These methods should be used by companies regardless of the stage of growth. During periods of rapid growth they should be used daily. The first is to acknowledge people based on the facts and tell them how they made a difference for a customer, a colleague or the company. When you only offer compliments, people tend to not internalize the positive feedback because they know it's just your opinion. However with a fact based acknowledgment that specifies how they made a difference, people will sit up straighter, take more ownership and initiative and remain loyal to the company. The second method is to communicate and negotiate expectations clearly, concisely and continually. This sets people up for success in advance. People want to be successful at work so please give them the details and deadlines they need. Once you have established the expectations it's important to use this third method. I call these "interim checkpoints". Instead of waiting until the due date has come and gone wait only a few hours after your meeting to negotiate expectations. Circle back and ask questions. For example, "now that you've had a few hours to think about this project do you have any concerns? Do you anticipate any obstacles I can help remove?" People most want to be successful at work. Help them by engaging them consistently and effectively. The next day circle back early and ask, "Are you on track to meet our first deadline tomorrow at 3 pm?" Or, "what can I do to help ensure you can meet our first deadline tomorrow?" This ensures they are clear that you are committed to their success and the deadlines. All of these can be used with all your direct reports on a daily basis. You might want to push back and, say "if I engage them them at these levels I won't be able to get my work done." However, during periods of rapid growth this is your work. If you are in a leadership role you should not waste the company's time and resources acting in your comfort zone as if you are still an individual contributor. By engaging, encouraging, and empowering your people you are unlocking the secrets to organic growth.
I turn up the heat in a few areas when we are pushing through growth or change initiatives. The first is ensuring we are clear on the MVVs - that is the Mission, the Vision and the core Values of the organization. It's a great time to bring these phrases and list out, dust them off (but try not to let them get dusty in the first place), and tie them to every single role. These are moments to 'rally the troops' if you will. As a leader, if we talk about why we exist, who we are serving, and how each role has an impact, we can put a surge of energy back into our business. The second step is to focus on connection. When we are pushing hard, we tend to keep our heads down and many times forget about the people to our right and to our left. This means we are likely tripping over each other to get to the finish line. I recommend putting intentional connection time in place, whether those are touch base calls, meetings, IMs, or whatever makes sense in your business to keep each other in the loop and remind ourselves we are working with other smart, capable people who are carrying the load with us.
During a period of rapid growth at my tech company, we focused on enhancing open communication to maintain our culture. We created a weekly "Ask Me Anything" session where leadership addressed employee questions in real time. This helped build trust and kept everyone aligned during fast changes. For example, when we launched a new product line, frontline teams shared feedback that improved processes we hadn't considered. Giving employees a voice made them feel valued and strengthened our teamwork. Clear communication and genuine listening kept our culture intact while navigating the challenges of scaling up.
My company's approach to maintaining a strong culture during rapid growth has been to emphasize the importance of proactive connection and inclusivity culture. In fast-growth companies, it can be easy for employees to feel disconnected, or for original cultural values to become lost in the hustle and bustle. To avoid this, I established structured programs and practices that kept everyone aligned and engaged. To give another example, I introduced cross-departmental mentorships, allowing new hires to engage with long-standing employees on both a personal and professional level. This built a sense of community and gave employees the opportunity to learn from one another and demonstrate our values in their day-to-day lives. It also helped break down silos that can develop during rapid growth and ensured that everyone felt like part of some team. A second strategy I implemented was to make recognition programs formal to celebrate employee contributions that wrote to our core values. Whether via peer-nominated awards or shout-outs in leadership meetings, acknowledging when people are actively embodying the culture helped build buy-in and reinforce its importance across the organization. This practice ensured that our values were alive and visible in the midst of change, proving to employees that culture is not just talk, it's shown in practice. For transparency, I conducted regular company-wide meetings, during which leadership provided updates on the growth process, fielded employee inquiries and re-emphasized the importance of culture in our success. These meetings provided an opportunity to address concerns head-on and preserve confidence when steering through change. The lesson for me is that culture needs to be managed and nurtured actively during times of rapid growth. It's not sufficient to just hope that it will continue on its own. If you create connection, acknowledge values-driven actions, and communicate openly, your culture will be all the stronger as your organization grows. For other leaders, I suggest concentrating on systems that promote engagement and alignment while remaining grounded in your company's core principles.
One approach that has been really pivotal for us in keeping a strong culture during fast-paced change is really zeroing in on our core values. As a company, we spent a lot of time early on defining the principles that guide us-things like embracing challenges, acting with integrity, and putting people first. But it's one thing to have values on paper, and it's another thing to live them day to day. Especially in times of major growth or disruption, it can be all too easy to get caught up in the chaos and let those fundamentals slip. And as a CEO, I've worked very hard to ensure our values remain top of mind, regardless of what comes our way. That begins with me modeling them in every decision and interaction. But it also means empowering our entire team to do the same. We regularly highlight examples of employees who embody our values. We weave them into everything from onboarding to performance reviews. And crucially, we celebrate and reward people not just for what they achieve, but how they achieve it. By making our values a constant reference point-a North Star that guides us through change and complexity-we reinforce the behaviors and mindsets that define who we are as an organization. And that, in turn, helps preserve the essence of our culture even as we evolve. The key is that a strong culture is not something you just set and forget. It's a daily practice, a shared commitment you have to actively nurture. When you do that, you build resilience to navigate twists and turns. Because your culture becomes your anchor-keeping you steady and true to yourself in the midst of transformation.
One approach I've taken to maintain a strong company culture during rapid growth is ensuring that the company's core values are deeply integrated into every aspect of the business. When I was scaling my telecommunications company, the rapid addition of employees threatened to dilute the culture we had worked so hard to build. To counter this, I established a "Culture Integration Program" that involved onboarding sessions, regular workshops, and open forums for employees to align with our mission and values. For example, we implemented a mentorship system where longer-serving employees became culture ambassadors, helping new team members embrace our customer-first approach and innovative mindset. This program wasn't just lip service, it created a sense of belonging and accountability among all staff, no matter how quickly we grew. My experience as a business coach and entrepreneur with an MBA in finance allowed me to identify the pitfalls of rapid scaling, particularly around team cohesion and communication. Drawing on insights from the 675 entrepreneurs I studied, I recognized that culture isn't built from a policy, it's reinforced through leadership and everyday actions. I made it a point to be visible and approachable as a leader, holding quarterly Q&A sessions where employees could voice concerns or suggest improvements. The result was a workforce that not only adapted to change but thrived in it, with employee retention and productivity metrics improving by over 20 percent during a two-year growth phase.
Driving clear and consistent messaging that reinforces our core values is one approach I've used to instill a strong company culture and successfully navigate rapid growth. When a company is growing at a rapid pace it is very easy for teams to be left in the dark or a sense that they are out of touch with the bigger picture. To avoid that I try to always keep alignment in the company by explaining our mission, vision and values in a way everyone understands and believes. When we recently went through a period of growth, I made the decision to hold regular town hall meetings where I could share updates with the entire team on progress, challenges and wins. These sessions provided not only information but also reinforced our culture and included stories and examples of how people demonstrated our values in their roles. This practice kept everyone grounded in our purpose and confident that their contributions mattered. Another crucial strategy was investing in leadership training for managers across all tiers of the organization. When companies grow rapidly, new challenges often come up for leaders, and I wanted to make sure they were prepared to foster and model our culture and sustain its benefits over time. We equipped managers with these tools and training to help them understand the importance of empathy, communication, and team building that helped them connect with their teams, address concerns early, and empower people to do their best work. I facilitated cross-functional collaboration through team projects as well as casual meetups. This helped eliminate silos, and allowed employees to build relationships with colleagues they might not otherwise work with. These connections became important to our sense of community, despite the growing organization. What I learned is that when you grow, keeping culture takes intent and action. All are vital all communication, leadership development and opportunities to connect. For leaders who may be struggling with the same issues, I advise regularly communicating your values in all your decisions and practicing openness with employees to feel like they are heard, valued and appreciated. When your team is connected to the company's purpose and to one another, you're able to scale and grow without sacrificing the culture that differentiates your organization.
To cultivate a healthy company culture during fast growth, one strategy I've relied on is emphasizing consistent communication and continual reinforcement of core values through each step of the expansion process. But with growth comes new challenges, such as rapid-onboarding of new employees and developing process over time. In our efforts to preserve our culture, I devote my time towards ensuring that our values and mission are front and center of everything we do. For example, in my previous company, we were growing very quickly, and I created an onboarding process aligned with our values. New hires didn't merely learn job-specific skills. They were walked through our company's story, its mission and the principles that guide everything we do. Using real examples, we illustrated how these values guide decision making and interactions at all levels of the organization. This philosophy provided clarity that culture is a top priority even during periods of hyper-growth. I also initiated regular "culture check-ins" with employees to solicit feedback and respond to concerns in real-time. These meetings provided a forum for open conversation, encouraging members of the p-team to share what was working and what wasn't as we grew. That feedback helped us adapt practices so that the growth strategies aligned with the company's cultural underpinnings. One of the most effective steps taken was staying transparent. I hosted regular town hall meetings to inform employees of changes, challenges, and goals. Being transparent about the "why" behind decisions and including the team in the process helped us establish trust and solidify feeling that every employee was an integral part of our journey. To business leaders experiencing rapid growth, I suggest embedding culture into every decision and process. Provide for transparency during times of change, hire for values alignment, and solicit feedback in order to keep employees connected to and invested in the organization. When culture is honored as a pillar of scale, it can grow with the company, resulting in a more engaged and motivated staff.
At ShipTheDeal.com, I discovered that transparency during change is crucial, so I started sharing weekly video updates about our challenges and victories, even the uncomfortable ones. When we shifted to remote work last year, these honest conversations helped maintain trust and actually improved team engagement, as people felt more invested in our shared journey.
In navigating rapid growth at Rocket Alumni Solutions, I found that leveraging reverse selling in our B2B operations was key. By inviting school administrators to workshops to discuss their alumni engagement challenges, we benefited from direct insights while building trust. This approach wasn't just about winning clients; it helped us foster a culture of listening and learning, critical as we scaled from a high school project to a 500-school client base. Another vital strategy was amplifying team cohesion through employee-led initiatives. We launched wellness programs where team members could lead activities like yoga or mindfulness workshops. This encouraged ownership, built a stronger team culture, and was crucial in maintaining morale as we expanded our operations and adjusted to new market demands. Finally, maintaining transparency through open communication was essential. Regular updates on company goals and challenges ensured everyone felt informed and part of the decision-making process. This openness built a supportive environment, which was crucial when I transitioned from investment banking to full-time entrepreneurship.
An effective approach that I have adopted to ensure that the company culture is not lost in the process of rapid growth is hiring for cultural fit. During our expansion, I realized that bringing new team members into the organization was critical in keeping the culture that had been established. This means that one has to be very involved in the recruitment process and ensure that people not only have the required skills but also resonate with the mission and values of the organization. For instance, in the last growth phase, we introduced a formal interview process that included cultural fit assessments. We asked specific questions about our values and how they would embody them in their work. This helped us select individuals who would thrive in our environment but also reinforced the importance of our culture to existing employees. Through focusing on cultural alignment in hiring, we were able to keep a coherent and motivated team, even while scaling very fast. This helped us have a sense of belonging and commitment from employees, which is very important for keeping the positive workplace culture alive when changes are happening.
How Weekly Meetings Strengthen Our Company Culture As the founder of a legal process outsourcing company, maintaining a strong company culture during rapid growth has been essential, and one approach that has worked exceptionally well for us is fostering open communication through regular "all-hands" meetings. When we began to scale and add new team members, it became more challenging to keep everyone aligned with our core values and vision. So, I initiated weekly virtual meetings where the entire team-regardless of role or seniority-could join to discuss current projects, challenges, and wins. I also made it a point to share updates about the company's goals and celebrate individual achievements. This transparent, inclusive approach not only helped new hires feel connected to the company's mission but also allowed everyone to contribute their ideas and feedback. Over time, these meetings built a sense of community and ensured that, even as we grew, our company culture remained grounded in collaboration and mutual respect. It's a practice I swear by because it keeps the team united and focused, no matter how much we expand.
During rapid growth, I learned that clear communication and consistent values were vital in maintaining our strong company culture. One approach that worked wonders was creating a "culture champion" team. This group of employees from different roles was responsible for keeping our values alive-whether by arranging team-building events, providing feedback to leadership, or welcoming new hires with our company's ethos. For example, as our company grew, we introduced a mentorship program that pairs seasoned employees with new team members. This strengthened our collaborative spirit and gave newcomers a clear understanding of our operations. It's easy for values to get diluted during growth, but we kept ours thriving by actively investing in them and involving employees at every level. Don't forget your values-make them a living part of your day-to-day operations.
As our company grew quickly, I realized that a strong culture isn't built through rules or big events. I had a conversation with a team member who said, 'It's not just about the work, it's about feeling like we're all in this together.' That really stuck with me and changed how I approached things. Now, I focus on being open with the team-whether it's sharing the challenges we face or celebrating our wins. It's about making sure everyone feels they're part of the journey and has a voice in where we're heading.
To maintain a strong company culture during rapid growth or change, I've found it essential to prioritize open and honest communication. This involves creating a safe space where team members feel encouraged to share their thoughts, concerns, and ideas without fear of judgment. As a leader, it's crucial to listen actively, provide constructive feedback, and acknowledge the efforts of your team. This approach not only fosters trust but also helps to identify and address potential issues early on, ensuring that the company culture remains strong and aligned with its core values. One way I've implemented this approach is by holding regular town hall meetings, where team members can ask questions, share their experiences, and receive updates on the company's vision and goals. I also make it a point to have one-on-one check-ins with team members, providing personalized feedback and guidance. By doing so, I've been able to build strong relationships with my team, drive collaboration, and ensure that everyone is working towards a common objective. This approach has been instrumental in maintaining a positive and productive company culture, even during periods of rapid growth and change.
One approach I've taken to maintain a strong company culture during rapid growth is prioritising consistent communication and shared values. As we expanded, I implemented regular all-hands meetings and smaller team check-ins to ensure everyone stayed aligned on our mission and felt connected despite the changes. We also revisited and reinforced our core values, weaving them into hiring decisions, performance reviews, and team recognition. For example, celebrating employee contributions that embody those values helped preserve the culture we started with, even as the team grew. This focus on communication and values has kept our culture strong and adaptable during times of change.
One approach I've taken to maintain a strong company culture during rapid growth is to focus on consistent, personalized communication with the team. When scaling, it's easy to lose that personal touch, but we've always prioritized staying connected. We do this by hosting regular team check-ins and being transparent about the company's vision and growth plans. We've also kept our core values front and center, ensuring that everyone, from new hires to veterans, feels a sense of purpose and alignment with our mission. It's about fostering an environment where everyone's voice matters, and maintaining a culture of respect, empathy, and collaboration, even as we grow. This approach has helped us keep our team strong, engaged, and excited about what's to come.
During rapid growth, we implemented regular team-building activities and transparent communication channels to ensure everyone felt included. We also prioritized hiring individuals who align with our core values. This approach helped maintain a strong company culture, even as we scaled. The result was enhanced collaboration and a more cohesive, motivated team, contributing to sustained success during a challenging phase of growth.
At McGillicuddy Hospitality we have grown significantly in 2024, serving hospitality clients around the globe while building our team and expanding our capabilities. This growth has not been without challenges, but the one thing that always keeps our company culture alive is our commitment to our values. Through every challenge, we've leaned into authentic open communication, genuine care, and a shared sense of purpose. Our industry is all about empowering people to be their best selves, and that starts in our own office. We genuinely enjoy seeing each other grow and thrive and support each other in every project whether professional or personal. The best thing you can do is care. Remember the little things because that will make your team feel valued and encourage them to achieve more.
One thing that I always make sure of is that my team knows I'm in it with them. We saw pretty significant growth over this year and I was in the fight right along side them. Handling the same things they were, and running at our max capacity. They need to know that their leadership (especially in growth or rapid change) is able to coach, and be a player. In my experience, this builds a stronger culture because although roles are defined, everybody is getting dirty. Another thing that we have done during these times of growth or change, is issued a "BS Bonus" (I'll leave that up to the reader to decipher). When the team has to pick up extra work, or has to deal with our very rapidly changing landscape. They can't retire from it but it's more of a way of saying "I see you, and I know that was brutal". These two approaches have developed a stronger culture for us because the team knows they are seen, and feel validated in the work that is being done.