Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 seconds about business.

We're all a busy people, so I have five minutes or less to get my point across.

Little by little, we'll get there.

Getting people on board with the vision and having a culture take root is the question of leadership, right?

Why is it that some organizations flounder about, having momentary and sporadic high points, but can't seem to build any traction, while other

institutions have a deep-rooted positive culture that fills up and seeps out of whatever is being

done. Take whatever sort of example in institutional culture. Maybe it's a culture of excellence

or continuous improvement or disciplined execution. Maybe it's a culture of gratitude or hard work or competence. Whatever it is,

why is it in the lifeblood of some institutions and can't seem to get any traction in others?

Culture happens at the ground level. It happens in the day-to-day interactions of the people doing the work of the business.

Institutional culture does not happen at the executive level,

and neither can it be imposed by leadership. It's not culture until the people within the

institution are living and breathing it, until they own it. But even though culture happens at

that local ground level, it cannot take root or be sustained without being equipped and driven by the leader.

If only the leader is practicing it, then it's not culture yet.

But it won't ever be culture if it's not coming from the leader.

Culture happens at the ground level, but it comes from leadership.

Whatever it is that's taken root, good or bad, has taken root because of leadership.

Some leaders have a check-the-box approach to driving culture. They take isolated instances and

one-time opportunities to showcase the direction but don't have any forward progress. It's

discouraging and frustrating for all involved. So on that note, here are three points for you to consider as you

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