Slow Horses – Lessons on Organisational Culture
I recently revisited the captivating series Slow Horses on Apple TV. While the engrossing plot and compelling characters easily hold attention, I was struck by how the show portrays organisational culture. Beneath the MI5 intrigue and high-stakes drama lies a humorous yet insightful examination of workplace dynamics. It offers a satirical yet relevant view of dysfunctional teams, ineffective leadership, and mismanaged organisations.
For those unfamiliar, Slow Horses centres on a group of MI5 agents who have been exiled to Slough House, a shabby office near the Barbican in London that is reserved for the agency’s misfits. These individuals have either been disgraced or sidelined due to their mistakes, yet they remain part of the MI5 payroll. Leading this motley crew is Jackson Lamb, an abrasive and unconventional boss with a questionable approach to leadership, but somehow, he keeps the team afloat and makes it work!
At its core, Slow Horses explores what happens when organisational culture goes awry, and occasionally, when it works against all odds. Let’s explore what the series teaches us about the nature of organisational culture and the lessons businesses can take from it.
Leadership’s Role in Shaping Culture
Jackson Lamb is far from the typical leader. He’s rude, dismissive, and holds little regard for his team or in fact, anyone else. Imagine a more cynical, less concerned, and more functional David Brent from The Office. Yet, despite his glaring shortcomings, Lamb’s leadership style—if it can be called that—produces unexpected positive outcomes.
In most organisations, leadership is central to establishing culture. Leaders set the tone, embody values, and model behaviours for their teams. At Slough House, however, Lamb’s hands-off attitude creates a unique environment. There are no micromanagers, no team-building exercises, no appraisals—just a chaotic free-for-all. Surprisingly, this unstructured setting provides room for independent thought, innovation and initiative.
Take River Cartwright, for example. Eager to redeem himself after being relegated to Slough House, he takes matters into his own hands and uncovers key intelligence, often through trial and error. His persistence is reminiscent of an employee who learns to excel despite a lack of guidance or formal training.
While Lamb’s approach largely yields success, it’s not an ideal model for most workplaces. Leadership is essential. Without proper direction and support, employees can become disengaged or overworked. Strong leadership fosters motivated teams, but as Lamb’s methods show, a touch of autonomy can inspire creativity—so long as it’s balanced with effective communication and guidance.
Organisational Culture and Employee Autonomy
Slough House’s chaotic culture highlights the potential benefits of employee autonomy. In many organisations, employees are heavily regulated, with every action scrutinised by layers of policies and procedures. At Slough House, the agents are left to their own devices, with little oversight, enabling them to use their strengths freely.
Louisa Guy, one of the more capable agents, follows her instincts and uncovers leads that the more conventional MI5 office missed. Similarly, River Cartwright’s determination pays off as he explores dead-end cases with no one holding him back. Both characters thrive in an environment where they are trusted to make decisions.
In many workplaces, employees are hindered by bureaucracy, requiring approvals for even minor decisions, which stifles innovation. Slough House, in its dysfunction, demonstrates how autonomy can empower staff. When people are trusted, they often rise to the challenge.
However, unchecked autonomy, as seen in Slow Horses, can lead to confusion and misalignment. In a functional organisation, autonomy should be complemented with clear goals and communication. Employees need to know the company’s objectives, even if they have the freedom to decide how to meet them. Otherwise, it’s easy for teams to work in silos, leading to chaos.
The Dangers of Toxic Workplace Culture
Despite its occasional charm, Slough House is undeniably a toxic work environment. The agents are not miserable because they dislike their jobs; they feel undervalued and forgotten by MI5. Exiled to a dingy office and given menial and often non-sensical tasks, they have no hope of career progression and this creates an atmosphere of resentment.
This toxic culture serves as a warning about the damage poor organisational culture can inflict. When employees feel isolated and undervalued, morale and performance suffer. A culture that dismisses rather than nurtures its people leads to disengagement, burnout, and high turnover. Without careful attention, any organisation risks turning into its own version of Slough House, where employees feel they’re simply passing time.
Building a Positive Organisational Culture
How do we avoid the pitfalls of a Slough House-like culture? Building a positive organisational culture isn’t about trendy perks; it’s about building an environment where employees feel valued and aligned with the company’s mission.
One key element of a strong culture is communication. In Slow Horses, one of the main issues is that Slough House is cut off from the Park – the wider MI5. No one communicates with them, leaving them in the dark about the bigger picture. In contrast, organisations with open communication foster engaged and satisfied teams, as employees are kept informed and given a voice.
Recognition is another crucial aspect. At Slough House, the agents are written off as failures with no chance of redemption. In a healthy workplace, employees are acknowledged for their contributions, even when they falter. This builds a sense of belonging and loyalty, which drives motivation and productivity.
Finally, leadership plays a vital role. While Jackson Lamb’s laissez-faire approach works for his eccentric team, most organisations need leaders who are approachable, supportive, and clear in their expectations. Leaders who model the behaviours they want to see create a culture of trust and respect, which is essential for long-term success.
Lessons from Slough House
Slow Horses offers a humorous yet cautionary perspective on organisational culture. While Slough House is an exaggerated example, it underscores the importance of leadership, autonomy, and employee well-being.
A positive culture is built intentionally, through effective communication, recognition, and trust. While a bit of disorder can spark innovation, it’s crucial to balance autonomy with alignment.
Next time you evaluate your organisation’s culture, think of Slough House – what works, what doesn’t, and what happens when a team is left to its own devices. And perhaps steer clear of Jackson Lamb’s management style – unless bloody mindedness, a little luck and bad manners are part of your strategy!
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