Beyond the Buzz Words: Let’s Get Real
We love to talk about culture at work.
Here’s a conversation I’ve had in interviews, verbatim.
“What do you love most about working here?,” asks the Interviewee.
“Oh, the culture definitely,” shared the Interviewer.
“Awesome, that’s great, culture is key. How would you describe what you love about it?,” the Interviewee probes hopefully.
[Smiling, staring, head tilt, Interviewer is thinking.] “Well, it’s really special here. I guess it’s hard to describe. I would really say it is about the people,” the Interviewer shares with an encouraging smile and a slight shrug, transitioning to the next topic.
It’s like that commercial where an Interviewee is asking about salary, and the Interviewer is nodding positively and saying, “It’s competitive.” As thought a generality about one of the most important aspects of a job is a satisfying answer.
This kind of vague response is everywhere: in values statements, on job descriptions, and even splashed across the break room wall. But ask ten people what culture actually is, and you’ll get ten different answers—if you get an answer at all. Or worse, you’ll get something generic - it’s the people, it’s the fun fridays, it’s the halloween party, ummm… well, it’s tough to articulate, but it’s great.
Culture isn’t a poster on the wall or a feel-good email from the CEO. It’s not a list of corporate buzzwords, either. It’s how work actually happens every single day: the conversations, the trust, the decisions, and the behaviors that make people feel safe (or not so safe).
CBS News recently highlighted how corporate jargon—from “ideation” to “bandwidth” to “pivot”—has taken over our workplaces, leaving many employees rolling their eyes. And let’s not forget Psychology Today’s epic roundup of 75 corporate buzzwords that drive us crazy… from “move the needle” to “circle back.” It’s no wonder people tune out when they hear leaders talk about “culture.” I think too many years of groupthink, or learning to get by/fit in to get along (i.e., pay for your kids college, buy groceries… be able to do life) we’ve grown desensitized to actual dialogue and transparency. We have our life life, and our work life, and too often we hold two sets of expectations and behaviors for each. I think it doesn’t have to (really shouldn’t) be like that.
Back to buzzwords. They aren’t just annoying, right? Is it just me, or are they a sign that we’ve lost the plot.
Culture is hard work. It’s not about the slogans on the wall, it’s about what people actually experience when they come to work. It’s about trust, psychological safety, and the unwritten rules that define how decisions get made.
Take a look at the BBC’s take on why people adopt corporate jargon in the first place. Spoiler alert: it’s about fitting in, proving you’re part of the tribe. It’s only natural that we want to be part of a group and fit in. It’s in our nature, our biology, our wiring. What if we could appreciate that about ourselves and instead of letting that awesome desire to connect and fit in be wasted on performance and posturing, we could instead tie it to real, authentic, things - relationships, great teamwork, building something meaningful together, purpose at work. Imagine that… what a think to wake up for on Mondays, right?
Real culture and connection means breaking through the buzzwords to build something authentic, not performative.
It is the sum of all the small decisions, actions, and conversations that happen when no one’s looking. It’s how people treat each other, how leaders show up, and how teams handle conflict. It’s trust, feedback, and accountability—done consistently, not just talked about in a town hall. The best cultures aren’t built overnight or with a catchy slogan. They’re shaped by leaders who walk the talk, by teammates who support each other, and by a shared commitment to learning and growing—together.
So before we start celebrating having a “Great Culture,” let’s make sure we know what it is. And more importantly, what it’s not. Because if we can’t define it, we can’t live it, and we certainly can’t maintain or improve it.
Ready to define your culture? Here’s a six-step framework you can use to name it, assess it, and decide whether to transform or institutionalize it:
6 Steps to Define and Assess Your Culture
Listen to the Stories — Culture lives in the stories people tell: the hero tales, the “we always do it this way,” and the whispered “here’s what really happens.” Ask people to share stories of success, failure, and how work actually gets done.
Map the Behaviors — Pay attention to the day-to-day behaviors that get rewarded (or ignored). How do people treat each other? How do leaders show up? What happens when mistakes are made?
Identify the Norms — Look at the unwritten rules: what’s okay, what’s not, and what gets left unsaid. Norms shape trust, risk-taking, and collaboration.
Spot the Gaps — Compare what people say the culture is (the posters, the emails, the buzzwords) with what actually happens. Where’s the disconnect? That’s where transformation needs to start.
Decide What to Keep, Change, or Build — Not everything needs to change. Decide which parts of the culture are worth preserving, which parts need to evolve, and where you want to build something new.
Keep It Simple — Don’t try to boil the ocean or create a romantic, over-engineered statement that tries to be everything to everyone. Culture is built on actions, not just words. Focus on a few key behaviors that define how you work together, and build from there.
When leaders and teams take time to define their culture—warts and all—they gain the power to build something that truly unites the team, strengthens trust, and delivers results. It’s not about fancy posters or empty slogans—it’s about showing up every day with honesty, integrity, and a shared commitment to the work that matters most.
And that’s the kind of culture that makes a difference, every single day.
So here’s the question: Will you settle for buzzwords and surface-level smiles—or will you do the real work to build the kind of culture that people can actually believe in?