1st Tuesday with Rick Olson: Faculty Reaction

As an organizational scholar and Minnesota Carlson’s Toro Company David M. Lilly Chair in Organizational Behavior, I was struck by how strong the role of culture was in his remarks. Olson had expected his first job at Toro to be a brief stint on his career path, but noted that after nearly four decades, “culture is why I’m still here.” That simple statement captures what scholars and practitioners have long recognized: Culture is the invisible architecture in organizations that sustains engagement, retention, and a company’s identity over time.

Reflecting on his 39-year career was a reminder of how deeply organizational culture and leadership shape the experience of work. Olson described Toro’s “culture of excellence” as a balance between “a pure performance focus and a people focus,” where high standards coexist with care and respect. Research suggests that it is exactly these types of organizations that are most resilient—those that invest simultaneously in human and technical capabilities.

His reflections on the role of leadership in culture were also resonant; Olson remarked that “Seventy percent of culture is leadership. … Leaders lead by example.” Decades of organizational research support that insight. Culture is hard to build! And it is not built through slogans or strategy decks or taglines, rather it’s transmitted through everyday behaviors that signal what truly matters. Olson’s comment reminds us that values are caught more than taught and leaders play a key role.

Equally striking was his articulation of purpose. Toro’s mission to help customers enhance the beauty, productivity, and sustainability of the land provides meaningful work and mission. When employees can connect their roles to a higher purpose, their satisfaction, motivation, and commitment is positively impacted. Olson described how that sense of shared purpose not only drives retention but also innovation including AI-driven irrigation systems and robotics that enhance sustainability and safety. Purpose and meaning at work is far from just aspirational—it’s deeply strategic. Toro’s success over its 100+ year history rests on a culture that has evolved over time without losing its core.