Jane Fraser asserts the most critical step in fixing a culture is removing people who drain energy, regardless of performance. She believes a good person in a bad culture can recover, but a toxic individual remains toxic and demoralizes the entire team.

A kind culture must be actively protected. How a company handles high-performing but unkind employees reveals its true values. Prioritizing cultural integrity by addressing or removing these individuals sends a powerful signal that kindness is non-negotiable, even at a potential short-term cost.

To make culture tangible, it must be a core component of performance management. Plaid evaluates who gets promoted, raises, or more equity based not only on results but also on their contribution to and enhancement of the company culture.

A senior hire was instrumental in getting Snowflake's CRO promoted. Eighteen months later, that same person was found to be 'cancerous to the organization.' The CRO had to fire them and go on an 'apology tour,' a painful but necessary act of leadership to protect the company culture.

Culture isn't an abstract value statement. It's the sum of concrete behaviors you enforce, like fining partners for being late to meetings. These specific actions, not words, define your organization's true character and priorities.

Your culture isn't what's on the walls; it's defined by the worst behavior you allow. Firing a high-performing but toxic employee sends a more powerful message about your values than any mission statement. Upholding standards for everyone, especially top talent, is non-negotiable for a strong culture.

A company's culture isn't its mission statement; it's the worst behavior it's willing to accept. High-integrity employees will leave a toxic environment, while transactional, self-serving employees who tolerate anything for a paycheck will stay. This selection process causes a continuous erosion of culture.

Pfizer's CEO ranks the elements of corporate success in a clear hierarchy: Culture > Leadership > Strategy > Structure. He believes the right culture is the ultimate lever because it uplifts the performance of every single employee in the organization, making it more impactful than even brilliant leaders or strategy.

Leaders often tolerate a top salesperson who is toxic because they drive short-term revenue. This is a fatal mistake. Tolerating this "cultural cancer" for immediate economic gain will destroy morale, increase turnover, and ultimately undermine the business's long-term health.