DREIESKIVA​|Roald Kvam

Creating a strong and positive organizational culture is essential for the success of any business.
Team engagement and satisfaction are often directly linked to the culture of the organization.

To build a culture that truly resonates with your team, it’s crucial to understand what team members actually care about—and what they don’t. Not at all, in fact. This insight can help shape a culture that not only looks good on paper but actually works in practice.

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What teams DON’T care about…

Superficial symbols and slogans
Many organizations spend considerable time and resources crafting slogans, visions, and missions intended to inspire employees. These can have value, to be sure—but if they’re not backed by concrete action, they quickly lose meaning.

Teams don’t care about empty phrases or posters with inspirational quotes if they don’t see those values lived out in the everyday work environment.

Formalities and unnecessary processes
Team members tend to care more about effectiveness than about following formal processes for their own sake. Overcomplicated procedures and bureaucratic barriers can cause frustration and drain motivation.

Teams don’t care about complex organizational charts or excessive hierarchies that only make daily work harder.

Micromanagement and lack of trust
When leaders feel the need to control every detail of the team’s work, it sends a clear message of mistrust.

Teams care very little for managers who micromanage and dictate every part of their work. It makes them feel their competence and professionalism are undervalued.

Unrealistic praise and empty rewards
While it’s important to acknowledge and reward good work, teams can see right through shallow or undeserved praise.

They don’t care about rewards that aren’t based on real contributions or that feel like hollow attempts to buy their loyalty.

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What teams DO care about…

Honest and open communication
Teams value leaders who communicate openly, honestly, and regularly.

When team members feel informed and believe their voices matter, it builds trust and engagement. They care about understanding the organization’s goals, challenges, and direction.

Supportive leadership and autonomy
Team members want leaders who support them, equip them with the tools they need to succeed, and give them the freedom to do their jobs.

Autonomy is a key driver of motivation and satisfaction.
When teams feel empowered to take ownership of their tasks and decisions, productivity and morale rise.

Genuine recognition and reward
Sincere recognition for good work means a lot to any team. It doesn’t have to come in the form of big bonuses or trophies—small, everyday acknowledgments go a long way when they’re timely and heartfelt.

Simple words like “Well done” or “Thank you!” can have a big impact when delivered at the right moment and for the right reasons.

Opportunities for growth and development
Team members care about having the chance to grow—both professionally and personally.

Organizations that invest in their people through training, development programs, and career guidance show that they value their employees’ futures. This fosters a sense that team members are building a career, not just doing a job.

A culture that reflects real values
Teams care about working in a culture that truly lives out the values it proclaims. This means values must be visible in leaders’ actions, in decision-making, and in how people treat one another every day.

An authentic and supportive culture creates an environment where team members feel seen, heard, and respected.

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In short:

When it comes to building organizational culture, teams care more about genuine actions than superficial symbols.

They value:

• open communication
• supportive leadership
• real recognition
• opportunities for growth
• and an authentic, values-driven culture.

Understanding these priorities can help leaders and organizations build a culture that truly engages and motivates teams—ultimately leading to a more productive and fulfilling workplace.