A few weeks before Christmas in the US, HBO bought the rights to a Canadian adaptation of the romance novel Heated Rivalry. They did almost no promotion — there was no time — and yet this show was quickly everywhere. It spread because people talked about it. Viewers were posting clips, imploring their friends to watch it, and hosting viewing parties in bars. Buzz, virality, hype – call it what you want, but the impact is real. Heated Rivalry is now HBOs top acquired scripted series in history.
What can organizations learn from it? No, we’re not going to suggest you host a Heated Rivalry viewing party at the office.
What we can learn is that conversational “buzz” is a culture mover.
Culture moves in side comments after meetings, in Slack threads, in quiet debriefs. It moves when someone says, “That leader said that so well.” Or, “Did you see how she handled that conflict?” Or, “Around here, you don’t admit mistakes.”
The narratives people share become beliefs. They shape behavior and often take on a life of their own. Everyone has had the experience of working somewhere and hearing a story about something that happened years ago and thinking — how is this still being talked about? That’s the power of cultural conversation.
Leaders often assume culture is defined by what they declare, but what truly defines culture is what people repeat.
So how do you influence what is repeated?
Heated Rivalry created this kind of buzz because it resonates on an emotional level. It tells an unexpected story that is bold, different, and human. Those same foundational principles can apply inside organizations.
If someone known for upholding company values gets promoted, that story will spread. If someone takes a smart risk and gets supported, that story will spread.
If a high performer steamrolls others and nothing happens, that story will spread fast.
Word of mouth is not gossip to your employees — it’s guidance.
If you want a stronger culture, create positive moments that connect with people emotionally. Make decisions that align with your stated standards. Explain hard calls clearly. Address poor behavior consistently — even when it’s inconvenient. Admit when you get it wrong. Reward values-aligned behavior publicly.
Your employees are already telling stories about your organization, so the opportunity is to shape and influence those stories. Give your people something good to buzz about.
At HAVEN, we are champions of high-performance, human cultures. If we can help you design the kind of moments people want to repeat, reach out.
