What is one piece of advice you would give to founders on building a strong company culture that attracts and retains top talent? What cultural elements are most important to you?

Question

Building a strong company culture is crucial for long-term success, but many organizations struggle to get it right from the start. This article presents expert-backed strategies for shaping a positive and productive workplace environment. Drawing insights from industry leaders, these tips offer practical guidance on fostering transparency, trust, and purposeful growth within your organization.

Alysha M. Campbell · Answer

If I could offer one piece of advice to founders on building a strong company culture, it would be this: start with intention, not imitation. Culture is not something you borrow from another brand or define with a set of generic values. It is something you live, shape, and reinforce through every decision you make--especially when no one is watching.
A strong culture begins with clarity. Founders need to ask themselves: what do we believe in, and how do those beliefs show up in how we hire, lead, communicate, and grow? Without that clarity, culture becomes inconsistent, and inconsistency erodes trust--both with your team and your future talent.
At CultureShift HR, we often say culture is built in the day-to-day. It's in how leaders respond to feedback, how they handle failure, and how they recognize effort. It's in who gets promoted, who gets listened to, and who feels safe enough to speak up. These moments send louder signals than any policy or value statement ever will.
For me, the most important cultural elements are transparency, equity, and psychological safety. When people feel they can show up without having to perform a version of themselves, they do better work. When they see that leadership is consistent, fair, and honest, they stay longer--and they care more.
The companies that attract and retain top talent are not the ones with the trendiest perks. They are the ones where people feel respected, supported, and seen. Build that kind of culture, and you will not only find the right people--you will keep them.

Divya Gugnani · Answer

As the Founder of 5 SENS, the one piece of advice I'd give to founders about building a strong company culture is to create an environment where individual moods and energies are acknowledged, embraced, and channeled productively - just like our fragrances.
The most important cultural element to me is:
Emotional authenticity. At 5 SENS, we believe in the power of embracing your current emotional state rather than suppressing it. We've built a culture where team members can show up as their full selves - whether they're feeling energized, contemplative, or need space. This authenticity flows directly into our products and how we connect with customers.
We've rejected the traditional corporate expectation of leaving emotions at the door. Instead, we've created frameworks that help our team recognize their emotional states and leverage them appropriately. 
Our retention rates are remarkably high because people don't have to wear a professional mask here. They can bring their whole, dynamic selves to work - just as our fragrances are designed to complement every mood and moment.
Top talent doesn't want just another job; they want a place where their emotional intelligence and personal growth are valued as much as their technical skills. When you build a culture that honors the full spectrum of human experience, you attract people who will pour their hearts into building something extraordinary with you.

Malvika Jethmalani · Answer

Founders often underestimate how early culture takes root and how difficult it is to change once it calcifies. My advice: be intentional from day one. Culture is not happy hours and ping pong tables. And it's not just a set of values on the wall. It's how decisions are made, how people are treated, how you conduct meetings, how your teams give and receive feedback, how they resolve conflicts, and more. In short, it's how work gets done when no one is watching.
In today's talent market, top performers aren't just looking for competitive compensation; they're looking for clarity, purpose, and leadership they can trust. That's why the most important cultural element I emphasize with founders is trust. Without it, everything else - innovation, speed, collaboration - breaks down. As Patrick Lencioni said, "Trust is knowing that when a team member does push you, they're doing it because they care about the team." That kind of trust requires vulnerability, consistency, and follow-through from leadership.
I advise founders to start with these building blocks:
Transparency: Share the 'why' behind decisions, not just the 'what.' Especially in high-growth, high-change environments, people will tolerate uncertainty but not secrecy.
Accountability with compassion: Set a high bar for performance while recognizing the human experience behind it. Psychological safety isn't a soft concept; it's a performance enabler. 
Learning mindset: Create space for experimentation and failure. Your culture should reward curiosity, not just outcomes.
Purpose alignment: Today's talent wants more than a job - they want to believe in what they're building. Culture is a powerful magnet when people see how their individual efforts connect to a larger mission.
Ultimately, the tone for culture is set at the top. The habits and behaviors of the founding team shape everything that follows. If you want to attract and retain top talent, you have to model the culture you want to scale, and start doing it long before you think you're ready.

Daniel Haiem · Answer

Build your culture out loud--from day one. Don't wait for your team to "grow into" a culture. Define it early, live it daily, and communicate it constantly. The best people aren't just looking for a paycheck--they're looking for alignment. They want to know what you value when no one's watching.
For me, the most important cultural elements are psychological safety, clarity, and ownership. People should feel safe to speak up, be crystal clear on what matters, and be empowered to make real decisions. That kind of culture doesn't just attract top talent--it activates them. And once you've got that momentum? Retention becomes a byproduct, not a struggle.

Joe Spisak · Answer

One piece of advice I'd give founders about building a strong company culture is to deeply embed your mission into everyday operations. At Fulfill.com, we've found that when team members genuinely believe in what we're doing—connecting eCommerce businesses with the right fulfillment partners—they bring their best selves to work.
We've built our culture around transparency and measurable impact. Every team member can directly see how their work helps an eCommerce brand solve real logistics challenges. This creates purpose beyond just completing tasks. When people understand the "why" behind their work and see tangible results, retention happens naturally.
From my experience in the 3PL ecosystem, the most important cultural elements are:
First, psychological safety. In our industry where one logistics mistake can mean thousands of disappointed end-customers, team members need to feel comfortable raising concerns without fear. We celebrate when people identify potential issues before they become problems.
Second, continuous learning. The fulfillment landscape changes constantly—from peak season demands to new shipping carrier policies. We encourage curiosity and allocate time for education about industry developments.
Third, customer-centricity at all levels. Everyone from our engineering team to our 3PL specialists understands that we succeed only when our clients succeed. We share merchant success stories in team meetings to reinforce this connection.
I've seen companies with amazing perks lose talent because they missed these fundamentals. The best retention strategy isn't free lunches—it's creating an environment where talented people can do meaningful work with clear impact, surrounded by colleagues who share their values.
Culture isn't what you say—it's what you repeatedly do when nobody's looking. Make your values visible through actions, not just words on a wall.

Mariana Gomes · Answer

If I had to give one piece of advice to founders on building a strong company culture that truly attracts and retains top talent, it would be this:
Don't just define your values--operationalize them. Everyone talks about "values" on a slide deck or website, but culture only becomes magnetic when your values are so deeply embedded that they influence how decisions are made, who gets promoted, and how people treat each other on a bad day--not just during all-hands.
For example, if you claim to value "autonomy," do you also train your managers not to micromanage? Do junior team members actually feel safe challenging leadership? That's where the real culture lives--in the tension between what you say and what you actually do.
The cultural elements I care about most are psychological safety, clarity of purpose, and accountability without ego. When people feel safe, know why their work matters, and are surrounded by teammates who care as much about excellence as they do, you don't need fancy perks or gimmicks to keep them around. They stay because it feels rare to be in a place that respects both who they are and who they want to become.
Top talent isn't just looking for a great job--they're looking for a meaningful community that aligns with their ambition and values. Founders who understand that build companies that don't just win, but last.

Michelle Volberg · Answer

As the founder of Twill, here's my advice on building a strong company culture.
My one piece of advice to founders on building a strong company culture is to be intentional about it from day one. Culture isn't something that just happens - it's cultivated through deliberate choices, consistent behaviors, and clear values that you reinforce daily. Too many founders focus exclusively on product and market fit, treating culture as something to address "once we scale." By then, it's often too late.
The cultural elements most important to me are:
Transparency and trust - At Twill, we share information openly, including challenges and setbacks. This builds trust and empowers everyone to contribute solutions. When people understand the "why" behind decisions, they're more invested in outcomes.
Accountability with autonomy - We set clear expectations and goals, then give people the freedom to achieve them in their own way. This balance creates ownership while maintaining alignment with our mission.
Growth mindset - We celebrate failing, learning, and improvement as much as achievements. Creating space for experimentation and opportunities has been crucial to our innovation.
Purpose beyond profit - Our team connects deeply with Twill's mission to create more opportunities for talent. This shared purpose creates resilience when challenges arise.
What I've found is that top talent can sense whether these cultural elements are genuine or just performative. They're looking for companies where values are lived, not just listed on a website.
As the CEO and founder, I meet with every new hire (regardless of whom they report to) and tell them the same thing: if you have a better, faster way of doing something, tell me directly.

Simon McSorley · Answer

Build Culture Like a Product--Deliberately and Iteratively
If you're a founder, you're already juggling fire--product, cashflow, investor pressure, speed. So let's keep this simple:
Treat culture like a product. Design it deliberately. Test it constantly. Make it impossible to fake.
Too often, startup culture is mistaken for vibe--the snacks, the Slack memes, the dog-friendly office. That's not culture. That's ambiance.
Culture is your operating system. It shapes how people act when things get hard, how decisions are made without you in the room, and whether the best people stick around when the novelty wears off.
In a startup, where uncertainty and limited resources are the norm, culture isn't a bonus--it's a survival tool.
You can't compete with big companies on salary or brand. What you can offer:
Meaningful work.
Real ownership.
Visibility and impact.
But only if your culture makes that clear from day one.
You don't need perfection--you need people who can thrive in ambiguity and adapt fast. That's mindset, not skillset. And culture is what reinforces mindset at scale.
Here are five elements that matter most:
Clarity of MissionYour team needs to know what matters right now, and how their work contributes. Repeat it more than you think you need to.
Psychological SafetyIf people can't speak up or admit mistakes, you're flying blind. This isn't about being soft--it's about being functional.
Bias Toward Action (with Accountability)Speed matters, but trust is built on follow-through. Own outcomes. Fix mistakes. Keep moving.
Zero Tolerance for GossipGossip is cultural debt. Feedback should go to the person who can act on it. Leaders set the tone by what they tolerate.
Shared Standards of "Good"Define how you work--not just what you ship. That includes preparation, communication, and quality. Consistency beats chaos.
Ambiance is easy. Culture is earned. Don't just build a place that feels good--build one that works well.

Miriam Groom · Answer

One piece of advice I'd give to founders:Be intentional early. Culture isn't something you "get to later" once you scale. It's the foundation. The way you hire, give feedback, handle conflict, and celebrate wins--all of that becomes your culture, whether you've defined it or not. So define it.
Start by asking: What kind of energy do I want in this company? What behaviors do we reward? What do we protect at all costs? Then build your processes around those answers.
The cultural elements that matter most to me:
Psychological safety: People need to feel safe to share ideas, take risks, and speak honestly--especially if you want innovation.
Autonomy with accountability: Give people ownership, trust them to lead in their lane, but create systems that keep everyone aligned.
Clarity of purpose: Top talent wants to know their work matters. When everyone is connected to the "why," you unlock a level of motivation you can't manufacture with perks alone.
Culture isn't a vibe--it's a set of conscious choices. Make them wisely, and you won't need to "retain talent"--they'll want to stay.

Givona Sandiford · Answer

One piece of advice that sounds obvious but trips up a lot of founders is this: people want freedom. Not just money--freedom. The kind that lets them live their life, pick up their kid, take a walk, or just breathe without asking for permission. And honestly, it doesn't have to cost you much.
1. Let them choose their work hours or location when it makes sense2. Give the option to work from home sometimes3. Trust them to manage their workload as long as the work gets done
Freedom is a benefit. And it's one many top talents are quietly searching for. It was something priceless to me, so when I started my company, we looked for ways to offer it to everyone--and it's truly made all the difference.

Sudeepthi Garlapati · Answer

One piece of advice I'd give to founders is this: build a culture of radical transparency and genuine recognition from day one. Top talent doesn't just want a paycheck; they want purpose, clarity, and to feel truly valued.
Create an environment where feedback flows in all directions, where decisions are explained, not just handed down, and where wins, big or small, are celebrated publicly. The cultural elements that matter most to me are trust, ownership, and empathy.
When people feel safe to speak up, take initiative, and be human, they bring their best selves to work. A culture like that doesn't just attract talent; it builds loyalty, fuels innovation, and becomes your strongest competitive advantage.
- Sudeepthi GarlapatiFounder & CEO, Naarg Data Media Services

George Fironov · Answer

From day one, build your culture upon trust and ownership. When team members feel trusted to make decisions and own their work, their natural instinct is to invest themselves into the mission of the company. This creates a chain reaction, attracting like-minded, high-performing individuals who enjoy working with autonomy, accountability, and purpose.
Personally, from a cultural perspective, the three things I care most about are: transparency, constant feedback, and an understanding of the connection between individual impact and company goals. Employees don't leave companies; they leave cultures that restrict their ability to grow. Ultimately, it is a supportive culture—one that is adaptable and communicative—which will keep your best talent.

Kostya Kimlat · Answer

Choose high standards over high praise.
At See Magic Live, we built our culture around direct, truthful feedback. Our magicians and mentalists welcome improvement over compliments. This approach attracts performers who want excellence, not ego strokes.
The strongest cultural element? Consistent standards across every interaction. When a performer steps on stage, they've been through rigorous preparation... from how they dress to how they engage with their audience.
Top talent wants to work where their growth matters. Create an environment where people improve constantly through honest feedback, and you'll build a team that stays to master their craft rather than leaves to escape mediocrity.

Dmitriy Peregudov · Answer

Attracting and retaining top technology talent in today's competitive landscape requires a thoughtful, long-term approach that goes beyond compensation. Our strategy centers on creating an environment where individuals can do meaningful work, grow continuously, and feel genuinely connected to the company's purpose. It starts with clarity, being transparent about what we value, the problems we're solving, and the impact a potential hire can have. 
From there, it's about ensuring our teams are empowered, not micromanaged, with access to the tools, mentorship, and flexibility they need to thrive. Retention, in my view, is sustained by trust and autonomy, alongside a culture where feedback is heard and acted upon. We invest in people not just as employees, but as professionals with evolving aspirations.

Taryn Lanaghan · Answer

After hundreds of executive conversations, one theme stands out: top talent wants a seat at the table. Founders, culture starts with you. Create space for your leaders to contribute to decisions and shape the business with you. You don't need to be the expert on everything. Hire people with the knowledge, experience, and opinions to help you grow.
Lead with transparency. Communicate openly. Set clear expectations and boundaries. Disagreements are healthy when there's trust, and commitment feels better when everyone's voice is heard.

Nikita Sherbina · Answer

One piece of advice I would give to founders is to prioritize transparency and open communication when building a company culture. From my experience, employees want to feel informed and involved in the company's vision and decisions. At my company, we regularly hold all-hands meetings where leaders share the company's goals, successes, and challenges. This openness builds trust and helps employees feel like they're part of something bigger.
Another cultural element that's important to me is fostering a culture of continuous learning and development. When employees feel supported in growing their skills, they're more likely to stay engaged and loyal. We offer mentorship programs and encourage employees to attend workshops or conferences.
By creating an environment where employees feel valued, empowered, and aligned with the company's goals, you not only attract top talent but also retain it.

Mick S. Grewal · Answer

One piece of advice I'd give is to lead with consistency—consistency in your values, your communication, and how you show up for your team. People don't just want a job; they want to be part of something that reflects what they care about. That means creating a culture where trust, transparency, and mutual respect aren't just buzzwords, but are lived every day.
For me, the most important cultural elements are open communication, autonomy with accountability, and a real sense of purpose. When people feel heard, supported, and connected to the bigger picture, they're more engaged and more likely to stay. Culture isn't something you write down once—it's something you actively shape by modeling it, reinforcing it, and being willing to adjust when the team evolves.

Evan McCarthy · Answer

One piece of advice I would give to founders on building a strong company culture is to prioritize open communication and transparency from the very beginning. When employees feel informed and heard, they're more likely to be invested in the company's mission and success. For me, the most important cultural elements are trust, collaboration, and a focus on personal development. I believe in creating an environment where everyone feels valued, has room to grow, and is encouraged to contribute ideas without fear of judgment. By fostering a culture of respect and empowerment, you'll not only attract top talent but also ensure they stay because they feel part of something meaningful.

Heidi Hauver · Answer

I've had numerous discussions with early-stage founders chasing game-changing ideas and seasoned leaders scaling globally, and a strong company culture is built on getting inspired by others, but writing your own story. Don't just build a culture that looks good on paper -- build one that aligns with your values, works in practice, and evolves with your people.
It's very tempting to adopt someone else's culture playbook in hopes of replicating their success. In 2025, building an engaged, inclusive, and enduring culture requires deep intentionality. The most compelling cultures are rooted in a company's unique values, its people, and its purpose - not just the perks they highlight on their website. 
After reviewing dozens of engagement surveys over the years, a few cultural elements consistently stand out: a clear north star that ties everyday work to a larger purpose, open communication and feedback across all levels, and a culture of growth where leaders actively support their teams' development and accountability. When these elements are present, culture becomes more than a strategy; it becomes a shared experience that helps your people and your business thrive.

Bhavik Sarkhedi · Answer

Culture starts showing long before you call it culture. The way you communicate, make decisions, and handle stress--people notice all of it. One piece of advice I'd give any founder is to lead with consistency. Say what you mean, follow through, and treat your team like people, not roles. The cultural elements that matter most to me are clarity, trust, and emotional safety. When people feel seen, supported, and part of something steady, they stay for more than the job.

20 Tips for Building a Strong Company Culture Early On

20 Tips for Building a Strong Company Culture Early On

Intentionally Shape Your Company's Cultural DNA

Embrace Emotional Authenticity in the Workplace

Build Trust Through Transparency and Accountability

Activate Top Talent with Clarity and Ownership

Embed Mission into Daily Operations

Operationalize Values Beyond Words

Design Culture Deliberately Like a Product

Define Early, Reinforce Daily

Offer Freedom as a Valuable Benefit

Foster Transparency and Genuine Recognition

Cultivate Trust and Ownership from Day One

Prioritize High Standards Over Praise

Empower Teams with Purpose and Autonomy

Create Space for Leaders to Contribute

Prioritize Transparency and Continuous Learning

Lead with Consistency in Values

Foster Open Communication and Personal Growth

Write Your Own Cultural Story

Build a Culture of Clarity and Trust

Communicate Openly and Support Development