even believed them. But what do they actually mean? And more importantly: who’s responsible for making them come to life?
After over a decade working with startups in various HR and people leadership roles, I’ve seen it all. A company might look amazing on paper: glowing reviews, slick branding, a fast and friendly recruitment process, and still leave employees disillusioned once they’re inside.
One person I recently spoke with joined a company that promised a “great culture,” only to discover employees were pressured to leave those glowing reviews, feedback didn’t really exist, expectations were vague, and the culture shifted daily depending on the CEO’s mood.
So before we talk about how to influence culture, let’s get clear on one thing:
What is culture, really?
“While 86% of leaders say culture is a top priority, only 57% of employees agree their workplace culture reflects their company’s stated values.” PwC, Global Culture Survey
Culture isn’t a vibe. It’s not a mission statement. And it’s definitely not what’s written on a careers page.
Culture is how things are done in an organization.
It’s in the little things: how meetings start, how mistakes are handled, how promotions happen. It lives in leadership behaviors, unspoken rules, feedback rituals, and team dynamics. It’s how safe or unsafe it feels to ask that “stupid” question you’ve been sitting on.
And here’s the thing: culture is always there. Whether you design it or not, it’s being shaped every single day.
Good culture is a system – one that needs to be designed, maintained, and lived by everyone.
Why culture needs a blueprint (especially in startups)
“Toxic culture is 10 times more powerful than compensation in predicting employee attrition.”
MIT Sloan, Toxic Culture Is Driving the Great Resignation, 2022
In fast-growing companies, culture forms fast, often without intention.
Founders hire their friends. Teams move fast and break things. And before you know it, “the way we do things here” becomes locked in, whether it’s working or not.
Without structure, values turn into vague slogans. Feedback gets personal. Burnout becomes normal. And when new people join, they either adapt quickly or quietly leave.
But it doesn’t have to be that way.
Good culture is strategic. It blends clarity with care. It both shapes the strategy, and is shaped by it.
And when done well, it becomes a powerful lever for growth, trust, and belonging.
So, who’s responsible, and how is culture actually built?
Short answer: everyone.
Culture isn’t just an “HR job”, and it’s definitely not whatever mood the CEO happens to be in. It’s a shared system that only works when everyone plays their part.
You need a common language, clear rhythms, and systems people trust.
HR might help translate values into structure through onboarding, team rituals, performance reviews, or growth paths that reflect how the company actually wants to operate.
But that structure only works when it’s lived. When leaders model it, teams reinforce it, and everyone shows up with it, in how they treat each other and how they approach their work.
How to spot a good culture if you’re looking for a job?
If you’re job hunting right now and want to know whether a company’s culture is real, start by digging into the how, not just the what.
Quick check-in: Can you answer these questions about your current or last workplace?
- How is feedback given and how often?
- Who’s responsible for onboarding?
- What happens when someone struggles?
- How was your progress or growth managed?
If the answers are vague or inconsistent, chances are… the culture is too.
Ask the same questions in interviews. Listen for signs of structure. Is the process clear? Is it documented? Does it have a timeline? Are specific people accountable?
Real culture shows up in mechanisms, not in vague statements.
When a company truly values growth, you’ll hear about peer reviews, check-in rhythms, and development plans, not just “we’re open and supportive here.”
If you want to land somewhere you’ll actually thrive, focus less on the company’s vibe and more on how they do things, every day.
And if you’re the one who sees what’s missing…
Then maybe you’re not just culture-aware, maybe you’re someone who could design better workplaces, not just work in them.
That’s why, together with FiredUp, we’re launching From HR to People: How to get into modern HR – a 3-month learning journey for career changers, people-first professionals, and startup-minded builders (funded by the Agentur für Arbeit).
We explore:
- Building culture with intention, not assumption
- Designing onboarding, feedback, and performance processes that reflect values
- Stepping confidently into People & Culture roles, even if you're just getting started
If you're curious what this could look like for you, I’d love to hear from you – feel free to get in touch or learn more about the program.
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About the author
Yana Maeva
With over 12 years in HR leadership, Yana has helped scale teams in tech startups across AI, AdTech, and InsurTech, with earlier experience in manufacturing and retail. She’s worked with early-stage ventures, led post-Series A growth, and supported post-merger integrations into more structured environments.
A certified transformative coach (ICF-accredited), Yana brings a human-first, practical approach to HR. Her work centers on building cultures where people feel empowered, respected, and aligned with business goals.
