Building a Healthy, High Performing Culture

Jamie Rogers


Jame Rogers: I get asked about culture a lot, and some companies are struggling to balance creating a culture that prioritises staff retention. And I guess engagement and happiness versus a culture that prioritises high performance, especially in sales. For example, you can get a lot of high-performing people that actually are quite toxic to the culture. Where do you prioritise that? How do you manage your culture to keep high performance but also keep it healthy?

Dustin Figge: That’s also the fascinating thing about start-ups. So, the first employees you hire are almost always potential employees in the sense that they’ve never done that before in most cases. And you need to help them to grow with the organisation. And how can we help them to be successful in the future? Therefore, retention and all of that stuff becomes way more important for this organisation because when you have a turnover of so many employees, you can’t really cope with recruiting and getting more new people into the business.

And at some point, you come to a point where your reputation is going in the wrong direction and closing the circle here with Cologne. It’s such a small ecosystem, and once you have messed up your reputation also on a people side, it will probably get harder to attract the top talents and to win the top talent for your business. So, you also need to be curious about how much pressure do you put on the people. How much time do you invest also as a founder but also manage a team to help employees to cope with everyday challenges we do have in our business.

So a great topic you are actually touching base on. We haven’t found yet the secret formula and probably we will never get to that point. But I think that having the mindset and the attitude to constantly work on this topic, I think that’s the right way going forward and working on that one.