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and create the business success that comes with it. (Nicole Bickett, 2016)

      Similar to civic culture, inhabitants of one company may decide that some behaviors they see in another culture appeal to them, so they incorporate those new behaviors and voilà, dynamic culture. The beauty is, if you're cognizant of it, you can decide what to accept and what to reject from other styles and alternatives. Everything is borrowed, synthesized from other ideas, and pieced together in creative ways. Retain the significant aspects of your own culture that you value, and actively tend to what you want to develop.

      A culture is bound to emerge, so you might as well make sure it's a great one. Clay Robinson of Sun King Brewing agrees. “You have to continually and actively engage people,” says Robinson. “Culture needs to be curated in order to continue to grow and evolve.”

      Tom Froehle, Chair and Managing Partner for Faegre Baker Daniels law firm, understands how critical it is to intentionally nurture a positive culture. He played an important role in the combining of two nationally recognized legal giants, Baker & Daniels and Faegre & Benson

      As it relates to the combination of Baker & Daniels and Faegre & Benson, culture was critically important. In identifying potential prospects for a combination, we researched firm culture by reviewing websites, searching publications, and talking with people who had firsthand experiences. Through that process, we discovered that like Baker & Daniels, Faegre & Benson shared our cultural values. They had a rich history of community involvement and commitment to pro bono service, high expectations for quality, and strong reputations, not only as great lawyers, but as good people, as well. (Froehle, 2016)

      At the outset, both firms recognized that any strategic opportunities could not be realized without a strong cultural fit. We started with the leadership teams and spent significant time getting to know each other and developing trust and confidence between the teams.

      We also recognized that lawyers are naturally skeptical, and thus included them in the process at an early stage. We were intentional about sharing the possibility of a combination early on with all of our people and providing a significant due diligence period in which lawyers from the two firms could meet each other and decide for themselves whether there was a good cultural fit.

      After approval of the merger, but before it took effect, we began investing heavily in making sure that lawyers could continue to find ways to interact and get to know each other. That included substantial travel but also a very substantial investment in video-conferencing capabilities so internal meetings could be held virtually face-to-face, rather than by telephone. We recognized that the best way to integrate was to encourage people to collaborate on client work. We measured the amount of “cross-firm” work and celebrated successes that included cross-office teams, and we continue to do so today.

      Every step of the way, we focused on one of our guiding principles, “One Firm,” which reflects both our desire to assemble the best teams regardless of location and our focus on firm success over individual or group success. We still have plenty of work to do, but we are off to a good start.

      Misconception #3: One Size Fits All

      We share 99.9 percent of our genetic makeup with all other humans, but that 0.1 percent manifests itself in many different expressions, values, and lifestyles (“National Human Genome Research Institute,” ). Do culture in the way that makes sense for you, so people are engaged with and living out the core values. At Kayak, that looks like every employee picking up the phone to handle service calls, decision-making meetings requiring only three people, and hiring managers boasting that working for them is “the most fun job a person will ever have” (Daisyme, 2015). At Edward Jones, that looks like deep community roots, generous associate ownership opportunities, and firm-sponsored European trips for employees and their families (Mucciolo, 2009). Very different approaches, but both companies are financially successful and recognized as great places to work.

      Remember, this is your culture we are talking about. It comes from a combination of your leadership team, the people of your organization, and the unique aspects that make your company what it is today and what it will be in the future. The outcomes of engagement, profit, and retention are defined, but the methods can be different. The very nature of many successful company cultures is that they're quirky. Steve Jobs, in his famous Stanford address, advised to “Stay hungry, stay foolish” (You've Got to Find What You Love, 2005). Even the best advice may be irrelevant to you and your people. You cannot do anyone else's version of this work. You have to find your own way for what is uniquely effective in your organization. Emulate others where it makes sense, but do not lose sight of the fact that “one size fits one” when it comes to culture.

      Chapter 4

      Cross-Industry Engagement: (Or, Why You Don't Have to Sell Software to Be Cool)

      Though we now understand the tech industry's infamous perks, like free massages, hoodies, and fancy parties, are not silver bullets, it's still easy to think tech companies get all the culture fun and all the fame. But you don't have to sell software to attract, engage, and retain top talent. Your company may sell farm equipment, educate children, or make duck whistles. The culture gods do not care what you do; they will bless your culture intentionality and thoughtfulness all the same. Allow us to shine the spotlight on some other types of companies that are making huge cultural strides and seeing real results.

       Case in Point: Teach for America – Education

      Many of us are familiar with the work of Teach for America, an education innovator that enlists, develops, and mobilizes some of our nation's most promising leaders in the push to overcome education inequality. But we are perhaps less familiar with their impressive work internally as well.

      Long story short, their HR team is doing some things right. Their benefits rival those of corporate behemoths, including perks like eight weeks of paid parental leave, childcare reimbursement during business travel, and 150 hours per year of training.

      And get this: 94 percent of their employees report that they feel they carry a lot of responsibility in the organization, and 80 percent say their leaders allow them autonomy to meet challenges without always peering over their shoulders (Barnes, 2014). It is especially remarkable given the industry: ever-elusive and exhausting education reform.

      In fact, Rebecca Thompson Boyle, former executive director of Teach for America, acknowledges, “Keeping culture exceptionally strong is challenging when your work is centered around issues of social justice. While staff passion and motivation are unarguable, the work is physically and emotionally exhausting and never fully done.”

      She explains, “Culture is at the core of everything we do. If we do not have a strong, aligned, and passionate team that holds each other accountable to high expectations and commitment to integrity, we will be unable to best serve our teachers, students, and communities.”

       Case in Point: Reynolds Farm Equipment – Agriculture

      Owner and president Gary Reynolds inherited Reynolds Farm Equipment from his father, the original founder, and it epitomizes the sort of homegrown investment we esteem. In the community, they are widely recognized for their philanthropic contributions, alongside job growth and agricultural support.

      In 2015, Reynolds received the Lifetime Achievement Award from his town (Annual Business Excellence Awards in Carmel, 2015). And as a company, they strive to maintain high benchmarks of progress, growth, and honesty, saying, “Anything less would be inconsistent with our mission to our customers and to each other.” In a volatile, high-turnover industry, Reynolds stands out by cultivating a strong culture and reaps the resulting personnel stability, which, as Gary says, “has had a huge impact on the profitability of our company, even in tough economic environments” (Annual Business Excellence Awards, 2015).

       Case in Point: Mainstreet – Real Estate / Health Care

      CEO and founder Zeke Turner left a job as a Wall Street investment banker at the age of 25 to return home to his native Indiana (Mainstreet). He founded Mainstreet in 2002 with a bold mission and initial capital of just $10,000, and now he has propelled the company into becoming the nation's

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