MAL72 26 (N) ISSUE 72 | Page 71

ship, where ideas are shared freely, andwhere laughter is not seen as a lack of seriousness but as a sign of psychological safety. These environments feel different. You can hear it in the conversations, see it in the posture of employees, and sense it in the overall energy. People do not just work. They participate.

The difference between these two environments has long-term implications. Sustainable organizations are not just those that generate profit. They are those that retain talent, adapt to change, and continuously innovate. According to the Deloitte, organizations with strong, positive cultures are more likely to achieve long-term performance and resilience. Culture, therefore, is not an internal matter alone. It is a strategic asset.

It also explains a simple but often overlooked observation. Why do some people look forward to going to work, while others dread Monday mornings? The answer is rarely just about the job itself. It is about the environment in which the job exists. Workplaces that value people create energy. Those that do not create resistance.

The philosopher Aristotle once said,“ We are what we repeatedly do.” In an organizational context, culture is the set of repeated

behaviors that become normal over time. This explains why majority of us found it almost impossible to adopt a new study culture in high school after attending motivational talks. We created new timetables, changed our routines only to go back to our ordinary lifestyles after a week. If appreciation is practiced regularly, it becomes part of the culture. If fear is reinforced, it too becomes normal. Employees adapt accordingly.

For leaders, this presents both a challenge and an opportunity. Culture cannot be imposed through memos or slogans. It is built through consistent actions. It is in how feedback is given, how mistakes are handled, how success is recognized, and how decisions are made. Employees watch these signals closely. Over time, they shape expectations and behavior.

For organizations aiming at sustainability, the message is clear. Investing in culture is not optional. It is essential. This includes creating systems that recognize effort, encourage innovation, and support employee wellbeing. It also means addressing toxic behaviors early and decisively.

For employees, understanding culture is equally important. It shapes not just career progression but personal growth. Choosing the right environment can make the difference between thriving and merely surviving.

Looking back at my friend’ s call, what stands out is not just the loss of a job but the loss of an environment that could have been different. A healthier culture might not have prevented retrenchment, but it could have preserved dignity, motivation, and trust.

Organizational culture is often invisible, but its effects are deeply felt. It is in the quiet confidence of an employee who feels valued. It is in the hesitant tone of one who does not. It is in the energy of a team that believes in its work and in the silence of one that does not.

In the end, culture is not just about how organizations operate. It is about how people experience work. And that experience determines whether both the individual and the organization grow or slowly fade.

Wafula Meshack is a Communication Specialist, Creative Writer, and Associate Researcher at DIMLIS Africa. You can commune with him via mail at: Wafulameshack010 @ gmail. com.

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