Culture is often described as something intangible that simply exists within an organization. Yet anyone who has worked in multiple organizations knows that cultures feel remarkably different. They influence how leaders communicate, how teams solve problems, how employees support one another, and ultimately whether people feel valued when they come to work each day.
For Donna Cress, Chief People and Culture Officer at HDG Legacy, that influence is too important to leave to chance.
“When we thought about my role, the word culture was so important to HDG Legacy, to Navroz [Saju] and to this team that we put it in the title,” Donna explains. “It means that I get the pleasure of being a part of facilitating culture for this organization.”
That decision speaks to a larger philosophy of culture at HDG Legacy. Culture is not a responsibility assigned to one department, it is something every leader helps shape through the decisions they make, the standards they set, and the way they treat people every day.
The “What” and the “How”
Donna often describes her role in remarkably simple terms: “It’s the what and the how,” she says.
The “what” encompasses everything traditionally associated with People and Culture: recruitment, onboarding, payroll, benefits, compensation, performance management, and supporting employees throughout every stage of their careers. Those responsibilities are essential, but Donna believes they only tell part of the story.
The “how” is what transforms those responsibilities into culture.
It is reflected in how employees are welcomed into the organization, how expectations are communicated, how difficult conversations are handled, and whether the organization’s values are consistently demonstrated through everyday actions. Policies establish structure, but culture determines how those policies are experienced.
For Donna, the two cannot be separated. Strong systems create consistency, but it is the human experience within those systems that ultimately determines whether people feel respected, supported, and motivated to do their best work.
Hospitality Begins Within Culture
Hospitality is often defined by the experience guests have after they walk through the front doors of a hotel, but Donna believes it begins much earlier, with the experience employees have inside the organization.
She recalls helping a team member who was having difficulty accessing his vision insurance benefits. On the surface, it appeared to be a routine administrative issue, but Donna saw something more significant. If an employee found it difficult to access an important benefit, then the organization had an opportunity to improve that experience.
“I made it a point to go and see this gentleman,” she says. “We sat down together, we worked through it, and then he had the tools to figure it out going forward AND the experience of being supported.”
To Donna, that simple interaction represented HDG Legacy’s mission of Brilliance in the Basics of Hospitality. Its significance came from the decision to slow down, listen carefully, solve the problem together, and ensure the employee felt confident moving forward. Those moments rarely make headlines inside an organization, but they shape how employees experience their workplace every day and how they subsequently extend hospitality to guests.
Authenticity Starts at the Top
What differentiates HDG Legacy from other organizations is authenticity that begins with leadership.
“When you meet Navroz, you realize, wow, this person is genuine. This person is authentic. When I think about how that cascades throughout the organization, you’ll see it in team members, as well. They are genuine and they are authentic.”
For Donna, authenticity is not simply a personality trait, but an organizational advantage. When people feel accepted for who they are, they become more willing to contribute ideas, ask thoughtful questions, support one another, and take ownership of their work. Trust grows because employees are not trying to become someone different in order to fit the culture. They are encouraged to contribute their own perspectives and strengths.
That authenticity eventually extends beyond the organization itself. It influences how team members interact with guests, community partners, and one another, creating relationships built on genuine connection rather than obligation.
Leadership’s Lasting Responsibility
Organizations invest significant time developing mission statements, defining values, and establishing strategic priorities. Those efforts provide important direction, but Donna believes culture is ultimately shaped in much simpler ways. It is reflected in the conversations leaders have with their teams, the support they provide when challenges arise, the opportunities they create for people to grow, and the consistency with which they demonstrate the values they expect others to embrace.
For Donna, that is one of leadership’s greatest responsibilities. Creating a strong culture is not about launching another initiative or introducing a new set of policies. It is about making thoughtful, people-centric decisions every day and recognizing that even the smallest moments can have a lasting impact on someone’s experience at work.
The strongest cultures are built with purpose, strengthened through consistency, and sustained by leaders who understand that culture is not something employees are told about, but something they experience, and contribute to, every day.
About HDG Legacy
Strategic investment, long-term ownership, and proactive maintenance. These elements, combined with our values, our people, our community, and our vision for success make up the interconnectivity that defines the Legacy way. To learn more, contact us through the website or visit our LinkedIn and follow our journey!