Beyond Ego

Every now and then, the media uncovers stories of leaders who, despite their charisma and vision, allow their own egos to dominate the culture of their organisations. The recent reports about Gwyneth Paltrow’s health and beauty company are a reminder that even brands built on wellness and self-care can foster toxic environments. Employees spoke of a culture revolving around one individual, with loyalty measured by personal allegiance rather than professional contribution.

It may feel extreme, but versions of this pattern play out in many companies. The ego-driven organisation is easy to spot: decisions flow from the top with little consultation, behaviours mimic the leader’s moods, and those who don’t conform are quietly sidelined. It might deliver short-term results, but it leaves a vacuum where progression, succession, and sustainability should be. When one personality overshadows the whole, the organisation becomes brittle - unable to adapt or thrive once that person steps aside.

In my work on organisational culture, I’ve seen how damaging this can be. Cultures built on ego tend to encourage conformity rather than creativity. They reward proximity to power over genuine talent. And worst of all, they leave customers (the very reason the organisation exists) out of the conversation. Staff become consumed with internal politics while competitors quietly seize the opportunity to connect with the market. Over time, this leads to disengagement, turnover, and an erosion of trust that even the most magnetic leader cannot repair.

There is a better way. Rather than building culture around a personality, organisations can anchor it to their Brand Promise; the way they show up in the marketplace and the value they deliver to customers. This simple shift moves the focus outward, away from internal politics, towards meeting customer needs in a competitive context. It allows everyone in the company, from the most junior recruit to the most senior leader, to align their behaviour with a shared purpose that transcends any individual.

Anchoring culture in the brand also builds resilience. Customers change, competitors evolve, and markets shift. A brand-focused culture has the agility to respond, adapt, and sustain itself. Ego-driven cultures, by contrast, break down the moment the leader falters.

The lesson is clear. Leaders play a vital role in shaping culture, but the healthiest organisations don’t revolve around them. They look beyond ego and create cultures that live in the marketplace, not in the mirror. That way, when leaders move on, the culture remains strong, purposeful, and equipped for the future.