What Google’s Company Culture Reveals About Workplace Leadership

When it comes to workplace culture, few companies are as well-known as Google. But what happens when an employee challenges that company culture? Taras Kobernyk, a former Google software engineer, made headlines for questioning the company’s anti-racism policies in an internal document. His story is one of intellectual curiosity, workplace challenges, and broader cultural shifts in the tech industry.

Navigating Cultural Shifts at Google

As he settled into his role, Taras noticed cultural shifts that made him question the direction the company was taking. His concerns started with small changes—technical terms being replaced with alternatives, policies shifting to reflect evolving conversations on race and identity, such as Google’s decision to replace certain technical terms like master and slave with alternative language. These discussions are important, but when they are structured in a way that discourages differing viewpoints, they can create an unintended consequence: a culture that feels more like ideological conformity than a space for meaningful exchange.

One of the key moments that shaped Taras' experience at Google was the introduction of internal resources encouraging employees to educate themselves on racism. While these materials were not officially mandated, there was an unspoken expectation to engage with them in a specific way.

For Taras, this signaled a shift in workplace culture—one where certain viewpoints were not just encouraged but enforced. This raises a broader issue: when workplace culture becomes one-sided, it stifles critical thinking and discourages open conversations. A strong culture should create an environment where employees feel safe to express diverse perspectives, not one where questioning a particular narrative leads to professional consequences.

How Managers Shape the Workplace

Taras described his early days at Google as an experience that initially seemed like a dream. The onboarding process was smooth, packed with training sessions and introductory projects that set employees up for success. With Google’s vast resources and a wide range of projects, it seemed like everyone could find work that truly excited them. But as Taras quickly learned, success wasn’t just about skills or passion—it all came down to one thing: management.

The role of a manager is pivotal to any team. They influenced everything from project assignments to mentorship opportunities and even how employees are represented in performance reviews. Some employees thrive under supportive managers who nurture their growth, while others find themselves struggling in environments where poor leadership leads to frustration and missed opportunities.

This dynamic reveals a bigger truth about workplace culture—the actual experience comes down to the people in charge. A company can have all the tools for success, but if leadership doesn’t create an environment where employees feel valued and supported, those resources mean little. 

Leadership plays a crucial role in shaping how these cultural shifts unfold. When executives provide clear guidance and encourage balanced conversations, companies can foster a culture of real inclusivity—one that values both engagement and critical thought. But when leadership remains silent or allows only one viewpoint to dominate, culture stops being a reflection of collective growth and starts feeling like a set of rules to follow.

True inclusivity isn’t about enforcing a single way of thinking—it’s about making space for different perspectives. 

When Culture Becomes a Checklist

Workplace culture isn’t just about how employees interact—it’s also shaped by the expectations a company places on its people. Taras also talks about one major cultural shift in Google that came in the form of citizenship contributions, a new requirement within the company’s Software Engineering Ladder. While the concept was introduced to recognize employees who went above and beyond their core job responsibilities, it quickly became a mandatory expectation, raising questions about fairness, motivation, and the true impact on company culture.

The idea behind citizenship contributions was simple: acknowledge engineers who took on additional responsibilities, such as conducting interviews, performing specialized code reviews, leading internal training sessions, and participating in diversity, equity, and inclusion (DEI) initiatives. 

For many, this created a dilemma. Engineers were still expected to deliver high-quality technical work to advance in their careers, yet they now had to dedicate time to citizenship contributions without clear incentives. Those who naturally enjoyed mentoring, interviewing, or teaching didn’t mind the shift, but others—especially those who preferred to focus purely on engineering—found themselves forced into roles they neither excelled at nor had an interest in. The result? A decline in both the quality of contributions and overall job satisfaction.

The broader issue with mandatory citizenship contributions is that they shift culture from something organic to something enforced. A strong workplace culture grows when employees feel inspired to contribute—not when they are required to meet an ambiguous standard just to check a box. 

For large organizations looking to build strong internal communities, the challenge is clear: how do you encourage participation without making it feel like an additional burden? Culture thrives when employees want to engage, not when they feel forced to do so.

Fostering A Strong Company Culture

“When you cannot detect a problem, you don't have a chance to fix a problem.”

Google has long been known for its strong engineering culture—one that anticipates failures and builds safeguards to mitigate them. Taras discusses that in software and hardware, this works seamlessly. If a server crashes, backup systems immediately take over to ensure minimal disruption. But when it comes to managing people and workplace culture, that same proactive problem-solving approach often falls short. 

When asked about what effect this has on the people who use Google’s products, Taras says that over time, this silence and fear of losing your job allows certain narratives to dominate, influencing not just internal culture but also the very products and services billions of people rely on daily.

This raises an important leadership challenge: How can companies create inclusive policies while ensuring employees feel safe to express a range of perspectives? 

For Taras, a strong company culture allows for dissent without fear of repercussions, and when employees raise concerns—it’s a chance to refine and improve the system. It recognizes that patterns emerge over time, and leadership must remain open to reassessing policies when unintended negative effects arise. For meaningful change to happen, there needs to be a shift—whether from leadership, employees, or external pressure—to create a culture where questioning policies isn’t seen as defiance, but as a crucial part of progress.

For leaders looking to strengthen workplace culture while encouraging open dialogue, consider these approaches:

• Encourage open conversations, even on difficult topics – Set the expectation that respectful discourse is part of a thriving culture.

• Balance cultural initiatives with adaptability – Regularly reassess policies to ensure they are fostering engagement, not just compliance.

• Empower managers to be culture facilitators – Equip leaders at all levels to create environments where employees feel heard and valued.

The Culture of Conversation

My conversation with Taras underscored a fundamental reality—culture is never static, and leadership is an ongoing process of adaptation and learning. 

At its core, workplace culture is shaped by the ability—or inability—to engage in difficult discussions. Taras' reflections on Google’s initiatives highlighted a key challenge: when companies discourage open debate, they lose the ability to recognize blind spots, address internal friction, and adapt to change. 

Here are my key takeaways:

Culture is never perfect, but honest dialogue strengthens it. No workplace will satisfy everyone, but the healthiest organizations create an environment where employees feel secure enough to speak up. Psychological safety is not just a buzzword—it’s the foundation of innovation, collaboration, and long-term success.

Strong leaders seek out challenges, not avoid them. The best ideas emerge when leaders welcome constructive criticism and diverse viewpoints. Organizations that reward obedience over questioning stifle creativity, weaken problem-solving, and ultimately lose their competitive edge.

Every experience—whether positive or painful—shapes leadership. Workplace culture is not just a policy; it’s an evolving system influenced by every interaction. Taras’ time at Google was not without difficulties, but those challenges clarified what makes a workplace thrive—and where it falls short.

Beyond internal culture, Taras also shed light on a larger issue: the ripple effect of corporate decision-making on the public. Because culture isn’t just an internal matter—it shapes industries, communities, and societies. The more we encourage open conversations, the stronger and more resilient our organizations—and our information ecosystems—will become.

For a deeper dive into Taras’ experience and the broader implications of workplace culture, listen to the full republished episode here:  What Google’s Company Culture Reveals About Workplace Leadership

Let us know your thoughts and takeaways in the comments.