Part five of a six-part series on workplace passion: creating it, sustaining it, and building an employer brand with it. This week, the disruptive hive and consistently being consistent.

The Disruptive Hive

Here’s an admission. I’m 38 (cough). OK I am not. I know you’re surprised. Now I am not sure if it is to do with my being a unique snowflake or if this is something that everybody feels, but I really believe that eBrands grew up in the era of the ridiculous workspace.

Perhaps because eBrands was already a few years old when dot com companies simply had too much money to spend. Maybe the desirable reclining leather ambassador chair of the 90’s media agency really was just as ostentatious as the 2000’s indoor tube slide into a ball pool that floats above an actual glass walled fresh water pool filled with koi carp, in a building that’s already on a pier above an actual real body of Sydney harbour sea water, with real sharks in it (maybe adjusted for inflation?).

A culture may be defined by its space but it is positively influenced by its space. Passionate workforces can invariably be encouraged by building spaces that support high levels of productivity and that visually resonate with a brand and it’s beliefs. It’s the structure for the hive mind.

A good space can:

  1. Encourage people to recognise each other
  2. Imply cross-functional participation
  3. Open ‘layer’ access
  4. Reinforce identity


For example, a passion based employer brand can be undone easily with a simple misstep (I hate saying this but it’s true) : having an uninspiring reception. If the gateway to and from the world is poor, the company has just revealed a level of commitment that undoes much of work.

Consistent Consistency

Leveraging a passionate culture at work creates an exciting opportunity for employment branding. It also sets a precedent and a standard for enterprise activity moving forward. HR and management strategy needs to continuously find constructive ways to sponsor and nurture passionate employees and much of that will be tied to workplace innovation.

A passionate culture also implies a set of consistent behaviour rules, one cited to me several times in client workshops I have facilitated was having the confidence to be heard and to contribute to decision-making was a direct result of passion for the business – basically doing what’s best for the company first as opposed to what might be best for yourself.

Now isn’t that a great reason to create a passionate work culture?

Brand Impact

The connection between workspace and passion exists because it’s the part of the employer brand with the most sensory contact. It is the visible, tangible part of the employer’s investment.

Next up, the conclusion of this series evaluates whether ‘passion’ is a marketable employer brand asset.

Mark MacWhite isn’t 38 either so that’s ok. To talk to him about your employment brand needs, contact [email protected]

Look forward to your thoughts below.

The Workplace Passion Series

Comments? Thoughts?