10. Why is it important to build a positive company culture?

Kerry Paul
Dec 7
2 min read

The Realities of Managing People

Of course, engaging employees isn’t always smooth sailing. People bring their whole lives to work, and that means challenges inevitably arise. We all have our share of difficult situations—personal conflicts, underperformance, and even breaches of trust. Each case had to be addressed individually, with honesty and firmness.

Sometimes that means performance reviews that are brutally honest, forcing staff to confront issues holding them back. Other times it means helping people move on when it has become clear they are not the right fit. These are difficult situations, but necessary ones.

Then there are times when dishonesty cannot be ignored. A breach of trust leaves no option but to end the relationship. Even in these tough moments, the value of sticking to principles is paramount to: protect the brand, protect the team, and protect the business.

Systems That Support People

Engagement isn’t only about motivation—it’s also about systems that allow people to succeed. The importance of having clear procedures, fair policies, and reliable operating systems cannot be over-emphasised. Without them, even the best employees stumble. With them, people feel supported, capable, and more likely to deliver at a high level. This culture is critical to building a global business from New Zealand.

Looking Back

Engaging employees is one of the most demanding aspects of building a business. It requires constant attention: hiring carefully, reinforcing the core concept daily, managing conflict firmly, and building systems that enable people to succeed.

But it is also one of the most rewarding. When employees believe in the mission, when they see themselves as part of something bigger than a paycheck, the results speak for themselves. This is when a company moves faster, innovates more, and builds the kind of trust that competitors cannot easily match.

The lesson? Culture isn’t built by chance—it’s built by leaders who invest in their people every day.

Key Takeaways:

CEOs must spend time selling the core concept, not just directing tasks.
Recruitment should prioritize not only skills, but also a growth mindset.
Engagement is built through daily reinforcement of brand behaviours.
Systems and procedures are essential for supporting performance.
Difficult staff situations are inevitable, but must be handled honestly and decisively.