The focus on performance and reputation often overshadows the real health of an organization’s culture. Yet, the symptoms of a toxic environment inevitably emerge: internal conflicts, demotivation, silence, and dysfunctional behaviors. The result? Trust from both clients and employees erodes, ultimately compromising the organization’s ability to achieve strategic goals.

In his bestselling book You Can Culture, Tobias Sturesson—a consultant specializing in leadership and organizational culture—presents a concrete method to bring corporate culture back to the forefront. He identifies four fundamental habits that leaders should cultivate to foster a healthy and accountable work environment. Compliancedesign.it met with Tobias Sturesson to understand his perspective.

A Culture Is Not a One-Time Project

Tobias Sturesson’s story and his book offer valuable insights for anyone managing a team, a department, or an entire organization. Culture is not a “one-time project” but rather a series of signals, behaviors, and rituals that are repeated daily. Recognizing vulnerabilities, clarifying and embodying values, actively listening, and integrating integrity into operational processes—these are the four pillars that, according to Sturesson, ensure not only a company’s success but also a positive social and environmental impact.

Through humility, courage, and transparency, a leader can not only prevent corporate crises and reputational damage but also create an environment where trust and innovation thrive. As the author emphasizes, “the difference lies in daily habits.” A highly relevant message for any organization that aims to leave a constructive mark both inside and outside the company.

How Has Your Personal Experience Shaped Your Perspective on Organizational Culture?

In my book, I begin by telling my personal story: I grew up in a Christian community that turned into a full-fledged cult. The environment became toxic, with destructive leadership. The situation worsened to the point where my mother attempted suicide multiple times. Looking back, I asked myself how a group with an apparently “noble mission” could become so harmful. But more importantly, I realized that I had been complicit: even though I was young and raised in that context, I bore a moral responsibility for my actions.

This extreme experience led me to deeply study how various organizations—corporations, NGOs, public institutions—can drift into dangerous territory without even realizing it, driven by negative cultural dynamics or poor leadership. I have observed similar patterns in many contexts, albeit in less extreme forms. These stories strengthened my conviction about the importance of a healthy organizational culture and conscious leadership—both essential in preventing toxic environments and keeping corporate values at the core.

In Your Book, You Outline Four Fundamental Leadership Habits: Get Humble, Get Clear, Get Listening, Get Integrity. What Do They Mean, and Which One Is the Hardest to Implement?

In the book, I introduce four transformative leadership habits:

• Get Humble – Being humble means recognizing both individual and organizational vulnerabilities and fallibility. Many companies declare strong values (“We are anti-corruption,” “We prioritize ethics”), yet fail to uphold them due to overconfidence or defensive mechanisms. Humility involves actively interpreting “weak signals” rather than looking for scapegoats.
• Get Clear – Clarifying one’s vision and values, and standing by them even when they require sacrifices. Values should not be empty statements but tangible references for daily behavior. If corporate values are not contextualized and do not come with a cost, they risk becoming mere rhetoric. It is also crucial to celebrate positive behaviors while intervening promptly when actions contradict stated values—before situations escalate.
• Get Listening – Proactively listening and encouraging a “speak-up” culture. Too many companies set up whistleblowing channels without fostering an environment for open and honest dialogue. If team leaders or managers discourage criticism and feedback, silence prevails. To reverse this, leaders must actively solicit opinions, create spaces for courageous conversations, and train people to speak up, even when ethical dilemmas arise.
• Get Integrity – Embedding values into organizational stories, rituals, and processes. The narratives about corporate “heroes” and “villains” shape how people perceive right and wrong behaviors. Rituals—such as regular meetings reflecting on values—reinforce commitment. Processes and incentives (including financial ones) must align with stated values; otherwise, the risk of contradictions and hypocrisy is high.

As for the hardest habit to implement, I’d say humility (Get Humble) is the most challenging. It requires acknowledging one’s vulnerabilities and responsibilities—a difficult step for those leading a company or a large team.

In the Event of a Public Scandal or Reputational Crisis, What Should Be a Leader’s First Step in Rebuilding Trust?

This is a delicate issue. There are legal aspects to consider, but at the same time, an approach rooted in humility and accountability is essential. I have worked with companies that, after a crisis, engaged in deep introspection: they sought to understand why they had failed to recognize warning signs in time and how a culture of silence had formed.

What is needed is a genuine acknowledgment of mistakes, directed at colleagues, clients, and stakeholders. A simple “We’re sorry, it won’t happen again” is not enough. Leaders must explain why the issue occurred, which aspects of leadership and company culture were flawed, what control mechanisms were lacking, and how they plan to fix them. Paradoxically, studies—including those by Harvard professor Sandra Sucher—suggest that if this accountability is handled with transparency and consistency, trust can even surpass previous levels.

Can a Healthy Work Culture Positively Impact Not Only People but Also the Planet?

Absolutely. In my book, I define a healthy organizational culture as one that achieves three outcomes: it fosters business success, safeguards employee well-being, and generates an ethical and responsible impact on the external world.

When organizations encourage people to act according to values, they naturally consider the broader consequences of their choices—from responsible AI use to reducing environmental footprints and ensuring respect for human rights in supply chains. Conversely, in cultures driven solely by profit, unethical behaviors often go unchecked, leading to environmental and societal harm. Numerous corporate scandals illustrate this: a lack of internal integrity frequently correlates with irresponsible external decisions.

What Is the Most Important Advice for a Leader Looking to Improve Their Company’s Culture?

My first piece of advice is to dedicate time to personal reflection: ask yourself what your values are, and which daily actions reinforce or contradict them. Leaders, often overwhelmed by their responsibilities, rarely pause to consider the impact they have on their teams.

The second step is to engage the team in regular reflective discussions: “Have we acted in line with our values?”, “Where did we go off track?”, “Which challenges could we address better?” If these spaces for dialogue are not created, organizational culture remains nothing more than an abstract principle.

Lastly, I believe in practicing values rather than merely preaching them. This means training people to navigate ethical dilemmas, consistently inviting feedback, and scheduling periodic discussions—monthly or quarterly—on how to translate values into daily decisions. It is a collaborative effort involving leadership, HR, compliance functions, and anyone in a position of responsibility.leadership, HR, funzione compliance, e chiunque abbia un ruolo di responsabilità.