Maxwell Leadership Executive Podcast
Jul 2, 2026 · 25 min · 10 segments
Get the learning guide from today's episode here! In this episode, Chris Goede and Perry Holley explore why culture consistently…
Well, today's topic is probably a phrase you've heard before, culture eats strategy for lunch.
But really, you know what culture is, is the attitudes, behaviors, and, and beliefs of, of your team, of your people, uh, of, of that culture of the organization, and that's how you define it.
Now, there is a, a gap [chuckles] between what leaders or organizations say their culture is versus how maybe their behaviors or how they act that out, and we need to talk about, well, how do we close that gap because I think that's probably one of the most important things as a leader that you can be doing.
And maybe you say, "Well, I can't close the gap organizationally," but I bet you could do it internally with inside your team and your leadership.
but I didn't really get it till I heard John say, uh, that where you're going, your strategy, is not nearly as important as what you're doing, which is your culture.
And then it, and then it really struck me, so I started looking into it, uh, a little deeper and noticed that you can have the most brilliant strategy on the planet, but if your culture doesn't support that strategy and people are, y- you're gonna have a difficult time, that strategy's gonna have a difficult time surviving if people aren't acting in a way.
That would be, um, first of all, how do these behaviors, uh, really shape culture? And then secondly, how do leaders, uh, what do leaders do to shape that behavior? And then how do we intentionally change your culture? And I thought if we can move through that pretty quickly, we'll have s- really something you can work with here to do that.
Well, today's topic is probably a phrase you've heard before, culture eats strategy for lunch.
But really, you know what culture is, is the attitudes, behaviors, and, and beliefs of, of your team, of your people, uh, of, of that culture of the organization, and that's how you define it.
Now, there is a, a gap [chuckles] between what leaders or organizations say their culture is versus how maybe their behaviors or how they act that out, and we need to talk about, well, how do we close that gap because I think that's probably one of the most important things as a leader that you can be doing.
And maybe you say, "Well, I can't close the gap organizationally," but I bet you could do it internally with inside your team and your leadership.
but I didn't really get it till I heard John say, uh, that where you're going, your strategy, is not nearly as important as what you're doing, which is your culture.
And then it, and then it really struck me, so I started looking into it, uh, a little deeper and noticed that you can have the most brilliant strategy on the planet, but if your culture doesn't support that strategy and people are, y- you're gonna have a difficult time, that strategy's gonna have a difficult time surviving if people aren't acting in a way.
That would be, um, first of all, how do these behaviors, uh, really shape culture? And then secondly, how do leaders, uh, what do leaders do to shape that behavior? And then how do we intentionally change your culture? And I thought if we can move through that pretty quickly, we'll have s- really something you can work with here to do that.
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