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Culture is one of those words that gets thrown around in business without anyone pinning down what it actually means. In this episode of Real World Entrepreneurship, Bhairav and Alan dig into why culture is always set from the top, why most businesses have a culture they didn't deliberately choose, and what happens when nobody addresses the one person who doesn't fit.
Bhairav shares a story about working under a CEO whose shouting could be heard from down the street, and how that behaviour cascaded through every layer of management beneath him. Alan draws on his experience working across businesses led by very different personalities and offers a simple definition: culture is what a business tolerates, rewards, and prioritises.
Together they explore what it takes to actually shape culture rather than inherit it by accident, how to deal with outliers who undermine it, and why the real test of a company's culture is what happens when something goes wrong.
What We Cover
- Why culture is always top-down, driven by the leader's behaviour rather than posters on the wall
- The difference between culture by accident and culture by design
- How toxic leadership patterns get absorbed by junior staff who don't have the experience to recognise them
- Why values on a balanced scorecard often mean nothing in practice
- Dealing with cultural outliers: when to coach and when to manage someone out
- The generational dimension: how different age groups experience and expect workplace culture
- Why the real measure of culture is how problems get handled, not how things look when everything is going well
Key Takeaways
- Every business has a culture. The question is whether it was built deliberately or inherited by default.
- Culture is what you tolerate, reward, and prioritise. If you tolerate poor behaviour, that becomes the culture.
- In small businesses and startups, the founder's personality is the culture. There is no separation.
- Young employees in their first or second role often can't see a toxic culture because they have nothing to compare it to.
- Avoiding a difficult conversation about a cultural outlier doesn't make the problem disappear. It makes it structural.
Links
Bhairav Patel — https://bitsbytesandbusiness.com
Alan Clarke / The Business Growth Partnership — https://tbgp.co.uk
Bhairav shares a story about working under a CEO whose shouting could be heard from down the street, and how that behaviour cascaded through every layer of management beneath him. Alan draws on his experience working across businesses led by very different personalities and offers a simple definition: culture is what a business tolerates, rewards, and prioritises.
Together they explore what it takes to actually shape culture rather than inherit it by accident, how to deal with outliers who undermine it, and why the real test of a company's culture is what happens when something goes wrong.
What We Cover
- Why culture is always top-down, driven by the leader's behaviour rather than posters on the wall
- The difference between culture by accident and culture by design
- How toxic leadership patterns get absorbed by junior staff who don't have the experience to recognise them
- Why values on a balanced scorecard often mean nothing in practice
- Dealing with cultural outliers: when to coach and when to manage someone out
- The generational dimension: how different age groups experience and expect workplace culture
- Why the real measure of culture is how problems get handled, not how things look when everything is going well
Key Takeaways
- Every business has a culture. The question is whether it was built deliberately or inherited by default.
- Culture is what you tolerate, reward, and prioritise. If you tolerate poor behaviour, that becomes the culture.
- In small businesses and startups, the founder's personality is the culture. There is no separation.
- Young employees in their first or second role often can't see a toxic culture because they have nothing to compare it to.
- Avoiding a difficult conversation about a cultural outlier doesn't make the problem disappear. It makes it structural.
Links
Bhairav Patel — https://bitsbytesandbusiness.com
Alan Clarke / The Business Growth Partnership — https://tbgp.co.uk
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Zastrzeżenie: Podcast i grafika osadzone na tej stronie pochodzą z Bhairav Patel, który jest własnością jego właściciela i nie jest powiązany ani wspierany przez Listen Notes, Inc.
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