Oct 31, 2026 · 1 hr 38 min · 10 segments
What if the way you protect your culture decides how far your business can scale? In this episode, **Paul Avins sits down with Andy Green, TEDx speaker, NLP master practitioner and former People…
Paul AvinsHost
So, you joined Pennards, and when you joined it, was it over 100 years old at that point? It was.

And B, was there a pressure that came with kind of when you ended up being custodians of a brand that had been going for that long? Did you feel an element of like, don't mess this up? Was there a part of that?
Yeah, we very much regarded ourselves, we are the current generation of custodians of of the business, of the practice, of that relationship with the community, of that reputation that has taken 100 plus years of cultivation and curation and consistent effort to build.
And as you know, it takes ages to build a really good reputation sometimes, and you can dismantle and demolish something really quickly.
minutes because trust arrives on foot and it leaves on horseback or if you're really bad in a Ferrari
yeah it's so so yeah for us that positive pressure to go right we've taken the business on from people who've built it to and built the reputation and built the culture and built the quality reputation for quality there how are we going to take that on retain everything that was laudable and wonderful and special about it and there was a lot and then how are we going to put our own stamp on that ethically and appropriately so that that culture continued to thrive so that the people continue to thrive But we also made it our own because it needed to evolve.
If you're not careful, you get into that sort of more rigidity, less flexibility.

mean, after 100 years, there's a lot of the mindset of, well, yeah, but this is how we do it here, right? There's a lot of that.

So how do you as a leader go in and – sell people on the idea that yes i know we've been here for that length of time yes i know we've been doing it for this length of time but it's time to start changing like how do you how did you approach that carefully true uh
i think it's one of those ones again we'd all been working there for quite a few years before we bought in and then took over right so we weren't coming in completely fresh completely new with no background no track record because certainly in that situation then what you get is massive resistance if it's not passive resistance it's outright rebellion yeah that's never going to work So for us, it was as much as anything, it was we needed to embody everything that we were going to talk about.
You know, as a leader, you set standard, as you know, if you're if you're leading consistently at a six out of 10, the best you can expect from your teams of five.

So, you joined Pennards, and when you joined it, was it over 100 years old at that point? It was.

And B, was there a pressure that came with kind of when you ended up being custodians of a brand that had been going for that long? Did you feel an element of like, don't mess this up? Was there a part of that?
Yeah, we very much regarded ourselves, we are the current generation of custodians of of the business, of the practice, of that relationship with the community, of that reputation that has taken 100 plus years of cultivation and curation and consistent effort to build.
And as you know, it takes ages to build a really good reputation sometimes, and you can dismantle and demolish something really quickly.
minutes because trust arrives on foot and it leaves on horseback or if you're really bad in a Ferrari
yeah it's so so yeah for us that positive pressure to go right we've taken the business on from people who've built it to and built the reputation and built the culture and built the quality reputation for quality there how are we going to take that on retain everything that was laudable and wonderful and special about it and there was a lot and then how are we going to put our own stamp on that ethically and appropriately so that that culture continued to thrive so that the people continue to thrive But we also made it our own because it needed to evolve.
If you're not careful, you get into that sort of more rigidity, less flexibility.

mean, after 100 years, there's a lot of the mindset of, well, yeah, but this is how we do it here, right? There's a lot of that.

So how do you as a leader go in and – sell people on the idea that yes i know we've been here for that length of time yes i know we've been doing it for this length of time but it's time to start changing like how do you how did you approach that carefully true uh
i think it's one of those ones again we'd all been working there for quite a few years before we bought in and then took over right so we weren't coming in completely fresh completely new with no background no track record because certainly in that situation then what you get is massive resistance if it's not passive resistance it's outright rebellion yeah that's never going to work So for us, it was as much as anything, it was we needed to embody everything that we were going to talk about.
You know, as a leader, you set standard, as you know, if you're if you're leading consistently at a six out of 10, the best you can expect from your teams of five.
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