Reviewed by Leonard Smuts for Readers' Favorite

Many people spend a good deal of time at the office, but work does not always provide a welcoming environment or an opportunity for growth. It all depends on the corporate culture. Michele Herlein explores this phenomenon in Cultural Excellence. Leaders should set the tone, but all too often the disharmony starts at the top. It seems that the lofty corporate mission statements are not always put into practice at all levels. Vertical goal alignment is thus essential, as is instilling a culture of respect. The author points out that company culture can evolve in different directions, both formally and by default. An important aspect is fairness. Culture can be measured by the everyday experiences of employees and their relationship to the organization and its customers. Culture should be an organizational priority that embodies purpose, vision, values, and strategy. Planning and implementation are also discussed, together with structure, procedures, recognition, communication, and employee development. Poor culture manifests in a high labor turnover rate, whereas creating a sound culture is good business. The tools to achieve the latter are provided through applying purpose, vision, values, and strategic goals.

Michele Herlein built her career by combining academic achievements with a strong desire to help others and transform companies. Cultural Excellence describes situations that the author encountered during her extensive experience in the business world. These serve as examples of the rights and wrongs of corporate culture. There are no overnight solutions, and culture is everybody’s responsibility. The author refers to what she describes as human thriving, which involves creating the right conditions for harmony. Roles and responsibilities should be clearly defined. Employee-led solutions are useful. Leaders should also acknowledge ability and reward employees accordingly. Comments that I found interesting include countering rumors, as this can cause misunderstandings. Top managers should not feel entitled. Guidelines are provided for evaluating the existing culture and adapting it to align with core values. Gaps between management levels can be an issue. The “mighty middle” should not be ignored. The writing style is polished, and the text abounds with practical solutions. Questionnaires and exercises are included for reflection. The book is aimed at business leaders and HR professionals, and is highly recommended.