Charlie Sull’s Post

I have seen the way culture makes a difference in the US Army back in the early 1970s, at IBM in the early 1980s, at a several small startup technical training companies in the 1990s and early 2000s, and at Origina today. Healthy culture multiplies your available capital. Toxic culture negates your capital.

No matter what culture matters.

[A Post from one of our Host] How does culture change? One step at a time. Recently, We've engaged with an organization that is niche in its offerings and highly skilled in its practice. However, intentionally developing its culture has taken a backseat. A backseat to many things, most of which are necessary. This is understandable if you run, own, or are building a business. Before we criticize, let's acknowledge that many of us, if we are honest, have yet to intentionally engage in developing culture. How could we? The current pace, which we believe is the best way to grow—stronger, faster, bigger—is neither sustainable nor beneficial long-term. You can take a deep breath—I know it feels good to read that. Often, culture evolves naturally over time, and that is okay. Frankly, I've come to see that this is normal. Don't worry; this isn't another motivational post urging you to quit being normal. But it is an invitation to rethink why our pace and the idea of faster, better, and stronger are the norm. Furthermore, this is an invitation to question their implications and long-term effects. Look around. We've got a marketplace desperate for more water cooler talk (human connection), aching for less internal clutter (emails and brain overload), and driven to find the why (purpose of what we do). I've heard it said that culture is the pattern of behavior reinforced by people and systems over time. What if our people and systems reinforced trust, connection, collaboration, and opportunities to grow together? What if we intentionally approached the question of why we are doing what we are doing? We could step back, look at the responses objectively, and then take a step—just one step. One step at a time. That's how culture changes. The organization I mentioned above, niche in its offering and skilled in its practice, is quite courageous in its willingness to hold up a mirror and question its slapped-together culture. As Teddy Roosevelt said, "The credit belongs to the one who is actually in the arena... if they fail, at least they do so while daring greatly." So, leaders, business owners, and culture influencers, will we continue to stand by and let our culture slap itself together, or will we humbly hold up the mirror, invite team members to join, and ask ourselves hard questions? It's in the asking and discovering where we can see a clear next step. And that's how culture changes—one step at a time. #peopleleadership #organizationalchange #culturechange #organizationalleadership #organizationaltransformation #courageousleadership #onestepatatime

What companies get wrong with company culture… Yes I know LinkedIn is flooded with posts about culture BUT as somebody who has employed 135 people I like to think (hope) I’ve learnt a few things (good & bad) along the way. What it isn’t: A quarterly meeting, a PowerPoint, 3x values, a department, a committee, the office, the slide, free lunch or away day It’s more abstract, harder to pin down, harder to quantify, it lives in walls, in corridors, in “norms”. It’s more emotional & behaviour led than written or verbal… “Culture is what people do when no one is looking” wrote Herb Kelleher Company Culture is a way of being & doing… A soft construct to drive hard outcomes > pace & performance. If you’re having to talk about it or have meetings on it, red flag If you haven’t thought about it and can’t define the way you are and do as a company, red flag. At Seedlip Drinks we didn’t talk about culture we lived it & took our way of being & doing from being a “nature company”. At Pollen Projects we haven’t had a single meeting or conversation about it, we are the most experienced non-alc team in the world, experts laser beam focused on growth & this is organically creating and defining our culture. When it’s right, people thrive, teams gel, there’s momentum & business wins follow. Here’s three topline simple reminders if you want to improve your culture: ✅Clarity – Make sure everyone knows the mission, their role, the plan and how they’re contributing to the bigger picture. 
 ✅Lead by Example – Your values need to be more than words on a wall. Live them, show them, and your team will too.
 ✅Openness and Fairness – People need to feel trusted and valued. Be transparent, fair, give everyone a voice.
 Culture isn’t a task to check off or a ’feel good exercise’, it’s a way of being & doing. Get it right & Mondays are amazing, get it wrong & Sundays are scary… (Words below from Simon Sinek)

I have a lot of conversations about #culture and #culturechange, which is good, because I like having them. "We need to change our culture". "Our culture is very strong, which is why we're doing so well.". "He left because he wasn't a good culture fit". That sort of thing. Thing is, 'culture' is hard to define. There's a load of different definitions and ways of thinking about it. Academics of all stripes (some of whom have v. useful models), management consultants (ditto... sometimes), HR and talent specialists, the HBR, FT, Economist, all the airport management books and my dog Alan will tell you that. So it's no surprise that if you put the people who want to do things with 'culture' in a room together, you'll probably find - as I have - that they've all got different ideas of what culture is and culture does. (Same with 'engagement' and 'leadership'. Constructs, innit.) But if you can't define it, how can you measure it, hire for it or change it? It becomes a catch-all term that people reach for when they're thinking of "people-y business-y stuff that I know matters and really do care about". The intention is almost always good, but I'm not sure that thinking in terms of 'culture' always helps you get things done.   If you're a pragmatic sort of person who likes to DO stuff, like I am, these 2 tips might be helpful (and not always obvious, weirdly): Tip 1: If you're talking about "culture", make sure that you all agree what you're talking about. Break it down, agree a definition or pick a model, and figure out which bit you're actually trying to do stuff to. Tip 2: Park the vague, massive idea of 'culture' and get precise: what's the actual problem you're trying to solve or change? It's often behaviour: something might be happening - e.g. people resisting your 4-day in the office mandate or higher than average turnover in a certain team - that's nothing to do with 'culture' and everything to do with something else. If you want a hand with any of this, give me a shout - or ask your friendly local #organizationalpsychologist or #businesspsychologist. We Know Things and We Have Good Questions. #culturechange #culture #behaviour #behaviourchange

A few controversial things I believe about company culture: 1️⃣ Narrowing your culture is essential, even when everyone else is shouting, “Broaden it!” I’m not saying diversity or inclusivity isn’t important. But trying to be everything to everyone dilutes your core values and weakens your culture. Focus and clarity are what make a culture truly strong. 2️⃣ Culture isn’t just a nice-to-have; it’s both the outcome and the driver of your success. Treating culture as an afterthought or assuming it will “just happen” is a fast track to chaos. I’ve seen companies struggle with engagement, dysfunction, and mission drift because they didn’t proactively shape their culture. 3️⃣ Most organizations try too hard to bridge generational gaps and miss the mark. Forcing unity through superficial initiatives often leads to disengagement. Instead, focus on fostering genuine connections and letting organic relationships build the bridges. 4️⃣ Imposing cultural change from the top down is almost always a mistake. To effectively transform culture, it's essential to first understand the current environment deeply, involve key influencers at all levels, and allow for gradual, organic evolution. Cultural transformation is a long-term process, not something that can be rushed. 5️⃣ Pursuing a perfectly aligned culture is misguided. Trying to make everyone the same doesn’t lead to real alignment. Instead, true strength comes from embracing diverse perspectives, encouraging healthy conflict, and building a resilient and innovative culture. Company culture is both a driver and a result of many positive things. But it requires intentionality, focus, and sometimes, a willingness to go against the grain. What do you think? Agree? Disagree?

Have you read your company’s culture book? When thousands of your employees reflect on their experience online, what do they say is working well, and what do they say is not working well? Do you know what they would say? Have you ever listened to the reflective, considered words of thousands of your employees providing their heartfelt referendum on the company? Most companies have not, at least not systematically with good technology. According to your culture book, are you high integrity? Are you agile? Are you supportive? Do you pay enough? Are you a psychologically safe environment? Are you collaborative? And how are you doing compared to your peers and competitors? And how has your culture changed over time? Is it getting better or worse? In which ways? And what are the most powerful drivers of your employee satisfaction? And, once you have identified what you want to improve, how do you actually improve? What do your employees say about these challenges and how to fix them? If every company read their culture book, the world would be a better place. Unfortunately, few do. A few reasons why not… Culture AI is still in its infancy, so it is technically challenging to glean cultural insight from all that free text. But even if you could effectively analyze the free text data (in 2024, you can), most companies don’t read their culture books.  Ironically, the companies that need to read their culture books the most are the ones who are least likely to. These companies get low scores on Glassdoor and, as a result, they dismiss Glassdoor. This can’t be right if it is critical about me! They say things like Glassdoor is negatively biased (actually, employees are more than 3x as likely to write a positive review on Glassdoor than a negative one—they’re just negative about you, bro) and that the sample size is too small to consider (the average percentage of reviews on Glassdoor compared to the number of employees in a company is 20%-- way too big to dismiss out of hand). Don’t be one of those companies. Listen to your employees. Try to improve your culture. Read your culture book. It might not have all the answers, but it is a big part of puzzle.

An interview with the CEO of The Culture Lab, MJ    With over 20 years of organisational culture experience, spanning FTSE100 companies, to mega projects and events in the public and private sector both nationally and internationally, MJ is known for his pragmatic and consultative approach to some of the most complex people challenges.     Check this out as he speaks about what inspired him to start The Culture Lab, the journey he’s been on so far and why he believes investing in your people is a powerful tool for success.     When did you first get inspired to start The Culture Lab? MJ: I’ve always had a passion for people. It wasn’t until someone believed in my hidden power that I was brave enough to unlock it for myself. I started believing in myself. This was infectious and I decided to take what I was passionate about and combine it with everything I’ve learnt to create and launch The Culture Lab. What is your vision for The Culture Lab? MJ: I want to help as many companies as possible to create happy, healthy workplaces not just here in the Middle East but globally. This is the best way to drive successful and sustainable businesses and we understand what’s needed when working with a diverse workforce and cultural differences. Why do you love what you do? MJ: I just love people! I know that sounds corny but unlocking passion from people is something I thrive on. Seeing people happy and committed is what makes my day. Seeing how that impacts your company is even better! What does an engaged workforce look like to you? MJ: They give more. Your people don’t look at the clock. It’s not just what they do, but how they do it. They are committed, energetic, motivated and driven to deliver their best because they trust that their company has their best interests at heart. They constantly strive to go above and beyond. They look out for others. They become your best brand ambassadors (so who needs marketing!!) What are the risks of not investing in your people or culture? MJ: Your company culture is like a plant. If you don’t water it regularly, and give it access to sunlight, it will dry up and shrink. If you do not invest in your people, they are more likely to underperform, will be less innovative, less efficient and will eventually leave. And your best talent will leave first. What are the key challenges to setting up a culture of engagement? MJ: It’s all about getting commitment and buy-in at a senior level. Ensuring that everyone believes in, and is committed to a enhancing the employee experience so that becomes embedded in the DNA of your organisation. And don’t worry – we can help you develop C-Suite pitches to demonstrate the value of investing in your culture if this is something you need support with! #CEOinterview #Culture #TheCultureLab #LearningandDevelopment #EmployeeEngagement #Wellbeing #Volunteerengagement #InternalCommunictaions #OrganisationalCulture 

5 Moves to Transform Your Organization’s Culture Building an inclusive company culture is essential for organizations aiming to meet talent, performance, and productivity goals. Today, the battle for talent and top-tier results relies on a foundational company culture where your team feels valued, heard, and led with purpose, which McKinsey outlined in a recent publication: 1. Don’t Just Tell—Show To achieve cultural change, it’s crucial to lead by example. Avoid simply creating attractive PowerPoint presentations or memos. Instead, be the first to embody the new standards and set the tone for others to follow. 2. Don’t Assign—Involve Include your team in the transformation process. Make them active participants rather than passive recipients. Listen to their ideas, needs, and desires—this engagement will ensure that the change is meaningful to everyone. 3. Shake Things Up—Completely To successfully shift the company culture, avoid gradual, half-hearted changes. Start with a bold move. Break from traditional patterns, introduce fresh routines, and energize your team to embrace the new culture with excitement. 4. Connect the Dots A key to a successful cultural transformation is securing the support of your organization’s influencers. Every company has members who are looked up to and whose opinions carry weight. Their buy-in is vital for the change to resonate across the entire team. 5. Make It Personal At the end of the day, every team member has unique preferences for how they work. Offering flexibility in work hours, remote options, and meeting schedules can foster stronger engagement and make your team feel more connected to the new culture. Read the full article @ McKinsey & Company

The Culture Map has been one of my "go to" tools for years, to assess the culture in teams and organisations, and as a starting point and progress check when changing culture (and yes — it is possible to intentionally design and foster a new culture!) I love the speed, versatility and ease of use of the Culture Map. With it, I've uncovered so many interesting and unexpected insights about the teams and organisations I've used it with. In fact, so much so that I decided to write about a few of them... If you've used the Culture Map yourself, I'd love to hear what your experience has been like: love it, hate it, what worked, what didn't?