Since the dictionary definition of 'creative' is new, different, and innovative, a business leader who disavows creativity is telling shareholders and staff they don't value distinct thinking. This common self-deprecating remark is a massive red flag about their ability to lead in a modern economy.

Employees cannot change a company's culture from the bottom or middle. Both Gary Vaynerchuk and Tom Bilyeu state unequivocally that culture is dictated 100% from the top leader. If leadership doesn't champion the change, the only viable option for a dissatisfied employee is to leave.

Employees disregard stated values and instead emulate the observable behaviors of their leaders. A manager who preaches commitment but leaves early creates a culture of hypocrisy. The team's culture is not what's written on the wall; it is a direct, unfiltered mirror of how its leaders act under pressure.

To elevate creativity at WPP, John O'Keeffe bypassed creative directors and mandated that all agency CEOs personally present their creative ambitions and results at the annual conference. This forced ownership from the very top, making creativity a business priority, not just a departmental one.

When you can no longer genuinely sell your startup's vision to employees or investors because you've lost faith in its mission or viability, it's a sign to leave. This internal conflict, or cognitive dissonance, is detrimental to the company and your own integrity.

A company's true culture is not its stated values but how its people behave in high-stakes interactions. How leaders communicate during difficult changes, listen under pressure, and handle dissent is the real manifestation of organizational culture. To change the culture, you must change these conversations.

Company culture isn't built on mission statements but on the leader's authentic intent. If a leader is driven by selfish needs to "close the gap of their insecurities," that will become the true culture, regardless of official rhetoric. The core test is whether a leader genuinely cares for their people.

O'Keeffe faced resistance from a WPP executive who feared pushing for better creative would risk a large, "cozy" client relationship. O'Keeffe warned that mediocrity was the bigger risk, as a more creative agency would eventually poach the client by showing them what was possible. He was proven right.

Companies typically promote CEOs from within. An external hire implies a crisis or a failure of succession planning. Therefore, an incoming external CEO has a mandate for significant change. Playing it safe with incremental adjustments squanders the opportunity and fails to address underlying issues.