Sean: Is there any other roadblock why we see so many companies being lazy?

Brett: The main reason CEOs and leaders don't do this properly is because they don't know how. The majority of leaders want to build a strong, functional culture. They don't want a weak, dysfunctional culture you know. But it's, "we are busy". You know, "we're fighting fires, we're hiring more people, we're scaling the business, somebody left, we got to hire somebody new," et cetera, et cetera, et cetera. And that's hard enough as it is. Now here comes Brett Putter and says "you're being lazy" and you go, "who the hell do you think you are Brett Putter?"

"You know, I'm not being lazy. I'm working. 24 hours a day, seven days a week, you know, go away in a different language." And actually it's because leaders just don't know how to do it. So there are, there are basically five types of - if I believe the leadership archetypes that I've defined, the first one is the culture agnostic CEO doesn't care, not interested just going to run their business through the force of nature that they are.

And I think that working in an office based environment is a little bit more micromanagement, little bit more controlling, but micromanagement in a remote environment is completely destructive. Burnout, mentally health issues are coming down the line if you are a micromanager and you don't adapt. So there's the culture agnostic CEO.

The second type of CEO is the tick box CEO. They define their values and the mission and they, you know, they define this - their vision and do that, tick the box and forget about it. Nothing changes.

Then there is the toe in the water CEO, and that CEO defines their values, their missions, and their vision. And tries to do some things, tries to embed it, tries to reward and recognize against it, but doesn't know what to do next, all that fails. And it feels they understand how important culture is, but they just don't know what to do next.

The fourth type of CEO is the culture aware CEO. They understand it. They've been lucky enough to work with another company that really has demonstrated to them how important it is. They learn from that, or they have this natural instinct around it and they define their culture. They do a decent job of embedding their culture, but they always want to do more.

The fifth type is a new type that's happened because of the pandemic, which is what I call the lazy in inverted commas CEO, who's now realizing, "Oh, my word, what do I do now? Because my culture is degrading. I realize that I should have done more. Too bad. Now I have to do something about it. What do I do?" And they are still slightly stuck in living the culture of the past and they are trying to replicate a lot of the culture of the boss. And it's not landing. So those are the five types and it's a little bit unfair of me to call a CEO 'lazy,' but they were lazy when it comes to really working on the one sustainable competitive advantage that they have complete control over.

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