How to Build an Intentional Culture That Actually Sticks

Cultivating an intentional culture is more than a catchphrase, it’s essential for long-term, sustainable growth. Studies show that up to 74% of employees feel demotivated when working in organizations where they were a poor cultural fit. It’s certainly not surprising but underscores how critical a positive culture is not just for retention but effectiveness. In this article, we’ll dive into what defines an intentional culture, how leaders can actively shape it, and strategies for transforming existing cultures into ones that encourage engagement and success.​

Prefer listening? Watch this week’s Solo Session where I expand on the topic.

What Is an Intentional Culture?

First let’s start with what it isn’t… Culture isn’t a mission statement, or our values printed on the wall. Culture is the result of our daily actions as leaders and more importantly, how our teams interpret those actions. It’s not what we say about our workplace, it’s how our people feel about working there.

An intentional culture is one we actively shape. It’s not something left to chance. It reflects our values in action, not just in conversation. And while we can’t force culture, we can influence it by showing up consistently in ways that build trust, clarity, and connection.

How to Build an Intentional Culture

Since culture is formed through what we do, not just what we say, building an intentional one starts with consistent leadership behavior.

Here are a few ways to get there:

• Lead with empathy. Whether you’re managing conflict, delivering feedback, or navigating change, empathy goes a long way in creating psychological safety. When people feel heard and respected, they’re more likely to buy in.
• Practice kind candor. As Gary Vaynerchuk puts it, kind candor is being direct without being disrespectful. It’s holding people accountable while still rooting for them. Difficult conversations are inevitable, but how we approach them will define our culture.
• Communicate the “Why” and “What” before the “How.” One of the simplest and most effective frameworks for change management is starting with why. People don’t resist change, they resist the feeling of being left in the dark.

Transforming a Culture That’s Off Track

We don’t always inherit or create healthy cultures. In fact, some of the most powerful transformations I’ve seen started with a culture that was broken… low trust, high turnover, disengaged teams.

These turnarounds are tough but not impossible. They often happen in two situations:

1. A Leadership Change

When new leadership enters the picture, there’s often an opportunity to reset expectations and rebuild trust. It’s a fresh start, but one that still requires consistent action and follow-through.

If the team has been burned before, chances are good that many of the best people have already left. The ones who remain tend to be either new or on the fence. That’s where the early wins matter most. Focus on small, visible improvements and involve the team in shaping what’s next. Quick wins always build momentum.

2. A Change of Heart

Some of my favorite stories come from leaders who simply decided to change. Maybe they realized they weren’t proud of the environment they’d helped create. That level of self-awareness is rare… but incredibly powerful.

In these cases, one of the most effective things a leader can do is own it. Call an all-hands meeting. Acknowledge the past. Talk openly about what’s changed and what you’re working on now. Ask your team to help hold you accountable. It builds momentum like nothing else, but only if you keep showing up and doing the work. Words alone won’t cut it.

Final Thoughts

An intentional culture doesn’t happen by accident, it’s built, day by day, through clarity, consistency, accountability. Whether you’re stepping into a new role or re-evaluating the culture you’ve already helped shape, remember this… your team isn’t listening to what you say about culture, they’re watching what you do.

Small, consistent actions create trust. Trust creates engagement. And engagement is the foundation of any high-performing team.

What story does your culture tell today? And what story do you want it to tell tomorrow?

That’s it for today.

See you all again next week!

Dave