How can a new business create a cohesive and thriving work environment? We asked industry experts to share one strategy they implemented to create a strong company culture in the early stages of their business. Here are the tactics they recommend and the impact they had on their teams’ performance.
- Implement Open-Book Management
- Build a Culture of Ownership
- Celebrate Effort and Progress
- Align Roles with Mission
- Connect Projects to Broader Mission
- Create Feedback Loops
- Encourage Community Volunteering
- Host Company Mission Days
- Prioritize Leadership Development
- Foster Social Interaction
- Combine Workshops and Open Forums
- Establish Trust and Transparency
- Promote Work-Life Balance
- Foster Ownership and Accountability
- Live by Defined Values
- Crystallize True North
- Hold Open Forum Meetings
- Overshare Company Strategy
How to Build a Strong Company Culture in Early-Stage Businesses
Implement Open-Book Management
From the very beginning, I made transparency a cornerstone of our company culture by implementing open-book management. I shared our financial statements, business performance metrics, and key operational goals with the entire team. This practice wasn’t just about numbers, it was about creating a shared understanding of how every individual’s efforts contributed to our larger mission.
By breaking down revenue streams, profit margins, and expense categories, I empowered the team to see the real impact of their work on our bottom line. It wasn’t always easy; transparency requires vulnerability, but it also builds trust. When people understand how their contributions drive success, they become more engaged, motivated, and invested in outcomes.
Through open-book management, the team began to make more informed decisions in their day-to-day tasks, aligning their choices with business goals. For example, when they saw how operational costs affected profitability, they started proposing creative solutions to reduce expenses without compromising quality. Additionally, transparency transformed our problem-solving approach. During challenging times, rather than speculating or feeling uncertain, the team came together to analyze the numbers and collaborate on solutions, fostering a sense of ownership and accountability.
This practice also strengthened our collective wins. When financial goals were met, the team celebrated not only the achievement but their direct role in reaching it. The impact was a culture built on trust, empowerment, and shared success, one where the entire team felt like stakeholders in the company’s growth.
Brian Chasin
Chief Financial Officer, SOBA New Jersey
Build a Culture of Ownership
When I started my car detailing business, I knew that a strong company culture wasn’t just about rules and policies—it was about creating an environment where people genuinely enjoyed coming to work. One of the first strategies I implemented was building a culture of ownership. From day one, I made it clear that every team member, whether a detailer or a receptionist, had a stake in the company’s success. We gave employees the freedom to make decisions—like offering small service upgrades to customers or suggesting new detailing techniques—without needing approval at every step.
The impact was huge. Employees felt empowered and took pride in their work because they weren’t just following orders; they were part of something they helped shape. This sense of ownership translated into better customer service, more attention to detail, and a stronger bond between team members. Our staff turnover was significantly lower than the industry average, and customers could feel the difference in service quality. When people take pride in their work, it reflects in everything they do.
Beyond performance, this culture built trust within the team. Instead of micromanaging, I focused on leading by example—working alongside my team during busy periods and showing them that every role in the company mattered. As a result, our team became more like a family, and that energy carried over into the customer experience, making our brand known for reliability and exceptional service.
Faqi Faiz
Managing Director, Incar Detailing
Celebrate Effort and Progress
In the early stages of building our company culture, I prioritized celebrating not only major achievements but also the effort and progress behind them. I firmly believe that recognizing hard work, persistence, and dedication, even when results aren’t immediate, creates an environment where people feel genuinely appreciated. Whether it was publicly acknowledging a project completion during team meetings or highlighting when someone embodied our core values in their daily work, I made sure that recognition became a regular and visible part of our culture.
We implemented practices like shout-outs during meetings, handwritten notes of appreciation, and digital recognition boards to ensure that everyone’s contributions were seen and valued. Over time, this consistent recognition created a positive atmosphere where people felt motivated to give their best, knowing their efforts wouldn’t go unnoticed. It also encouraged a sense of ownership and pride in their work, which fueled productivity and creativity. Celebrating milestones together strengthened team cohesion, as people began to celebrate each other’s successes rather than focusing solely on their own.
I noticed that the more we celebrated progress, the more engaged and invested the team became in both their individual roles and our collective goals. Ultimately, this culture of appreciation increased morale, reduced burnout, and inspired people to push through challenges because they knew their hard work mattered. This simple yet powerful practice became a cornerstone of our company culture and a driving force behind our team’s success.
Sean Smith
CEO & Ex Head of HR, Alpas Wellness
Align Roles with Mission
From day one, I knew that building a strong company culture wasn’t just about leadership, it was about creating a shared mission that every team member could take ownership of. The most impactful strategy I implemented early on was ensuring that everyone in my company, from customer support to marketing to content creation, deeply understood our mission—to change lives by helping men over 40 transform their health, bodies, and mindset through fitness, community, and accountability.
To do this, I made sure that my team saw themselves as more than just employees, they were mission-driven contributors to something bigger. Instead of just assigning tasks, I showed them how each role contributed to the bigger picture:
- Marketing wasn’t just running ads—they were bringing life-changing solutions to men who needed them.
- Customer service wasn’t just answering inquiries—they were guiding men through some of the biggest transformations of their lives.
- Content creators weren’t just making videos—they were shaping an experience that built trust and engagement within our Brotherhood.
- Funk Branded Supplement Team wasn’t just selling supplements—they were fueling our members’ transformations by providing high-quality products to support muscle recovery, fat loss, and overall health.
- Fitness Equipment Team wasn’t just distributing gear—they were equipping men with the tools they needed to train effectively at home and stay consistent with their fitness journey.
By aligning every role with our greater purpose, it gave my team a sense of ownership and impact, they weren’t just “doing a job”; they were actively shaping the lives of thousands of men. This approach created stronger motivation, deeper engagement, and higher performance because everyone felt personally invested in the success of our members and our company.
When people feel like they are part of something bigger than themselves, they don’t just work for a paycheck, they work for a purpose. And that’s what keeps us growing, thriving, and making an impact every single day.
Funk Roberts
Founder & CEO, Over 40 Alpha Brotherhood
Connect Projects to Broader Mission
I ensured that every project we undertook was deeply connected to our broader mission. From the beginning, I made it a priority to communicate why our work mattered beyond just the day-to-day tasks. This wasn’t just about hitting revenue targets or completing assignments, it was about fostering a sense of shared purpose that made every effort feel meaningful. I took the time to articulate the long-term vision of the company, ensuring that every team member understood how their role contributed to something bigger than themselves. When people feel like their work has purpose, they naturally become more engaged, motivated, and invested in the outcome.
To reinforce this, I regularly connected individual projects to our core mission during meetings, emphasizing how each task fit into the larger puzzle of what we were building. Whether it was a client-facing initiative, an internal process improvement, or a new product feature, I made sure that the why was just as clear as the what and how. This approach cultivated a sense of ownership among team members, making them feel like they were part of something truly significant rather than just executing assigned duties.
The impact on our team was remarkable. Productivity improved, as people were no longer just working for a paycheck, they were working toward a shared vision. Collaboration became more seamless, as employees understood how their roles intersected and supported each other. Most importantly, morale remained high even during challenging periods because the team knew their work was making a real difference. By aligning goals with purpose, we built a culture of passion, accountability, and long-term commitment.
Jonathan Orze
CFO, Ingeniusprep
Create Feedback Loops
One thing I would tell any entrepreneur starting a travel business? Build a culture where feedback isn’t just encouraged—it’s ingrained. In the early days of my travel services business I quickly realized that while passion drives the industry, clarity and communication sustain it.
Without a structured way for my team to share their insights, frustrations, and ideas we were flying blind. So I made a decision: regular feedback mechanisms wouldn’t just be a corporate tick box; they’d be a way of how we operated.
Here’s how I did it: First I introduced weekly check-ins—not stiff, formal meetings but open discussions where team members could air their concerns, suggest improvements, or even highlight wins from recent client interactions. Then I introduced anonymous surveys so everyone could give their honest feedback without hesitation. The most valuable piece? A quarterly strategy session where feedback wasn’t just collected but acted upon. Employees saw their ideas shape company policy and that built trust.
Implementing this wasn’t without its challenges. In the beginning, some team members were hesitant to participate—either because they feared reprisal or thought their voices wouldn’t be heard. But I learned a valuable lesson: feedback is only as valuable as the action that follows it.
By making visible changes based on team input—like fixing workflow inefficiencies or refining client communication-skepticism turned into engagement. The result? A team that felt heard, valued, and motivated to contribute beyond their job description.
For any business owner, my advice is simple: feedback loops aren’t nice to have—they’re a must-have. Create an environment where input is not just collected but acted upon. Whether it’s a travel agency, a tech startup, or a small cafe, when employees feel like stakeholders in the business they invest more in its success. Culture isn’t built overnight but listening—really listening—lays the foundation.
Soubhik Chakrabarti
CEO, Canada Hustle
Encourage Community Volunteering
Community volunteering initiatives became a key part of our company culture when we established regular volunteer days early on. Encouraging the team to work together on local projects created a shared sense of purpose beyond just work. These experiences strengthened team bonds and fostered empathy among colleagues.
Volunteering also gave everyone a renewed sense of motivation when they returned to their daily tasks. This approach helped build a culture centered around collaboration and giving back.
Adam Young
CEO & Founder, Event Tickets Center
Host Company Mission Days
Every quarter, we dedicated a full day to what we called “Company Mission Days,” where the team stepped away from daily tasks to focus solely on brainstorming ways to further our mission. It gave everyone a chance to reconnect with our purpose and think creatively about how we could evolve. These sessions sparked some of our best innovations and fostered a strong sense of ownership across the team.
People felt excited and motivated knowing their ideas could help shape the future of the business. It also created a collaborative, open environment where everyone’s voice was heard. Our culture of goal-driven labor and ongoing development was bolstered over time.
Fineas Tatar
Co-CEO, Viva
Prioritize Leadership Development
In our company, we prioritized leadership development for our first hires, offering training and mentoring to prepare them for future roles. This investment showed the team that we were committed to their growth from the start. It fostered a deep sense of loyalty and created a positive ripple effect throughout the company.
Turnover stayed low, and employees felt empowered to take ownership of their work. It also set the foundation for a culture that embraced continuous learning and advancement.
Wojciech Ratajczak
CEO, EssayService
Foster Social Interaction
In the early days of DistantJob, I made it a priority to foster social interaction. I organized short video “water-cooler” get-togethers where employees could talk about their weekend activities, share something nice that had happened to them, or even something lighthearted like what their cat had done. I quickly realized that seeing people on video made a significant difference.
I also trusted my workers to take responsibility for their own productivity. We didn’t impose strict work hours, allowing them to work during their most productive times.
As a result, my staff communicated more effectively, cared more about each other, and collaborated better. When we began tackling more extensive projects or faced tight deadlines, we noticed that our team worked more efficiently and productively.
Sharon Koifman
Founder and Remote President at Distantjob, DistantJob
Combine Workshops and Open Forums
We’re still a young company, so we’re currently combining two key strategies: running different workshops where the team helps co-develop our values and habits as an organization. For example, we came up with “Fail Forward Fridays,” where we all share mistakes, or recently found gaps as a way to grow and feel more comfortable with failure, and transformation, as a collective.
The other part of our strategy takes us to our weekly open forums where anyone can speak up, share ideas, or talk about their projects or week, similar to “office hours” but more flexible. This mix of collaboration and open communication has built trust, kept everyone aligned, made sure every voice mattered and everyone felt ownership over the bigger purpose of our company.
As a result, projects moved at least 2x faster, and creativity skyrocketed because people felt safe to take risks and support each other which also reflected positively on our customers’ experience. I’ve always believed culture isn’t built by one person or role, it’s shaped by giving everyone a seat at the table because these people are also investing their resources in making your initial, and bigger vision happen.
Karen Farah
CEO & Co-Founder, The Melting Pot Studio
Establish Trust and Transparency
One key strategy I implemented to build a strong company culture in the early stages of my background checking business was establishing a foundation of trust and transparency—both within the team and with our clients. Given the nature of our work, which revolves around verifying credibility and mitigating risk, it was essential that our internal culture reflected the same values we promote externally.
I made it a priority to create an open communication environment where employees felt comfortable sharing ideas, challenges, and feedback. This included regular team check-ins, clear expectations on integrity and accuracy in our work, and involving the team in decision-making processes. I also ensured that our mission—helping businesses hire safely and confidently—was something every team member understood and felt connected to.
This approach led to increased engagement, accountability, and a shared sense of purpose. Employees felt more invested in their roles, which improved both efficiency and attention to detail—critical in the background screening industry. It also helped us attract like-minded professionals who valued ethics and thoroughness, strengthening our team’s overall effectiveness. Ultimately, building a culture of trust early on allowed us to scale while maintaining high standards in service and compliance.
William Hoggarth
CEO and Co-Founder, Chexperts Ltd
Promote Work-Life Balance
When creating my company, I was determined to encourage my employees to understand the work-life balance. A healthy workplace depends on employees’ satisfaction with their working conditions and their capacity to combine work and personal obligations. I immediately ensured that my employees would prioritize their health and have flexible schedules. I want my workers to be at their best when they work on our projects.
This strategy helped to reduce burnout and keep my team motivated at all times to make their best efforts for our company. As a result, we are able to maintain high levels of creativity and innovation without sacrificing mental health. Working in business is demanding at times, but I don’t want my teams to suffer because of it. I try to celebrate my employees even for the smallest wins we achieve from the beginning. For team members to feel appreciated and have a sense of belonging is my top priority.
Egor Belenkov
CEO, Kitcast.tv
Foster Ownership and Accountability
One of the key strategies I implemented early on to establish a strong company culture was fostering a sense of ownership and accountability among team members. From the outset, I ensured that every employee, regardless of their role, felt valued and empowered to contribute to the company’s vision. This was achieved through open communication, transparent goal-setting, and an inclusive decision-making process.
To reinforce this culture, I introduced weekly team huddles where we discussed progress, challenges, and innovative ideas. These meetings were not just about business updates—they served as a platform for recognizing individual achievements, addressing concerns, and aligning our team with the company’s mission. Encouraging employees to voice their opinions created an environment of trust and collaboration.
Additionally, I implemented a flexible work policy to promote a results-driven rather than hours-driven approach. This empowered employees to take ownership of their work while maintaining a healthy work-life balance. By emphasizing output over input, our team remained highly motivated and productive.
The impact of these initiatives was significant. The team developed a strong sense of commitment and loyalty, leading to increased productivity, lower turnover rates, and higher levels of innovation. Employees felt personally invested in the company’s success, which translated into exceptional performance, faster problem-solving, and a workplace culture built on mutual respect and shared purpose.
By cultivating a culture where people felt heard, valued, and motivated, we built a foundation that allowed our company to scale successfully while maintaining a strong, engaged team.
Jigar Shah
Founder & CEO, WPWeb Infotech
Live by Defined Values
One of the most important steps in shaping our company culture has been living by the values we’ve defined and written down—from hiring to communication and decision-making. We’ve seen that alignment between company and employee values leads to higher engagement and motivation, as well as lower turnover rates. Equally important is leading by example—starting with our executives. When leaders consistently embody company values in their behaviors and decisions, employees naturally pick up and reinforce them themselves. All of this fosters a strong and cohesive company culture.
Dovilė Gelčinskaitė
Senior Talent Manager, Omnisend
Crystallize True North
In the early stages of businesses that I’ve managed and led, the most important strategy we’ve leveraged was to crystallize our True North that would inspire us consistently to bring our best selves to work in order to do our best work. This approach bonded us as a team and allowed us to normalize much faster. By pursuing True North we always exceeded our performance objectives. True North is defined by asking and answering a singular question, “At our very best, what singular purpose drives everything we do to create the greatest impact for those we serve?”
Omar L. Harris
Founder and Managing Partner, Intent Consulting
Hold Open Forum Meetings
One of the most impactful steps I took early on was establishing a weekly “open forum” meeting, where everyone—even our most junior hires—was encouraged to share feedback on ongoing projects, voice concerns, and propose ideas. This wasn’t just a gesture; we made a point to act on that feedback and publicly acknowledge contributions, so people saw the direct impact of their input.
Almost immediately, our overall transparency improved and trust levels shot up. We started noticing that when people felt heard—when they knew their insights weren’t just perfunctory but truly valued—they went above and beyond in problem-solving and collaboration. Within a few months, our team’s productivity metrics climbed, and employee turnover was remarkably low for such an early-stage startup. This open, honest dialogue became ingrained in our culture and laid a foundation for long-term cohesion and performance.
Chris Dyer
Keynote Speaker On Culture, ChrisDyer.com
Overshare Company Strategy
As the owner of a small business you will naturally have a passion for your company that you will want to encourage in your salaried employees. One of the major attractions to working in a small business, particularly as a young or relatively inexperienced team member, is the opportunity to have a broad role and learn about aspects of a business that you wouldn’t normally be exposed to at your level in a large corporation. Within reason, overshare information about the company strategy with your employees. It’ll make them feel valued and more connected to the business. They’ll appreciate being involved in the overall company strategy and find their roles more interesting and satisfying.
Peter Franks
Partner, Neon River
