Scaling Culture for Peak Performance (TPL Insights #244)

By Rob Andrews inspired by Ron Lovett’s Scaling Culture: How to Build and Sustain a Resilient, High-Performing Organization

Ron Lovett, a recovering quant jock and convert to culture champion, says: Your company’s culture is like its personality—defining the behaviors and actions that lead to business results. But let’s be honest: most leaders either don’t pay enough attention to it or leave it to chance, creating an unstable, chaotic environment. If you want to scale your business, you must scale your culture. Culture isn't just important; it's critical. A high-performing organization isn’t born overnight—it’s built on a foundation of values that your stakeholders live and breathe. These aren’t just people who show up and do their jobs. No, these are your A-players who cheerlead your company even when you're not around.

Why Corporate Culture Matters

I’ll be the first to admit it—I didn’t always understand the importance of corporate culture. Back in the day, I was laser-focused on the people right in front of me. Remote offices? Meh, they were out of sight, out of mind. I failed to realize that by ignoring these offices, I was letting culture take shape on its own—and that’s never a good thing. Visiting those locations was a wake-up call. I realized every office had its little culture going on, wreaking havoc on the company's success. So, here’s the kicker: whether you plan for it or not, your company has a culture. The question is, is it by design or default?

Culture by default leads to chaos—aggressive competition, instability, and confusion. But culture by design creates harmony, and that’s what you need if you want to grow your business. Everyone, and I mean everyone, needs to live by the company's values, even when you're not watching.

The Power of Core Values

Before I became a "culture guy," my company (and let’s be real, I) was in a bad place. Then I stumbled upon a book called Nuts! by Jackie and Kevin Freiberg, which told the story of how Herb Kelleher built Southwest Airlines' legendary culture. Inspired, I asked a Southwest employee what it was like to work there, and his response floored me: “Best company on the planet.” That was the moment I realized culture wasn’t fluff—it was the real deal.

To build a cohesive culture, you need to establish core values. These values aren’t just pretty words you put on the wall—they’re the guidelines for behavior, the standard by which you’ll praise or coach your team. One of my favorite exercises? Write a company eulogy. Yep, think about what people would say about your company if it “died.” Former employees, customers—what would they remember? That exercise will help you clarify the values that truly matter.

Core Value Activation: Strategies for Leaders

I wish I could say that my first attempt at rolling out core values went smoothly. It didn’t. I put together a checklist and went over it with new hires during onboarding, but it was a snoozefest. The whole thing lacked any real oomph. Here’s what I learned: to make core values stick, you have to get everyone involved. As a leader, you have to back your words with action. Your team watches you, so if you’re not living the values, they won’t either. Your transformation sets the tone.

Deploy "culture champions"—those passionate about the values—to help carry the torch. It’s one thing to talk about culture; it’s another to live it.

Culture-Based Screening and Onboarding

Let’s be clear: you can’t force-feed culture during onboarding. It’s not a quick fix. Even the best hire on paper may not gel with your company’s vibe right away. That’s why culture-based screening is essential. When promoting your job openings, think about The Employee Value Proposition (EVP)—it’s not just about salary, it’s about what else you bring to the table. This is your chance to stand out and attract people who fit your culture from the start.

When screening, think of your employees as falling into three categories:

1. A-Players – These folks get it. They see the company’s purpose from miles away and know how they fit into it.
2. B-Players – They’re not all-in like the A-players, but they’re still solid. They get the company’s goals and bring creativity and resourcefulness to their roles.
3. C-Players – These are the ones who need constant direction. They don’t operate autonomously and can be more of a drain than a benefit.

You need to focus on nurturing your A- and B-players while screening out or managing out the C-players. Remember: diversity in hiring is essential, but inclusion is about building trust, creating safety, and fostering empathy.

Building and Strengthening Relationships

Culture starts with relationships. If you’re not connected to your people, forget about building a resilient organization. In Unleashed, Frances Frei talks about the importance of trust. She explains that everyone has one of three “wobbles” in trust-building: authenticity, logic, or empathy. The key is to figure out where you wobble and work on it. Every interaction either builds trust or creates distance, so be intentional.

Coaching and Leading a Team

Coaches help us see possibilities we can’t see ourselves. A great coach pushes us beyond our limits, but let’s be clear - coaching isn’t the same as managing. It’s not about being a friend or mentor either. It’s about unlocking potential and creating sustained change. The best teams don’t just perform well; they do so by working together for the greater good, not for personal gain.

Organizational Alignment and Change Management

Achieving alignment in your organization is no easy task, but it’s essential. Clear communication around core values, purpose, and your Big Hairy Audacious Goal (BHAG) is key. As a leader, you need to embrace change—it’s a constant. Instead of "If it ain’t broke, don’t fix it," think, "Even if it ain’t broke, let’s make it better." Constant evolution is part of building a resilient culture.

Learning and Innovation

Innovation thrives in a culture that embraces learning. Leaders often try to impose their learning styles on others, but that’s a mistake. As a visual learner, I know the importance of tailoring learning to fit different people. Provide opportunities for your team to innovate and learn, but remember that innovation starts with you.

Conclusion

In the end, scaling your culture is as important as scaling your business. Don’t get comfortable—always look for ways to evolve and improve. If you want your organization to thrive, create a culture that fosters authentic relationships, empowers your people, and adapts to constant change. Because at the end of the day, culture isn’t just a tool—it’s the foundation for your company’s success.

I hope this has given you some food for thought. If you’re struggling with any of these issues in your organization, let’s talk. We’ve helped many organizations through major change resulting in peak performance cultures, and we’d love to help you do the same.

Warmest Regards,

Rob

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ROB ANDREWS

Chairman & Chief Executive Officer

Celebrating 25 years of Executive Search, Leadership Advisory and Interim Executive Excellence

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