Fourteen days to decide the culture you want, in writing, and hold the line on it.

Culture is what you tolerate. The values on the wall are a wish.

Somewhere in the company there is a person who hits their numbers and treats people badly. There is a meeting that always runs late and nobody fixes. There is a value on the website that nobody could explain to a new hire. You have noticed all of it. You have also let it slide, because there is always something more urgent.

The cost shows up as inconsistency. Two teams that behave like two companies. Execution that depends on which manager you report to. Good people quietly leaving.

This sprint is fourteen days of deciding, in writing, what the culture is and what it isn't. Then building the reinforcement so it holds when you are not there.

What happens over the 14 days

Days 1 to 5: audit. What you reward versus what you say you value. The Culture Audit: communication, decisions, accountability, feedback, each scored one to ten with an example. What kind of people thrive in your company, and whether that is who you want.

Days 6 to 10: define. The Core Values Definition Workshop: ten to fifteen candidates, cut to three to five you would keep even when they cost you. The stories your employees tell about working here.

Days 11 to 14: build. The Culture Playbook Template: hiring questions, review criteria, the behaviours you will not accept. How the culture has to change as you go from 40 to 150 people. You end with a 90-Day Culture Action Plan.

Three worksheets: the Culture Audit, the Core Values Definition Workshop, the Culture Playbook Template. PDFs, yours to keep.

This is for you if

You are between 20 and 200 people, the first managers are in place, and you can feel the culture drifting away from what you started with. You want to fix it before the next 50 hires bake it in.

It is not for you if you are five people in one room. You are the culture. Come back at 20.

"When the lines between family and business blurred, causing stagnation in growth, Peter introduced clarity and structure."

Tudor Georgescu, CEO, on working with Peter

Who is writing the emails

I'm Peter Sorgenfrei. I built six companies over 15 years. In 2019 I stopped listening to my body. In February 2020 it stopped for me: six weeks in bed, twelve weeks out, and the board let me go while I was still down.

I rebuilt from there. Since 2020 I have coached 67 founders and CEOs across 13 countries, from Copenhagen. My book, The Whole Human Leader, is out now with Wiley.

These sprints are the same thinking I use with 1:1 clients, cut down to the part you can do on your own in fourteen mornings. A Whole Human Baseline with me is €1,700. This is $47.

The details

Fourteen emails, one a day, starting the morning after you buy. Each takes ten to twenty minutes. Three worksheets as PDFs, yours to keep. Reply to any email and it reaches me, not a support queue.

$47, once.

Questions people ask

Is this a course? No. It is fourteen emails and three worksheets. No login, no video, no community. The work happens in your calendar and your notebook.

How much time does it take? Ten to twenty minutes a day. A couple of the days ask for a longer sitting, about an hour, and they tell you in advance.

Can I do it with my co-founder or my number two? Yes. Forward the emails.

Do I get the emails all at once? No. One a day, on purpose. The gap is where the thinking happens.

What if I want more than emails? Write to me at the end of the sprint. That is usually where the 1:1 conversation starts.