Culture Catalysts: How True Believers Drive Company Performance
When modern leadership books emphasize the importance of building a strong workplace culture, there is one key factor that is often overlooked — the impact of what I call true believers. True believers are employees that not only excel in job performance but passionately buy into the company’s culture and mission. If you’re lucky enough to work with a true believer at some point in your career, you’ll quickly recognize the outsized impact they can have on the success and culture of a company.
True believers are engaged, and productive, and tend to stay with the company long-term. When companies actively seek and hire employees who align with their culture and mission, they build a more cohesive and effective team. The impact of a true believer on job performance is many times more than an employee who is merely there to do the job and collect a paycheck.
True believers rally others behind their enthusiasm, both colleagues and customers, by conveying the mission with authenticity. They are instrumental in creating a positive and supportive work environment that drives company culture forward. True believers are the ones that generate ideas to improve without being asked. They take part in group exercises and provide feedback. They look beyond the box of their role and instead of saying “this is what I do” they suggest “We can do this better.” That’s why when a true believer leaves the company, the impact is felt much more than when an average employee departs.
It may take time for the full impact of a true believer’s departure to sink in. It is not uncommon for colleagues to refer to the role by the true believer’s name for an extended period after their departure, as their impact on the company is that significant. When you hear something like “We need to hire another Bridget” instead of “We need to hire a new project manager”, it’s often a sign that you’ve lost both a competent performer and a true believer.
Southwest Airlines is a prime example of a company that has successfully harnessed the power of true believers. The airline’s founder, Herb Kelleher, famously created a company culture that celebrated individuality, humor, and a love of flying. This culture was embraced by employees who became known as “Southwest Warriors” or “Southwest Family.” As a result, Southwest Airlines became known for its exceptional customer service and high employee morale, leading to a successful business model.
However, recent events have shown the negative impact of losing this core believer culture. Southwest Airlines faced heavy Christmas delays in 2022, which were attributed to staffing shortages and low investment in the modernization of technology. Many have speculated that losing the company’s core believer culture may have played a role in the staffing shortages, as loyal employees may have left because of changes in company culture and treatment of employees. This serves as a reminder of the importance of maintaining a strong and authentic company culture, and the value of true believers in a company’s success.
While there are plenty of valid reasons for true believers to leave a company, far too often when one leaves, it is because the company failed that person. Whether in compensation, recognition, supporting growth opportunities, or other areas, the culture failed them. That loss may not be recognized or felt in the short term, but the failure to recognize their contribution will eventually erode the company’s value and culture.
I’ve been fortunate enough to work with several true believers over the years, and their impact on the teams and companies I’ve been a part of has been undeniable. One standout example was a team I worked on for several years that was made up entirely of true believers. We were all passionate about our work, committed to the company’s mission, and eager to collaborate and innovate. That time felt like a golden age, and though we may no longer work together, we still refer to it as Camelot. Each member of the group left a lasting impression on me, and I can still vividly recall the specific ways they contributed to our team’s success. These personal experiences have only reinforced my belief in the importance of true believers and the need for companies to recognize, support, and retain them to shape a successful and positive culture.
In short, it’s crucial for companies to recognize and acknowledge the importance of true believers and take steps to support them. This includes providing ample opportunities for growth, recognition, and a path toward leadership roles. The value of true believers cannot be overstated, and their impact is instrumental in shaping the success and culture of a company.
Though I don’t want to name specific people for fear of leaving out even one of the many top performers I’ve worked with over the year, there are a few people that inspired this article. If you were a member of the “Camelot” team, or your initials are B.C., B.L., E.C., or most recently C.C. know that you have made a huge impact and I’m thankful for the chance to work with each and every one of you.
