Culture is the Catalyst: Building trust and performance in Corporate Affairs
In the world of corporate affairs, structure and strategy matter – but culture is what makes them work.
You can hire the best people and design the smartest team structure, but without the right environment, performance will stall. That’s the message we heard loud and clear from over 25 Corporate Affairs Directors we spoke to for our 2024 report, Unlocking Potential: How to Build High Performing Corporate Affairs Teams.
So, what does a high-performing culture look like in practice?
Trust and empowerment over control
The best teams aren’t micromanaged – they’re trusted. That means giving people the autonomy to use their judgement, make decisions, and take ownership. As one contributor put it:
“Trust dynamics are highly important. It can be tempting to try and control everything – don’t.” Tim Chatwin, VP Communications, Google EMEA
When people feel trusted, they’re more likely to take initiative, collaborate openly, and go the extra mile.
Psychological safety and feedback loops
High-performing teams create space for experimentation – and for failure. They encourage open dialogue, constructive feedback, and a willingness to challenge ideas. That’s not just good for morale; it’s essential for innovation and resilience.
“A culture of active, two-way listening between leader and team members is key. So is the openness to give and receive feedback.”
Clarity of purpose and alignment
Culture isn’t just about how people behave – it’s about what they’re working towards. The most effective teams have a clear sense of purpose and understand how their work supports the wider business strategy. That alignment creates focus, motivation, and momentum.
No room for ‘brilliant jerks’
One of the strongest messages from our research was this: high performance and toxic behaviour are not compatible. Even one team member who undermines the culture can derail progress.
“There’s no room for ‘brilliant jerks’. Make the tough decision to remove anyone who shows these characteristics.”
Culture is a collective effort
Culture isn’t something you set and forget. It’s shaped every day by the behaviours you reward, the conversations you have, and the expectations you set. It’s also a shared responsibility, everyone in the team contributes to it.
You can’t build a high-performing corporate affairs team without investing in culture. It’s not a soft add-on, it’s the foundation that enables trust, performance, and long-term success.
If you’re leading a team through change, start with culture. Shape it intentionally. Revisit it often. And remember: it’s not about perfection – it’s about progress.