Creating a culture of growth

Having a growth culture or mindset is more than just management-speak, it’s the invisible force that powers innovation, efficiency, and long-term performance

Most SMEs aspire to grow, but few achieve sustainable success without first building the right company culture. Having a growth culture or mindset is more than just management-speak, it’s the invisible force that powers innovation, efficiency, and long-term performance. But how do you create and sustain that kind of culture?

Start with people

Growth begins at the human level, argues Chris Houston, Managing Director of Tadweld and Help to Grow: Management Course alumnus, a North Yorkshire specialist engineering and fabrication company that designs, manufactures, and installs mezzanines, platforms, tanks, and industrial staircases for global, blue-chip clients. ‘A growth culture is a human environment where there is a collective focus on improvement,’ he says. For Houston, this means encouraging both personal and collective development. ‘Personal growth stems from a desire for self-improvement. Collectively it often requires collaborative working to solve problems, continually improve, and seize opportunities.’

At Tadweld, this people-first philosophy has led to concrete action. In 2024, the company completed more than 2,500 hours of training and implemented almost 140 employee-generated improvement ideas. ‘We actively encourage and reward improvement suggestions,’ Houston explains. The result? Between 2023 and 2025, Tadweld saw employee engagement rise from 67% to 81%, revenue grow by more than 40%, and customer satisfaction reach 98%.

His message to SME leaders? ‘Start by asking and listening to what your people need. If you act, then be clear that they are the reason you’ve changed. When people feel like their voice matters, they are a lot more likely to keep suggesting ways to improve.’

Hire and inspire

Growth is embedded in the recruitment process at Astonish Cleaning Products, a family-owned manufacturer based in Bradford and Leeds that exports cruelty‑free and vegan household cleaning products around the globe. Commercial Director and Help to Grow: Management alumnus Mark Winter says a growth mindset is a core trait the company looks for in every new recruit. ‘It requires employees continually looking to the future, how can we get more growth and become more efficient with what we’ve got?’ he explains.

This mindset isn’t left to chance. Astonish uses a structured induction process to integrate new staff into its culture of trust, proactivity, teamwork and agility. Beyond formal systems, Winter also emphasises informal, people-first engagement such as the company’s monthly ‘Meet and Eat’ events. These catered lunches give staff a chance to connect, celebrate successes, and stay informed. ‘There’s no direct business growth you see associated with this,’ he admits, ‘however, it leads to a happy, engaged workforce.’

Long-term thinking is a critical part of Astonish’s formula. Winter recalls the company’s decision to move to a new factory three years ago, a disruptive move at the time. ‘It was the right decision at the time, which has been proven with our ongoing success,’ he says. ‘If you want long-term growth, you need to make long-term decisions.’

Model the way

The leader’s own mindset is vital, says Stephen Roper, economist and professor of enterprise at Warwick Business School, where he is Founding Director of the Enterprise Research Centre. ‘Perhaps the key factor is the example set by the business leader,’ he says. Their personal commitment, their willingness to go above and beyond for customers, and their ability to share control are essential.

Roper observes that many small businesses are held back not by markets or resources, but by the owner’s reluctance to delegate or take on external finance. ‘For those seeking to grow, perhaps the key barrier is the willingness of the leader to let go of some control.’

Growth requires trust, both in others and in systems. Hiring the right people is critical, Roper notes, but so is the courage to let them lead. ‘Some people will never get on board,’ he warns, making it even more important to recruit and retain those who align with your growth goals.

Use external networks and resources

Growth doesn’t happen in a vacuum. Roper encourages small businesses to engage in peer networks like those offered by the Federation of Small Businesses or British Chambers of Commerce. ‘They help business leaders identify new possibilities for growth and learn from others,’ he says. Programmes like the Help to Grow: Management Course, says Roper, can also support firms with strong growth aspirations by providing training and mentorship.

A culture of growth isn’t created overnight. It demands intentional leadership, a focus on people and a willingness to think long-term. Growth starts within. A shared focus on improvement, listening to your team, hiring for mindset and leading by example can be the foundations.

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