by Christine Bitner & The Koolture Group
When people talk about culture, it’s often framed as something aspirational. But in an operational environment, culture isn’t a slogan or a poster on the wall.
It’s the atmosphere people work in every day. It’s how we treat each other when things are busy. It’s how clearly roles are defined. It’s whether expectations feel fair and consistent. And it’s whether people feel heard and respected while they’re doing their jobs.
Over time, those daily moments shape performance far more than any message ever could.
I don’t see culture as a “strategy.” I see it as the environment where strategy either works or falls apart.
When roles are clear, work flows better. When expectations are consistent, teams move faster. When accountability is fair, performance becomes steadier. And when people feel they have a voice, motivation tends to follow naturally.
Strong cultures often look simple on the surface:
- People know what success looks like
- Ownership is clear
- Communication is direct and valued
- Standards don’t change depending on the day
None of this is flashy. But it takes discipline, active listening, and a lot of empathy. Because when the work environment feels stable and respectful, people can focus on doing great work instead of protecting themselves from chaos.
And that’s why I’m proud of our team at Southeastern Printing.
Our retention and maturity as an organization matter deeply to me.
When people choose to stay, it tells me we’re building something worth staying for, and that’s a reflection of the people who show up every day, care about what they do, and take pride in doing it well.
That’s culture to me.
