Why empathy and clarity outlast perks in building creative, high-performing teams

Empathy and clarity might not be as shiny as a rooftop bar tab or a ping-pong table, but they’re what make people stay, grow, and genuinely care about the work, writes Zoe Goodhardt.

Culture gets talked about a lot, usually in the same breath as free lunches, yoga classes, and fancy office perks. Don’t get me wrong, I’ve trialled all of those at TAG (and still do). We’ve done the rock climbing sessions, the Friday drinks, and the fridge stocked with every milk known to humankind. But after years of leading a full-service creative and technology agency of more than 45 people, I’ve learnt that none of those things actually build culture or protect teams from burnout. They make work a little more pleasant, sure, but they don’t create connection, motivation, or longevity.

What does? Empathy and clarity. Two words that aren’t as glamorous, but they’re the foundation of everything we do.

Leading many people in their first industry role has taught me that culture starts with modelling what “good” looks like; it’s a privilege to help shape how someone experiences work for the first time. But it also means there’s no baseline for what a “healthy culture” looks like.

As one of the business owners, I sometimes catch myself joking, “You don’t know how good you’ve got it.” But that’s not exactly constructive (or humble). Instead, we try to show – not tell – what good looks like.

For me, that starts with how I show up. I have three kids and a full life outside of work, so balance is more of a moving target than a daily achievement. But I do my best to be consistent. To be present. To have time for people – even on the days when it’s inconvenient. Culture isn’t built on the days you feel great. It’s built on the days you’re stretched but still choose to show up well.

We prioritise shared spaces so people can learn through osmosis and collaboration. It’s not because it’s trendy – it’s simply the best way for our people to learn and connect. When you can overhear conversations about client challenges, campaign strategy, and even profit targets, it changes how you think. Suddenly, you’re not just executing tasks; you’re absorbing how decisions get made, and you start to see the bigger picture.

We’ve found that by sitting together, people naturally pick up the rhythms of collaboration. They hear how we problem-solve, how we communicate with clients, and (importantly) how we support one another when something doesn’t go to plan. Culture spreads faster when you can literally overhear it.

Loneliness is quietly shaping the employee experience across industries, and it’s something I’m particularly focused on. The big events – Christmas parties, team days, annual retreats – are fun, but they’re not the glue. The real magic happens in the micro-moments: when someone notices a teammate sitting alone and joins them for a coffee, or when you take the time to listen properly instead of half-looking at your phone. We talk a lot about loneliness in society, and I think it’s a real factor in workplaces too. People are constantly “connected” online but rarely feel seen in person. That’s why it’s so important to build a culture where people can show up as themselves, share their opinions, and know they’re being heard.

Normalising feedback at every level builds psychological safety but for a lot of reasons, it still has a reputation problem. In our business, it’s normal – and constant. We give it, we ask for it, we act on it. The key is to keep it timely and actionable. Don’t save feedback for performance reviews. Have the conversation in the moment, when it’s fresh and useful. And that includes feedback to leadership. I’ve had moments where a team member has called me out on something, and they’ve been right. It can sting, but it builds trust – and it reinforces that everyone’s voice carries weight here, not just the ones with titles.

Burnout doesn’t look the same for everyone, and early detection is critical – it forms part of a leadership role, not a HR function. Sometimes it’s visible – the person who’s clearly overwhelmed. Other times it’s quiet – the high performer who suddenly seems disengaged. All our managers have had extra training to identify early signs of burnout, but training only goes so far. The real prevention comes from knowing your team, their capacity, their strengths, and the kind of work that energises them.

We try to align projects so people are doing work that fills their bucket rather than empties it. That’s not always possible, but it’s something we consciously aim for.

And sometimes, it’s as simple as reminding someone that not every problem is theirs to fix.

I’ll admit, celebrating doesn’t always come naturally to me. I’m usually thinking about what’s next, not what’s just been achieved. But we’ve made it a practice.

We’ve made recognition a daily habit – a quick message of appreciation often does more for morale than any formal reward, whether it’s a great client meeting, a campaign that performed above target, or just a moment where someone went above and beyond. It’s a daily reminder that we’re not just doing good work – we’re doing it together.

Recognition doesn’t need to be formal or elaborate.

Here’s the thing: empathy isn’t about lowering the bar or cushioning people from pressure. It’s about understanding what people need in order to perform at their best. And it isn’t about lowering expectations – it’s about giving people the clarity to meet them. At the end of the day, we’re a business. Our clients rely on us to deliver results, and we take that seriously. But empathy and performance can coexist. In fact, they strengthen each other.

When people feel supported and clear on expectations, they do their best work. And when that happens consistently, burnout doesn’t stand much of a chance.

There’s no perfect formula for culture, and it’ll look different in every business. But in my experience, the perks fade quickly if the foundations aren’t there.

Empathy and clarity might not be as shiny as a rooftop bar tab or a ping-pong table, but they’re what make people stay, grow, and genuinely care about the work. Ultimately, if empathy and clarity are consistent, culture takes care of itself.

Zoe Goodhardt is a partner and head of growth at TAG.