When it comes to culture, you rarely solve internal problems with external vendors. Culture problems within an organization typically do not emerge overnight. They are the result of years of cultural evolution driven by internal dynamics, such as policies, practices, leadership, history, management training and structure, etc.

Before you hire a fleet of vendors, try a few of these tips:

1. Define the culture you want to establish.

Defining your desired culture gives your organization a North Star by which to navigate strategy development. Begin by clearly articulating the type of culture you want to establish. Keep in mind that “attracting millennials” is a goal, not a type of culture. Ask yourself, “What type of culture attracts and retains people and how do we cultivate that culture?”

2. Assess your existing culture.

As I mentioned earlier, your existing culture did not suddenly emerge from nothingness. Rather, it is the result of years of organizational dynamics that have shaped your company.

Many of your cultural woes are self-inflicted and will not be solved by hiring an outside vendor. You need to take a look in the mirror and ask, “Why are we the way we are?”

Recently, I was talking to a friend about his work culture. He explained that he spends several hours each weekend working on projects for “the man.” I laughed and said, “Are you that inefficient? Can’t you finish your work by Friday evening?” He replied, “Of course I can. I actually save work for the weekend.” Confused, I asked, “Can you explain?” He went on to tell an age-old story of his boss sending emails, texting and calling with no regard for nights and weekends. He once asked his boss why he works so much on the weekends. His boss’s answer was classic: “Because my boss works on the weekends.”

Stories like this one can tell you a lot about a company’s culture issues. Assess your existing culture by evaluating it based on four categories: modeling, clues, practices and rewards.

Modeling refers to the behavioral patterns made normative by leadership that trickle down to all employees. Why was my friend pounding out emails on Saturday night? His manager modeled that working on the weekend is necessary for career advancement (or even job security!). I once worked for a company that wanted to nurture valued work/life balance. They wanted their employees to be free to disconnect from work while on vacation. Most of their middle-leadership, however, remained connected to work while on vacation. The behavior their leaders modeled undermined the company’s attempts to nurture work/life balance. Negative modeling will always erode your culture, regardless of how much energy you pump into a vendor solution.

Clues are the implicit indications communicating what is expected of employees at your company. While clues are almost always unspoken, they are heard loud and clear by your workforce. The establishment of clues may be influenced by the modeling of upper management. Have you ever worked for a company in which everyone shows up by 7 am and nobody leaves before 6 pm? Most people finish their work by 4:30, but they’re still sitting at their desk at 6 to satisfy an unspoken clue: To advance in the company, you work long hours. Find the clues that hinder progress toward your desired culture. Then, bulldoze them!

Practices are the formal and informal procedures that shape how and when employees work. A simple question to ask about your existing practices is, “Does this practice support or hinder employee flourishing and business effectiveness?” You must strike a balance between supporting your employees and exercising financial responsibility through efficient workplace management. If, for example, your remote work policy results in extended beach days and limited productivity, you may need to tighten the policy. What if your employees feel chained to their cubicles and unable to manage a work/life balance when life events occur? It’s time to adjust your practice in the opposite direction.

Rewards are the public recognition and praise employees receive for their work. You can tell a lot about a company’s culture by observing the things they reward. Does your company only reward employees for making more money for the company, or do you reward other contributions or accomplishments? How often do you reward or recognize employee achievement? During annual company reviews, do you report the number of employees who were promoted or achieved career milestones? Do any of your formal or informal rewards align with your company values? What you reward matters because it reflects what you value and what employees should aspire to accomplish.

3. Be honest about your values.

Values drive culture, and there is no way around it. I work with a lot of clients who say, “We want to start a wellness program to support employees. It’s something we value.” It doesn’t take long in the conversation to discern what they actually value – cost avoidance. If values do not drive your cultural aspirations, they will never stick. Millennials, in particular, will sniff out the disingenuous charade behind your vendor offerings and head for the nearest exit.

Until your company, and the leadership in particular, genuinely values the values you claim to espouse, your culture initiatives will have minimal impact. Why? Values always drive practice. When your values become ingrained in the psyche of your organization, your organization begins to change. You no longer need to “program in” the values, because people begin acting in accordance with them naturally. That’s very different from simply installing a vendor.

4. Hire the right vendor(s).

Once you’ve addressed the internal causes of negative culture, you can look for gaps where you may need external help.

Don’t have an effective program for identifying and training quality leaders? You may want to hire an external consultant to help. Trying to incorporate healthy behaviors in your culture? A wellness vendor may be a good fit. Do you value supporting the financial flourishing of your employees? Consider offering benefits like student loan assistance, retirement planning or financial education. In each of these scenarios, vendor selection supplements a comprehensive culture strategy; it does not drive the strategy. Instead, your strategy and internal culture initiatives must drive vendor selection.

A common mistake that I see employers make is confusing the presence of a vendor with the presence of a strategy. You can hire the greatest vendor in the industry and not have an actual strategy. Vendors, as great as they may be, are not capable of transforming your culture. Can they be great resource aides? Absolutely! Do I recommend vendors? Absolutely! Vendor selection is like creating an exercise routine. First, determine your goals. Then, decide how to train your body to reach those goals. Finally, if needed, purchase resources that align with your goals and plan.

Here’s a good question to consider: “If we remove or change our vendor, will our culture initiatives fall apart?” If the answer is yes, you should focus on creating or improving your strategy. To test your strategy to build stellar culture, assess the ease with which vendors are exchanged. If you fire your wellness vendor, for example, what is left of your broader strategy? It seems like an obvious question, but countless employers will fail that test. Why? Employers often confuse investing in vendors and programs with having a thoughtful strategy.

Great culture begins with an organic desire to become a particular type of company. If you want to attract and retain people, then your value-drivers must resonate with the intrinsic desires of those people. Begin your culture change initiatives by seeking alignment between where you are today and where you aspire to be. Then, as needed, strategically partner with vendors that can help you reach your goals.

The effort is worth it. Keep building!