Company Culture is Not an HR Function, It Comes from the Top.

When we talk about company culture, it's common to point fingers at HR. After all, they’re the department in charge of people, right? But this is a shortsighted view that many organizations fall into. The reality is, company culture doesn’t originate from HR; it comes directly from the top.

Leadership Sets the Tone

Think about it: the leader’s vision is what shapes a company. Their values, beliefs, and even personal quirks often seep into the very fabric of the organization. When leaders are transparent, ethical, and engaged, those traits tend to cascade down the hierarchy, influencing everyone from executives to entry-level employees.

But what happens when a leader is disconnected, secretive, or indifferent? The culture mirrors those traits too. It’s no wonder then that companies led by aloof or authoritarian figures often have toxic environments. In contrast, companies with leaders who are passionate and empathetic often boast vibrant and inclusive cultures.

HR’s Role: Custodian, Not Creator

Don’t get me wrong, HR plays a crucial role in maintaining and nurturing company culture, but they are not its creators. HR can organize team-building activities, enforce policies, and manage employee relations, but these are all reactive measures. If the leadership does not actively embody the culture, HR’s efforts will be futile. They can’t create a culture that doesn’t already have roots in the leadership’s behavior.

This also means that when HR is tasked with “fixing” a broken culture, it’s like putting a Band-Aid on a broken leg. You can’t expect HR to turn things around if the leadership isn’t committed to cultural transformation. True change requires a top-down approach, with leaders setting the example and HR facilitating the journey.

The Pitfalls of Delegating Culture to HR

Here’s where it gets controversial: delegating culture-building to HR is often an abdication of responsibility. Leaders who push this task onto HR might be avoiding the difficult work of introspection and change. It’s easier to treat culture like a checkbox item for HR rather than a complex, ongoing process that starts with leadership.

This approach not only fails but can backfire. When culture is left solely in HR’s hands, there’s a risk that it becomes a superficial initiative—a set of policies and programs that look good on paper but lack authenticity. Employees can easily spot the difference between a genuine culture and one that’s forced or contrived. This dissonance can lead to disengagement, high turnover, and even public relations disasters.

The Need for Leadership Accountability

So, where does this leave us? It’s time for leaders to take accountability for their company’s culture. This means walking the talk, making values-based decisions, and being visible champions of the culture they wish to see. It also means being open to feedback, self-reflection, and, when necessary, personal change.

HR can—and should—be partners in this journey. But they are not the drivers. The real drivers are the leaders who recognize that culture is not just a “soft” aspect of business, but a critical component that affects everything from employee satisfaction to customer loyalty and, ultimately, the bottom line.

In conclusion… Leadership is Culture

The next time you think about your company’s culture, ask yourself: What are the leaders doing to shape it? If the answer is “not much,” then no amount of HR intervention will fix what’s broken. Culture starts at the top, and it’s the responsibility of leadership to nurture, guide, and embody it every single day.

Let’s stop blaming HR for cultural failures and start holding our leaders accountable. After all, a company’s culture is a reflection of its leadership, not its policies.