The first thing you notice when you walk into a workplace is not always visible. It is not the furniture, the branding on the walls, or even the dress code. It is something more subtle. It is in the tone of voices, the rhythm of footsteps along corridors, the silence or laughter that hangs in the air. It is culture.

Organizational culture is often described in policies, core values, logos, vision and mission statements, but its real form is experienced through the human senses. Yes, it is heard in how leaders speak to staff. It is felt in whether and how ideas are welcomed or dismissed. It is seen in how people carry themselves with confidence or caution. And over time, it shapes not just how people work, but who they become.

Recently, a friend called me. His voice was low, almost heavy. After the usual greetings, he broke the news. He had been retrenched. At first, he spoke in English, measured and composed. Then suddenly, he switched to Kiswahili. The shift was not just linguistic. Mostly, you know someone is emotional when one switches from foreign language to a local one. I could hear the frustration, the bitterness, the exhaustion. He described his workplace as toxic, a place where pressure outweighed purpose. He spoke of long days that drained him and a culture that made growth impossible. Eventually, he said, he had taken the matter to court.

That conversation stayed with me. Not because retrenchment is uncommon, but because of what led to it. It was not just about job loss. It was about an environment that had already eroded dignity and motivation long before he was laid off.

Research continues to affirm what many employees experience but struggle to articulate. According to the Harvard Business Review, toxic workplace culture is one of the strongest predictors of employee attrition, often outweighing salary concerns. Similarly, the Gallup reports that employees who feel engaged and supported are significantly more productive and more likely to remain in their roles. Culture, in this sense, is not a soft concept. It is a driver of performance and sustainability.

I have seen the opposite play out as well. In one organization I worked in, a new employee joined us from a company known for recognizing and celebrating its staff. He came in with energy. You could see it in how he spoke, how he carried himself, how he suggested ideas. He talked about internal branding, staff recognition, and creating a sense of belonging. But those ideas were quietly shut down. The environment did not support that kind of thinking.

Over time, something changed. The enthusiasm faded. His voice became softer in meetings. His suggestions became fewer. The last time I saw him, he had blended into the system. He had become what many would call an“ ordinary worker,” doing what was required, waiting end month and nothing more. He had joined the suit. The transformation was not because he lacked ability. It was because the culture had reshaped him.

This is how powerful culture can be. It can build or erode, inspire or suppress. As the management thinker Peter Drucker famously said,“ Culture eats strategy for breakfast.” No matter how strong a strategy is on paper, it cannot thrive in an environment that does not support people.

It also explains why some organizations consistently attract talent from particular firms. Culture leaves a signature on people. Employees carry with them habits, attitudes, and expectations shaped by their previous environments. Organizations that value innovation, accountability, and respect often produce individuals who reflect those traits. It is not just about skills. It is about mindset.

There is also a deeply personal dimension to this. Many people, myself included, seek opportunities not just for income but for growth. The desire to be one percent better each day is not abstract. It is tied to environments that challenge, support, and recognize effort. Growth does not happen in isolation. It happens in spaces where people feel safe to try, fail, learn, and try again.

This idea is echoed in the Bible. In Proverbs 27:17, it is written,“ As iron sharpens iron, so one person sharpens another.” Growth is relational. It is influenced by the people and environments around us. A workplace that encourages collaboration and mutual respect sharpens its employees. One that thrives on fear and hierarchy dulls them.

Culture leaves a signature on people. Employees carry with them habits, attitudes, and expectations shaped by their previous environments. Organizations that value innovation, accountability, and respect often produce individuals who reflect those traits. It is not just about skills. It is about mindset.

And yet, many organizations struggle with this balance. Some place excessive value on titles rather than impact. Authority becomes more important than contribution. In such environments, hierarchy is rigid, and communication flows in one direction. Employees become cautious. They measure their words. They avoid risks. Innovation suffers.

In contrast, there are organizations where junior staff can engage openly with leader

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MAL72 26 (N) ISSUE 72 | Page 70

Organizational Culture

Organizational Culture

How Organizational Culture Influences Sustainability And Employee Growth