A Bloomberg investigation revealed that Matt Kaplan, co-CEO of Alex Cooper’s Unwell Network, allegedly screams at staff, blacklist-threatens them, and has already driven out more than 20 employees from the team.
Other leaders are self-reflecting, with Google searches for “how to improve company culture” up +322% and “how to be a better CEO” up +304% this week.
Tony O’Sullivan, CEO of global network services provider RETN, argues the usual fixes—values refresh, culture audit, leadership training—miss the point. Culture is shaped by the small daily decisions CEOs make without realizing they’re setting the tone.
He shares his five changes every CEO should make to build a positive culture:
1. Ensure your behavior aligns with your values
“Many companies attempt to ‘fix’ culture through programs and messaging, but it doesn’t come from lengthy frameworks or HR initiatives. It comes from you. Teams don’t turn to the employee handbook for guidance; they look to leadership. At RETN, for example, we communicate clearly and directly. That’s how we, as leaders, act, and it influences how people collaborate across the business,” says O’Sullivan.
“If we were to start tolerating shortcuts, avoiding tough conversations, and accepting mediocrity, that would quickly become the culture. CEOs need to consider the kind of business they want to lead and adapt their own behavior to suit. If you continue to make the same decisions, reward the same behaviors, and operate in the same way, nothing will change,” he added.
2. Audit your decisions, not your strategy
O’Sullivan explains culture isn’t shaped by detailed strategy documents, but by the decisions you make: who gets promoted, who gets handed responsibility, and who gets overlooked.
“We hand leadership opportunities to people early, encourage them to venture beyond their department, and let them prove their capabilities.”
“They don’t always succeed, but it pays off in reinforcing a culture where people feel trusted, empowered to try, and recognized for their efforts. You could play it safe and discourage employees from venturing outside their defined role. But patterns become culture. So do you really want to be known as a risk-averse company that doesn’t help its teams to grow?”
3. Challenge what worked before, starting with yourself
“Times change, and what worked a few years ago might now be slowing the company down. At RETN, we’ve made it a habit not to stick to a single way of doing things just because it worked in the past,” says O’Sullivan
“That goes not only for business decisions—how we approach projects, processes, and priorities—but also to leadership choices: how you hire, structure teams, and make decisions. You should always question your own assumptions and be ready to accept change—before metrics turn red and the business forces your hand.”
4. Remove bias from your decision-making
“Bias doesn’t just exist in hiring. It shows up in who gets trusted with new responsibilities and given room to grow. You might subconsciously favor an employee who’s been with the company for longer, or pick someone who shares your way of thinking, even if they’re not the most suitable choice. Smaller, fast-moving companies tend to make these decisions behind closed doors, without scrutiny, which hands bias even more influence.”
“As CEO, you need to make conscious decisions, rewarding ability rather than personal preference. When looking for leadership potential, for instance, we value initiative, problem-solving, and adaptability—which are far more indicative of ability than background or seniority.”
5. Reward those who go above and beyond
“That employee you rewarded didn’t keep it to themselves. They told their teammates, and now the whole office knows exactly what you value. They want the same recognition, so they start working the same way. If you rewarded initiative and ownership, you create more of it. Over time, that builds a room full of future leaders.”
“But if you reward execution alone, you reinforce a culture of operators focused only on doing their job well and little more,” warns O’Sullivan. “People who are encouraged to step beyond their roles and take on new responsibilities tend to grow faster. As a leader, that’s something you need to notice, reward, and reinforce.”
Photo credit: Delmaine Donson/iStock
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Tags: ceo, CEO behavior, CEO behaviors, ceos, culture, employees, firm culture, Firm Management, Payroll, workers, workplace
