Why culture matters (and what it means for you)

I always liked the quote by Peter Drucker: "Culture eats strategy for breakfast." It's short and to the point, but is it true and does it matter? High-performing companies focus on creating the right cultural environment to attract talent and, as at Metro Bank, to create fans. Others may portray themselves as having a great culture but, once you delve deeper, it is often window dressing, with little substance.

For my business, the culture is integral to success: happy colleagues with a relentless focus on customer service create what we refer to as "fans" who will go out and spread the word, creating more fans. Our founder's view is that it is better to compete on service than price, and customer service can give you a competitive edge: the better your service, the more likely your business will grow based on recommendation.

I quite quickly became a convert to the idea of culture as a cornerstone of business success during my time at The Co-operative Bank in the 1990s and early 2000s. My experience during that period was that colleagues were invested in the ethics of the business and the culture reflected that. It also became clear that this applied not only to customer-facing colleagues but also in the legal team's interactions with their internal clients. How we behave and how we do our job will ultimately impact the customer experience, even if we are not customer-facing, because for anyone working in any business, there is a customer at the end of everything we do, we just might not be directly in contact with them.

At Metro Bank, culture is defined as the essence of who we are; the behaviours and beliefs of colleagues that come from an intense dedication to exceeding the expectations of customers and other colleagues by delivering amazing customer service every day. Our aim is to create fans, not customers, because fans will talk about our business and their experience, creating a cascade effect leading to more opportunities to create more fans. It is therefore vital that you understand how culture is defined in your business.

However, as lawyers, we have to think a little more about how we embrace or build on our business’s culture to enable us to contribute effectively. For me, this is about being seen as a business enabler. A buzz word, I know, but broken down it is about being a "go-to" person, inspiring confidence in your advice or your team's advice and being viewed as integral to the business in achieving its goals.

To be a business enabler you must know your business and understand its vision, goals and values. One way of doing this is by getting away from your desk and talking to your business colleagues, for example, by attending their team meetings and social events. Be approachable and accessible, understand their priorities and respond appropriately. Get involved in key business projects and make yourself an automatic choice for future projects.

Needless to say, with experience (unfortunately followed by grey hair!) comes wisdom. It is important in the rush to be a business enabler not to lose sight of what our role is: it is as a lawyer. Aim for colleagues to engage with you as a peer and respect you as a lawyer, not because of it. In the drive to become a business enabler, don't lose sight of the fact that the better you are at being a lawyer, the more effective you will be to the benefit of your business!

Underpinning your winning ways as a business enabler (together with embracing your business's culture) is your own personal brand. What are your values? Do they fit your business and, importantly, does your business fit you? You are more likely to make a positive contribution towards creating a high-performing business if your values and the values of your business resonate. If you find yourself in a business where the opposite is true, you are likely to become demotivated and lack engagement, and this may apply to many of your colleagues, which can only be a limiting factor to your personal success and that of your business.

So, in essence, culture is people, not something you find in books or online or, indeed, at your desk. You need to see it in action and, to embrace it, you have to get involved. Walk the talk, to take on the culture of your business. Nevertheless, however invested you may be in a business's culture, you must still feel comfortable challenging it whenever you think this is necessary.

At Metro Bank we have Grand Openings, where colleagues from across the business volunteer to help open a new store over a weekend. It gives a direct insight into how the business works on the frontline and provides visibility to colleagues, who see you can "get your hands dirty" by really living the values as a lawyer and as a colleague. Being seen to be part of the culture of your business is vital.