{"id":213147,"date":"2026-07-11T20:18:56","date_gmt":"2026-07-12T03:18:56","guid":{"rendered":"https:\/\/jonplotner.com\/v1\/?p=213147"},"modified":"2026-07-11T21:02:34","modified_gmt":"2026-07-12T04:02:34","slug":"willing-to-slow-down-your-culture-depends-on-it","status":"publish","type":"post","link":"https:\/\/jonplotner.com\/v1\/willing-to-slow-down-your-culture-depends-on-it\/","title":{"rendered":"Willing to Slow Down? Your Culture Depends on It."},"content":{"rendered":"
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I\u2019ve been on the corporate hamster wheel \u2014 the one where growth becomes the primary driver, and often the only one. Culture took second place, with the quiet hope that it would just work itself out.<\/p>\n

Every six months, with alarming regularity, we ran a culture survey. The expectation was that things would improve. Each year the results were shared with management, followed by a directive to build an action plan addressing whatever showed up in the feedback. But here\u2019s the reality: none of it was supported from the highest rung of the organizational ladder. Senior leaders rubber-stamped a few initiatives they hoped<\/em> would move the needle, then handed the bulk of the work to middle management. Little coordination. Little focus. A wing and a prayer.<\/p>\n

After several rounds of this cycle, it hit me. We were doing the same thing over and over and expecting different results \u2014 the textbook definition of insanity. Most of us in middle management were convinced the next round of results would be the same, if not worse.<\/p>\n

But here\u2019s the deeper problem: we were moving too fast to do anything differently.<\/strong> Doing something different would have required us to slow down, and we simply weren\u2019t willing. Our new private equity ownership wouldn\u2019t allow it. Oh, they \u201cbelieved in culture\u201d \u2014 their words. But there was little action to back them up. You can say whatever you want about culture, but without the intentionality, focus, and restraint to see it through, you\u2019ll default back to whatever appears to drive your business. Annual recurring revenue. Customer satisfaction. Net promoter scores. You\u2019ll drift back to what the C-suite believes matters most. Culture survey results, unfortunately, never make that short list of KPIs.<\/p>\n

A Leader Who Chose Differently<\/h2>\n

Bobby Herrera, founder and CEO of Populus Group, was recently interviewed on the Culture Creators podcast<\/a>, where he described how he intentionally slowed his organization down to build culture rather than chase growth.<\/p>\n

Unlike Bobby, many leaders can\u2019t see the forest for the trees. After you\u2019ve grown and scaled your organization to where it is, slowing down feels impossible \u2014 unreasonable, even foolish. In today\u2019s competitive environment, it\u2019s hard to imagine why slowing down would ever be a good thing.<\/p>\n

Bobby shared a number of insights, but three stuck with me \u2014 in part because they align so closely with the work I do alongside Jenni Catron<\/a> and The 4Sight Group<\/a> as we help leaders through the LeadCulture framework. Bobby named three pillars of culture: build identity, guide behavior, and speak a common language.<\/strong><\/p>\n

Build Identity<\/h2>\n

Jenni defines culture as \u201cwho we are and how we work together to achieve our mission.\u201d<\/em> The first part of that definition is \u201cwho we are.\u201d You have to know who you are at your core to be successful. Without that grounding, you\u2019ll spend your days chasing the wind.<\/p>\n

And I\u2019ve watched so many organizations do exactly that. Chasing the wind to find the next big thing. Chasing the wind to keep up with the competition. Chasing the wind to be first to market. Chasing the wind to deliver AI to your customers. Fill in the wind however you\u2019d like.<\/p>\n

Don\u2019t get me wrong \u2014 every organization, whether a for-profit business, a nonprofit, or a church, has to keep its eyes on where things are headed. But without grounding, it\u2019s just what it sounds like: chasing the wind.<\/p>\n

I once worked for a leader whose approach was fire, aim, ready. He was constantly changing gears \u2014 following the wind of a leadership team that kept placing new and different demands on him. What he lacked was the grounding to name who we were, what we were called to do, and \u2014 most importantly \u2014 to stay the course. As one of his direct reports, I discovered that one of my primary roles was to keep his shotgun approach from reshaping my day-to-day leadership. I had to stay grounded in my identity, our organization\u2019s overarching purpose, and my team\u2019s marching orders. Had I not, I would have created daily whiplash for my team. Others under his leadership followed the wind right alongside him \u2014 and whiplash was the name of the game.<\/p>\n

The market will change. The culture around us will throw curveballs. But the organizations that survive and thrive are the ones that are crystal clear about who they are and why they exist in the world. Staying grounded there frames everything else.<\/p>\n

Guide Behavior<\/h2>\n

The second part of Jenni\u2019s definition is \u201chow we work together\u201d \u2014 how we behave. You\u2019ve likely heard it said: what we tolerate, we replicate.<\/em> The flip side is just as true: what we celebrate, we replicate. If you allow gossip and division, poor performance, and a lack of accountability, that\u2019s exactly the behavior you\u2019ll see multiply throughout the organization.<\/p>\n

And like everything else, leaders lead the way here. Everyone creates culture, yes \u2014 but leaders have twice the ability to shape it. That\u2019s why the behavior of leadership matters so much. If your leaders lack integrity, do you really expect an organization filled with integrity? If your leaders get defensive rather than receiving feedback, do you honestly think you\u2019ll build a feedback culture? Not likely.<\/p>\n

As leaders, we have to first model the behavior we want to see. And a critical component of guiding behavior is building a culture of feedback \u2014 because growth doesn\u2019t happen without change, and change requires us to adjust our behavior to see different results. John Maxwell puts it this way: \u201cA man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them.\u201d<\/em><\/p>\n

It starts with leaders. Then it permeates the culture.<\/p>\n

Speak a Common Language<\/h2>\n

Language is the primary vehicle of culture. It\u2019s the system through which a community encodes, transmits, and preserves its values, beliefs, norms, and shared history. That\u2019s been true throughout human history.<\/p>\n

In fact, one of the fastest ways to change a culture is to change its language. There\u2019s no better example than the Tower of Babel in Genesis. Culture was going sideways, and God\u2019s remedy was to confuse their language. Before that encounter, they spoke one language and had conspired to reach heaven on their own terms. Resetting their language broke down the culture they were operating in \u2014 a reset of biblical proportions.<\/p>\n

Language still defines who we are and how we behave. Now, simply introducing a few new words or phrases won\u2019t change culture on its own \u2014 it requires the other two pillars: who we are and how we work together. And this is where the third part of Jenni\u2019s definition comes into play: \u201cto achieve our mission.\u201d<\/em><\/p>\n

Mission is the language of our organizations. It puts into words who we are and how we work together. It sets the sail for where the ship is heading. And alongside mission, the everyday language of your organization shapes the culture you want.<\/p>\n

Back to Bobby. He intentionally changed the language at Populus. They don\u2019t hire or recruit \u2014 they select<\/em>. They don\u2019t onboard \u2014 they welcome<\/em>. They don\u2019t train \u2014 they develop<\/em>.<\/p>\n

You might say those words mean the same thing. Maybe at first glance. But when you select<\/em> rather than hire, you\u2019re looking for team members who align with your culture and values \u2014 people who fit. That\u2019s not recruiting; that\u2019s selection. When you believe the people joining you are among the most talented anywhere, and you expect them to invest years in a healthy culture, you don\u2019t onboard them \u2014 you welcome<\/em> them. And when you\u2019re making a long-term investment in someone you believe will shape the next decade of your organization, you don\u2019t just train them. You develop<\/em> them \u2014 hoping, believing, and investing in your next director or VP.<\/p>\n

The Question for All of Us<\/h2>\n

Culture is who we are and how we work together to achieve our mission. So here\u2019s the question: are you willing to slow down and make that your primary focus?<\/p>\n

Because here\u2019s what happens when you do \u2014 the people on your team start working with<\/em> you to grow, achieve, and hit every one of those KPIs you\u2019re so focused on today. Wouldn\u2019t it be more fulfilling \u2014 and far less stressful \u2014 to lead an organization full of people partnering alongside you, carrying the weight with you, rather than mustering the strength to carry it alone?<\/p>\n

If you believe that, you\u2019ll likely need to slow down a bit and invest a little more in your culture. The investment will pay dividends. It just may take a bit more time.<\/p>\n

Oh, and by the way \u2014 by implementing this intentional culture shift and focusing heavily on their selection and welcome processes, Bobby Herrera drove Populus Group\u2019s attrition rate to more than 50% below the industry average.<\/p>\n

How much would that save your organization?<\/strong><\/p>\n

Ready to slow down and build a culture that lasts? If your organization is stuck chasing growth while culture takes a back seat, you don\u2019t have to figure it out alone. At The 4Sight Group, we partner with leaders through the LeadCulture framework to help you build identity, guide behavior, and speak a common language \u2014 so your team starts carrying the weight with you. Reach out to start the conversation about culture and leadership coaching for your organization.<\/em><\/p>\n<\/div>\n

 <\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>","protected":false},"excerpt":{"rendered":"

Most leaders chase growth while culture erodes on autopilot. But real culture isn’t built by accident \u2014 it rests on three pillars: identity, behavior, and language. Here’s what it takes to slow down and build a culture that carries the weight with you.<\/p>\n","protected":false},"author":5,"featured_media":213151,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","advanced_seo_description":"Chasing growth while culture erodes? Learn the 3 pillars\u2014identity, behavior, language\u2014that help leaders build lasting culture instead of just surviving the KPI treadmill.","jetpack_seo_html_title":"Slow Down to Build Culture: The 3 Pillars Every Leader Needs\n","jetpack_seo_noindex":false,"jetpack_seo_schema_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"I've been on the corporate hamster wheel. You know the one \u2014 where growth becomes the only driver, and culture gets shoved to second place with the quiet hope it'll just work itself out.\nEvery six months, like clockwork, we ran a culture survey. Results got shared. A directive went out to \"build an action plan.\" But here's the truth nobody said out loud: none of it had real support from the top. Senior leaders rubber-stamped a few initiatives, then handed the heavy lifting to middle management. Little coordination. Little focus. A wing and a prayer.\nAfter enough rounds of that cycle, it hit me: we were doing the same thing over and over, expecting different results.\nHere's the deeper problem \u2014 we were moving too fast to do anything differently. Doing something different requires slowing down, and most organizations simply aren't willing. Leadership will tell you they \"believe in culture.\" But belief without intentionality, focus, and restraint just drifts back to whatever's driving the business \u2014 ARR, NPS, customer satisfaction. Culture survey results rarely make that short list.\nBobby Herrera, founder and CEO of Populus Group, recently shared a different approach on the Culture Creators podcast: he intentionally slowed his organization down to build culture instead of chasing growth. And it worked \u2014 Populus Group's attrition rate is now more than 50% below industry average.\nBobby named three pillars that culture actually rests on:\n? Build identity \u2014 know who you are at your core, or you'll spend your days chasing the wind.\n? Guide behavior \u2014 what we tolerate, we replicate. Leaders set the tone first.\n? Speak a common language \u2014 language is how a culture encodes and transmits what it values. Change the words, and you start to change the culture.\nNone of this works in isolation. It only works when identity, behavior, and language all point toward the same mission.\nSo here's the question worth sitting with: are you willing to slow down enough to make culture your primary focus? Because the payoff isn't just healthier culture \u2014 it's a team that starts carrying the weight with you, instead of you dragging it alone.","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[31],"tags":[260,51,259,257,58,206,261,258],"class_list":["post-213147","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-main","tag-company-culture","tag-culture","tag-employee-retention","tag-leadculture","tag-leadership","tag-leadership-development","tag-mission-and-values","tag-private-equity"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/07\/fba64585-3c02-4524-804d-16fed6fda6dd.webp?fit=1024%2C678&ssl=1","jetpack_shortlink":"https:\/\/wp.me\/pzg9k-TrR","jetpack_sharing_enabled":true,"jetpack-related-posts":[{"id":212598,"url":"https:\/\/jonplotner.com\/v1\/two-types-of-leaders-which-one-are-you-2\/","url_meta":{"origin":213147,"position":0},"title":"Two Types of Leaders: Which One Are You?","author":"Jon Plotner","date":"April 16, 2026","format":false,"excerpt":"","rel":"","context":"In "Main"","block_context":{"text":"Main","link":"https:\/\/jonplotner.com\/v1\/category\/main\/"},"img":{"alt_text":"green plants on soil","src":"https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/04\/ruqhpukrn7c.webp?fit=1200%2C800&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/04\/ruqhpukrn7c.webp?fit=1200%2C800&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/04\/ruqhpukrn7c.webp?fit=1200%2C800&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/04\/ruqhpukrn7c.webp?fit=1200%2C800&ssl=1&resize=700%2C400 2x, https:\/\/i0.wp.com\/jonplotner.com\/v1\/wp-content\/uploads\/2026\/04\/ruqhpukrn7c.webp?fit=1200%2C800&ssl=1&resize=1050%2C600 3x"},"classes":[]},{"id":211534,"url":"https:\/\/jonplotner.com\/v1\/how-to-pick-the-right-people-for-your-culture-carrier-team\/","url_meta":{"origin":213147,"position":1},"title":"How to Pick the Right People for Your Culture Carrier Team","author":"Jon Plotner","date":"April 8, 2025","format":false,"excerpt":"To build a strong Culture Carrier Team, leaders must select individuals who embody the desired culture, focusing on those with high influence and integrity, regardless of their titles. 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