Editorial
Cultivating a productive, thriving workforce starts at the top. If leadership is weak, disengaged or too far removed from the front lines, company culture suffers — as does the bottom line. With Gallup reporting global employee engagement at 21%, C-Suite executives have plenty of room for improvement.
Here are five ways to cultivate a robust workplace culture in 2026 and beyond.
Put People First
Every human within a company needs to be heard, valued and supported. That nurturing comes from good leaders as well as effective management systems. A small-team approach lays a solid foundation for leaders to know, understand and develop every employee in their midst.
Teams with 20 or fewer humans in the mix make it possible for managers to build relationships and engage in meaningful, regular check-ins. When leaders genuinely know their colleagues as humans, not just employees, they can tailor strategies to nurture each team member’s personal and professional development.
Above all, that people-first focus makes individuals feel appreciated. A valued employee is much more likely to buy into a company’s mission and collectively contribute to a positive, productive culture.
Recognize Personality and Generational Differences
Understanding each team member’s personality — and communication style — matters when it comes to employee engagement and building an excellent company culture. A strong team isn’t necessarily made up of like-minded people with similar strengths and perspectives. Playing to a diverse group’s various skill sets and personalities means first recognizing those strengths (and weaknesses), and then finding ways to help each human stretch when appropriate. For example, if a team of 10 has six dominant, type-A members and four introverts in the mix, leadership needs to establish systems for quieter employees to contribute and feel heard. It’s also vital that those six extroverts take step-back-and-listen moments to hone collaborative skills.
Cultivating a strong culture also means capitalizing on generational strengths. This means facilitating ways for workers to draw from their colleagues’ valuable experience. For example, Baby Boomers may benefit from Millennials’ boundary-drawing and technology skills, while many Gen Zers could learn from their elders’ depth of knowledge and interpersonal skills. With at least four generations coming together in today’s workplace, nimble leaders must discover ways to not only bridge but also build upon those multigenerational differences.
Lead by Example
Walk the walk. No matter how experienced a leader may be, there is always room to grow and set a great example. Complacent leaders create a stagnant workplace. Conversely, if everyone in a company is invested in personal and collective development at every level, the resulting environment is ripe for success.
Communicating clear company values and promoting a positive mindset at the leadership level is paramount. After all, attitude is everything. By avoiding negativity and approaching unexpected bumps as opportunities, leaders create a welcoming environment where every employee is comfortable asking questions, seeking career growth and ultimately succeeding.
Cut Toxic Employees Loose
A sure-fire way to sour company culture is by keeping a bad apple on board. A toxic employee can undermine leadership, fuel discontent, create drama, stress coworkers and essentially fracture the workplace. If an employee is not a good fit, the right and kind thing to do is to ease that person out of their position. Resources are finite. So, channel time, energy, and finances into results-oriented A-players as well as grooming B-players to be A-players. Strong and developing employees tend to motivate and empower each other in a positive way, contributing to an engaged and productive workplace.
Integrate Consistent Systems for Effective Feedback and Stronger Teams
Consistent feedback mechanisms are vital to keeping employees engaged and leadership attuned to best (and how-can-we-do-better) practices. Annual reviews are a start, but far from the endpoint when it comes to employee feedback and addressing issues. It’s worth implementing a variety of feedback tools, from town halls and quick online surveys to less formal team lunches or check-ins.
Leaders need to have an ear to the ground as well. What may be said in a formal feedback session may not be indicative of what’s truly happening. Always keep lines of communication open to nip any problems in the bud. When seeking actionable feedback, remember to remove the personalities and emotion from the situation and stick to two questions: What’s working? What isn’t working? Finding solutions without pointing fingers goes a long way to building better relationships and a stronger culture.
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The Takeaway
Every employee needs a seat at the table, a voice in the project at hand, and sincere investment in personal career development. When leadership genuinely supports and nurtures the humans in the workplace, both employee engagement and company culture thrive.
Editor's Note: What else do we need from leaders today?
- Why the Best Leaders Never Stop Learning — The willingness to continuously acquire new capabilities isn't universal, but it's what separates leaders who adapt and thrive from those who plateau.
- Authentic Leadership: 3 Lessons From 2025 (and What to Do in 2026) — Leaders are ending 2025 exhausted and unsure of what’s next. Three lessons reveal why teams are stuck, and how clarity, adoption and connection can reset 2026.
- What Employees Ask of Their Leaders in 2026 — Employees believe in their leaders — but they’re paying the price for overload, noise and nonstop urgency. Here’s what they want instead.
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