The Shift to Deliberate Culture: Why Accidental Won’t Cut It

Creating a culture that’s thoughtful and intentional is no longer a luxury — it’s a necessity. As we transition further into what I believe is a new Age of Work, an era where work is deeply intertwined with personal fulfillment and societal impact, the days of great companies having “accidental” cultures are, in my humble opinion, coming to an end. The companies that truly thrive are the ones that focus on building high-trust, agreements-based cultures with intention and purpose.

Work today is about creating environments where team members can excel not just professionally but personally, and understanding this is crucial for attracting and retaining top talent, especially in a world where younger generations prioritize meaning and impact as much as job security, growth, and fair pay.

At Ninety, we’re genuinely trying to walk the talk, as evidenced by our recent accolades from Great Place to Work® (98% of our team members deemed us a great place to work) and Fortune (under various categories: medium-sized companies #64, small and mid-sized technology companies #31, and millennials #65). Trust me when I share that we only earned these recognitions because damn near everyone in our company cares about building high-trust relationships with all our Ideal Stakeholders. This means we have people who care enough to have hard (but truthful, specific, and positive) conversations about what’s working and what’s not. It’s what we call “leaning into being kind (not nice)” so we can all win together.

I’m writing this article not just because I wanted to brag (I admit, I do a little bit) but because I feel compelled to share my thoughts on what it takes to build a great culture. As I probably say too much these days, it's not complicated, just hard.

Accidental Culture: A Recipe for Mediocrity

Before I get to what we do at Ninety, let’s talk about accidental cultures. They happen when a culture forms without deliberate guidance or alignment with a set of genuine and thoughtfully constructed Core Values. Sure, it might seem like it works for a while, but over the long haul, it’s inherently unstable. At some point, the cracks begin to show, and they grow.

Here’s why: In an accidental culture, different teams often develop their own subcultures, and as time goes on, these subcultures diverge, creating inconsistency company-wide. You start seeing disagreements and friction among your people — not just about how to get things done, but about which goals matter in the first place. In other words, everyone’s playing a different game with different rules.

Now, let’s think about trust. It’s foundational in any high-functioning organization, but with an accidental culture, trust becomes a casualty. Without clear Core Values or guidelines for decision-making, team members are left in the dark, not to mention they’re unsure of what to expect from one another or even from leadership. This uncertainty erodes trust, and once trust is gone, it’s incredibly difficult to rebuild.

And then there’s engagement. When people can’t see how their work connects to the larger purpose, your company’s Compelling Why — when they feel like cogs in a machine rather than contributors to something bigger — they disengage. And disengagement leads to a feeling of aimlessness, low morale, and ultimately, higher regrettable turnover.

Even if it seems okay for a while, companies with accidental cultures will eventually struggle. It’s not a question of if the problems will show up — it’s when.

Deliberate Culture: The Path to Excellence

At Ninety, we’ve embraced a deliberate approach to culture-building, rooted in what we call agreements-based leadership. This type of leadership focuses on mutual accountability, team member empowerment, and continuous improvement, and it’s how we’ve found success in creating a team that’s focused, aligned, and thriving.

A deliberate, agreements-based culture brings alignment and clarity to your entire team with your Forever Agreements (what I believe is the heart and soul of your company). Your Forever Agreements include your Core Values, Compelling Why, Ideal Customer Profile (ICP), and Compelling Value Proposition. When everyone on your team understands and rallies around these foundational elements, it creates a clear sense of purpose, which will fuel your company’s long-term success.

When we establish these clear Forever Agreements, we’re not just setting up rules — we’re creating an environment of trust and transparency, one where our people feel their concerns are not just heard but addressed. Everyone knows exactly where the organization is headed, what’s most important, and what to expect from their leaders. They see that we’re committed to walking the talk, and they follow suit.

And when your people feel connected — when they feel like they’re doing Work that matters — they’re more likely to be engaged and committed.

Building an Agreements-Based Culture

There’s no denying that creating an agreements-based culture takes effort — deliberate, ongoing effort. It requires your Senior Leadership Team to be committed to your Core Values (walk the talk, team) and to turn expectations into clear, mutual agreements.

But it’s worth every bit of that effort because a team that feels truly valued will carry your organization across burning coals. At Ninety, we’ve seen firsthand how deliberate, agreements-based culture-building can create truly remarkable results. Our latest recognitions aren’t just badges of honor — they’re proof that our approach works. At Ninety, team members feel heard and empowered.

So where do you start? Here are some steps you can take to establish an agreements-based culture at your organization:

1. Define your Core Values: Be sure to make them genuine — these are the behaviors of your Ideal Team Members and will guide your hiring, review, promotion, and termination processes.
2. Align everyone: As a leader, you want everyone in your organization to understand and align with your Core Values. Remember, regular communication and reinforcement are key for whole-company alignment.
3. Establish clear agreements: Set agreements (not expectations) with everyone on your team to establish clear roles, accountabilities, and responsibilities (RARs); goals; and behaviors.
4. Foster trust and transparency: Create an environment where trust and transparency are top priorities. Formally check in with your team at least once every quarter to keep that trust growing. Encourage open communication, provide opportunities for feedback, and be ready to listen.
5. Promote continuous improvement: Encourage a mindset of continuous improvement and adaptability across and up and down your organization. Entropy is everywhere, and to fight it, you need to regularly revisit and revise your agreements to ensure they’re both relevant and effective.

The Future of Work

As we move further into this new Age of Work, the organizations that embrace and actively work toward building a deliberate culture are the ones that will thrive. At Ninety, we’ve seen it firsthand. Our high-trust, agreements-based culture isn’t just a strategy — it’s a way of life.

Accidental cultures, while sometimes functional in the short term, lack the kind of stability and alignment you need for long-term success. By focusing on building a positive, high-trust culture and embracing agreements-based leadership, you can create an environment where trust flourishes and excellence is the norm.

As the new Age of Work continues to evolve, we’re committed to creating and maintaining a culture that empowers our teams and drives positive impact. It’s time for organizations to step up and build cultures that are intentional, aligned, and ready for the future. Because in this new era, accidental just won’t cut it.