Nothing undermines a company culture like a leadership team that isn't conscious of how it comes across to employees. If "communication" and "transparency" are hallmarks of the workplace, upper-level employees need to walk the walk.

"The senior level has to be conscious of their behavior," says Jamie Notter, co-founder & culture designer at Human Workplaces. "They can't say one thing and do another, because employees watch them like hawks."

Notter gives the hypothetical example of a supervisor asking a report about the status of an order. If the report says it already shipped, and the supervisor asks in a concerned tone, "Oh, did I see that before it went?" he's undermining the culture of trust he's been trying to build.

"Now the employee thinks, 'I guess we're not actually about trust and transparency,'" says Notter. "The supervisor just changed the culture with his behavior. Instead, he should say, 'Sweet! How can I help you get that out even faster next time?'"

Employees also need assurances that their work is valued and leadership is listening. Among dissatisfied workers planning to take another job in the next year, 65% said it's because they don't feel valued, according to Redii, an employee reward and recognition software firm. The same study found that a lack of trust is enough to compel 80% to seek greener pastures.

Jen Gangwish, vice president of College Hill Custom Threads, says regular company meetings let everyone know they're an important part of the team. "They want to know what they need to know so they can all get the ship to port together," she says. "But that message needs to be spoken about and acted out consistently by leadership, otherwise it will ring hollow."

Tom Rector, CEO of Screenbroidery, says frequent communication and transparency lets employees know they're valued enough to be kept informed. When cash flow gets tight, he makes sure leadership communicates the reasons behind it to the employees. "You have payroll and taxes, and then there's a $100,000 order from China and they want half up front," says Rector. "They see this happen and they need to understand why."

And if anyone has questions or concerns, or even an idea to save money, they'll try it. "They get buy-in and support from the higher-ups," says Rector, "and then there's buy-in to improve the greater good."

Recognition is important too: A recent study by Gallup found that only one in three workers in the U.S. said they received recognition or praise for doing good work in the previous week. "If recognition isn't happening, something is missing," says Notter of Human Workplaces. "But it's not, 'I as manager decided it was good and here's a pat on the back.' It has to tie back to success: 'Here's how you made us more successful and helped us win.'