Culture Club: Part IV - Why cultural integrity trumps impact

Stevie Hunton and Martin Harbottle

Welcome back to Culture Club – the place where we unpack what it really means to build a healthy, high-performing culture.

In this edition, we’re flipping the script. We’re not talking about perks, ping pong or pizza Fridays; we’re talking about grit – the kind that shows up when you have to make hard calls about people who perform, but oppress.

Inspired by a powerful reflection our Business Development team (Mark, Tori and Gemma) recently came across – a raw and honest perspective on how toxic behaviour can hide behind performance.  Read on to discover why here at The Impulse Group, we don’t reward results at all costs.

Sometimes, the loudest voice in the room isn’t the most dangerous. It’s the one wearing the smile.

A recent perspective hit us hard because it reminded us of times in our own careers where the energy in the room didn’t match the positive numbers on the board. Where leaders asked for openness yet punished honesty, and challenging a bad business decision fell on deaf ears.

Charisma isn't culture

Inspiring individuals such as Brené Brown, Daniel Goleman and Simon Sinek have helped shine a light on what really drives sustainable, high-trust teams:

• Brené Brown reminds us that "clear is kind" and that leaders who ask for openness must be prepared to honour it. She says real trust is built in the moments where clarity meets courage.

• Daniel Goleman’s work on emotional intelligence highlights how high performers with low empathy can be some of the most dangerous cultural liabilities. He reminds us that leadership without self-awareness and empathy is just control wearing a nice suit.

• Simon Sinek famously breaks down trust vs. performance using a Navy SEALs model: teams prefer a moderate performer who’s high on trust over a top performer who erodes team unity. His message? “Performance gets you noticed. Trust gets you followed.”

Mark explains: “Their thinking echoes something I’ve seen and felt firsthand: culture isn’t about what you say but what you tolerate. And when the wrong kind of leadership is left unchecked, trust erodes fast.

“We all know the type – smooth in meetings, charming in front of clients and good at delivering the numbers. But behind closed doors – undermines others, creates confusion, deflects accountability, controls through fear and plays favourites. The kind of team member who gets labelled as a ‘high performer’ while silently draining the life out of the culture you’re trying to build.”

This example really highlights the difference between an-out-for-themselves manager and a real leader. Strong leadership that creates a healthy corporate culture is critical to build trust, retain talent and engage employees for the long-term.

Performance isn't a free pass

This is the inconvenient truth: performance should never excuse poor behaviour. Not in our team and not in yours. If the work is excellent but the person leaves a trail of fear, confusion or burnout – that’s not a win, that’s cultural debt.

And just like financial debt, it accumulates until you can’t afford to ignore it. You’ll start to lose valued team members and struggle to retain new ones.

Tori adds: “At The Impulse Group, we’ve made a conscious decision: we don’t trade culture for results. We believe the how is just as important as the what. Real leadership doesn’t look like control, it looks like clarity, trust, consistency and accountability.

“Real leaders champion and enable upcoming leaders at all levels across the organisation, celebrating their achievements and collaborating to achieve more.”

Culture eats strategy for breakfast

The saying "culture eats strategy for breakfast" emphasises that organisational culture is a powerful force. Successful strategy implementation hinges on your people and the culture within the organisation, not just the plan itself.

Strategy may outline the direction and goals of an organisation, but if it doesn't align with the culture, it will be very difficult to implement.

Organisational culture, including core values and beliefs, significantly impact how employees behave and interact. You can make or break a strong, reliable and collaborative workforce based on what you allow and how you define what success looks like.

Driving success in the direction

By shifting from an egoistic (self-interest focused) to an altruistic (focused on the well-being of others) approach, teams become more ethical, engaged and ultimately drive more successful organisations.

Mark adds: “We have learned very quickly, the importance of valuing engagement over egos. To not be blinded by the numbers, praising results and ignoring the wake of damage that toxic individuals facilitate.”

Enabling compassion in the workplace can not only boost employee wellbeing, motivation and productivity, it can foster a more positive and collaborative environment for success.

Key takeaways

From this reflection and from our own team’s journey, there are numerous lessons we’re carrying forward as a team. Marketing Assistant and upcoming leader, Gemma, highlights our key learnings below:

• Feedback is a gift – even when it’s uncomfortable to hear.

• Watch the quiet signals – good culture isn’t always loud, but bad culture rarely hides well forever.

• Numbers need context – we measure behaviour alongside performance. Yes, we have targets and KPIs, but the team recognises all the work behind the scenes, as well as the lessons learned along the way.

• Feeling safe and valued isn't a trend – it's a requirement here at TIG, we build each other up and celebrate successes large and small.

• Culture isn't accidental – we don’t believe great culture happens by chance, it’s a choice.

“We’ve built a great working environment here at The Impulse Group,” says Gemma. “As we continue to grow, so too will the unique culture we have created together.”

A strong and healthy culture that nurtures and celebrates talent is built on a set of decisions made daily, especially when they’re tough. So next time someone tries to justify unacceptable behaviour with "...but they hit their targets,” ask, at what cost?

By building a workplace people trust and a team that enables and motivates, you’ll create a team that lasts.

That’s how we do it at The Impulse Group.