Why Culture Cannot Be Delegated

Most banks lie to themselves about culture. They treat it like window dressing—something HR manages, or worse, a “culture committee” babysits with doughnuts and posters. And then they wonder why execution crumbles, margins shrink, and their best talent bolts for competitors.

Here’s the hard truth: culture can never be delegated.

In this week’s video, Roxanne Emmerich demolishes the myth that keeps community banks mediocre.

You’ll discover:

• Why “culture committees” are nothing more than feel-good theater that kills performance.

• The non-delegable truth: CEOs and exec teams must own culture or watch it rot.

• How top 5% banks weaponize culture—hardwiring it into systems that guarantee deposits, margin, and profit.

Every bank has a culture. But only the elite engineer theirs with precision. The rest? They drift, hoping good intentions will save them. Spoiler: they won’t.

If you want culture that delivers performance—not platitudes—this video is your wake-up call.

Watch now. 

Stop pretending culture is someone else’s job. Join us at the Breakthrough Banking Blueprint™ Bootcamp → EmmerichFinancial.com/Breakthrough

Sometimes two different ideas seem to be challenging each other. You’ve probably heard me say everybody has a role in managing the culture of the organization, and you’ve also heard me say you can’t delegate culture.

Let me allow for these distinct distinctions to play out so that you can rest through this concept. Yes, everybody needs to understand that they’re responsible for culture. So when they see somebody who’s doing something that’s not within the culture guidelines, they need to be able to say, “That’s not how we do things here at ABC Bank,” so that everybody understands they are in charge of culture.

That said, culture can’t be delegated. The CEO and the executive team are one hundred percent responsible for driving the cultural systems within the organization. Make sure they are aligned. Make sure the team members are matching the values and the behaviors of the organization.

Make sure to acknowledge those who are doing it. Make sure to talk through with people who are not doing it to let them know, “This is how we do things around here.”

Delegating this to a culture committee—God forbid. I’ve talked to probably a hundred people now who said they were on a culture committee. And when I asked them, “How’s that going?” they go, “We meet every Tuesday, but not so well,” because culture committees don’t get it done. Cultural systems driven by the exec team, executed perhaps by some of these other people, could make sense.

Again, always study with people who have their information in order. If someone has driven and changed culture within an organization radically and sustainably, then probably just putting them on a committee is not going to get the job done. They mean well, but the world doesn’t go around with a bunch of do-gooders. The world goes around with those who bring mastery and excellence—because that’s the only way to be a top five percenter: to understand what gets done by a top five percenter and how we can implement that here with perfection so that we know exactly the result we’re going to get.

Why? Because we followed the only system proven to work.