Company Culture Through the Eyes of a Leader without Authority

When people talk about company culture, they often picture leadership retreats, team-building events, or big announcements from the C-suite.

I have experienced this culture in administrative roles in the legal field. And although these are perks, culture is less about the slogans on the wall and more about the daily lived experience of employees.

As an Executive Assistant to a medical director, I’ve learned that culture shows up in the conversations we have, the way departments collaborate, and even how contract workers are treated when they step through our doors.

Leading Without Authority

One of the unique challenges of being an Executive Assistant is living in the space between influence and authority. I don’t set company policy, yet I’m often the first to see when culture cracks are forming: a team feeling disconnected, departments working in silos, or contract staff treated like outsiders. My role requires “leading without a title”—nudging, coordinating, and influencing others to align with the vision of leadership.

The Struggles of Strengthening Culture

Revamping culture is not easy, especially from a role that isn’t traditionally considered a “culture driver.” Here are a few challenges a leadership partner may face:

• Siloed departments: Individuals and departments forgetting their efforts support the same bottom line/objectives.
• Surface-level fixes: Leadership relying on “pizza party culture”—treats and perks—without addressing deeper issues like fairness, communication, recognition, and ensuring employees are rewarded with fair and equitable pay.
• Resistance to change: People naturally stick with what they know, even if it no longer serves the mission.

What Leadership Can Do

As someone on the ground, here are the suggestions I often want to hand to upper management:

1. Model the behavior you want to see – Culture cascades from the top. If leaders show respect, transparency, and accountability, teams will follow.
2. Communicate openly and often – Employees thrive when they understand the “why” behind decisions. Silence breeds disengagement.
3. Value all contributors – Equal pay and fair treatment matter, but so does inclusion. Contract staff should feel like part of the mission, not second-class help.
4. Empower the “informal leaders” – Executive Assistants, project managers, and team leads often carry culture in their day-to-day interactions. Recognize and support them.
5. Invest in development – Training, mentorship, and opportunities for growth have a longer-lasting effect than free lunches.

Culture is not a program. It’s a practice. And for that practice to succeed, it needs more than pizza parties and trinkets. It needs leadership that listens, supports, and models the values it preaches.