What do you think? Do you think organisations should be transparent about what they stand for and who they are? Should they say hey, we are GREAT to work for, and this is why? Or if they prefer to have, let’s say, an ASSHOLE culture, should they be transparent? Thoughts?

If an organisation openly communicates its aggressive or assertive culture, it could be argued that employees and stakeholders at least know what they are signing up for. However, while this might create a sense of honesty, openly hostile or harsh could still negatively affect long-term morale, innovation, and collaboration.

It’s important to balance being direct and candid with fostering a positive environment where people feel valued and respected. An “asshole organization” might succeed in the short term, but over time, it may struggle to retain talent, build strong relationships, and nurture leadership from within.

How do you feel this concept aligns with your approach to leadership? Would you ever consider openness about your culture?

Culture fundamentally shapes whether an organisation fosters positivity, support, and growth (a “great” culture) or one characterised by toxicity, micromanagement, or lack of respect (an “asshole” culture).

Here’s why culture matters so much:

1. Employee Well-being and Retention:

• A positive culture supports the well-being of employees, encouraging open communication, appreciation, and genuine care. This, in turn, fosters loyalty and reduces turnover.
• On the other hand, a toxic culture can lead to burnout, stress, and high turnover rates as people seek healthier, more respectful workplaces.

2. Performance and Innovation:

• Great cultures empower employees to take risks, voice their ideas, and innovate. When people feel safe, they’re more likely to contribute their best work.
• In a toxic culture, fear of failure or retribution often stifles creativity, leading to stagnation.

3. Client and Customer Relations:

• The way an organisation treats its employees often mirrors how it treats clients. A positive internal culture can create a ripple effect, improving customer service and client satisfaction.
• Conversely, a toxic culture can reflect how employees interact with clients, often resulting in poor service, negative reviews, and diminished reputation.

4. Authenticity and Values Alignment:

• Organisations prioritising being “great” actively align with their core values, creating an authentic experience for employees and clients and attracting people who share those values.
• Those who ignore their values or maintain a toxic culture might find themselves in constant conflict, attracting individuals or clients who align with a less respectful environment.

Ultimately, an organisation’s culture isn’t just a reflection of how it treats people but a direct determinant of its long-term success. For many leaders (including yourself!), working with or building an organisation that upholds kindness, respect, and integrity is a strategic advantage and a non-negotiable principle. It defines who stays, who thrives, and how the organisation impacts the world.

Why being an Asshole Organisation is okay if that is what you want to stand for

Choosing to be an “asshole organisation” can be a deliberate decision for some, aligning with a specific set of values and cultural norms. Here’s why this choice might be considered okay if that’s what an organisation wants to stand for:

1. Authenticity and Transparency:

• If an organisation is upfront about its culture and approach, including being aggressive, competitive, or results-driven at the expense of niceties, it can attract like-minded people. Some individuals thrive in high-pressure, no-nonsense environments and appreciate the lack of pretence.
• Transparency in this context means that people know what they’re signing up for. It can help weed out those who wouldn’t fit, preventing a cultural mismatch.

2. Alignment with Strategic Goals:

• For some organisations, a culture that might be labelled as “asshole” aligns with their goals, such as extreme competitiveness, rapid scaling, or being market disruptors. For example, aggressive sales tactics or a relentless focus on results are necessary to thrive in certain industries.
• In these environments, being tough or cutthroat can be considered an advantage rather than a flaw, especially if it translates into measurable success.

3. Attraction of Specific Talent:

• Some professionals are drawn to environments where performance and results are valued above all else, even if it means sacrificing kindness or work-life balance. These individuals often prefer a clear-cut, direct approach to communication and performance metrics, even if it comes across as harsh.
• This culture can attract highly driven people who see these environments as opportunities to prove themselves, compete fiercely, and rise quickly.

4. Defining a Niche or Market Position:

• Some organisations build their brands around being unapologetically intense or brutally honest. This could resonate with clients or customers who appreciate that attitude and see it as a marker of confidence or capability.
• By embracing this identity, they may create a distinct market position that sets them apart from competitors who prioritise a softer, more collaborative approach.

5. Creating a Sense of Belonging for Those Who Fit:

• Just as a kind and inclusive culture fosters belonging, so can a more aggressive one—for those who align with that style. When everyone shares a similar mindset, it can create a strong sense of unity, even if it’s not the right environment for others.
• This culture becomes a shared identity, where team members take pride in being tough, direct, and unyielding, finding motivation in that sense of solidarity.

Accepting the Trade-Offs

Choosing to be this type of organization comes with trade-offs. It may limit the pool of talent willing to join, increase turnover due to burnout, or harm the organisation’s external reputation. However, it can be a valid approach if the leadership is comfortable with these risks and believes they align with their mission.

Ultimately, the key is authenticity and owning the chosen culture. It’s okay to be a tough organisation that aligns with the company’s identity and vision. Some thrive on being kind and empathetic, while others value the intensity and rigour of a more direct approach. Both can find success depending on what they aim to achieve and who they want to attract.

How to be a Great one

Becoming a great organisation requires cultivating a culture that inspires people to do their best work, feel valued, and stay committed to the mission. It’s about creating an environment where employees, clients, and stakeholders feel respected, appreciated, and aligned with the organisation’s values. Here are some steps to foster a great culture:

1. Define Core Values and Live Them

• Clearly articulate your values: Identify your organisation’s fundamental principles. Values like integrity, collaboration, innovation, kindness, and courage can serve as a compass.
• Walk the talk: Leaders need to model these values consistently. When values are more than words on a website and embedded in everyday actions, they shape a culture that resonates with everyone.
• Recognise and reward values-aligned behaviour: Celebrate when employees act in ways that embody the organisation’s values, reinforcing what is expected and appreciated.

2. Foster a Culture of Empathy and Respect

• Prioritise empathy: Encourage leaders to listen to their teams, understand their perspectives, and respond with care. Empathy helps create an environment where people feel heard and understood.
• Ensure mutual respect: A great organisation respects diversity in all forms—backgrounds, ideas, and experiences. It’s about creating a space where everyone can contribute meaningfully.
• Promote psychological safety: Allow people to speak up, share ideas, and take risks without fear of retribution or ridicule. When people feel safe, they’re more creative and engaged.

3. Focus on Growth and Development

• Invest in training and mentorship: Help your team grow by offering learning opportunities, such as workshops, mentorship programs, or leadership development.
• Encourage a growth mindset: Make it clear that mistakes are learning opportunities. Celebrate effort and improvement, not just outcomes, to build resilience.
• Provide clear career paths: Show your team how they can grow within the organisation. Clear pathways to advancement can help retain top talent and keep them motivated.

4. Create a Sense of Purpose and Connection

• Clarify the mission: People want to be part of something bigger than themselves. Communicate how the organization’s work contributes to a greater good or impacts society.
• Connect roles to the bigger picture: Help each team member see how their role supports the organisation’s mission. This sense of purpose can be a powerful motivator.
• Build community: Foster team-building activities, cross-departmental projects, and opportunities for social connection. A sense of belonging can make work more meaningful.

5. Empower and Trust Your People

• Delegate decision-making: Give employees the autonomy to make decisions and solve problems in their areas of expertise. This builds trust and encourages ownership of their work.
• Encourage innovation: Create a culture that welcomes experimentation and sees failure as part of the process. This can drive continuous improvement and new ideas.
• Show appreciation: Regularly recognise achievements and efforts through formal rewards or simple acts of gratitude. Feeling appreciated goes a long way toward creating a positive environment.

6. Prioritise Well-being and Work-Life Balance

• Offer flexibility: Recognize the importance of work-life balance by offering remote work options, flexible hours, or wellness programs. This can reduce burnout and increase productivity.
• Promote a healthy work environment: Encourage breaks, reasonable working hours, and a culture that values health and well-being.
• Support mental health: Make resources available for mental health support and create an environment where discussing stress and challenges is okay.

7. Lead with Integrity and Transparency

• Be transparent: Openly share information about the organization’s goals, challenges, and performance. Transparency builds trust and a sense of shared purpose.
• Make ethical decisions: Show that the organization values doing the right thing, even when it is difficult. Integrity earns the respect of both employees and clients.
• Seek feedback and act on it: Regularly ask for employee feedback and act on their suggestions. This shows that their voices matter and can drive meaningful change.

8. Embrace Diversity, Equity, and Inclusion (DEI)

• Build a diverse team: Strive for representation across different backgrounds, genders, ethnicities, and experiences. Diverse teams bring a wealth of perspectives and ideas.
• Cultivate inclusion: Ensure that all voices are heard and everyone feels they have a seat at the table. This requires active listening and valuing diverse viewpoints.
• Address biases: Acknowledge and work to reduce unconscious biases in recruitment, performance evaluations, and day-to-day interactions.

9. Be Customer-Centric and Purpose-Driven

• Listen to customer feedback. Understand your clients’ or customers’ needs and concerns and use that information to improve products or services.
• Create genuine relationships: Focus on building trust and long-term customer relationships rather than just making transactions.
• Align your mission with impact: Show how your products or services make a difference, and ensure that your team feels connected to that impact.

The Bottom Line

Being a great organisation is about more than just financial performance—it’s about building a legacy that people are proud to be part of. It’s about fostering a culture where people feel valued, empowered, and connected to a greater purpose. This approach doesn’t just attract top talent and loyal customers; it creates a positive ripple effect beyond the organisation itself.