Assumption is the Achilles’ Heel of Business Culture

Nov 2, 2026

The phrase “Achilles’ heel” comes from the Greek myth of the hero Achilles and his single point of physical vulnerability. As the story goes, when Achilles was an infant, his mother, the sea-nymph Thetis, dipped him into the magical River Styx to make him completely invulnerable. Because she held him by his heel, the water never touched that part of his body. Achilles grew up to be a legendary warrior in the Trojan War, but he was eventually killed when a poisoned arrow struck his unprotected heel.

This dramatic turn in the epic has since come to be used as a term for a fatal weakness, vulnerable spot, or flaw in an otherwise strong person, system, or organization. It describes a vulnerability that can lead to failure or defeat, no matter how capable or powerful the subject is overall. For example, a company with ironclad digital security might have poor employee training, making phishing scams a weak spot – its Achilles’ heel.

Assumption is an organizational weak spot.

How so? Because how will we really know the culture we are striving to adopt is happening? When we consider cultural absorption and adoption, unless we truly know, culture can be a guessing game. Ben Horowitz, American businessman and author said, “Culture is how we behave when no one is looking.” This is interesting because I have found that a true test of whether the mission, initiative, systems, values and so on are cemented is how the culture lives out in our teams with what they do when we’re not around or no one is watching.

Therefore, what if the targeted behavioral expectations are not really being delivered – or incorrect versions of them are being delivered? Because if they are not, the reality is, there is still a culture being manifested. Culture is still the byproduct of executed behaviors… they just happen to be the wrong ones, or they’re individually interpreted ones that don’t line up with the intended purpose.

Where do we find the weak spot?

Let’s take another look at the digital security example noted above and go deeper with training. At the close of any training , we can assume our teams know and understand their targeted behaviors and expectations, and we can assume that they are actually doing them. Just because someone attended a virtual session or training meeting doesn’t mean they understand. And just because we saw they did them once does not guarantee they are doing them as cemented habits – even and especially when we are not around.

To be fair, sometimes we don’t understand, and sometimes we default to our own version of how to behave. Whether it is a lack of understanding or comfort zone decision making, we can be out of alignment. We can assume, whether it is reasonable or not, that everything is working precisely as we assigned. In other words, hope can become our strategy.

We will always get a culture based on what we permit and promote.

Culture is more than words; it’s result of action. Moreover, what is essential is for us to translate abstract ideals into clearly defined behavioral choices that we deliver to every team member regarding every customer and in every opportunity. Specifically, translating abstract core values into concrete actions requires turning each word into a specific, observable, and measurable daily behavior.

Take “Integrity”. We all know the classic definition – “doing the right thing even when no one is watching.” Being honest, telling the truth, following through with your commitments and promises, especially when it’s difficult or uncomfortable. Where characteristics like sincerity, respect, fairness, and moral compass come to mind.

Now, do this same deep dive with any and all aspects of your desired concept. Whether it is vision, mission, guiding principles, or core values, break them down into specific behaviors and characteristics to be applied in whatever sphere of influence being targeted.

Does the culture create and define our core values, or do our core values create and define the culture?

Sounds a lot like the proverbial “chicken or egg conundrum”. Google AI says, Culture and Core Values operate in a continuous, bidirectional loop, though values typically act as the foundational compass that shapes culture, while an established culture reinforces and passes down those values. In other words, we can’t have one without the other.

My take: it’s all just a bunch of words. My advice: focus on living out the behaviors and let the results and outcomes speak for themselves. I once read, “Determine what behaviors and beliefs you value as a company, and have everyone live true to them. These behaviors and beliefs should be so essential to your core that you don’t even think of it as culture.” Belief drives behavior, and behaviors reinforce beliefs.

Your assignment is not Mission Impossible.

The call to action is that assumption cannot be normalized if we want a consistent, meaningful, and productive culture. We must confirm understanding and follow through.

Be totally immersed in your expectations by identifying specific behavior to be executed. Do it consistently each moment with every person. So much so you stop noticing because, at some point in the natural progression of doing it repeatedly, it becomes second nature. Make it clear, make it simple, and do it consistently.

Also, if you’ve been given an expectation and you’re not 100%, ask questions and seek clarity and understanding. If you’re the one giving the expectations, ask questions and ensure clarity and understanding. And then, both need to meet back up in follow-up and follow through. Make checking in, observation, measurement, and coaching behavior a normal part of the culture you want to achieve.

Assumption is not a dead-end, it’s a pause. It’s an opportunity to assess understanding and follow through, which then affords us the chance to praise or redirect. Remember, absorption and adoption are what you are looking for when creating and maintaining a culture – not assumption and the cycle of “maybe, sort of, and hopefully.”

#RussellCellular #LeadershipDevelopment #WorkplaceCulture #CoreValues #Accountability

Read other insightful leadership articles at the RC Blog and RC Connections.

The Myth of Being Fully Staffed

Oct 1, 2026

Staffing is bigger than just hiring the “right people”.

Not long ago, staffing was under a microscope. Starting around March-April 2020, a global event turned the workplace upside down – COVID. Protocols like 2-weeks away to slow the spread, shelter in place, essential versus non-essential workplaces, the six-foot rule, and, in some instances, no mask and no vaccine meant no job. Federal, state, and local mandates structured how businesses should run – and those that were customer-facing came under very specific guidelines.

Staffing got disrupted accordingly. What became more interesting to observe was how employees and their employers responded to the nature of the job and how both looked at employment.

The Great Resignation

The Great Resignation was an economic trend coined by Texas A&M University professor Anthony Klotz beginning in early 2021. Here’s the boiled-down backstory:

• Millions of workers quit their jobs during the COVID-19 pandemic to find higher pay, better benefits, and more flexible work. People began to reflect on what they were doing, why, and whether the proverbial grass was greener somewhere else.
• The U.S. Bureau of Labor Statistics tracked record quit rates, peaking at 4.5 million quits in November 2021. In total, over 40 million U.S. workers quit their jobs across 2021, a record later surpassed in 2022.
• Hardest-hit sectors with the highest turnover were hospitality (food service), healthcare, retail, and education.
• Employers sought to figure out how best to keep the staff they had. In response, many firms offered large bonuses and high salaries to attract new staff during the abnormally tight labor market.

Something happened shortly after – from 2022 to 2023. Many job-hoppers realized their new roles were not what they expected or anticipated, leading to the Great Regret where a large percentage wished they had never left their old jobs. In fact, surveys show that up to 80 percent of workers who switched jobs had some level of regret, and about 70 percent of those unhappy job-hoppers tried to get their old jobs back.

This suggests it’s not just one thing that drives employment numbers up or down, and staffing is more than a result of “good” company culture. It will always be a balance of employees knowing what they want and employers providing what they have. Staffing, or the managerial process of finding, choosing, and hiring the right people for the right jobs in an organization, is what happens when all the elements successfully come together.

So, are we ever fully staffed?

No, not really. Even with a full headcount for the number of team members needed at the location, there is always a need for recruitment, hiring, and staffing. We are always looking for talent. More on that another time. Another reality is that we are always one resignation away from “short-staffed again” – compounding the difficulty of executing company initiatives and meeting every customer, every time.

I contend “fully staffed”, while certainly a good thing and desired outcome, isn’t truly attainable. Yet in a state of being “partially staffed”, focus shifts to leveraging coverage and scheduling to support the needs of the business. At such times, leadership may need to step in, or key people may have to shift to support another location. We pivot resources to ensure the best possible customer experience. This becomes mission-critical in select times of the year.

Staffing is pivotable.

All of this to say: we are coming into a season for selling where staffing is key. Fourth Quarter or Holiday Selling is where a majority of businesses enjoy their most profitable part of the year with the increase of customer traffic. The scale and speed of business ramp up during this time, and terms like “all-hands-on-deck” become a rally call to drive operational efficiencies, customer interactions, and sales performance.

We prepare for the “busyness” by making sure we have enough people to cover all the needs of the business. Knowing we are going to be in the whirlwind from about Thanksgiving through the end of the year, right now, in October, represents the best time to get a staffing plan squared away.

Here’s the catch. Staffing is not just about having enough people to fulfill the desired schedule. We have to consider the full process, the bookends – recruiting and hiring on one end, onboarding on the other.  I have found the more important target in “fully staffed” is ultimately about quality, not quantity. How are we ensuring we have enough candidates and, once hired, enough “fully trained up and equipped” team members?

We may have a target to have hired and staffed enough people by Halloween for the Holiday Season. Where are we finding them and then what about their skills, abilities, and knowledge to do the job well? I have certainly seen my fair share of businesses that have enough bodies on the floor. But a pulse does not guarantee performance.

Our Take-Away

People are our greatest asset in business, and having enough of them is one thing. Yes, we need people on the schedule to support the needs of the business. But this is what the Great Resignation taught us: As employers, we need to (1) ensure the applicants know what they are getting into and (2) demonstrate a culture where people are valued – where hiring turns into an open door of opportunity in the onboarding process. Employees who make up our staff expect and deserve to be seen, heard, and appreciated.

We also owe it to the customer to have team members who can suit up, show up, and successfully deliver on expectations of the job, regardless of the time of year. Having staffing squared away now makes it easier to provide the best customer experience when the chaos of the season takes center stage.

It’s October. Are you fully staffed and fully squared away, or is this the first you’ve thought about it?

#RussellCellular #Perspectives #LeadershipMatters #StaffingBeyondHeadcount #OpportunityValueTeam #HolidayHiring

Read other insightful leadership articles at the RC Blog and RC Connections.

How Do You Feel About Change?

Sep 1, 2026

“People don’t resist change. They resist being changed!”

This call-out comes from Peter Senge, American systems scientist, senior lecturer at the MIT Sloan School of Management, and founder of the Society for Organizational Learning. In this quote, Senge highlights the presence of resistance in change. Not in actual change. We naturally embrace transformation, growth, and new experiences, and, specifically, when we choose change, we’re good. Resistance seems to be triggered by a feeling of lack of control or loss of autonomy. When leadership or external forces impose decisions on us without our input, it can trigger a defensive reaction.

That’s not all; those feelings can be tempered by a lack of context or no clear “why.” It might be the ubiquitous fear of the unknown and uncertainty. It might be something lingering from a past change with past negative experiences creating skepticism. Maybe the “the way we’ve always done it” is being replaced by an unfamiliar new normal and we’re uncomfortable. It could be a lack of confidence fueling a fear of failure or being judged during change. It’s not the change. It’s what the change requires, especially if it wasn’t our idea.

Change is not really the goal.

It’s not the change; that’s just what we’re going through. It’s the stuff that makes it happen that’s important. Change provokes a process to be navigated. We embrace the change. We acknowledge and accept it, and then we set goals. Is having goals enough? I contend “no.” While it is essential we know the vision and mission behind the goal (our why), we must devote time and energy into all of the essential, elemental steps (our how) that get us to success.

First off, goals will naturally expose projects and tasks that make up the goal. Then, secondly, tools, resources, and systems need to be identified that will help with the projects and tasks. And lastly, the key ingredient that I believe to be the most critical – clarifying the daily habits. These are the specific behaviors that we execute every day. Some are mindset, some are skill set. All require a focused dedication and relentless pursuit. In a way, when change is required and goals are set, we identify the specifics for each one – top down. Goal…Tasks…Resources…Habits.

If that makes sense, consider some questions. The answers may very well help to provide the way forward. Into and through change. What’s the goal (vision, mission, reason)? What are the projects and tasks associated with that goal (sub-goals, strategies, objectives)? What are the tools, resources, and systems available to support (apps, checklists, people with experience)? What are the daily habits that drive execution and success (behaviors, routines, standards)?

Then, simply identify the answers and work back up. Execute the daily habits flawlessly and resolutely. Use the tools and resources in hand, while engaging in the various projects and tasks, in pursuit of achieving the desired goal. If it were that simple, everyone would do it, right?

But, what if it’s all a big “NO”?

The plan is in place and what if we don’t want to change? What if someone we lead pushes back?

I have found that resistance and pushback during change is a normal human threat response to uncertainty and a perceived lack of control. How that threat response is demonstrated… well, that seems to be the hard part to navigate. It’s one thing to fear change or what it entails, it is quite another to say “no.” While it might not necessarily be stubborn resistance, it could be behavioral resistance, or maybe a skill issue. Based on experience, when I encounter pushback, I use the lens of “skill or will.”

I have found it’s that tension that creates a challenge in managing and leading through change. To help with this, I designed seven questions in logical sequence that can illuminate potential reasons for behavioral resistance or pushback.

As it pertains to the change and expected behavior(s), have I…

1. Clearly defined?
2. Trained?
3. Followed up to check understanding?
4. Observed and Coached?
5. Followed up to check performance?
6. Made follow through part of an ongoing development plan?
7. Removed obstacles?

So, consider the questions. And then ensure the answers. Because where there is “no,” this is a skill issue. You’ll see it and work on that; like clarify expectations. Train and do a knowledge check. Observe and coach behaviors. Be consistent with ongoing observation, coaching, and follow-up. Eliminate the obstacles and clear the way to success.

However, if all are ‘yes,” it’s a will issue and comes down to a choice: are we or is the individual willing to engage in this change and deliver the expected behavior? If it’s still “no,” change is not the issue, and it becomes a different conversation.

Our Take-Away

Bottom line, there’s going to be something you and I need to change or figure out in change. It’s natural and inevitable. Our day-to-day has big and little change wrapped into every action item. Will we push back, or will we step into the uncertainty knowing that growth is available on the other side? Even if we’re a little resistant, will we be honest, curious, and open enough to pursue our opportunities? If it is required, will we challenge and question respectfully to seek understanding? If others are involved, will we support them in their adoption and adaptation? And at the end of the day, will we own our responsibility?

It begs a final question: are we willing to engage this change and deliver the expected behavior?

Read other insightful leadership articles at the RC Blog and RC Connections.

#RussellCellular #Perspectives #Leadership #ChangeManagement #EmployeeEngagement #GrowthMindset