Building a Values-Driven Company Culture Like Seth Hurwitz

Culture is a concept that’s both elusive and essential. It’s not a line item in a budget or a section in a business plan, and yet it’s the gravitational force that holds an organization together—or tears it apart. Research is increasingly showing that resilience in the face of market disruptions depends less on technological advancements or deep pockets and more on a value-driven culture. One recent study even found that organizations with a strong sense of purpose experienced a 30% increase in employee engagement and a 25% improvement in productivity.

Seth Hurwitz, the longtime steward of iconic music venues like the 9:30 Club and The Anthem, offers a case study of culture done right. Over the years at these venues—and the others he has collected under his independent concert promotion and production company I.M.P.—Hurwitz has cultivated a culture based on his own ideas about how to move through the world. From fostering loyalty among employees to creating spaces that resonate with artists and fans alike, Hurwitz approaches culture not as a strategy for gaining a competitive edge over the competition but as a way to create something genuine.

In doing so, Hurwitz has built spaces that people appreciate for their authenticity while also proving that culture is far more than just a feel-good concept. His approach is compelling because it can be applied universally—while his story is steeped in the music industry, the principles he demonstrates apply to leaders across industries. As we’ll explore below, the key to building a values-driven culture is in the daily, deliberate choices that shape an organization’s identity.

1. Lead with Authenticity
   As remote work and increasingly impersonal systems have permeated much of the contemporary workplace, the question of culture often boils down to this: who sets the tone? The answer—as uncomfortable as it may be for some leaders—is that culture starts at the top. Employees don’t absorb values from handbooks or mission statements, they look to their leaders to see those values in practice.

   As Seth Hurwitz’s business expanded, he recognized the need to find new and creative ways to stay connected with his employees. In the early days of the 9:30 Club, he could personally know and interact with each team member daily, but as his venues grew in number and scale, that level of familiarity became impossible. “I can walk into one of my venues now and not recognize anyone,” he admitted. Rather than allowing growth to dilute the culture, Hurwitz instituted town hall meetings, creating a space where encouraged his staff to voice their thoughts and engage with him directly. “I want them to see there’s a real person that owns this. It’s not Amazon.”

   Employees need to see that organizational values were not pulled out of thin air—they are the outcome of considered thought, shaped by a leader who genuinely prioritizes and embodies them. And when employees witness leaders making decisions that align with stated values—even when it’s inconvenient or costly—it reinforces the authenticity of the culture and builds trust.

2. Hire People Who Embody Your Culture
   When hiring, it’s important to look beyond resumes and technical competencies to identify individuals who embody the values of your organization. Skills can be taught, but intrinsic qualities that align with a shared vision and sense of purpose are harder to cultivate.

   Hurwitz brings up a story about when he first purchased the 9:30 Club from its previous owner, Doti. The venue was celebrated for its raw, countercultural energy, and he recalls, “Doti hired this crazy collection of people… really creative, interesting people the same way Fellini used to cast his movies.” As he brought on new staff, he recognized that their individuality was an integral part of the 9:30 Club’s identity and sought to preserve that spirit in his new hires. “We’ve always been a home for acceptance and ‘whatever you are, it’s okay,’” said Hurwitz. “People appreciate that it worked there, and thankfully it has carried on through the years—those people hired our next generation and they hired the next, and it kept getting passed on.”

   The longer a company’s culture is consistently upheld and reinforced, the stronger it becomes. Seek out individuals who not only resonate with your organization’s values but also bring perspectives and traits that can enrich its culture. Hiring isn’t just about what a person can do today—it’s about who they’ll be within the larger fabric of your team tomorrow.

3. Make Ethics Non-Negotiable
   Values and ethics are deeply interconnected. While values are the aspirational principles that define what a company stands for, ethics are the actionable standards that bring those principles to life and together they ensure consistency between what an organization claims to believe and how it behaves in the real world. When they fall out of sync, that misalignment can cause disengagement from employees and customers alike.

   Strong values, conversely, can provide clarity and make ethical adherence feel natural. This is evident in Seth Hurwitz’s approach, where financial practicality is always balanced with an unflinching dedication to his core principles. “I pass on shows that don’t make sense,” said Hurwitz. “We’re in business to sell merch. That’s the hot topic. We take a percentage, and we do a great job. We probably sell more merch than anyone else, but you’re going to pay the percentage or you’re not selling. And some acts have said, ‘Well, then we’re not playing.’ And I say, ‘Bye.’” While remaining unapologetically capitalist, his policy reflects transparency and fairness: artists understand the terms upfront, and the percentage represents compensation for the infrastructure, staff, and experience his venues provide.

   Hurwitz’s approach underscores a key lesson for leaders aiming to build value-driven organizations: ethics must be non-negotiable. Are you upholding the principles your company claims to stand for? Are your stakeholders seeing those values reflected in day-to-day decisions? Embedding your values into your operational frameworks allows you to craft policies that reflect your ethical commitments and communicate them openly.

4. Innovate with Intention
   With so many conversations revolving around technology and innovation, businesses risk losing sight of what makes them unique in a rush to adopt the latest trends. Innovation should serve a purpose, otherwise it has the potential to dilute an organization’s core values. While staying current is essential, the challenge for leaders is discerning which innovations align with their values and which could undermine them.

   While streaming has revolutionized the entertainment industry, Hurwitz has remained staunch in his dedication to preserving the authenticity of live music. “I don’t ever want to stream [a concert], even if it is sold out. I want people to need to go see the bands to experience this,” he explained. This perspective might at first glance appear to be a resistance to change, but it reflects a deep understanding of what makes live music unique. Streaming risks diluting the intimacy and energy of a live show, and for Hurwitz the draw of live music lies in its unfiltered rawness—a quality that aligns with the identity of his venues.

   Rather than rejecting progress, Hurwitz’s approach ensures that the innovations he adopts are consistent with the culture he’s cultivated. Leaders must be able to evaluate new technologies and trends with intention, asking whether they align with your organization as a whole. Innovation should be about finding tools that amplify your strengths, not adopting what’s new for the sake of it.

For CEOs and business leaders, Hurwitz’s philosophy presents a challenge that is worth embracing: take stock of your own company culture. Are your values clearly defined and actively guiding decisions? Does your leadership foster loyalty and trust among employees? Are you investing in the well-being of your people with the same care you extend to your customers?

Hurwitz’s values-driven approach is a compelling argument that success is rooted in integrity. A strong culture provides a competitive edge that sustains organization through shifting markets and evolving trends, and by staying true to core values leaders can build something that lasts.

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