How to Build a Strong Team Culture That Inspires Engagement and Accountability

The Real Definition of Team Culture

Team culture isn’t what’s written on the company walls or said in meetings - it’s what your team does when you’re not in the room.

If you go on vacation for two weeks, how does your team interact with each other and the rest of the company? Are they communicating, solving problems, and supporting each other? That’s culture.

Culture is the how behind the work - how people collaborate, how they treat one another, how they handle setbacks, and how they show up each day.

A strong culture exists when people take ownership of their behavior, support each other, and show respect even when opinions differ. It’s not about everyone being best friends - it’s about trust, kindness, and accountability. Being “nice” is sugarcoating. Being “kind” is caring enough to tell the truth with empathy.

What Great Culture Looks (and Feels) Like

A healthy culture has momentum. Everyone is pulling their weight, taking responsibility, and celebrating each other’s wins. You see collaboration happening naturally - not because someone forced it, but because the team wants to succeed together.

In the best cultures I’ve been part of, people give feedback openly and receive it graciously. They recognize that accountability isn’t criticism - it’s respect. Teams that trust each other don’t avoid difficult conversations; they lean into them.

You can spot a great team culture when other departments start asking to shadow your meetings or adopt your processes. That’s flattery in its purest form - and a sign your culture is working.

Ultimately, great culture makes even the mundane enjoyable. It creates a sense of belonging and energy that spreads beyond the team itself.

Fixing a Broken Team Culture

Every leader, at some point, inherits a struggling team - one that’s disconnected, frustrated, or just plain disengaged.

When I step into that kind of situation, I start with one thing: listening.

I don’t try to fix problems in the first week. I ask questions, let people vent, and genuinely hear them out. Often, the previous manager didn’t listen - they made assumptions or acted too quickly.

Once I’ve listened, I focus on alignment. I bring the team together and get everyone on the same page with clear expectations and a shared goal.

If everyone understands what success looks like - not just for themselves, but for the group - you can rebuild trust fast. The moment the team starts winning together again, culture begins to heal itself.

Building a Team from Scratch

I’ve also been on the other end - building a team entirely from scratch.

When I started my current company, I hired every single member of my engineering team. I focused on three traits: ambition, motivation, and ability to learn.

I don’t care what people are ambitious about - money, growth, family stability, or creative freedom - I just need to see that drive. I want people who are motivated to improve, not people who settle. And I want learners. If someone can learn fast, they can do anything.

But there’s another layer: diverse thinking.

I don’t want a team full of “yes” people. I want people who challenge me and each other - respectfully, constructively, and thoughtfully. Diverse thinking prevents groupthink and forces everyone to expand their perspective.

I’ve hired former nurses, salespeople, marketers, and teachers who transitioned into engineering. Their life experiences brought empathy, structure, and creativity that pure technologists sometimes lack. When you mix those perspectives, magic happens.

Creating Belonging and Energy

Belonging starts with listening. You can’t create culture through a handbook - it’s built through small, repeated moments of genuine attention.

If someone’s struggling, I don’t try to “fix” them. I let them know I hear them. I give them space to talk. Most people don’t need a solution - they need to feel understood.

To help my team connect with one another, I’ve built small rituals that make work more human.

• I practice the "listen first" mentality. For example, asking in every 1 on 1, how the person is feeling.
• Simple icebreakers, team games or personal get-to-know you sessions that have nothing to do with work - just time to laugh and reconnect.
• Every team member gets shout-out time, where they can recognize a peer’s contribution or help.

These moments seem small, but they’re the heartbeat of engagement. They remind people they’re part of something bigger than their task list.

Accountability plays a role here too. I hold a high bar for everyone, including myself. When everyone knows what’s expected - and they’ve had a hand in setting those expectations - accountability feels empowering, not punitive.

Modeling the Culture You Want

Culture flows from the top - but not through words, through actions.

If you want a calm, supportive, and collaborative culture, you have to show it. I try to stay level-headed, listen before reacting, and treat every conversation like a confidential partnership.

I also try to remind my team that while what we do is important, we’re not saving the world every day. Stress doesn’t have to be contagious. Perspective matters.

And most importantly, I make room for fun. A team that laughs together stays together.

Non-Negotiables: What I Don’t Tolerate

Over the years, I’ve learned that culture isn’t only what you encourage - it’s also what you don’t allow.

Here are my non-negotiables:

• Disrespect or exclusion. Everyone deserves psychological safety and a voice.
• Ego-driven behavior. Individual goals never come before the team.
• Cliquiness or favoritism. Culture collapses when people feel “outside” the circle.
• Consistent disengagement. You don’t have to be the loudest voice, but you need to care.

When I see these issues arise, I don’t shame people - I have a conversation. I help them understand the impact their behavior has on others. Often, that awareness alone triggers a change.

The Payoff of Great Culture

When you build culture right, the effects ripple far beyond performance metrics.

Your team starts to feel like a place people want to be - not just a job. Turnover drops. Engagement soars. People look out for each other.

At one point, my team was recognized for having one of the highest engagement scores in the company. That moment wasn’t about pride - it was about validation. It proved that the care, empathy, and intentionality we put into culture actually worked.

And here’s the kicker: when people feel fulfilled at work, that fulfillment spills into their lives outside of work. They’re better parents, partners, friends, and community members. Culture doesn’t stop at the office door.

Start Building Culture Today

Culture isn’t a destination - it’s a practice.

If you take one step today, make it this: listen.

Ask your team how they’re doing - really doing. Ask what they need to succeed, what they love about the team, and what could be better. Then act on what you hear.

Every great culture starts with someone who cares enough to pay attention.

Final Thought

You can’t copy culture - but you can create your own system. Start small, listen deeply, and lead by example.

When people feel heard, respected, and challenged to grow, they’ll stay. And when they stay, your culture becomes unstoppable.