By Merrick E. Krause

“Growth Culture” is one of those phrases that gets thrown around in leadership meetings, but often without a clear definition. Outside the C-suite, it can feel like a piece of corporate jargon that everyone nods at, but few actually act on.

The idea is based on two key concepts that are vital for any organization’s long-term success: growth and culture. Good leaders need to understand these terms and why they matter for business growth, customer service, employee culture, retention after training, maintenancfe of funding, or keeping revenue steady for long-term sustainability.

Growth is easier to define. It means making steady efforts to move the organization forward, like expanding market share, boosting revenue, increasing productivity, improving margins, or raising visibility. Growth can look different depending on the industry, leadership goals, and strategy. Missing a target does not always mean a company is not growing; sometimes the goal was unrealistic or outside factors changed. Other times, it points to issues in planning, measuring, execution, or even short-term staffing problems. The important thing is to use data to find out why, get to the root of the problem, and make smart changes. To achieve growth and understand challenges, communication is key. Leaders and staff need to talk openly and clearly. Most importantly, communication should always be honest and sincere, or it can do more harm than good.

In the public sector, growth may be in funding, speed of service, good will from Congress or the Executive Branch, and continuing important programs. In the private sector it may be financial growth, growth in market share, size of the workforce, or worldwide expansion into new markets. However, these are very similar goals in the end.

Culture, on the other hand, is more nuanced—and often more powerful. Over the past few years, we’ve all seen the difference between healthy and unhealthy culture play out across public and private sectors. A strong culture isn’t about forced optimism or slogans. It’s about creating an environment where communication flows, creativity is encouraged, employees feel engaged, stakeholders trust the organization, and leaders model respect and accountability. “Positive” shouldn’t mean superficial cheerfulness; it should mean constructive, supportive, and aligned. A strategy of sustained, long-term employee engagement is essential to securing a culture that is both positive and interactive. Numerous studies demonstrate a high correlation between employees’ sense of engagement, job satisfaction, and retention. Retention, of course, is one good measure of satisfaction, and it is often revenue spent on training that walks out the door.

Engagement is essential, even if the word is used a lot. To build strong engagement, leaders should plan for it at different levels, share best practices, and really listen to their teams. Culture also does not change overnight. It takes time and steady effort, along with management’s ongoing commitment to connect with their teams. Without consistency, culture will not grow, and confusion can take its place. Being consistent shows that management is serious about making the workplace positive and enjoyable.

Recognizing employees helps create a positive culture and motivates people to be more productive. Simple ways to do this include public praise, bonuses, extra time off, or awards. Make sure rewards fit the different needs and preferences of your team, whether they value money, time, or recognition. What works best may depend on where people work or the type of job they do. In the end, this approach leads to a more engaged and satisfied team, unlike jobs where people feel disconnected and want to leave.

Leaders can measure growth and culture in simple ways, like using polls, surveys, town halls, or online comment boards. Sending out a quick online survey by email, with a little advance notice, can be very useful. Sharing the results with employees shows that management is serious about listening and making changes based on feedback. These checks do not have to be complex—just regular updates to see how things are going. Most good managers already have a sense of their team’s mood, but it helps to support that with real numbers.

Both growth and culture can be measured, from quick surveys to full organizational reviews. Leaders should watch for signs that people feel left out or unhappy. When these feelings show up in the numbers, it confirms what a good leader might already sense. Once the problem is clear, leaders should take action and show they are willing to listen and adapt. Listening is important, but taking action matters even more. Problems rarely go away on their own. Sometimes the fix is a big change, but other times, small improvements can make a big difference. Over time, a positive culture leads to better productivity, higher retention, stronger leaders, and fewer daily problems.

Being open about growth and recognizing it is something employees usually appreciate. Showing how a positive culture leads to better results can help win over those who are unsure. You do not need to share a full financial report; a short video or a clear presentation from the top leader can explain growth and future goals. Always make sure to communicate growth in ways that matter to employees—like how it affects their pay, benefits, or stock.

So, when I talk about Growth Culture, I see it as the intersection of creativity, clear communication, and positive collaboration. It’s the engine that builds stronger teams, better decisions, higher performance, and— ultimately—increased profitability and market strength.

Merrick E. Krause