009-Your Role in Culture: Five Ways to Make an Impact

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MISTY JANKS: 00:03
Far too often, people think culture is only human resources or leadership’s job.

ADAM SALGAT: 00:10
Welcome to Beyond the Class from Knowledge to Action, the audio cast that helps Chapman of Foundation alumni turn skills into practical, intentional actions for everyday life. I’m your host, Adam Folga, and today we’re tackling a big question. Who owns organizational culture? If you listened to our last episode, you’ll remember we talked about culture change and provide three steps to get started with it immediately. As we spelled those out, we looked at them through the leadership lines, but also touched on how it can be influenced by individuals within the organization. Today, we’re going to continue to expand on that because building high-quality culture isn’t just leadership’s job, it truly is everyone’s responsibility. So, what does that mean for you? And how do you influence culture without a ranking title? Joining me to continue unpacking this topic is our CEO at the Chapman Foundation, an organizational psychologist, Misty Jenks. Welcome back, Misty.

MISTY JANKS: 01:12
Thanks, Adam. I’m thrilled to keep this conversation going about building a strong culture within your organization and discussing spreading out that responsibility to everyone. Far too often, people think culture is only human resources or leadership’s job.

ADAM SALGAT: 01:28
Let’s touch on that right away, just for a quick second. Why do you think so many people assume culture belongs to just HR or leadership?

MISTY JANKS: 01:35
I think it’s because these roles can set the direction and expectation and do manage programs, but culture is more than a policy in a handbook. It is a lived experience. It’s how we show up, interact, and treat each other. Every email, every meeting, every hallway conversation shapes our culture.

ADAM SALGAT: 01:55
All right, so if culture is everyone’s job, and as an employee, you are ready to accept that responsibility. What are some ways a person can start building an excellent culture at their organization?

MISTY JANKS: 02:08
Well, I have outlined five actionable steps. So let’s begin walking through them. Number one, lead by example. I like to start with this one because it is broad in concept, but it has tremendous impact when we focus in on it. If you want trust, respect, and collaboration, model the behaviors that lead to those outcomes. Show appreciation, take accountability, and embrace feedback. Like all the tips I’m about to share with you, you do not need to be a leader in the org chart to act this way.

ADAM SALGAT: 02:39
That is a great first tip, and I love how it sets the tone. Let’s move on to some of the more detailed ways we can lead by example. I love your second actionable tip because, as my secondary disc behavioral tendency of I would suggest, I love to build bonds with teammates. So action item number two is foster meaningful connections because culture thrives on relationships and not just processes.

MISTY JANKS: 03:04
Exactly. Take time to connect beyond the task. Ask how someone’s day is going, and remember to use your five reflective listening skills from our community listens. Invite diverse perspectives, even small conversations build strong bonds.

ADAM SALGAT: 03:20
One of the ways I like to do this is even this morning, I like to send funny video clips that have to do with, you know, culture and workplace. And so I do that in our teams chat. And I think that’s an opportunity sometimes to just build those connections with my teammates. Do you have a quick example of how we do that here at the Chapman Foundation in maybe a more formal way?

MISTY JANKS: 03:40
Yes, we always like to start our meetings with a connection question. And that really helps us see beyond our roles and into the lives of our teammates. This also helps leaders be aware of anything that might be going on that could be affecting them in that moment.

ADAM SALGAT: 03:56
I really love when we have the opportunity to do those things in those meetings because it does kind of open it up for anybody. If there’s something on their mind that maybe they want to get out there, it kind of creates a freedom to then be in the same space for the rest of the meeting, right?

MISTY JANKS: 04:09
Yeah, absolutely. It can hold that thought form because they’ve clearly articulated and then be able to focus in on what the meeting’s about.

ADAM SALGAT: 04:18
Like it. All right, so uh give us number three, please.

MISTY JANKS: 04:22
Sure. Number three is to communicate with transparency and trust. Trust is the belief in the reliability, truth, ability, or strength of someone. So it is important to be clear, honest, and follow through. Speak up for what is right, even when it’s uncomfortable, and listen. Really listen. When people feel heard, trust grows.

ADAM SALGAT: 04:44
What if you need some help learning how to build trust within your teams? Can I get a couple quick tips inside of this tip on how to build trust? Because that can mean different things to different people.

MISTY JANKS: 04:55
Absolutely. So there are four elements to trust: competence, caring, commitment, and consistency. Competence refers to an individual’s ability to perform effectively. It includes the knowledge, skills, and judgment required to meet expectation and deliver high quality work. Trust and competence grows when team members demonstrate mastery, make sound decisions, and reliably achieve results. When leaders show competence, it signals that others can depend on them to navigate challenges and fulfill their responsibility. Number two is caring. So caring reflects the belief that a leader or colleague genuinely values people as human beings, not merely as contributors of the work. It is built through empathy, reflective listening, respect, and concern for well-being. When leaders demonstrate caring, team members feel seen, supported, and safe. Key foundations of psychological safety. Caring communicates I matter here, which strengthens relational trust and team cohesion.

ADAM SALGAT: 06:00
I think it’s wonderful to hear caring mentioned here and knowing that caring is in our name. Right? Chapman Foundation for Caring Community. So we’re always striving for that. And as you mentioned, we try to set up our meetings in that way where we give people opportunity to share what they’re, you know, might need to share to be able to set them up for success.

MISTY JANKS: 06:19
And additionally, what I love about that is I feel like all of our foundational courses, those skills help us care about people.

ADAM SALGAT: 06:27
Awesome. So do you mind continuing on and giving us a little bit more about these other two pieces, commitment and consistency?

MISTY JANKS: 06:34
Yes. The third element is commitment. Commitment is the demonstrated dedication to shared goals, values, and the success of others. It involves following through on promises, staying focused on long-term purpose, and honoring organizational values, even when it’s difficult. Leaders build trust through commitment by being dependable, showing integrity, maintaining alignment between words and action. It signals that they will stand with the team through the challenges. And then the fourth element is consistency. So consistency is the element of trust formed through reliable, predictable behavior over time. It is not perfection, it is about steadiness. Consistency shows up in how leaders treat people, communicate expectations, make decisions, and respond to problems. When leaders act consistently, team members can anticipate how they will show up, which reduces uncertainty and reinforces psychological safety. Consistency turns one-time positive behaviors into a dependable pattern. So as you’re starting to put these four elements of trust into place, another great thing is to start talking about it with inside of your teams. This can help you assess the trust level on your team and with you.

ADAM SALGAT: 07:54
Thank you for those tips inside of these actionable items. Those tips around trust are important to me. And there’s one that the last one you mentioned there, consistency is something I personally, I’ll open up a little bit on this audio cast, is an element that I am continuing to strive and keep top of mind as I continue to work through each year here with the Chapman Foundation. And when I have struggled with consistency, what has helped me is thinking about ways to rebuild trust. And if you’ve ever struggled with any of those four elements of trust, we do have an audio cast that can help you rebuild trust when you’ve messed up. That is episode six of From Knowledge to Action. Alright, let’s get back to our actionable tips here. Number four, it is to take ownership of problems and solutions. So let’s talk about how we move from complaining to contributing.

MISTY JANKS: 08:47
Ownership is not just about stepping up when something goes right. It is also, and perhaps more importantly, about how we show up when things go wrong. In healthy, high trust cultures, people do not just stand on the sidelines pointing out when something is broken. They lean in. If you see a problem, don’t just complain about it. Offer a solution. Or at least offer a first step. Invite others into the process. Say, hey, here’s what I’m noticing, and here’s an idea for how we might approach it. Will you help me think this through? That simple act of moving from commentary to contribution is a defining moment of culture. And ownership also requires reflection. When something derails, the first question to ask is, what was my role in this? Not from a place of blame, but from a place of learning and accountability. Maybe you missed a signal. Maybe communication could have been clear. Maybe expectations were not aligned. When leaders model this kind of self-reflection, it creates psychological safety. It tells the team that mistakes are not the end of the story. They are just the starting point for growth. On the flip side, ownership also means acknowledging your part when things go well. Not in self-promotional way, but in an honest way that allows you to understand the behaviors that led to the success that you can replicate. Ask yourself, what did I contribute that helped this work? That builds confidence, clarity, and a sense of meaningful work. When people at every level take ownership, when they offer solutions, invite collaboration, celebrate their contributions, and examine their missteps, culture transforms. It becomes a place where people feel responsible for the work and responsible to each other. And that is the kind of culture where trust grows, performance rises, and people genuinely feel that they matter.

ADAM SALGAT: 10:41
I really love everything that you mentioned in there. There’s a couple things I want to point out. One of them, commentary to contribution. That’s such a powerful like little statement, reminder. So thank you for bringing that up. And then the second piece about acknowledging what you did right, but not doing it in maybe the boisterous, egotistical way, right? But knowing that I did certain things that help bring us to this point. I need to continue to do those things again.

MISTY JANKS: 11:08
Yes, looking for what did you learn? How can you continue to grow and put that into action?

ADAM SALGAT: 11:14
That has been something that has helped me realize and stay consistent is why do I feel good about what I just completed? Because I did it on time, I did it within the parameters I set forth, and I didn’t stress myself out about you know pushing it later than maybe it needed to.

MISTY JANKS: 11:29
I love that you’re seeing the interconnectedness of all of these concepts too. So as we take ownership, we’re leading by example, right? We’re also building trust. So as you focus in on one area, the other areas will naturally get better around you too.

ADAM SALGAT: 11:45
I want to make mention to our listeners that we do have an entire audio cast around the subject of building an ownership mindset. It’s episode five of season two. I’ll put the link in the description. We talked about our last actionable tip in our previous episode, but can you tell us again why this actionable tip is so powerful?

MISTY JANKS: 12:05
So, actionable tip number five is to recognize and reinforce positive behaviors. It is so important because people repeat what is appreciated. Recognition fuels culture. Make it a daily habit. Behavioral psychology tells us reinforcement shapes behavior. When you recognize and model positive actions, you are conditioning the environment for those behaviors to thrive.

ADAM SALGAT: 12:31
All right, so I know there’s many different ways to recognize people. So maybe this isn’t even really truly a fair question. I’m gonna throw it out there anyway. What is the best way to celebrate someone?

MISTY JANKS: 12:43
There’s so many ways to celebrate someone, but the most meaningful celebrations come from practicing intentional appreciation, recognition, and celebration. Appreciation is noticing the person. Recognition is naming the behavior or impact, and celebration is elevating the moment in a way that reinforces the culture. The best way looks different for every person because celebration is not about the act itself, it’s about the messaging. I see you, I value you, and your contribution mattered. The key is to truly know the person you are recognizing. What are their values? What motivates them? Some people love public acknowledgement, others prefer a quiet, genuine note. Some feel celebrated through shared time, others through symbolic gestures. When we take time to understand who they are and what matters to them, our appreciation becomes personal and authentic. That is what turns a simple thank you into a meaningful moment that strengthens trust, belonging, and culture.

ADAM SALGAT: 13:49
What’s one of the ways that we here at the Chapman Foundation, we choose to try to get to know our people so we can celebrate them to the style that they may prefer?

MISTY JANKS: 13:59
We train all of our leaders on this concept of intentional connection. And so to do that, we have monthly one-on-ones and we don’t talk about the work. We talk about the person. What are your values? What are your strengths? How are those showing up for you? Just setting aside that one hour a month to talk about more than just the work.

ADAM SALGAT: 14:23
I do appreciate the one-on-ones, and I like when I have the opportunity to kind of reflect on my strengths, because otherwise I’m the kind of person who just kind of keeps going and doesn’t necessarily think about like, okay, what am I bringing to the table or what am I leaning into lately that’s really helping me? And when I take the time to do that, it does build me up. I also want to mention that in my time here at the Chapman Foundation, we have stay interviews, and I remember some very specific, straight-up questions. How do you want to be recognized? And I think I typically say, you know, a giant banquet hall would be how I which is semi-true, but also a bit boisterous for me. The point being is like you guys do have times where you dedicate a point in the year where you ask directly, right?

MISTY JANKS: 15:04
Absolutely. So everyone’s heard of an exit interview. So when your team members are leaving, you sit down and you ask the questions of what do they like, what do they don’t like, right? And so this concept of a stay interview is where we meet with our team members that are staying with us and trying to understand why they are staying, why, how do they like to be recognized? All of these questions. And this also gives me one-on-one time with every single team member in our organization that maybe I don’t get to connect with on a daily basis.

ADAM SALGAT: 15:37
Awesome, awesome. So let’s recap the five actionable steps that make organizational culture everyone’s responsibility. Number one, lead by example. Number two, foster meaningful connections. Three, communicate with transparency and trust. Four, take ownership of problems and solutions. Five, recognize and reinforce positive behaviors.

MISTY JANKS: 16:04
I love that you were able to remember all five steps so clearly. It shows not only that they resonated with you, but also that you are already beginning to internalize them. When leaders can recall and apply these steps with ease, it is a strong sign that the practices are becoming part of how they think about culture and leadership.

ADAM SALGAT: 16:24
Well, Misty, thank you very much. But I will be honest, I did write them down, and I do have them next to me. So as always, Misty, I’d love to give you the chance to present our listeners with a level up opportunity.

MISTY JANKS: 16:43
All right. So the level up opportunity that I want to give our listeners is to do two things. First, I want you to take ownership. This is not just gonna be a 20-minute podcast that you listen to on your way to work as you’re working out, whatever it may be. So take ownership in making one of these things come to life in your work this week. So if you need to write it down, put it on a sticky note by your computer screen, or put it in your to-do list, or make it a recurring task for you multiple times this week. Pick one, make it happen. Take ownership of your behavior today.

ADAM SALGAT: 17:23
Awesome. And some of the things that they can do there, they could start a discussion about trust, listen to one of the audio casts that we mentioned, like building an ownership mindset. They could also write an FBI message.

MISTY JANKS: 17:35
Yes, these small actions compound into cultural norms as you begin to lead by example.

ADAM SALGAT: 17:42
If you’re ready to take culture from concept to action, check out our caring workplace program, or consider joining one of the Our Community Serves or Our Community Transforms classes.

MISTY JANKS: 17:54
And if this episode resonates with you, share it with a colleague. Let’s keep the momentum going.

ADAM SALGAT: 17:59
Misty, thank you so much for the great conversation today.

MISTY JANKS: 18:01
And thank you, Adam. It’s always a pleasure to be here.

ADAM SALGAT: 18:04
Until next time, walk your path with intention because you are the message. Take care, my friends.