What my career highlights have taught me about culture fit...

I began my leadership journey in my 20’s

?In the wild, exciting and exhausting world of Café bar management, it was the early 1990’s at a time when Café bar culture was on the rise and House music was booming out of late-night venues everywhere.

Having left a graduate role at the Land Registry (I learnt I disliked rules and they learnt they disliked me) to pursue a management role in the coolest Café Bar company on the planet.

An assistant general manager job offer arrived for a 1000 capacity 60K a week 3 bar venue. At the grand old age of 23 I kickstarted my first experience of leading teams, juggling priorities, working too many hours, burning the candle bright and often and making mistake after mistake!) Who knew that gaining the trust and respect of your people improved productivity and reduced attrition; well not me, not back then!)

?As a task oriented leader, I got the job done, the bar was busy, the customers happy and the tills full, at the time I had very little understanding of the responsibility leaders have to their people, I didn’t understand about company culture, the vibe was fresh and fun, most of my team were students, and loved the kudos, the free drinks and the free pub to club staff perks.?There was a culture, just not one any of us had considered and it worked for us.

Fast forward 7 years, I was 30 and I had had enough, I longed to work for and learn from a strong brand, I knew I didn’t know enough (about anything) and I needed to grow.

A chance advert in the paper, an interview with the brilliant general manager Kevin Kennedy, and I began what was to become a 9-year labour of love with Virgin Active and a lifelong love affair with the Virgin brand.?

The Virgin brand taught me that a great company culture could be achieved, they taught me about leadership, about values and ultimately, they taught me that people must always come first.

In those early weeks with Virgin Active, I recall sitting nervously at an inspiring induction day excited at the prospect of what was to come.?

4 years later, lots of hard work, bucket loads of positive attitude, one fast track GM programme and endless opportunities I was standing proud. A general manager of my own Health Club and also responsible for delivering the regions induction and management development programmes, I was living the dream, it was a real honour.

?I met so many brilliant people, Richard Branson was an incredible role model, showing up to boost the business morale and demonstrating that he was very much part of the business. One day he walked into one of the training sessions I was co-hosting, I wish I could have captured the look on people’s faces.

Leaders lived the ‘people first’ ethic, they acknowledged you, they cared, you felt supported. Warm and informal senior leaders always knew your name and took the time out to chat to you when visiting the clubs or later when I moved into a head office role, at my desk. They went out of their way to help you meet your career aspirations.

?Virgin Active is also where I learnt the importance of finding a business that shared your values, because when you do, it feels like an old shoe, it's just fits, you feel psychologically safe. When everyone’s behaviour is congruent, most of the time you know how people are going to behave and it feels safe to take risks and make mistakes.?

The Virgin Group at that time was and is the closest I believe I will get to a match with my values, they lived and breathed fun, innovation, excellent customer service and challenging the norm. They harnessed the ideas of their people, I recall a suggestion of mine I made to the UK sales director at the time being implemented nationally off the back on one conversation, she just made it happen!

Going to work was never a chore, I loved the sense of purpose, the recognition for my efforts, and the airtime you were given in meetings to contribute. Great leaders are generous with the airtime, they genuinely want to hear what you have to say.

I wanted to give the extra, to see the company thrive and grow, the league tables were fun and competitive, but we all knew that ultimately we were on the same team.

?Of course, it’s wasn't all moonlight and roses, wherever you have people and pressure you have conflict, but it got resolved people cared about each other genuinely, we felt a deep sense of belonging and we were all pointing towards the same goal.

It struck me recently that there is a ton of resources and support out there for companies looking to improve their culture, some well researched and deeply impactful and others perhaps not so. There is also an equal amount of guidance on being a brilliant leader, however, there is very little that talks about the responsibility on you to find your tribe and this in my opinion is a real miss.

My piece of advice to anyone finding it difficult in their current culture, there is a business out there for everyone, just like relationships and dating you may have to kiss a few frogs.

However, ts critical to understand what is important to you:

1. Do you know the values and beliefs that underpin you everyday?
2. How do you like to work?
3. What environments, types of behaviour and expectations bring out the best in you and conversely which don't?
4. When you have been at your best, what were you doing and who were you doing it with?

Only when you are armed with this knowledge can you then go out and find a company culture that fits with you.

You won’t find a perfection, after all it doesn’t exist, but hopefully you will find an organisation who gets you, who wants to support you and see you do well. An organisation that I was lucky enough to be part of that puts people first and understand that one of the biggest enablers to a great culture is connected leaders who care.