CulturWorks | Growth Strategies

At CulturWorks, we help organizations see, understand, and transform their workplace culture through AI-powered intelligence — turning what used to take months into actionable insight in just 21 days.

We built CulturOS, our proprietary AI system, to decode the hidden patterns in organizational trust, engagement, and leadership. It pinpoints where culture thrives, where it’s at risk, and exactly how to rebuild it — using science, data, and behavioural insight.

Our work bridges AI analytics with human empathy, helping leaders move from dashboards to real behaviour change. We’ve supported 600+ organizations and 400,000+ employees around the world — from the factory floor to the executive suite.

As CEO, I lead a global team of innovators who believe HR deserves tools as advanced as the challenges they face.
We help HR and People Leaders look like the superstars they truly are — delivering workplaces that employees love, leaders are proud of, and boards can confidently stand behind.

Because culture isn’t soft. It’s smart, strategic, and now — AI-powered. It’s the system that drives trust, performance, and growth — the foundation of every organization’s bottom line.

Skills: AI Strategy · Workplace Analytics · Organizational Culture · Leadership · Transformational Change · Leadership Development · People Development · Policy Analysis · Human Rights Law · Employment Law

Chief Executive Officer

Canadian Lawyer Magazine

✅ Generated compelling columns and features related to workplace diversity and inclusion, behavioural change, assessment, including essential aspects training, unconscious bias, and de-biasing the hiring and promotion process. Shared my research and practical approaches for global workplaces on anti-racism, sexism, homophobia and diversity & inclusion

📌 Key Impact: proved to be a creative, consumer-focused storyteller with a passion for the D&I topics, and a particular obsession with human rights and labor law. Exhibited excellence in strong copywriting, content development and editing.

Culture and DEI Coach and Regular Columnist

The Lawyer's Daily

Columnist (Culture & DEI)

ART Realty Investments

A successful private investment and equity group centered on long-term, equity and capital growth, through real estate, real estate partnerships and joint ventures.

Various Regional, National and Global Media Outlets

✅ For over a decade, I have been invited to provide expertise to inform essential conversations across the Globe on Diversity,  Inclusion, the law, immigration and migration policy, the legal profession, and corporate social responsibility with over 500 speaking events and media engagements.  

Media interviews, engagements include:

CBC Newsworld
CBC Radio One
CTV News
CTV Power and Politics
CP24
Aljazeera 
Toronto Star
The Globe and Mail
Reuters
Associated Press
The Kitchener-Waterloo Record
The Straight.com
Le Devoir
The Hamilton Spectator  
Canadian Lawyer Magazine  
The Law Times

Media Contributor/Speaker/ Panelist

The BlackNorth Initiative

✅ I was privileged to be invited to support the great work of the Black North Initiative.  I get to leverage my experience engaging technology, data, science and metrics related to Diversity, Inclusion, Safety, Belonging, anti-racism & anti-oppression.  Together we will eradicate systemic anti-Black racism and anti-Blackness within Canadian companies and organizations!

Measurement & Metrics Committee Lead

✅ Invited to be a Peer-to-Peer Leader/Facilitator for DEI professionals from a wide variety of industries, sizes, market capitalization, and experience whose employers are signatories to the Black North Initiative
✅ An opportunity to utilize my coaching and facilitation skills to support Black North Initiative signatories achieve their pledge goals, including the elimination of anti-Black racism

Peer to Peer Lead

MESH/diversity

✅  Brought on board by Canada's largest full-service Diversity & Inclusion company with the mandate of working with organizations of all sizes to drive them towards there diversity and inclusion goals using, data, metrics, education and technology. 

➡️	Embedding anti-racism, anti-oppression, and all facets of diversity and inclusion into the culture of the organizations.

📌 Key Contribution: world-class diversity and inclusion/anti-racism/anti-oppression educator, coach, facilitator, strategist and speaker working with the C-Suite, the board, leaders, and executives.

Chief Legal Officer

United Food and Commercial Workers (UFCW Canada)

General Counsel

✅ Recruited by Canada's largest private sector union as a Legal Counsel – rapidly progressed through organization ranks, achieving the role of a Director of the Human Rights, Equity, and Diversity Department in 2008. Worked closely with provincial, federal & international governments on issues facing foreign migrant workers & integration into workplace

➡️	Conducted one of the largest D&I audits of any membership organization to establish the disparity between staff, leadership and membership, which formed the foundation for effective policies relating to diminishing bias in hiring and promotion
➡️	Spearheaded a team to developed and deployed a multi-year education, multi-phase education programming (in-class, online) to over 1000 staff at local unions based on anti-racism, anti-sexism, and D&I.
➡️	Developed a D&I system based on metrics, data, and meaningful community engagement and internal "in-reach". 

Key Contributions:

📌   Mentored, coached and managed a team that has established and executed complex multi-year, multifaceted diversity and inclusion strategy for the over 250,000 members - one of the largest and most robust diversity and Inclusion initiatives in Canada.
📌   Built a positive National profile recognized and engaged by governments, employer groups, and National International NGOs for advice on diversity and inclusion policy and programming.
📌	Developed meaningful National Partnerships with National and International human rights organizations such as EGALE Canada (Helen Kennedy), the First Nations Child and Family Caring Society (Cindy Blackstock), WOMEN\'S LEGAL EDUCATION AND ACTION FUND (LEAF), Centre for Sexual and Gender Diversity.
📌	Increased the representation of women in leadership from zero to just over 50 percent in my time in this role. Augmented the number of people of colour in leadership roles nationally.

Director of Human Rights, Equity and Diversity

Chairperson, National Council Human Rights Equity and Diversity Committee

The Broadbent Institute

http://www.broadbentinstitute.ca/en/staff/naveen-mehta

I am honoured to be part of this diverse, multidisciplinary group of distinguished scholars, policy experts, and leaders from the Canadian business community and civil society. They inform the Institute’s research and policy agenda and contribute their knowledge and analysis to further the institute’s efforts to impact public debate in support of progressive change.

Policy Fellow -  Diversity & Inclusion -  Immigration/Migration Policy

Canadian Labour Congress

Member, Legal Challenges Committee

Vice-President, WOC, Canada Council

Vice-President, Executive Committee Member

Chairperson, National Human Rights Committee

We Empower People to Build Thriving #DEI Businesses | The Business of #DEI Newsletter | #Diversity Entrepreneur | 2 Million LinkedIn Views | Human Rights Lawyer | Nominated Top 25 Most Influential Lawyers | @culturworks

The law can be rough. After 20 years in the courtroom representing employers and employees, I realized most workplace problems aren’t about money — they’re about culture.

The law taught me the power of the "stick" — compliance, control, and consequence. But the real lesson came later: knowing when to use the "carrot." Because real performance doesn’t come from fear. It comes from clarity, trust, and belonging.

Even though I was “the lawyer,” my biggest wins never came from the courtroom. They came during mediation — when people stopped arguing and started understanding. That’s when I realized I didn’t just want to fight for workplaces.

I WANTED TO FIX THEM.

So in 2008, I founded CulturWorks — to help organizations build cultures people love to be part of, not pulled into or run from.

What began as my personal mission became a shared purpose. Today, the CulturWorks team blends expertise in law, psychology, analytics, AI, and leadership to build workplaces that truly work — for everyone.

Here’s the truth: from our 20s until our 60s, we spend half our adult waking lives at work. That’s bloody 50%! WTH? It had better be a fantastic place.

That belief drives everything we do.

Our AI-powered system, CulturOS, delivers a lightning-fast, science-backed roadmap within 21 days — pinpointing where trust is strong, where it’s fading, and how to rebuild it with measurable results. Then we turn insight into action — helping you build the kind of culture your employees thrive in, your leaders dream of, and your board can proudly stand behind. All the while, unmasking your HR team as the superheroes they truly are.

And it’s working. CulturWorks has partnered with 600+ organizations and over 400,000 employees worldwide.

We bridge analytics and action — turning insight into leader habits that drive retention, engagement, and growth.

Because culture isn’t soft. It’s smart, strategic, and now — AI-powered. Great culture cuts turnover costs, boosts productivity, strengthens loyalty, and protects brand reputation — quietly improving margins quarter after quarter. Most organizations overlook it because it hides in intangibles like belonging, collaboration, and purpose — but we make those intangibles measurable, and then we make them profitable.

I’ve spent a career on both sides of the table.
Now, with the team at CulturWorks, I’m building the table itself — one where people and performance finally align.

If you’re an HR or People Leader ready to build a culture where everyone can thrive, connect with me here or visit CulturWorks.com to learn more.

Naveen Mehta

Thank you Samantha for moving this message forward. 

Some stories stop you in your tracks.
Amber Czech’s is one of them.

A 20 year old welder.
At her station.
Doing her job.
And she never made it home.

Her death was not random.
It was not unforeseeable.
It was gender based workplace violence.

And whenever something this devastating happens, the question isn’t “how did this happen?” It’s how many moments came before this that no one acted on?

Across 25 years supporting HR leaders, unions, and employers, I have learned something hard but true:
before violence shows up in headlines, it shows up in culture.
In the jokes.
In the comments.
In who gets dismissed.
In who feels unsafe raising concerns.
In who gets protected — and who doesn’t.

Policies don’t prevent tragedies unless the culture makes those policies real.

If we are serious about protecting women in male dominated environments, then we must treat early warning signs the same way we treat physical hazards — visible, documented, and acted on immediately.

Because safety is not an add on.
Safety is culture.
And culture is the daily behaviour of leaders.

My hope is that Amber’s story pushes all of us — HR, operations, health and safety, executives — to look closely at our own workplaces and ask one question with honesty:

Would a woman who felt unsafe trust this system enough to speak up — and trust leadership enough to act?

If the answer is anything but yes, then that is the work.

CEO ⎸ Lawyer ⎸ Keynote Speaker ⎸ Women in Business ⎸ Women @Work

On November 11th, 20-year-old welder Amber Czech was murdered at her workplace in Cokato, Minnesota, by a male coworker who told police he “did not like her” and had planned the attack. She was at her station doing her job. She never went home. 

Amber was just starting her career. Her family and community describe her as a hardworking welder who took pride in her craft, with a bright future ahead. 

This is gender-based workplace violence.

When a woman is killed at work by a coworker who openly admits he “didn’t like her,” every employer, union, regulator, and industry association should be asking what systems failed her long before that day. Reports already show trade groups calling for stronger protections for women in construction and manufacturing in response to Amber’s death. 

Some immediate, practical steps for leaders in any sector that has women in traditionally male-dominated roles (trades, construction, manufacturing, logistics, tech, and beyond):

- Treat gender-based harassment, threats, and stalking behaviours as safety hazards, not “interpersonal conflict.”

- Create clear, confidential reporting channels that do not route complaints only through one supervisor.

- Train leaders and supervisors to recognize early indicators of targeted hostility and to intervene decisively.

- Build joint safety/HR protocols for responding to threats, including removal from site, security measures, and support for the targeted worker.

- Work with joint health and safety committees and unions on specific protections for women and gender-diverse workers on job sites.

- Track and review incidents, not just injuries, and act on patterns instead of waiting for something “serious enough.”

For those of us who work in employment law, HR, health and safety, and leadership, this is a call to go back into our own policies, our own culture, and our own sites and ask where someone like Amber would have turned for help, and how the organization would have responded.

My heart is with Amber’s family, friends, coworkers, and community. The most respectful thing the rest of us can do is to grieve her, say her name, and then do the hard work of making sure women are actually safe at work, not just “welcome.”

If you are in a position of authority at a workplace and are unsure where to start, please call me. I will help you make your workplace safer for women. 

Link to GoFundMe in support of Amber's family: https://lnkd.in/gW7XY-My

Before many organizations come to us, they’ve already tried to “transform their culture.”

New slogans. New posters. Even branded mugs.
Six months later, engagement tanks — and everyone quietly admits the obvious: nothing actually changed.

I’ve seen this story repeat itself across industries.

Not because leaders don’t care, but because the approach misses what culture really is — the lived behavior of people every day.

Here are the Top 5 Disasters in Culture Change Initiatives — and how to avoid them:

 1️⃣ The Slogan Makeover Trap — Values on walls don’t change what happens in halls. Focus on visible behaviors.
 2️⃣ The Top-Down Tornado — People resist being changed. Co-create instead.
 3️⃣ The Hero Leader Myth — Systems, not saviors, sustain culture.
 4️⃣ Data Blindness — You can’t fix what you don’t measure. Listen to real signals.
 5️⃣ The One-and-Done Syndrome — Culture is a daily workout, not a one-time event.

In this week’s Leading Culture newsletter, I unpack each one with stories from real workplaces — and share practical ways to build momentum that lasts.

➡️ Read it here below — and if you find it useful, subscribe to Leading Culture for more data-driven, story-rich insights each week.

#Leadership #WorkplaceCulture #HR #OrganizationalDevelopment #ChangeManagement

Everyone loves the idea of culture change. Until they realize it’s less “motivational posters” and more “open-heart surgery… while running a marathon 

Open article: My Top 5 Disasters in Culture Change Initiatives and How to Avoid that Pain by Naveen Mehta • 5 min read

My Top 5 Disasters in Culture Change Initiatives and How to Avoid that Pain

AI will not replace HR.
But HR that ignores AI will quietly lose its seat at the table.

In our recent interviews with 45 CHROs, we heard the same tension over and over.

Publicly, everyone agrees AI matters.
Privately, most are still trying to work out what that actually means for HR.

We consistently saw three patterns:

Some CHROs are experimenting with AI to clear admin work
Freeing their teams to focus on strategy, coaching, and complex people issues.

Some are overwhelmed and cautious
Worried about bias, employee trust, and “getting it wrong” in sensitive areas like hiring and performance.

Some are avoiding it almost entirely
Hoping to wait until everything feels clearer.

The risk isn’t that AI will suddenly take HR’s job.
The real risk is that other functions will define how AI is used
In hiring, performance, talent, and culture
Without HR’s voice shaping guardrails, ethics, and impact.

From those 45 conversations, one thing was obvious:

The CHROs who feel most confident aren’t the ones with the flashiest AI tools.
They’re the ones treating AI as a people and culture decision, not just a tech decision.

They are:

Using AI to reduce low-value manual work
Not to outsource judgment or empathy.

Using AI to see patterns in engagement, exits, and sentiment
Not to hide behind a score.

Using AI transparently
So employees understand where it’s used, why, and with what limits.

For HR and People leaders, the question is no longer “Should we use AI?”
It’s: “Will we lead how AI shows up in the people experience, or let others decide for us?”

AI won’t define the future of HR.
HR will define the future of AI at work — or it won’t.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.

https://lnkd.in/d_E8EuTp

#HR #PeopleAndCulture #AI #FutureOfWork #Leadership #WorkplaceCulture #EmployeeExperience

Some of the most damaging leaders in an organization are also the kindest.

Not the screamers.
Not the obvious bullies.

The avoiders.

They avoid hard feedback.
They avoid conflict.
They avoid saying, “This isn’t working.”

On the surface, everything looks calm.

No blowups.
No visible drama.
People describe them as “nice” and “supportive.”

Underneath, here’s what HR and People leaders tell us they see:

Performance issues dragging on for months.
High performers quietly carrying the team.
Resentment building because nothing really changes.
Exits that could have been prevented with one honest conversation.

“Nice” becomes harmful when:

We sugarcoat until nothing is clear.
We delay feedback until it’s too late.
We protect adults from discomfort instead of helping them grow.

Employees don’t need leaders who are harsh.
They need leaders who are honest and humane at the same time.

Plain language.
Clear expectations.
Real consequences.
Delivered with respect and empathy.

We often hear, “We don’t want to hurt their feelings.”

The reality:

Avoiding the conversation doesn’t protect people.
It keeps them stuck.
It frustrates the team.
It increases the odds that termination becomes the only option left.

Brave leadership is not about being less kind.
It’s about being more truthful, sooner, with support.

That’s where culture shifts.
One clear, courageous conversation at a time.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #Feedback #PerformanceManagement #WorkplaceCulture #EmployeeExperience

Employees are not less loyal.
They are less naïve.

We see this across organizations and industries.

People are still willing to give a lot.
Energy.
Ideas.
Discretionary effort.

But they are no longer willing to:

Sacrifice their health for a company that treats them as a line item.
Stay loyal to leaders who don’t tell the truth.
Trade years of their career for vague promises of “someday.”

The old loyalty contract was simple:

You show up.
You work hard.
You stay.

In return, the organization gives you:

Stability.
Progression.
A sense that you belong somewhere.

That contract has cracked.

Mergers.
Layoffs.
Reorg after reorg.
Short-term thinking at the top.

Employees have been paying attention.

Today’s loyalty sounds more like:

“I’ll give you my best while I’m here.
But I won’t bet my entire future on you.”

From our vantage point at CulturWorks, we see a new loyalty contract emerging – one that HR and People leaders can actually shape.

It sounds like this:

We will invest in your growth.
We will be transparent about what we can and can’t promise.
We will treat your time and wellbeing as finite, not unlimited.
We will make this a place you’re proud to have on your story, whether you stay 3 years or 13.

In return, we ask for:

Honest effort.
Honest feedback.
Honest notice when your chapter here is ending.

This isn’t “soft.”
It’s strategic.

Because the organizations that honour this new contract:

Attract stronger talent.
Get more real effort while people are with them.
Become alumni brands employees are proud to recommend.

The ones that don’t?

Rely on perks to fix trust.
Confuse compliance with commitment.
Act surprised when their best people leave for places that feel more grown-up.

For HR and People leaders, the real work now is to:

Design cultures where loyalty is mutual, not assumed.
Make your promises specific, not fuzzy.
Equip leaders to have adult-to-adult conversations about growth, performance, and exits.

Loyalty 2.0 isn’t “stay forever.”
It’s:
“While we’re in this together, let’s make it count.”

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #Retention #EmployeeExperience #FutureOfWork

AI is not the end of HR.
It’s the next evolution of HR.

The future of work will not be humans versus AI.
It will be human + AI versus organizations that refuse to adapt.

In our interviews with 45 CHROs, one theme is unmistakable:

The most forward-looking HR leaders aren’t fearing AI.
They’re shaping it.

They’re using AI to:

Strip out low-value admin work
So HR can spend more time on strategy, coaching, and complex people issues.

Spot patterns in engagement, exits, and culture data
That would take humans weeks to see — and act on.

Personalize learning and development
So managers get targeted support instead of generic leadership decks.

Support, not replace, human judgment
Keeping decisions grounded in context, ethics, and relationships.

The gap we see isn’t between companies “with AI” and “without AI.”
It’s between companies where HR is leading the conversation
And companies where AI is treated as a pure tech project.

When AI is led by HR and People & Culture:

Guardrails are defined with people in mind.
Transparency is built in, not bolted on.
Trust is actively protected, not accidentally eroded.

When HR is left out:

AI gets dropped into hiring, performance, and talent decisions
With little thought to bias, messaging, or how employees actually feel.

The CHROs who feel most confident right now have a few things in common:

They see AI as a capability, not a threat.
They are building basic literacy across their HR teams.
They are piloting small, smart use cases instead of waiting for “perfect.”
They are clear that empathy, judgment, and relationships stay human.

The future of work and AI is not science fiction.
It’s incredibly practical:

Fewer hours lost to manual reporting.
Better questions asked of your data.
Managers who are better prepared for real conversations.
Employees who feel the technology is helping them, not watching them.

HR does not have to passively receive the future of work.
We get to design it.

The only real risk is sitting this one out.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #AI #FutureOfWork #Leadership #WorkplaceCulture #EmployeeExperience

Every organization has a “good soldier” — and they’re burning out in plain sight.

We see this pattern in almost every culture assessment we run.

The good soldier is the person who:

Says yes when everyone else hesitates.
Takes the extra project “just this once.”
Stays late to fix what others dropped.
Keeps the team running when systems and clarity are missing.

They’re praised as “reliable,” “dedicated,” “such a team player.”

But here’s what HR and People leaders quietly tell us:

They’re also the ones who:

Are closest to the edge of burnout.
Feel taken for granted.
Carry unspoken resentment.
Wake up one day and say, “I’m done,” and no one saw it coming.

The good soldier trap happens when:

Saying yes is rewarded.
Setting boundaries is punished (openly or subtly).
Leaders don’t fix broken systems — they lean harder on the same dependable people.

In the short term, it looks like high performance.
In the long term, it looks like:

Silent disengagement.
Sudden resignations.
Team morale dropping when “the glue” leaves.
A reputation for chewing through your best people.

From our vantage point at CulturWorks, one thing is clear:

Over-reliance on good soldiers is not a sign of a strong culture.
It’s a sign of a fragile one.

Healthy cultures:

Notice who always says yes — and ask why they feel they have to.
Reward sustainable performance, not heroic over-functioning.
Teach leaders to redistribute work instead of defaulting to the same people.
Normalize “no” and “not right now” as professional responses, not disloyal ones.

If you’re in HR, you probably already know who your good soldiers are.

The real question is:

Are we protecting them and designing around them
Or quietly exploiting them because they never complain?

Because by the time they do, they’re usually halfway out the door.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #Burnout #EmployeeExperience #Retention

The most energizing HR conversation I had this week wasn’t in Canada.
It was in the Gulf.

An HR leader with 25+ years of experience said something that stopped me:

“We don’t call this ‘change’ anymore.
We call it our growth phase.”

That one line says everything about what’s happening in the GCC right now.

New economic sectors.
New expectations from a young workforce.
New pressure on leaders to move faster, be smarter, and still keep people at the centre.

But instead of talking about “disruption” and “uncertainty,” this leader framed it differently:

This isn’t instability.
It’s an opportunity window.

Here were my big takeaways from that conversation:

Growth, not survival
When you label everything as “change,” people brace.
When you frame it as “growth,” people lean in.
Language is strategy.

Curiosity after 25 years
This leader wasn’t tired.
They were more curious than some people 5 years into their career.
They asked: “How do we build cultures that are ready for what’s coming, not just reacting to what’s here?”

Culture as regional advantage
In the GCC, it’s not just about internal engagement scores.
It’s about becoming an employer of choice in a region competing for global talent.
Culture becomes part of the national story, not just the HR strategy.

Leaders need better tools, not bigger slogans
They weren’t asking for another vision statement.
They were asking for:
– Hard data on what their people are really experiencing
– Clear roadmaps, not vague recommendations
– Practical tools leaders can use tomorrow morning

At CulturWorks, this is exactly what excites our team in the Gulf:

Not “managing change.”
Designing cultures that turn rapid transition into long-term growth.
Equipping leaders with the insight and tools to make that real.

If you’re leading HR or People & Culture in the GCC, three questions are worth sitting with:

Are we treating this moment as a risk to survive or a growth phase to design?
Do our leaders have real data and tools—or just pressure and slogans?
And after 20+ years in HR… am I still as curious as that leader was on our call?

Because their enthusiasm, after 25 years in the field, might be the most strategic asset they have.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #GCC #MiddleEastHR #WorkplaceCulture #Leadership #Transformation #FutureOfWork

Open article: LinkedIn: Log In or Sign Up by linkedin.com

Who actually holds your culture together in between the big announcements and strategy decks?

We’ve noticed it’s usually not the people on the org chart with the fanciest titles.

It’s the person who remembers the birthday card.
Checks in on the new hire who looks lost.
Translates the CEO’s town hall into words the team can actually use.
Calms everyone down after a tough email or restructuring.

That’s not “extra.”
That’s culture.

And most of it is invisible.

You don’t see it on a balance sheet.
You rarely see it in a performance review.
But you feel it immediately when it’s missing.

In our work, HR leaders can usually name these people in seconds.

The unofficial mentors.
The quiet fixers.
The ones people turn to before they ever go to their manager.

Here’s the problem:

We lean on them for emotional labour.
We depend on them to “keep things smooth.”
But we almost never:

Name it.
Measure it.
Reward it.

We talk about engagement, inclusion, and psychological safety.
Yet the people doing the heaviest relational lifting often carry it on top of their day job, with no recognition.

If we’re serious about retention and culture, we need to:

Acknowledge relational work as real work.
Bake it into performance conversations and talent decisions.
Develop and support the people doing it, instead of quietly burning them out.

Because the person who quietly holds your culture together
Is often the one most at risk of leaving if they feel unseen.

We can’t afford for their contribution to stay invisible.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Inclusion #EmployeeExperience #Engagement #Leadership

I’m going to sound like a Jerk. I have no choice.  HR leaders, VPs of HR, CHROs — I want you to think about you are doing about workplace culture right now?
Not in theory. In practice. This quarter. Many of you will quietly say:

 “nothing now but for sure next quarter.”

I totally understand.  

A CHRO  client of ours told me that I have no choice but to write this post. I . We want to give HR leaders a clear heads up about what we’re increasingly seeing on the ground.

We completely empathize. Your world is packed with:

Headcount and approvals
Leadership meetings
Comp, pay equity, and calibration
Employee relations and investigations
Hybrid, RTO, policies, systems, vendors

It is a lot.
None of it is small.

But here’s what 3 CEOs told us privately since about June. 

One CEO said, “We brought you in because our CHRO seemed disengaged from culture. Someone has to own it.”

That stings — and it’s often not fair — but it is real feedback.

Most senior HR leaders care deeply about culture.

They’re just buried in fires.

The problem: culture is rarely urgent
Until it shows up as:

Turnover spikes
Manager fatigue and apathy
Low trust in leadership
Reputational risk with candidates and regulators

By then, it’s already expensive.

The research is consistent and boringly clear:

Deliberate, healthy cultures outperform on profit, growth, innovation, retention, and resilience.
Culture is not “extra.” It’s how sustainable businesses are built.

And whether it’s written in your job description or not, culture is your portfolio to lead.

That doesn’t mean doing everything yourself.

It means making sure your organization is:

Measuring culture with real data, not vibes
Linking that data to retention, performance, and risk
Turning insights into a clear, time-bound roadmap for leaders
Equipping managers with practical tools and training, not slogans
Showing employees visible, concrete changes — not just another survey

If you are the senior People leader and almost none of this is on your calendar, then a critical part of your job is being left on the table.

We’re not saying that to criticize you.
We’re saying it because CEOs, boards, and employees are already noticing — and for your sake, we’d rather you hear it now than in a crisis.

For a deeper, practical dive:
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #CHRO #PeopleAndCulture #WorkplaceCulture #Leadership #FutureOfWork #EmployeeExperience #Retention

How many tired decisions did your organization make this week?

We talk a lot about burnout, but not enough about what it quietly does to judgment.

When leaders and teams are always on, we see patterns repeat:

Emails fired off at 11:47 p.m. that create three new problems by morning.
“Yes” to projects no one has capacity for.
Rushed hiring decisions that become long-term performance issues.
Policies written in reaction to the last crisis instead of the next 12 months.

On paper, people are “fine.”
They’re showing up.
They’re hitting deadlines.

But under the surface, the cost is stacking up in places HR and Finance both care about:

Quality drops.
Rework increases.
Conflict escalates.
Turnover quietly rises.

From our vantage point at CulturWorks, we see a simple truth:

The most expensive thing in many organizations isn’t turnover.
It’s tired thinking.

You don’t fix that with yoga posters or a wellness week.

You fix it by:

Reducing fake urgency so real priorities get oxygen.
Training leaders to protect focus time instead of flooding calendars.
Making it safe to say, “We can’t do all of this well,” and choose.
Linking wellbeing directly to risk, quality, and ROI — not just “being nice.”

HR leaders are often the first to feel the shift.
The volume of “small issues” goes up.
The tone of conversations gets sharper.
The creativity in rooms quietly fades.

That’s not just a people problem.
It’s a business strategy problem.

If we want better decisions, we have to design cultures where people still have something left in the tank when it’s time to make them.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #Burnout #FutureOfWork #WorkplaceCulture #EmployeeExperience

Middle management isn’t dying.
Bad management is.

We see this every week in our work with HR and People leaders.

The problem isn’t “too many managers.”
It’s too many managers whose real job is unclear.

They’re buried in dashboards.
Forwarding emails.
Sitting in back-to-back meetings.

But ask their teams what they actually need, and you hear something very different:

“Be clear.”
“Have my back.”
“Remove roadblocks.”
“Give me feedback before it’s too late.”

The future of management isn’t about more layers.
It’s about sharper, more human ones.

Managers who:

Know their real job is to create the conditions for great work.
Spend more time in 1:1s than in status meetings.
Understand how to use AI and tools to free up time for actual leadership.
Are measured on team health and outcomes, not email volume and meeting attendance.

From our vantage point at CulturWorks, the shift looks like this:

Old model:
Manage tasks.
Push information down.
Escalate problems up.

New model:
Coach humans.
Translate strategy into meaningful work.
Spot early risk in trust, workload, and behaviour.

For HR and People leaders, that means asking:

Are we promoting managers for tenure, or for their ability to lead humans?
Are we training managers to use data and AI as support, not as a shield?
Are we holding managers accountable for both results and the way those results are achieved?

Because in the organizations that are getting this right, managers aren’t “middle” anything.
They’re the engine that turns strategy, culture, and performance into reality.

That’s the future of management we’re betting on.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #MiddleManagement #FutureOfWork #WorkplaceCulture #EmployeeExperience

HR leaders, your most powerful culture tool isn’t your engagement survey.

It’s a 30-minute 1:1 most managers still wing.

In almost every organization we work with, 1:1s are treated as:

Status updates.
Deadline check-ins.
A quick “How’s it going?” before rushing to the next meeting.

But when we listen to employees, the moments that changed them rarely come from town halls.
They come from small, specific conversations with a leader:

“I finally felt seen.”
“They told me the truth, respectfully.”
“They helped me name what I’m actually good at.”

Those 30 minutes quietly decide:

Who stays when things get hard.
Who tells the truth versus what sounds safe.
Who brings problems early versus too late.

Yet across organizations, 1:1s are:

Unstructured.
Inconsistent.
The first thing to be cancelled when calendars get tight.

As AI reshapes work, this becomes even more important.

AI can summarize performance.
It can draft questions and surface themes.

But it cannot sit across from someone and say,
“This looks heavy. Let’s figure it out together.”

From our vantage point at CulturWorks, the leverage point is clear:

Treat 1:1s as a core leadership ritual, not a meeting slot.
Give managers a simple structure for real conversations, not just status.
Use AI quietly in the background, but keep the human work human.

Culture doesn’t just live in values on the wall.
It lives in what is said – and not said – in those recurring 30-minute conversations.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #FutureOfWork #EmployeeExperience #Retention

Morgan, Lewis & Bockius LLP

Acts as external general counsel to assist clients on a variety of governance and operational issues.

Advises venture capital, private equity, institutional, and strategic investors on financing, mergers and acquisitions, and portfolio transactions. 

Counsels founders, emerging businesses, and other innovative companies at every stage of their lifecycle.

Strategically structures, negotiates, and effectuates complex financing and M&A transactions. 

Leads multiple teams of lawyers and business professionals across multiple offices, countries, and practice areas as well as external legal and business teams.

Directs multifaceted corporate reorganizations and implements governance structures for joint ventures and minority ownership investments across a wide variety of industries, including technology, healthcare, life sciences, and real estate.

Dedicates a fair amount of practice to pro bono work, advising charitable organizations and small businesses.

Of Counsel

Norris McLaughlin & Marcus

Primary practice focus on commercial law including areas of transactions, mergers and acquisitions, real estate and land use, banking and financial services, and liquor licensing and hospitality.  

Assist clients with all manner of commercial law, including formation, licensing, dispute resolution, and negotiating and drafting contracts of sale or agreements with vendors or suppliers.  

Drafting and reviewing real estate, land use, banking, and financial services agreements including commercial and residential agreements of sale or lease, mortgages, guarantees, promissory notes, and subordination agreements. 

Represent sellers, buyers and financiers in a broad range of transactions including mergers, consolidations, stock purchases, share exchanges, bulk sales, dissolutions, and asset transfers.

Provide short and long term strategic planning regarding rights, obligations, and liability on a transactional level and at an organizational level.

Associate Attorney

PricewaterhouseCoopers

Research and determine effects of local, state, federal, and international tax law and communicate findings in clear manner.

Assist Fortune 500 companies in properly documenting, securing and retaining tax incentives through drafting and negotiating items such as regulatory filings, contracts, memoranda, correspondence, and other documents and instruments.

Ensure that matters impacting client transactions and operations are adequately addressed by anticipating potential issues and identifying issues as they arise, formulating solutions, and working with team to coordinate responses.

Serve as intermediary between client and state agencies to facilitate working relationships.

Consult clients in various industry sectors expand and relocate operations with tax credits, cash grants, tax increment financing, abatements, and exemptions from federal, state and local tax.

Identify tax and non-tax savings opportunities for past investments, job creation, research, training, and other qualified expenditures.  

Analyze and calculate foreign tax credits for public companies with foreign subsidiaries.

Compile and analyze legal precedents regarding tax exemptions available in various states and offer strategies for securing applicability.

New York State Science & Technology Law Center

Developed creative solutions on the commercial development of early-stage technologies.
 
Formulated project implementation strategies on behalf of universities, federal laboratories, established companies, and start-up ventures.
 
Performed detailed analysis of regulatory and commercial risks and opportunities and advised clients on favorable courses of action.

Effectively communicated findings to client through written reports, memoranda, position statements, and various levels of meetings.

Identified and analyzed intellectual property, including its effect on patent applications and market ventures.

Consulted clients on strengthening products and working around potential obstacles posed by third parties.

Analyzed and formulated alternative strategies for commercializing technologies such as licensing, partnering, or sale.
 
Presented detailed written and verbal market analysis including evaluation of market trends, competitors, and potential partners.

Senior Associate

Rothstein, Kass & Company now KPMG

Oversaw daily operation of engagement teams while communicating status and progress.

Formulated strategies specific to client, industry and financial data to implement profitable solutions and regulatory compliance.

Prepared required filings with regulatory agencies including The Securities and Exchange Commission.

Team member of engagements including financial statement audits, reviews, and initial public offerings for clients in the service, real estate, trading, telecommunication, employee pension plan, and manufacturing industries.

Maintained strong client relationships by working with client to formulate advantageous courses of action.
 
Prepared and reviewed financial statements and disclosures, communicated with client through written and oral correspondence.

Conducted all phases of project from internal mobilization to preliminary and final fieldwork through issuance of deliverable.
 
Created budgets and forecasts, worked with management regarding proposals, tracked jobs, analyzed results and communicated findings.

Monitored and reviewed staff as well as educated staff on internal and external regulatory procedures.

Senior Auditor

I serve as a trusted advisor and outside counsel to a broad array of clients on a variety of governance and operational issues. I focus my practice on corporate governance, debt and equity offerings, majority and minority investments, private capital markets and venture investment, recapitalizations, and mergers and acquisitions (M&A). 

I assist clients at every stage of the business cycle, from initial company formation, financings, M&A, and general governance to initial public offerings. I also represent buyers and targets in public-private and private-private business transactions. My clients come from a broad variety of industries including technology, software, artificial intelligence, biotechnology, cybersecurity, gaming, fintech, retail, e-commerce, finance, manufacturing, real estate, and healthcare.

I help institutional, sovereign wealth, family office, venture capital, corporate venture capital, private-equity, and angel investors structure and implement investments and manage portfolio companies. I also represent private and public companies providing general corporate and strategic advice on financings, partnerships, joint ventures and M&A transactions, as well as inbound, outbound, and cross-border transactions. 

In many of these matters, I draw upon my experience in corporate governance, transactional, intellectual property, technology, licensing, dispute resolution, employee benefits, labor and employment, and tax law. My diverse legal practice and business background enable me to holistically service clients. 

I use my knowledge of evolving market legal trends, ongoingly developed by representing a diverse group of clients, to achieve successful client outcomes.

I cultivate an atmosphere of congeniality and collaboration to strengthen stakeholder relationships. 

I understand a client’s business goals, help develop a strategy to achieve those goals, and then execute towards those goals.

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