Culture Sand Podcast

In the latest episode of the Culture Sand podcast, “Trust and product at the core of leadership”, we had the great pleasure of speaking with Mikko Teerenhovi — CEO of Xolo, the fast-expanding, pan-European business admin platform purpose-built for solopreneurs. Discussion points With Mikko, we explored what it takes to lead a fast-scaling, product-first company in today’s complex landscape — and what kind of leadership mindset actually works. As the business environment shifts rapidly, the leadership models and operating principles of fast-growing companies are becoming increasingly relevant — even for more traditional organisations. We focused on three defining principles shaping Mikko’s approach: Trust as the foundation — Full ownership is given from day one. Leading with trust, not control, empowers people to rise to the responsibility — supported by interest, questions, and care. Product as the centre of gravity — Sustainable growth starts with product–market fit: solving the right problem in a way customers truly value — and building from there. Narratives over numbers — Leadership through stories and assumptions that guide focus and action. Direction comes first — numbers follow. Together, these principles reveal a modern blueprint for scaling with focus, conviction, and humanity — even across borders, cultures, and uncertainty. Early experiences that shaped Mikko’s entrepreneurial mindset Grew up around technology — his father brought home one of the first Apple Macs in the 1980s. Started out in graphic design — and founded his first company at 21. Studied architecture — which sharpened his systems thinking and spatial reasoning. Founded a creative urbanism consultancy — focused on solving real-world friction, like reducing urban littering. Developed a way of working that blends curiosity, technology, and global perspective. Moved into fintech — founding a banking startup straight after graduation. Xolo in brief Business admin platform purpose-built for solopreneurs Operates in a fragmented market — mostly local, single-country providersThe only player offering cross-border services at scale Active in four European countries, with plans to double footprint Previously VC-funded — now VC-free and profitable First moves as CEO 1. Rebuilt the management team Replaced “big logo” hires with people who had something to prove Promoted from within — product and customer understanding mattered more than pedigree Chose leaders with the drive to endure discomfort — “it’s going to hurt a little bit” 2. Shifted to sustainable, product-led growth They were “burning cash — quite a lot” on digital marketing Stopped all paid acquisition in week one —stopped relying on Meta and Google Reframed every conversation around the product Focused on how it acquires, retains, and serves customers — in the best possible way 3. Leading the team and engaging board through quarterly assumptions Leads with quarterly narratives — each built on clear assumptions Assumptions guide focus — they either prove right or don’t Failure is part of the process: “If it fails, scrap it. It’s learning.” Narratives align both team and Board — and remove fear by creating direction Core belief: “The numbers follow when you have a direction and a story that guide shared action” The way to get it right, or learn 1. Assumptions clarify what matters One early assumption: they didn’t know their best-fit customers well enough Mikko focused on identifying the “true fans” — people who truly needed the product They turned these users into affiliates — who now drive most customer growth through referrals 2. Not every assumption leads to growth — but many still add value One early bet: solopreneurs might benefit from being connected to each other It didn’t lead to monetisation — but they kept the feature Why? Because it still supports users and strengthens the overall service People staying by choice Mikko believes people should want to be at Xolo Engineers were encouraged to explore the market — to see if Xolo was truly right for them The same approach now applies across the company Team members often share openly when interviewing elsewhere — and most stay, more committed This openness builds trust and deeper connections Leading a globally scattered team 1. Start with full trust Mikko’s default is 100% trust — if someone owns an area, they’re trusted to run it Trust is visible in daily interactions and actions — and motivates people to take ownership “Once you are given your own ownership area, you basically are responsible to yourself mostly after that.” 2. Communicate clearly — in different formats Believes format variety matters: “People consume content differently” Shares monthly written updates to explain what matters Uses all-hands for alignment and energy Includes face-to-face: one 2-day team offsite each year to connect in person 3. Navigate cultural differences — with shared humanity and curiosity Cultural differences exist — but underneath, we’re all humans with shared hopes and fears Culture is “built on top” of that — it’s something to recognise and respect Mikko is deeply curious about how people think and work Often asks questions about people’s backgrounds, ways of doing things, and perspectives “I think that’s probably the key thing — just showing that you’re interested in them.” People-centric leadership — strengths and challenges 1. Summary of Mikko’s leadership style Built on full trust — “trust to be trusted” Leads with narratives — prefers questions over answers Believes in testing assumptions — “let’s find out if it’s true” Direction and story come first — “from narrative to numbers” 2. The challenges that come with it A distant, numbers-driven style would be easier — but not for him Success is when someone acts without asking — and it works The hard part: when full trust doesn’t lead to good outcomes It’s especially difficult when the wrong person is in the role When that happens, Mikko uses “the mirror” — to look back and ask how they got there Often, in hindsight, the signs were there — but it becomes learning, not failure Views on experience Experience doesn’t guarantee success — “You can repeat what worked before and still fail” He values first-principles thinking over past playbooks Experience is helpful for spotting patterns — but doesn’t solve problems His approach: “Start fresh every time” — no assumptions carried over Believes this mindset is his biggest personal edge The future of Xolo — and the solo economy 1. Xolo’s ambition Mikko’s vision: make Xolo the global category leader for solopreneurs Sees a huge gap: most competitors are local, limited in scope Fragmented market = opportunity to build something truly scalable 2. Built to scale across borders Already active in Spain, Italy, Estonia, and the Netherlands Expansion plans: double country footprint within a year Now VC-free and profitable — open to strategic funding if it fits the mission 3. A bet on the solopreneur wave Mikko sees solo work as a structural shift Of the world’s 1billion knowledge workers, 80% want to work solo Xolo’s role: remove friction — automate admin so people can focus on real work Believes borderless, autonomous work is the future Mikko’s source of optimism 1. A vision of work without borders His optimism goes back to the early days of the European Union — a symbol of openness and shared opportunity Sees Xolo as a “Solopreneur Union” — enabling people to work across borders, freely and seamlessly 2. Fit beats location Some of Xolo’s most committed team members come from far away — drawn not by geography, but by the mission Believes the real match is between product and customer, and mission and employee values 3. Connecting like-minded people Mikko believes people naturally want to work and connect across borders His job: find those who believe in the mission — as customers and teammates — and create an environment where they can thrive Mikko, thank you for joining us and sharing such valuable insights on modern leadership. I truly enjoyed the conversation! About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Trust, product and narrative at the core of leadership – Mikko Teerenhovi appeared first on An execution capability company.

In the latest episode of the Culture Sand Podcast, “Leaders’ inner dialogue is an untapped cultural force” we had the great pleasure of speaking with Diane Moody, Global Lead for Inclusion and Diversity at ASML — the innovation leader in the global semiconductor industry. Discussion points Leadership and culture are being reshaped faster than ever. In this episode, we explored what a “good” organisation looks like today — what works, what unites people, and what enables real performance. We focused on three major forces driving the shift: A changing workforce — more diverse in age, expectations, and life realities A changing model of work — hybrid, remote, flexible, and increasingly complex A changing view of culture — no longer an HR concern, but a core performance lever From a leadership perspective, the challenge is sharper than ever: How do you align business priorities with human needs — without losing direction, trust, or performance? Leadership in a complex era Today’s leaders are navigating what organisational theorists once only warned about — extreme volatility, uncertainty, complexity, and ambiguity. The COVID-19 era accelerated these shifts, but it didn’t stop there. Geopolitical instability, AI disruption, and workforce aging are converging. Yet within this complexity lie new leadership opportunities — to rethink how decisions are made, how people are empowered, and how cultures are shaped. What the new workforce expects Today’s workforce spans multiple generations with wildly different expectations. Younger workers seek flexibility, autonomy, and purpose — they see work as a two-way deal, not a lifelong commitment. Older workers are focused on relevance, sustainability, and re-skilling as their careers extend. Leaders must respond with nuance — not blanket policies. Understanding each group’s motivations is now essential to building a workplace that can evolve, perform, and retain talent. Rethinking learning and ownership The top-down training era is fading. Organisations now expect employees to drive their own development. Learning is no longer delivered — it’s enabled. But not everyone has been taught how to take ownership. The shift from compliance to self-direction demands a culture that supports autonomy without assuming it. Younger workers may jump in with confidence. Others, shaped by hierarchical systems, may need help redefining their role. Leaders must strike the balance: support without spoon-feeding, clarity without control. Empowerment isn’t a switch — it’s a build. Leading for performance — not uniformity The role of the leader hasn’t changed: results still matter. But the approach must. Today’s leaders must manage diverse personalities, distributed teams, and varying levels of autonomy. The “one-size-fits-all” leadership model no longer applies. Each employee is like a unique interface — and great leaders learn how to work with each one. Hybrid work: What it reveals Hybrid work isn’t just a logistical choice — it reveals what companies truly value. Some CEOs push for full office returns. Others embrace flexibility. These choices are rarely neutral. They reflect unspoken beliefs about trust, culture, and control. New work models are a litmus test for organisational values. Culture by default or by design? Culture happens — even if you don’t design it. Every group forms norms, rituals, and expectations. But when leaders don’t pay attention, those norms reflect habit and hierarchy, not strategy. A strong culture can be designed. But it requires awareness — of what people are experiencing, how inclusion really plays out, and who is being left behind. In hybrid environments, even well-meaning values can translate into exclusion if visibility and access aren’t consciously managed. Simplicity and smooth work as a hidden advantage In a world of complexity, simplicity is a competitive edge — and a cultural asset. When work is smooth, frictionless, and well-supported, people move faster and feel more motivated. When it’s chaotic, people shut down. Leaders should pay closer attention to the daily experience of work. Are processes helping or hindering? Are tools streamlining or scattering? Simplicity isn’t soft. It’s what makes meaningful work possible. Sometimes, the most powerful cultural intervention is subtraction. Removing clutter can be more powerful than adding more. Redefining empowerment Empowerment is often talked about, rarely defined. Real empowerment isn’t about giving permission — it’s about helping people understand what they own, where they can act, and that they’re trusted to do so. It takes three things: clear boundaries, real competence, and psychological safety. Without all three, people hesitate, second-guess, or burn out trying to figure out what’s expected. The real role of values and assumptions In fragmented, hybrid, multi-generational organisations, values matter more than ever — not as slogans, but as decision tools. When structure is loose and visibility low, shared values keep people aligned. But even values are surface-level unless leaders examine the assumptions beneath them. Culture is ultimately shaped by what leaders assume to be true — about work, people, and power. If those assumptions go unexamined, they silently drive decisions and behaviours. To truly shape culture, leaders must surface and question their defaults. The power of inner dialogue Trust in leadership is falling — and one overlooked reason is opacity. Employees hear decisions, but not the thinking behind them. They see the what, but not the why. When leaders make their inner dialogue public — sharing the reasoning, tension, and values behind choices — they build clarity and connection. It shows integrity. It invites followership. Culture shifts when leaders speak from the inside out. —– Diane, thank you so much for being our guest and sharing your valuable insights on culture. We truly enjoyed our discussion! About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Leaders’ inner dialogue is an untapped cultural force – Diane Moody appeared first on An execution capability company.

In the latest CultureSandPodcast episode “A case for intentional culture management”, we had the great pleasure of speaking with Helen Rosethorn, a recognised thought leader in organisational culture and employer branding. Helen Rosethorn is a recognised thought leader in organisational culture and employer branding. With over two decades of experience, she has helped global organisations align culture with business strategy to drive meaningful change. She’s the author of The Employer Brand: Keeping Faith with the Deal, a seminal book in the field. Helen is known for bringing sharp insight and practical frameworks to complex culture challenges, and regularly contributes to the wider conversation through publications and speaking engagements. In this podcast, we dive into how cultural thinking in business has evolved — and how to truly harness the power of people. We explore the critical alignment between strategy and culture, the role of leadership, and why culture must be part of the work system and everyday decisions. We also unpack the post-Covid reality, the growing distrust in leaders, and the rising expectations from Gen Z. Key Takeaways Culture is not separate from work; it’s the work itself. Culture shows up in every people and business KPI Whether culture is right or wrong is not relevant. What matters is whether it aligns with your strategic intent. Intentionally designed culture is a tool to attract and retain the talent you need. It isn’t for everyone, and it doesn’t need to be. Without understanding culture as a holistic system, it’s very hard to lead it. Simplified, it consists of people who think and act within a built system. The real shift happens when you understand why people are doing what they’re doing. The root cause always lies in the mindset and the system. Systems can overpower everything else, but only people can change the system. Leadership alignment and shared ambition are critical factors in success. The pace of leadership is the pace of change in the organisation. The inefficient and unsuccessful way to lead culture is to focus on igniting employee motivation without addressing leadership and the surrounding system. Trust in leaders is worryingly declining, yet trust and loyalty remain key parts of performance. Subcultures can be hotbeds of change if aligned with the bigger vision. Culture is not a monolithic game; it’s about understanding subcultures and how they fit within the larger ecosystem. The collective collaboration of working for a company is rooted in a belief in a better tomorrow.The future of work isn’t about going back, it’s about moving forward with optimism and a new set of rules. Discussion points overview THE EVOLUTION OF CULTURE IN BUSINESS 00:00 Helen’s springboard into culture 02:56 How cultural thinking in business has evolved 03:26 Tapping into the power of people at work 05:04 Shifting to an adult-to-adult work environment 07:03 Employee engagement and the idea of discretionary effort 09:01 New business models and the entrepreneurial employee BUILDING BLOCKS OF THE CULTURE 13:00 Culture is a work system — and shows up in every KPI 16:01 Behaviours as visible outcomes 16:37 Beliefs and systems as the forces surrounding behaviour 19:14 Culture, explained through a high-performance car metaphor STRATEGY AND CULTURE 20:44 Is culture right, wrong or fit? 21:17 Align strategic and cultural intent 22:07 Case: Amazon and its cult(ure) 23:21 The value exchange between people and business 26:48 Culture fit, personality fit, and leadership fit 27:59 Aligned leadership sets the tone 31:19 The middle management brings it to life 33:07 Hybrid strategies need hybrid leadership 35:37 Building a transformative counterculture 36:04 Beware of unintended consequences 36:41 Case: When compliance grew bigger than the customer HOW TO INTENTIONALLY WORK ON CULTURE 39:10 Culture’s chicken-or-egg dilemma: people or systems first? 40:21 How to intentionally shift your work system 40:43 The CEO’s role: understanding what drives behaviour 42:40 The delicate balance between business and employee interests 44:22 Trust, change and generational tensions 44:22 The worrying decline of trust in leaders 46:40 A harsh truth: business leaders are seen as liars 48:10 Post-Covid reality and Gen Z pressures 49:42 Double trouble: both the business model and the work system are broken 51:41 Trust: the foundation of work and life 54:55 How “forced” trust and autonomy during Covid changed the game 57:17 Like a clock, your work system must move forward — not back 1:00:00 Performance in the era of invisible workforce 1:03:25 The relevant question trust in the value exchange 1:06:19 The need for future-looking narrative FIVE TAKEAWAYS 1:09:15 Culture is work — not a separate thing 1:09:54 Dynamic culture supports dynamic strategy 1:11:45 Leadership alignment and shared ambition is everything 1:12:50 Nothing changes unless leaders model it, the middle supports it, and the system enables it 1:14:17 A case for intentional culture management About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post A case for intentional culture management – Helen Rosethorn appeared first on An execution capability company.

In the latest Culture Sand Podcast episode, we had the pleasure of speaking with Sarah Sarkis, a licensed psychologist and certified Executive Leadership Coach. Sarah helps CEOs, athletes, and other high-performers navigate the psychological game of greatness. We explored the critical role of #LeadershipBehaviours in shaping a culture that drives #BusinessOutcomes —and how they can become either a costly liability or a valuable asset to the organisation. Through first-hand experience, she knows that companies often don’t need costly #CultureTransformationPrograms if leaders are open and committed to transforming themselves. Key Takeaways Leadership and Culture Building • In culture building, the buck stops with leaders. • Know thyself first. Leader should not move to interpersonal skills until they’ve developed critical intrapersonal skills. The benefits of Trust • Trust is the bedrock of leadership effectiveness. • A sense of fear, safety, control, surrender, resistance, willingness, and motivation are all deeply tied to the trust systems in our brain. • All business outcomes are influenced by trust—or a lack of it. Dealing with Resistance • Resistance is a sign of a healthy organisational system and should be applauded (except when it is pathological). • Leaders often ignore their own resistance while focusing on others’ resistance. • It is our reaction to resistance where things get murky. • Motivate people to change by giving them pockets of autonomy required to perform their work effectively and build their ability to assume larger responsibilities. The Problem with Psychological Safety • An unfortunate by-product of psychological safety is an overfocus on safety, with too little attention on dissent, friction, and conflict. • Only high levels of intellectual friction and low levels of social friction drive companies forward. • We must train ourselves to be knocked around and to become anti-fragile. Intellectual friction creates high-learning situations, and exposure to hardships builds resilience. • Remember, exercise breaks you down muscularly before it has additive and reparative effects. Time and Money • Team dynamics change fast. • You can transform how your team operates in 365 days. About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Leadership behaviours: A cost or an asset? appeared first on An execution capability company.

Failure is not just essential – it’s the core of learning, growth, and change. Yet, failure is often seen as a terrifying prospect that brings blame. An organisational culture that clings to the idea of perfection is a major obstacle, limiting both the company’s potential and the growth of its people. Our guest, Rashmi Ranjan Mohapatra, CEO of Parry Enterprises – a fast-growing group with net sales of INR 74 billion (EUR 8.1 billion) – is a true believer in the tremendous potential of human beings. He believes that a strong work culture, which drives personal growth while providing clear boundaries within which to operate, is key to unlocking that potential. After all, it is people who make the strategy happen, and culture shows the way to reach the goals. Key Takeaways Assessing the team When stepping into a new organisation, Rashmi assesses his team—understanding their skills, experience, educational background, and personal motivators. Recognising that employees have been following established patterns for a long time is crucial. It’s essential to evaluate whether those work patterns align with the direction he aims to grow, or whether there are gaps, which will lead to resistance and friction. Both are natural and should be embraced as part of the journey to take your team along. Uncover the unsaid and unwritten: the real culture When entering a new organisation, Rashmi goes beyond the written code of conduct and guiding values to uncover the unwritten code—the unseen and unsaid cultural elements that truly define how the organisation operates. This involves observing how conflicts are managed, how stakeholders interact, and the behaviours displayed across formal and informal settings, such as corridor conversations or canteen discussions. These cues reveal the organisation’s actual culture and its alignment with stated principles. How leaders can uncover the unsaid? Leaders should engage actively, remain present, and build trust by walking the talk, especially since they will be closely scrutinised, particularly if they are new. Understanding the emotions and reactions of team members is crucial, as these often reflect underlying grievances or resistance, rather than a direct rejection of new ideas. Leaders must connect on a personal level, going beyond surface-level interactions to genuinely understand and align with their teams. In some cultural contexts, such as in India, where people may not always be candid, reading between the lines becomes even more essential. Communicate your thought process Typically, a small percentage of innovators (2–15%) will adapt quickly, while the majority—about 60%—remain steady and resistant to change, requiring gradual engagement. Rashmi pays a lot of attention in communicating his thought process and the big picture. For large organisations, it’s critical to ensure alignment between what the CEO, board, and management understand and what is conveyed to employees at every level. This message must remain consistent and unfiltered. To achieve this, leaders should utilise every communication avenue—whether town halls, emails, or personal interactions—while consistently exuding energy and ensuring the message reaches the ground level in its purest form. Drive teams into a state of flux Rashmi drives his teams into a state of flux, helping them embrace both the thought process and the big picture with their hearts and minds. A state of flux is a transitional phase where the team becomes more open and aligned with new ideas and directions. It’s a period when the team becomes more receptive and malleable. Leaders can sense this shift through subtle cues, such as team members starting to ask new types of questions or engaging with the bigger picture being presented. This state often emerges after initial efforts to build understanding, like introducing industry trends, the need for relevance, and long-term goals. For example, transitioning to automation may initially cause resistance, but with time and clear communication about its benefits, the team begins to align and participate. Leaders must be patient, recognising when the team is ready for deeper change. The goal is to guide them through this flux with a roadmap, milestones, and active involvement, allowing the team to feel confident and invested in the transformation. Only when the team reaches this flexible state can leaders effectively implement significant changes. The credit goes to the team, and I take the failure As a leader, Rashmi emphasises the importance of embracing failure as part of the learning process. Leaders always should make it clear to the team that they should never fear failure. In change processes, they have to try new things, and failure is inevitable. It is a leader’s job to ensure that the team feels psychologically safe by reassuring them that failing is not only okay, but it’s part of trying something new. It is important to celebrate failures because it encourages openness, learning, and accountability without blame. This approach fosters a culture where people feel safe to experiment and grow. It is also important to remember tha when people see success stories, like five successful brands or organisations, they often overlook the fact that behind those successes, there are usually around 120 to 125 failures that paved the way for those achievements. Believing in transient advantage Rashmi believes in the concept of transient advantage rather than long-term competitive advantage or disruption. As a leader, he focuses on incremental improvements every day, always striving for positive change. While they operate within a framework, they must be aggressive in pursuing new ideas, even if it means risking failure. The qualitative process sets the tone for how they operate across different sectors, whether it’s in service, manufacturing, or future tech. When the qualitative aspect is strong, the outcome is reflected in the data. The data is simply a business process outcome, showcasing the strength of the qualitative foundation. Measuring culture is feeling the energy When measuring culture, Rashmi focuses on the observable differences in the system, people, and organisation. If employees are passionate about the big picture and act as brand ambassadors, it reflects a strong culture. This energy in the workplace leads to tangible results, with growth indicating a sustainable culture. Every touchpoint with the organisation, whether internal or external, should exude this energy. It’s crucial to connect both mind and heart, as this creates positive energy that spreads across the team. Ultimately, employees should feel energised, motivated, and excited to return to work the next day. Rashmi believes that tools like Net Promoter Scores (NPS) and similar methodologies only psatisfy a scoring pattern, provide surface-level metrics and don’t truly reflect the depth of culture. NPS may indicate whether someone is convinced about the culture, but it doesn’t capture its essence. Organisations are people and leasdership is managing human beings Any leader, regardless of their position in the organisational hierarchy, must understand that they are ultimately working with people. Processes and systems are essential, but they need to be embraced by individuals with both their hearts and minds. If team members don’t genuinely engage, they are like robots, and no meaningful results will come from that. Leaders must ensure that every team member is committed and aligned with the vision and strategy, even through ups and downs. Only then can they deliver. Leadership, therefore, is about managing human beings, not machines. Unlocking human potential Rashmi believes that humans possess immense untapped potential, often unbeknown to themselves. A leader’s role is to understand their team, identify their strengths, and help propel them forward. This process brings a deep sense of achievement, not from hitting targets, but from seeing the next generation of leaders surpassing expectations. A great leader takes pride in seeing team members grow and exceed their capabilities, rather than fearing competition or insecurity. Healthy competition encourages each team member to perform better, while unhealthy competition is driven by a desire to outshine others. A true leader nurtures the potential in their team, helping them achieve things they never thought possible. This “Eureka” moment, when team members realise their own growth, is a powerful and rewarding experience for both the individual and the leader. Culture is on top of strategy A vision statement defines what an organisation wants to become, but for Rashmi, the crucial question is how to get there. While the “what” is easy to state, the “how” is critical, and it lies in the organisation’s culture and values. Culture is key to achieving strategic goals, as it drives sustainable business outcomes. Without a strong culture and values, strategies are unlikely to be executed effectively, leading to a misfit. As Peter Drucker said, “Culture eats strategy for breakfast.” About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Strong leaders unlock potential; weak leaders fear failure and competition appeared first on An execution capability company.

The shifting sands of the market have never moved this fast, leaving CEOs and the C-suite searching for new ways to address increasingly unexpected market changes. One could argue that active culture building has never been as crucial as it is now. Our guest, Theo Papadopoulos, Chief Customer Experience Officer at Bank of Valletta plc, is the ideal person to explore what culture is and what culture change truly requires. Alongside his banking expertise, Theo is also a certified professional leadership coach, bringing a unique perspective to the discussion. In this episode, we dive into Theo’s favourite topic—the importance of human skills and cultural competence among the C-suite, as well as the pressing need to foster an adaptable, collaborative mindset within the workforce. Theo offers invaluable insights into why change—whether personal, professional, or cultural—is challenging yet rewarding. Key take aways Behaviour, impact, output Leaders impact people, their well-being, and their professional futures through their everyday actions. It is critical to understand the footprint leaders leave on others; to always remember how your behaviour impacts others, as this influence defines the outputs that ultimately drive financial results. Ultimately, leadership is about taking people to places they have not been; it is about fostering the personal growth of others. Leading people is not about pleasing them. Leadership is about being honest regarding an individual’s performance, and it often takes both the leader and the receiver of feedback into a zone of discomfort. To be at the service of others does not come naturally to many. Therefore, leaders must work hard on themselves before they can truly serve others. Why build culture Culture, as a concept, does not exist without people. The first question for leaders to ask is: considering where I want to take this company, what kind of workforce do I need? One that innovates? One that just executes? Leaders must have a clear vision of the shared values, beliefs, and collective mindsets that influence how people work, interact, make decisions, and execute them. The goal and benefit of building a good culture are simple: if you create a work environment that values people and supports their professional growth, they will be more willing to align with what we want to achieve and go the extra mile to reach goals. If leaders fail to strike the right balance between focusing on financial performance and culture, it will ultimately cost the business. Why change is hard for people and companies People are wired to seek comfort, which stems from habits and stability. Both individuals and organisations suffer from a “wish-commit” gap. It is easy to embrace the idea of becoming a better version of ourselves or creating a better work culture. However, it becomes much harder when it is time to turn that wish into an actionable plan. It takes significant effort to identify exactly what needs to change in our thinking and actions, to unlearn what must be left behind, and to learn, step by step, what will replace it. The further you go in this process, the greater the discomfort. Individually, changing the lenses through which we interpret the world is one of the hardest things to do. Organisationally, change is a collective effort, and everyone must own it. It is the collective nature of change that makes it so challenging. What does it take to change “No gain without pain” is a cliché, yet it holds true. What is the pain, then? Change does not happen without honest self-reflection, and this is hard work. Not everyone is open to it. People, especially leaders, often feel trapped if they let their current position define them, rather than the other way around. Leaders also need to create a space for others to go through the same process: to understand where the gaps lie between organisational goals and individual behavioural performance, and why those gaps exist. You have to give up something to gain something. If we are not clear about what needs to be given up, the steps towards something different or better will not happen. Change always comes with an element of grief. It means letting go of a part of your identity. Culture change requires both leaders and employees to be open to evolving their professional identities. Finally, change happens in small steps, requires consistency, and takes time. The good news is that change is for everyone who is willing to sacrifice, face fear, and fail. To err is human Any change, including cultural change, is hard because being human means making mistakes, and change never happens without failures. Error tolerance and seeing failures as learning experiences are prerequisites for change and innovation. The lower the error tolerance in an organisation’s culture, the harder it is for people to evolve professionally and for the company to respond to external changes. Motivations to change In the corporate context, the challenge lies in walking in the shoes of others to articulate what’s in it for them. Interestingly, if you are not open about the current problems that negatively impact the emotional climate or hinder work from being done effectively—i.e., the issues the change seeks to address—it becomes difficult to make a compelling case. The point is that the sustainable reasons for cultural change, on a personal level, are rarely financial. They are about addressing the problems most people experience in their daily work. Remember, people love the idea of being part of something that makes things better. “He who has not the spirit of this age has all the misery of it” As Voltaire said, to lead change, you have to be part of it; you cannot stand against it. The most self-serving approach is to cling to the past and resist change. As a leader, you must embrace the evolution of the values of society and people. You need to decide which side you want to be on: the side of the past or the future. Culture is the strategy Strategy might look impressive in a PowerPoint presentation, with compelling long-term projections. But without culture, it’s nothing more than a fantasy. A brilliant strategy is meaningless without the right mindset, behaviours, and environment to bring it to life. Culture ensures that strategy is understood and acted upon. Without culture, execution is doomed to fail. Culture is not only a strategic topic but also an essential leadership competence. It helps maintain the relevance of both leaders and the companies they work for. About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Great leaders guide people and teams to new places appeared first on An execution capability company.

Expert organisations are defined by high education levels, deep expertise, and a strong focus on research and innovation. While personal growth drives experts, this same drive doesn’t always extend to embracing organisational change or exploring new territory. The language of this episode is Finnish. Read the article in Finnish. Leaders of expert teams must navigate the delicate task of aligning employees’ personal aspirations with the organisation’s strategic goals. This often involves balancing resource allocation, maintaining the autonomy that experts value, and ensuring decisions serve the broader interests of the company. If courage is born from fear, does the leader’s most crucial role in an expert organisation become helping individuals and the organisation confront and overcome their fears? And if so, how can this be accomplished? Our guest, Mika Toikka, is an experienced leader in developing expert teams and organisations. For him, leadership is not an either/or decision but a both/and approach, balancing people and initiatives. We spoke with Mika about why experts are often misunderstood, especially during times of change, and the challenges of developing expert organisations. We also discussed the role of work culture in driving change and how the “Listen and You Will Be Heard” management principle fosters the courage needed to embrace change. Key Takeaways Scepticism misunderstood Critical thinking and analytical reasoning are hallmarks of expert organisations, often misinterpreted as resistance to change. Rather than reflecting resistance to change, they represent a built-in skepticism essential for thoughtful evaluation and decision-making. The permanence challenge Culturally, expert work often conveys a sense of permanence. Overcoming this requires deliberate, sustained effort to cultivate thought and behaviour patterns that encourage renewal. People growth in focus A people-centric leader focuses on everyday interactions, recognising that people—not processes or tools—drive solutions and results. After all, it is people who create the solutions that deliver results. The goal of a people-oriented leader is clear and timeless: “People today work better than they did yesterday.” Their continuous development manifests in four areas: how they discuss issues, how they address challenges, how they resolve conflicts, and how they follow up on progress. Listening to the undercurrents The deep undercurrents of a company can only be understood by engaging in conversations and listening without a personal agenda. It is essential to understand how individuals feel while working in this organisation and what the prevailing mindset is. The inputs to change The change plan is influenced by three inputs: the collective mindset, outcome capacity, and shareholders’ strategy. It consists of two levels: Culture and identity building, and strategic choices related to geographic markets, categories, and segments. Building culture is the most challenging aspect. Culture shifting moments Culture building requires shared moments where the future is discussed. Established group dynamics must be changed, and new perspectives and ideas need to be introduced. It is essential to help people recognise alternative approaches. Fear of alternatives Most people strive to do their job well, approaching it with seriousness and passion. However, presenting new alternatives is often misinterpreted as criticism of familiar ways rather than an opportunity to explore whether they could be improved.This set-up, often seen as a critique of one’s work or expertise, can evoke fear. Listen to be heard The best way to address people’s fears is to listen to them. Listening is a fundamental requirement for being heard as a leader. Change is energy Behavior change always takes time. It is gradualle reflected in several areas: How we talk about issues; whether our attitude toward the future is more optimistic; if we recognise our undeniable strengths and trust in them; whether we dare to be open to an uncertain future; if we approach progress with courage instead of fear; and whether our energy levels are higher and our posture is improved. Delicate balance between assertiveness and empathy Leaders often face the dilemma of whether to be “tough first, nice later,” or vice versa. The prevailing wisdom typically leans toward starting tough. However, in practice, the most effective approach is likely a balance of both, though it remains one of the most challenging methods to implement. A leader must understand how the company’s culture influences people’s reactions to changes and decisions that deviate from their familiar ways of working. Only through concrete change situations and potential crises can a leader truly assess the organisation’s adaptability and resilience.   Muutos alkaa kun pelko korvautuu rohkeudella Asiantuntijaorganisaatiolle tyypillisiä piirteitä ovat korkea koulutustaso, vahva yksilön asiantuntemus sekä tutkimukseen ja innovaatioihin suuntautuminen. Asiantuntijat arvostavat korkeaa autonomiaa, pyrkivät jatkuvaan ammatilliseen kasvuun ja hakeutuvat merkityksellisiin projekteihin. Asiantuntijaorganisaatioihin liittyy myös vahva ristiriita. Asiantuntijuuteen sisäänrakennettu tarve kehittyä koskee omaa ammatillista kehitystä, ja näin ollen kiinnostus ei aina ulotu itselle uusiin tai tuntemattomiin asioihin, tai organisaatiotasoiseen kehittämiseen. Asiatuntijajoukkoja johtavan täytyy näin ollen varmistaa, että työntekijöiden henkilökohtaiset tavoitteet ovat linjassa organisaation strategisten tavoitteiden kanssa. Se on usein jatkuvaa tasapainoilua resurssien jakamisen, asiantuntijoiden vapauden ja yhtiön kokonaisedun kanssa. Jos rohkeutta ei ole olemassa ilman pelkoa, niin onko muutostilanteissa asiantuntijaorganisaation johtajan tärkein tehtävä saada ihmiset, ja organisaatio, ymmärtämään ja voittamaan pelkonsa? Jos on, niin miten kuinka se tehdään? Vieraamme Mika Toikka on kokenut asiantuntijatiimien ja -organisaatioiden johtaja ja kehittäjä. Keskustelimme Mikan kanssa miksi asiantuntijat tulevat muutostilanteissa usein perusteetta väärinymmärretyiksi, mikä tekee asiantuntojaorganisaatioiden kehittämisestä hetkittäin haastavaa, mikä on työkulttuurin rooli niiden kehittämisessä ja kuinka “Kuuntele niin tulet kuulluksi” johtamisen periaate auttaa tarvittavan muutosrohkeuden rakentamiseen. Poiminnot Väärinymmärretty skeptisyys Kriittinen ajattelu ja analyyttinen päättelykyky ovat asiantuntiaorgamisaatioiden tavaramerkki, joka tulkitaan usein väärin. Kysymys on sisäänrakennetusta skeptisyydestä, ei muutosvastarinnasta. Pysyvyyshaaste Kulttuurin näkökulmasta tarkasteltuna asiantuntijatyöhön liittyy pysyvyyden elementti. Uudistumista tukevien ajattelu- ja käyttäytymismallien rakentamiseksi on tehtävä aktiivisesti ja paljon töitä. Ihmisten kasvu keskiössä Ihmiskeskeinen johtaja inspiroituu arjen tilanteista, joissa johdetaan ihmisiä, ei pelkästään asioita. Ihmiskeskeisen johtajan maali on selkeä mutta ikuinen: “Ihmiset tänään tekevät töitä paremmin kuin eilen”. Jatkuva kehitys ilmenee neljällä osa-alueella: Miten asioista puhutaan; Miten tekemiseen tartutaan; Miten ongelmiin puututaan ja Miten asioita seurataan. Kuuntele pohjavirtauksia Yrityksen syvät pohjavirtaukset ja kuinka se vaikuttaa ihmisiin, ymmärtää vasta kun menee keskusteluihin kuuntelemaan ilman omaa agendaa. Olennaista on ymmärtää, miltä ihmisistä tuntuu kun he tekevät töitä tässä organisaatiossa ja mikä yleinen vallitseva mielentila (mindset) on. Muutossyötteet Muutossuunnitelmaan vaikuttaa kolme syötettä: Kollektiivinen mielentila, tuloksentekokyky ja omistajan tahtotila. Siinä on kaksi tasoa: Kulttuurin, eli toiminnallisen identiteetin kehittäminen ja strategiset valinnat esimerkiksi maantieteellisestä markkinasta, kategorioista ja segmenteistä. Kulttuurin kehittäminen on se vaikein asia. Sen rinnalla moni muu asia muutoksessa on melko suoraviivaista. Muuttavat hetket Kulttuurin kehittäminen edellyttää yhdessäoloa ja huomisesta keskustelua. On muutettava vakiintunutta ryhmädynamiikkaa. On esitettävä uusia näkökulmia ja ideoita. On saatava ihmiset näkemään vaihtoehtoisia tapoja. Vaihtoehtojen pelko Suurin osa ihmisistä haluavat tehdä työnsä hyvin; he suhtautuvat siihen vakavasti ja intohimoisesti. Uusien vaihtoehtojen esittäminen tulkitaan usein väärin, siten että työ olisi tehty huonosti sen sijaan, että pohdittaisiin, voisiko sen tehdä entistä paremmin. Tämä omaan työn ja asiantuntemuksen kritiikiksi koettu asetelma herättää pelkoa. Kuuntele tullaksesi kuulluksi Paras tapa voittaa ihmisten pelot on kuunnella heitä. Kuuntelu on perusedellytys sille, jotta itse tulee johtajana kuulluksi. Muutos on energiaa Käyttäytymisen muutos tapahtuu aina hitaasti. Se näkyy usealla eri alueella: Miten puhutaan asioista; Onko suhtautuminen huomiseen optimistisempi; Tiedämmekö kiistattomat vahvuutemme ja luotammeko niihin; Uskallammeko olla avoimia epävarmalle tulevalle, Suhtaudummeko kehitykseen rohkeudella pelon sijaan; Onko energiatasomme korkeampi ja ryhtimme parempi. Ollapa jämäkkä ja empaattinen “First tough and then nice” vai jtoisinpäin on johtamisen ikuisuuskysymys, johon yleensä vastataan “first tough, then nice”. Käytännössä näiden yhdistelmä on todennäköisesti toimivin, mutta jälleen kerran se haastavin toimintatapa. Johtajalle on keskeistä ymmärtää, miten yrityksen kulttuuri saa ihmiset reagoimaan muutoksiin ja päätöksiin, jotka poikkeavat totutusta. Vasta konkreettiset muutostilanteet ja mahdolliset kriisit antavat todellisen tuntuman organisaatioon ja sen muutoskyvykkyyteen ja resilienssiin. About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post Change starts where fear ends and courage begins appeared first on An execution capability company.

Yesterday’s best practices are often today’s slow-downs and tomorrow’s obstacles. The familiar past makes us feel safe, but letting go of it is one of the hardest things for people to do, even when it no longer serves their own or their employer’s best interests. The language of this episode is Finnish. Read the article in Finnish. One of the most challenging questions for leaders is how to help people let go of the familiar and embrace something new, while also engaging the whole organisation in this process. Our guest, Riikka Kämppi, describes herself as an entrepreneurial do-gooder and an impatient leader, for whom focusing on things comes more naturally than leading people. She says that she has learned the importance of people-centred leadership the hard way. Riikka took on the role of CEO at the think tank Libera in the autumn of 2024. We spoke with Riikka about the role of culture in building a more competitive Finland, her own leadership journey, and the aspects of Finnish societal and work cultures that are currently holding us back as a nation, as companies, and as individuals. Key Takeaways Think Tanks and culture Think tanks serve as catalysts for new ideas, driving cultural renewal and sparking important societal and business conversations. Culture plays a pivotal role in driving this process. The unwritten rules Work culture is built on unwritten, often unspoken rules. These rules shape the thinking and actions of individuals, driven by economic, social, and psychological factors. They also act as subtle forces that influence behaviour. Layers of collective experiences Culture is like layers of sediment, built over time through experiences, decisions, and shared moments. This ‘cultural memory stack’ forms a collective identity, guiding group thinking and action. It tells us what is valued, what’s right, and what’s wrong. Culture, ideas and creativity An individual’s identity, shaped by their culture, influences the ideas they generate. Work culture, often operating on autopilot, determines how these ideas are received. The more static the culture, the more conservative the ideas. Crises drive change Crises force people out of their comfort zones, triggering rapid and sometimes uncontrollable shifts in culture. Leaders who frame situations as crises can catalyse a sense of urgency and encourage transformation, guiding people toward new ways of thinking and behaving. Lead for speed In the absence of crises or proactive culture management, cultural shifts are slow and often imperceptible. External factors influence our thinking and behaviour far more than we realise, subtly shaping culture over time. The original sins of Finnish culture Finnish business leaders are profoundly shaped by the broader Finnish culture. Many of the core beliefs, values, and practices they follow today trace back to bygone eras. Prevailing cultural patterns such as excessive caution, perfectionism, undervaluing effort, and envy, hinder the ability to embrace change. Entrepreneurship and elation Finnish culture must redefine concepts like entrepreneurship and the role of an employee. It’s crucial to foster entrepreneurial skills throughout society and cultivate collective pride in Finnish achievements—across business, culture, and sports—rather than allowing envy to undermine progress. People, action and structures Building an entrepreneurial Finland requires bold new ideas and essential structural reforms. Changes to taxation and labour market flexibility are key. We must create an environment that attracts and retains talent, both local and foreign. The human example In business, cultural transformation occurs one company at a time. Leaders must model the changes they wish to see in others. Change is emotionally challenging for most of the workforce, and strong, human-centric leadership is essential to guiding them through this process. Culture is a core competence Human-centric leadership and systematic culture-building are essential competencies for the future. These skills shape the everyday lives of leaders and their teams in the following ways: CEO’s ROLE: Empower individuals and unlock their potential to drive success and achieve strategic objectives. SITUATION ANALYSIS: Start by clearly understanding and communicating the current situation. Help people identify both existing strengths and unproductive, previously unchallenged thought and behavioural patterns. This process is ongoing, aimed at deeply embedding the reasons for change and the learning of new habits until they become second nature. STRATEGY: Strategy is about letting go of outdated ideas, not just embracing new ones. Saying ‘no’ is as important as saying ‘yes. RELATIONSHIPS: Take the time to understand your colleagues—their needs and how they operate. A human-centric leader adapts their approach to the individual, not the other way around. EMOTIONAL INTELLIGENCE: Use emotional intelligence to build a foundation of trust, enabling difficult conversations, and viewing failure as an essential part of the process, without fear of betrayal by colleagues. PLAN: See plans as guides, not rigid blueprints with a set outcome. The end result will almost always differ from your initial vision. DECISIONS: Accept that some decisions will be wrong. Perfectionism in decision-making is costly, both mentally and financially. COLLECTIVE INTELLIGENCE: Recognise your strengths and limits. Don’t pretend to know more than you do—delegate to tap into collective expertise and experience. Kun eilisen käytännöt muuttuvat tulevaisuuden esteiksi Eilisen hyvät käytännöt ovat usein tämän päivän hidasteita ja tulevaisuuden esteitä. Tuttu on turvallista ja turvallisesta irti päästäminen on yksi vaikeimmista asioista ihmisille siitäkin huolimatta, että ne eivät enää palvelisi heitä itseään tai heidän työnantajiaan. Yksi johtamisen vaikeimmista kysymyksistä on kuinka saada ihmiset luopumaan tutusta ja oppimaan uutta ja kuinka valjastaa koko organisaation tähän prosessiin. Vieraamme Riikka Kämppi pitää itseään yrittäjähenkisenä maailmanparantajana ja luonnostaan kärsimättömänä asiajohtajana. Hän on oppinut ihmiskeskeisen johtajuuden tärkeyden kantapään kautta. Riikka aloitti ajatuspaja Liberan toimitusjohtajana syksyllä 2024. Keskustelimme Riikan kanssa kulttuurin roolista kilpailukykyisen Suomen rakentamisessa, Riikan omasta johtajuuden matkasta sekä niistä suomalaisten kulttuurin ja yrityskulttuurin piirteistä, jotka tällä hetkellä toimivat tarvittavaa uudistumista vastaan. Poiminnot Ajatuspajat ja kulttuuri Ajatuspajojen tehtävä on synnyttää uusia ideoita uudistumisen polttoaineeksi ja keskustelun käynnistäjäksi. Kulttuuria ja yhteiskunnan ja yritysten uudistumiskykyä ei voi erottaa toisistaan. Kirjoittamattomat säännöt Kulttuuri on pohjimmiltaan joukko kirjoittamattomia, usein puhumattomia sääntöjä, jotka ohjaavat sen piiriin kuuluvien ihmisten ajattelua ja toimintaa. Kulttuuri on myös ryhmäpainetta. Kollektiivisten kokemusten kerrokset Puhumaton maailma syntyy kuin sedimentti. Menneet vuodet, kohdatut ongelmat, tehdyt päätökset ja jaetut kokemukset tuottavat ryhmän ajattelua ja toimintaa ohjaavia kerroksia. Kerrokset yhteenlaskettuna muodostavat toiminnallisen identiteetin eli käsityksen siitä, mikä on arvostettua, oikein, sopimatonta ja väärin. Kulttuuri, ideat ja luovuus Ihmisten oma identiteetti yhdistettynä heitä ympäröivään kulttuuriin vaikuttaa heidän tuottamien ideoiden sisältöön. Ryhmän kulttuuri autopilotinomaisesti päättää ryhmän puolesta miten uudet ideat otetaan vastaan. Mitä vähemmän kulttuuria ravistetaan, sitä säilyttävämmäksi muuttuvat siitä kumpuavat ideat. Kriisit muutoksen sysääjinä Kriisit herättävät ihmiset totutuista ja turvallisista rutiineista ja ajavat usein nopeaan ja tietyissä tilanteissa hallitsemattomaan kulttuurimuutokseen. Tietoinen kriisiyttäminen onkin ollut yksi perinteisten johtajien käyttämistä keinoista saada ihmiset hyväksymään uudet tavat. Johtamalla nopeutta Ilman kriisejä, tai ilman kulttuurin aktiivista johtamista, kulttuurin kehittyminen tapahtuu hitaasti ja usein miltei huomaamattomasti. Ulkopuolinen maailma vaikuttaa ajatteluumme ja toimintaamme vaivihkaa; enemmän kuin mitä aktiivisesti tunnistamme. Suomalaisen kulttuurin perisynnit Suomalaisten johtajien arjen värittää heitä ympäröivä suomalainen kulttuuri. Sen ytimessä olevat uskomukset, arvot ja käytännöt ovat syntyneet hyvin erilaisessa toimintaympäristössä kuin missä nyt elämme. Identiteettimme ytimessä on varovaisuus, perfektionismi, yrittämisen aliarvostaminen ja kateus, jotka kaikki ovat muutoskyvykkyyteemme haitallisesti vaikuttavia ominaisuuksia. Yrittäjyys ja onnistuminen kunniaan Suomalainen kulttuuri tarvitsee uuden sisällön rakentamista yrittäjä- ja työntekijä -käsitteille ja yrittäjätaitojen opettamisen kaikille. Tarvitsemme kollektiivista ylpeyttä suomalaisten menestyksestä eri areenoilla kateuden sijaan. Ajattelu, toiminta ja rakenteet Yrittäjähenkisen Suomen rakentamista ei voi jättää ihmisten varaan. Verotuksella ja työmarkkinoiden joustavuudella on aivan kriittinen rooli kilpailukykyisen Suomen ja suomalaisten yritysten rakentamisessa. Suomen, joka motivoi lahjakkaita suomalaisia jäämään ja ulkomaalaisia huippuosaajia pysymään. Inhimillinen esimerkki Uudella tavalla ajatteleva ja toimiva Suomi rakennetaan yksi yritys kerrallaan. Yksittäisen johtajan rooli ja omalla esimerkillä johtaminen ovat keskeisessä asemassa, koska totutusta luopuminen ja uuden oppiminen on valtaosalle ihmisistä vaikea paikka ja emotionaalisesti vaikeasti käsiteltävä asia. Vahva ihmisjohtajuus on avainasemassa. Kulttuuri on ydinkompetenssi Systemaattinen kulttuurin rakentaminen on välttämätön tulevaisuuden taito. Se vaikuttaa johtajien arkeen monella tapaa, kuten: ROOLI: Toimitusjohtajan rooli on palveluammatti, jonka tavoitteena on vapauttaa ihmisten potentiaali tavoitteiden saavuttamiseksi. TILANNEKUVA: Johda todellisuuskuvalla, jonka avulla ihmiset tunnistavat edelleen relevantit vahvuudet tai haitalliset ja poisopittavat ajattelu-ja käyttäytymismallit. Tämä on jatkuvaa toimintaa ja vaatii toistoa, jotta perustelut muutokselle ja uudet tavat menevät selkäytimeen. STRATEGIA: Strategiatyössä ja sen toimeenpanossa sanan EI käyttäminen on olennaista. Strategia on vähintään yhtä paljon luopumista kuin uuden aloittamista. IHMISSUHTEET: Opi tuntemaan kollegasi; heidän tarpeensa ja ”käyttöliittymänsä”. Ihmiskeskeinen johtaja ei odota kaikkien sopeutuvan hänen johtamistyyliin, vaan hän aina tarvittaessa sopeuttaa omaa johtamista. TUNNEÄLY: Käytä tunneälyä ja rakenna sen avulla luottamuspohja, joka tekee mahdolliseksi vaikeat keskustelut ja näkee epäonnistumiset olennaisena pelin osana ilman selkään puukottamisen pelkoa. SUUNNITELMA: Määritä suunnitelmien päätehtäväksi saada organisaatio hallitusti liikkeelle ja reagoida matkan varrella vastaan tuleviin ongelmiin. Lopputulos ei koskaan tule olemaan se, mitä matkan alkuvaiheessa kuvittelit. PÄÄTÖKSET: Hyväksy, että osa päätöksistä tulee varmasti olemaan huonoja. Usko, että jokainen päätös on hyvä, tulee pitkässä juoksussa sekä henkisesti että taloudellisesti kalliiksi. KOLLEKTIIVINEN ÄLY: Paras tapa vapauttaa työntekijöiden potentiaali ja energia on tunnistaa omat vahvuutesi ja delegoida loput kollegoillesi. Älä tapa heidän innostustaan teeskentelemällä tietäväsi enemmän kuin tosiasiassa tiedät. About the author ADVISOR, STRATEGY AND CULTURE Tintti Sarola Tintti Sarola is a strategist, transformation lead, and culture expert who believes the journey defines the outcome. With a background as a national team-level dressage rider and a track record of podium finishes up to the European Championship level, she brings the same intensity, focus, and commitment to business as she once brought to elite sport. Her career spans law, tech, strategy, and transformation – from her early days in contract law and IPR to leading digital transformation, business development, and culture-powered change initiatives. Tintti has helped build successful start-ups, scale family-run businesses, and reshape how established organisations think, behave, and operate. She specialises in helping leadership teams rewire how they work – aligning strategy with behaviour, shifting entrenched patterns, and building the human systems that make change stick. Sharp on strategy and fluent in human dynamics, Tintti is known for cutting through noise, connecting the dots, and helping companies move – fast and together. Stay in touch Subscribe to our newsletter SUBSCRIBE The post When yesterday’s practices stand in the way of tomorrow appeared first on An execution capability company.