Company Culture: The Fire Within an Organisation

As the founder at Vorboss , I often talk about how company culture is like fire. A common mistake I see from new team members, is the expectation that they have to be able to not only embrace, but fully emulate the cultural "fire starters" in our organisation. It's such a common misunderstanding, that I've found myself using the campfire metaphor that follows, as a tool to reframe the way we all think about company culture.

In short, to have a great company culture, not everyone has to be a fire starter.

In the heart of every thriving organisation burns a fire – a dynamic, energising force that is the company culture. This fire is not just a solitary flame; it's a complex interplay of sparks, flames, and warmth, each aspect maintained by different individuals within the company.

In this ecosystem, people play distinct roles, like those around a campfire: from those who start the fire to those who simply enjoy its warmth.

Fire Starters – The Innovators and Visionaries

At the core are the "Fire Starters". These rare and invaluable individuals possess the knack for igniting the initial spark. They can be found at all levels of the organisation, from the senior leadership to the creative newcomer. Their ideas are the kindling that starts the cultural blaze. They envision what the company can become, truly understand what the company stands for, and set the cultural agenda, often seeing beyond the present and toward the future.

I haven't found an obvious defining characteristic of these people - some are introverts, others extroverts. Some are older, vastly experienced and wise, others are younger and in their first job. It's important not to jump to conclusions about who your Fire Starters are, or perhaps more importantly, who could become one.

Fire Starters will see around corners for you. They not only sense when company culture is off-track, they are able to anticipate it, and help to provide the right inputs to set the new direction.

Perhaps most importantly, they understand how to apply the company culture to previously unseen situations. When they do this, it is instinctive, but considered. They know the answer almost intuitively, yet they are also able to easily explain why.

Fire Handlers – The Cultivators and Amplifiers

Next are the "Fire Handlers", the people who know how to maintain the fire. These individuals understand the company culture deeply and know how to feed and amplify it. They are the custodians of the flame, ensuring that it burns steadily. Through their day-to-day actions, decisions, and interactions, they reinforce and spread the cultural values, keeping the fire alive and well.

The Fire Handlers won't see around corners the same way your Fire Starters will; they can keep the culture alive, they can help bring others along on the journey, but they most likely are only able to replicate what they have already seen.

Marshmallow Toasters – The Enjoyers and Participants

The largest group is the "Marshmallow Toasters". These are the team members who cannot start fires or even know how to keep them burning, but they know how to enjoy the warmth. Their engagement and satisfaction are crucial. They thrive in the culture that the Fire Starters and Handlers nurture, and their well-being is a litmus test for the health of the organisational fire.

Crucially, these are people who only want to be around a campfire - they won't work at organisations where there is no fire, because they've learned how valuable this is.

It's easy to imagine they don't add anything to the culture of the organisation, but this couldn't be further from the truth. You don't want an organisation full of Fire Starters, and Fire Starters are energised by the creation of something valuable for others. Without the Marshmallow Toasters, the other roles simply wouldn't need to exist.

The Disengaged – The Detractors and Non-Believers

Finally, there's a fourth group – the ones who sit with their backs to the fire. These individuals are disengaged or even dismissive of the company culture. They see the fire as pointless, failing to recognise its value. Their indifference or negativity can dampen the spirits of others and, in extreme cases, can threaten the cultural coherence of the organisation.

These are the people you need to avoid in your organisation. Hopefully they are in a minority, and in my experience, you will always have some of these people around.

Of course, it's always worth doing everything you can to bring them to the fire, and show them how it works. Some my best examples of this, have been when employees have found themselves in difficulty, or perhaps made a huge mistake. Part of the company culture, is how we put our arms around them at times like this, or help them back to their feet when they least expect it.

Don't lose faith that these people can be turned into Marshmallow Toasters, but also don't forget that some will never care about your fire, no matter how hard you try.

The Collective Responsibility

Every individual in an organization contributes to the cultural fire, whether by igniting it, keeping it burning, enjoying its benefits, or, unfortunately, neglecting its importance. It's a collective responsibility to nurture this fire. For leaders and managers, understanding these roles is crucial in fostering a vibrant, inclusive, and productive company culture - and often very freeing once they realise that not everyone can - or should - be a Fire Starter.

As we reflect on our own roles within our organisations, let us ask ourselves: Are we igniting new ideas, spreading the warmth, enjoying the benefits, or turning our backs to the fire?

The health and vitality of our company culture depends on our answer.