Organizational culture is an invisible code that holds a team together through shared standards. At Enterprise, weak culture meant standards collapsed when key people left. Now, strong peer enforcement keeps everyone accountable: when a trainer is late, multiple trainers report it to their manager James, and the behavior gets called out.
Culture in a business or any environment, it's the invisible code of conduct that everyone agrees upon that holds the team together to the standard that you want them to be at. At Enterprise, there was a time where the culture wasn't very strong, and the reason why I would say that is because when I went home or the key players went home, the standards were not maintained. Whereas if you come into Enterprise now, and I'll give a small example, if one of our trainers are late, I will have at least 6 of my trainers come up to me or my manager James and say, this person was late, or this person did this, or this person did that. It gets reported and called out to the person. And because everyone has agreed upon, this is what we agree upon, this is what we want to create, and no one in that team is going to let you off the hook of what we've agreed upon that's important to us collectively.
