We all think we know what corporate culture means. But are our beliefs fact or fiction? This three-part series will tackle the most pervasive culture myths. In the first installment, we discussed how culture is tangible—or even necessary. In this installment, we’ll explore how corporate culture is a fluid, evolving entity shaped by employees.

Myth 3: Culture Is Permanent

An organization's culture is its permanent identity. It should not be changed to suit the context.

Flexibility is a major component of a strong corporate culture. Companies must constantly look at what’s working and what needs to change. Remember: a stagnant culture is not one rooted in excellence.

A flexible culture also helps an organization survive periods of transition. People come and go in an organization—turnover is a natural fact. But when your culture is strong and identifiable, you can hire people that embrace and, more important, enhance the culture. With a strong cultural identity, an organization’s employees can look for ways to improve it, keeping it current with the ever-changing economy and workforce.

In my book FISH! A Proven Way to Boost Morale and Improve Results, I feature the world-famous Pike Place Fish Market in Seattle. One Thursday of every month, the market’s employees gather over dinner and discuss the organizational culture. This attention to cultural detail has helped the market become one of the most successful retail spaces in the United States—even though there are three competitors selling the same fish for the same price within 100 yards. It also allows them to measure their success in decades—not mere quarters.

When the market hires new employees, culture becomes a determining factor. And hiring decisions are not made lightly; new employees have a 60-day probationary period to see if the new hire can survive, thrive, and enhance the culture. Cultures must constantly evolve.

Myth 4: Employees Don’t Have a Role in Shaping a Company's Culture

Company culture isn’t solely based on a dusty corporate mission or vision. It’s up to all employees, from the front line to the C-suite, to shape it.

This isn’t to say that an organization doesn’t need a corporate mission and vision. Rather, culture, vision, and mission work together to create success. They provide a clear idea of where the company is heading, how you will get there, and what kind of environment will allow people to be their best and work hard.

Employees should be appreciated for their efforts to enhance company culture and encouraged to make decisions, not check their brains at the door. Additionally, when creating a corporate vision and mission, gather input from as many employees as possible. If they are part of the creation process, they are more likely to ensure its success.

In the next installment, we’ll find out why a strong corporate culture is everyone’s responsibility—not just an HR function—and the importance culture plays in strategy and direction.