Dear Reader,
Ever seen a company that documents everything—right down to how to microwave soup or smile in the hallway? All in the name of systems and procedures?
Here’s a real list of some of these so-called important systems and procedures:
- A 16-point guide on “How to Properly Wash your Hands” framed over the bathroom sink.
- A mandatory “Hallway Greeting Protocol” with a laminated 5-step card.
- A 12-page PDF titled “Microwave Morality: A Guide to Ethical Reheating.”
- A quarterly training session called “Stapler Stewardship 101.”.
- An official document labeled “Desk Plant Guidelines.”
- A performance review rubric with a “Break Room Behavior” section.
Not kidding. I wish I was.
These SOPs exist. And they almost always show up in small, overly managed, underperforming companies.
These overly managed organizations are typically led by high strung individuals that would rather right a memo than write a birthday card.
They lack emotional intelligence and think that actions are driven by documents.
Actions are driven by behaviors, and behaviors are driven by culture.
“Culture eats strategy for breakfast.” – attributed to Peter Drucker
Culture is the driving force behind all behaviors that produce our actions.
Systems and Procedures are the tools that document the critical How Tos of an Intellectual Process. Used well, they’re helpful. Used wrong, they’re just distractions.
The same people that would misuse Systems and Procedures are the same people that are frustrated with their Sales and Marketing Results.
They think that the most important thing about Sales and Marketing is a documented how to guide.
WRONG!
If you want your Sales and Marketing to work without crazy amounts of oversight, then it must be built upon Culture!
Are you Built on Culture?
When you are built on Culture, then you are led by leaders.
When you are built on Culture, then your Sales and Marketing are joyous attraction centers.
Are you Built on Control?
When you are built on Control, then you are led by micro-managers.
When you are built on Control, then your Sales and Marketing are forced detention centers.
So, ask yourself: What kind of company are you really building? One built on culture—or control? One that attracts greatness—or one that manages mediocrity?
In This Episode, You'll Learn:
- The internal definition of culture
- Why internal marketing drives external success
- How founder values shape company behavior
- Why firing fast is a leadership advantage
- The hidden power of promotions and rewards
Episode Chapters & Summary
Culture Is What They See When You're Not Looking
“Culture is what your people believe about the company—not your customers.”
Roy kicks off with a profound take on company culture: it's defined not by slogans, but by what employees observe when no one's watching. Todd reinforces this with a sharp insight—sometimes firing someone for a cultural violation delivers the highest ROI a business can get.
Key Takeaways:
- Culture is internal, not customer-facing.
- Your actions define company culture more than your words.
- Letting someone go for cultural misalignment can be a growth move.
Marketing Begins With Your People
“Culture is internal marketing.”
Marketing isn't just for customers—it begins with your team. The promises you make internally, and how you uphold them, create the company's voice. Employees who believe in the mission become your best marketers.
Key Takeaways:
- Internal alignment shapes external perception.
- Happy teams market louder than paid ads.
- Culture is what makes your brand believable.
The Power of the Founder's Belief
“Culture is the projection of a single person's beliefs.”
Roy emphasizes that real culture comes from one place: the founder. If their beliefs aren't visible, neither is the culture. Todd and Roy agree—culture can't be fabricated. It must radiate from the top.
Key Takeaways:
- You can't outsource culture—it starts with you.
- Founders must live the values they want repeated.
- A diluted culture comes from a disconnected leader.
Firing Fast to Protect Culture
“The longer you keep them, the more damage they do.”
The episode takes a hard stance on hiring and firing. If someone violates your culture—act fast. It protects the team and reinforces standards. Keeping the wrong person is more costly than letting them go.
Key Takeaways:
- Firing for culture is a strength, not a weakness.
- The team watches what you tolerate.
- Fast action builds lasting respect.
Culture Is Who Gets Promoted
“Show me who you reward—and I'll show you your culture.”
It's not the handbook that defines culture—it's the scoreboard. Promotions, raises, and recognition all reinforce what really matters. Reward behavior that reflects your deepest values.
Key Takeaways:
- Incentives shape internal behavior.
- Recognition signals what's culturally valuable.
- Values without enforcement are just wall art.
Your Culture Already Exists—So Own It
“Even if you didn't define it—it's there.”
Roy and Todd end on a sobering truth: whether or not you've actively shaped it, your company already has a culture. The question is whether it's helping or hurting. This chapter is a call to leadership: take control of your culture—or it'll control you.
Key Takeaways:
- Every business has a culture—even if by accident.
- Own your culture before it owns you.
- Intentional culture is your greatest growth lever.
Guest Spotlight
Roy H. Williams – Founder, Wizard Academy
Roy is a best-selling author and legendary ad writer. In this episode, he returns to the fundamentals of culture, delivering wisdom that has helped scale countless businesses through intentional leadership and authentic belief.
