Company culture represents the set of values, beliefs, attitudes, and shared behaviors that define an organization’s personality and guide how its members interact with each other and their environment.

Identifying that culture is already a challenge in itself; making it healthy and beneficial for everyone involved is even harder. And if that’s complex inside an office, imagine how much more intense the challenge becomes when working remotely.

You can build a strong organizational culture in virtual spaces, where shared values and beliefs become the foundation of a healthy, connected, and productive team.

Culture doesn’t disappear just because you’re far away

Even without hallways, desks, or coffee work breaks; a pattern of norms, habits, and ways of communicating still form. There’s always company culture; the difference lies in whether it’s intentionally built or simply left to chance.

In a Reddit conversation about this topic, user marklein reminds us that the loudest voices in the room aren’t always the one you want everyone to listen to:

A reddit comment explaining that if no one builds a healthy culture, toxic personalities will create a toxic workplace by default.

A void will be filled, but it gets filled by whoever is the squeakiest wheel. The loudest, most negative, most confrontational voices often take the lead, guiding a group of people who somehow end up feeling anxious just thinking about joining a Zoom call.

Distance requires intentionality to stay cohesive without forcing it. Sometimes it’s simple gestures like an informal Slack channel to share memes; a weekly virtual coffee break where talking about work is off-limits; or digressing completely from the 1 on 1 agenda to talk about our pets. Culture, in the end, is what happens when no one’s watching, and in remote settings, it happens too, just behind a screen.

Support encourages risk taking

Some of the biggest decisions in my life, like starting a second degree or redefining the focus of my career, have been made during a 20-minute meeting with Adrienne, my boss.

I also love sharing photos of my outdoor adventures with her, since we both enjoy hiking and nature. She’s been there for me like a friend through tough moments, including the passing of my father and other personal challenges, all from thousands of kilometers away, across time zones, without us ever meeting in person.

Real culture isn’t about perks, it’s about trust

For a long time, company culture was confused with visible perks: free lunches, drink budgets, pizza Fridays, or “team-building days” supposedly meant to strengthen bonds. But when virtual work became the norm, those formulas were exposed for what they were: a waste of time.

Not everyone wants to hang out with someone from work; some people just want to get the job done the best way possible. Perks don’t sustain culture; trust, communication, and empathy do.

Someone on Reddit summarized it perfectly:

A Reddit comment saying some workers don’t want “culture,” just clear responsibilities, a manager who sets boundaries, and fair pay—because perks and swag don’t pay the bills.

And in that sentence lies the entire difference between a company that preaches culture and one that actually lives it. A healthy culture doesn’t show up in events; it shows up in how your leaders handle mistakes, doubts, and vulnerability.

Trust isn’t imposed; it’s built every time someone asks for help or reports a mistake without fearing it will be used against them.

In remote work, where tone can be as important as substance, psychological safety is the real perk, and knowing you can be human without fearing consequences, because I’ve been in situations where managers are so rude that they basically tell you that ChatGPT can do it better than you, and honestly, my inner thought was: then hire it instead of me.

Some poeple just want to work to live, not live to work

You don’t need to belong to a corporate “family” or join a forced social event. That’s also part of the culture, just because culture isn’t measured by how many people join the happy hour, but by how many can work in peace without feeling like they have to perform to fit in.

A mature organization understands that not everyone needs or wants the same level of connection, and that respecting personal boundaries is also part of a healthy culture.

Because in the end, the best culture isn’t the one that forces participation; it’s the one that lets everyone find their own way to belong, with trust, freedom, and purpose.

The Role of Remote Leadership

A remote leader isn’t the person who monitors every move or expects constant availability, and it’s not the one who ignores most of the Slack messages and appears only to complain about something they weren’t even clear about. A real leader is the one who removes obstacles, builds trust, and creates space for others to thrive.

Some managers on Reddit shared their insights to make company culture work, and none of it involved surveillance or micromanagement.

One opened a constant voice channel where teammates could jump in and out freely to ask questions, brainstorm, or just chat, mimicking the “across-the-desk” moments of an office.
Another scheduled short, pressure-free 30-minute calls where anyone could share ideas, struggles, or even personal updates.
Praise in public, feedback in private.

Good remote leadership also means knowing how to lead different generations from afar. Senior professionals often value independence and flexible schedules, while younger or more junior employees might crave mentorship, guidance, and visible recognition.

Ultimately, a healthy culture grows when leaders trust their teams enough to step back, give reasonable feedback and even ask questions like:

“What do you need from me?”
“What’s getting in your way?”
“How can I help you do your best work?”

But what happens when that kind of leadership doesn’t exist?

You can’t fix leadership from below, but you can shape the tone of your own interactions. Create microcultures… those small spaces of safety and collaboration within your circle of influence.

Encourage transparency in your messages, celebrate small wins with your peers, and check in on someone who’s been quiet.

Remote or not, culture starts in the smallest interactions, the message you send, the tone you use, the patience you show. And maybe that’s all we can really aim for: to make the spaces we inhabit, even the virtual ones, a little more human.

Building a strong company culture while remote