Shaping Company Identity

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

TRUTH bomb of the day: People connect with people, not faceless corporations on social. This insight helped two merging health systems successfully rebrand without losing their employees' trust. When Beaumont Health and Spectrum Health merged into Corewell Health, they were up against: - 21 hospitals becoming one brand - 300+ outpatient locations needing alignment - 65,000 employees wondering "what's next?" The typical thing to do is to blast out corporate memos and hope for the best. (Spoiler: that never works) Instead, Corewell Health's social team did something different: They turned their EMPLOYEES into the voice of the brand. They leveraged 65,000+ people in their organization and empowered them to drive results! Using Hootsuite Enterprise they were able to: - Create one central hub for brand content (keeping 65,000 people across 300+ locations on-brand) - Make sharing authentic stories effortless (busy healthcare workers could share pre-approved content in seconds) - Monitor conversations in real-time (it became easy to spot negative sentiment early and adjust their content accordingly) And I’m still shocked by the results they generated: → 3M+ MORE impressions from employee-shared content →  2.5x HIGHER engagement than healthcare industry average (4.76% to 1.8%) → 50% DROP in negative sentiment since the merger went into effect (14% to 7%) The big lesson? 👇🏻 Your most powerful brand ambassadors aren't your ads or announcements. They're your people. When you empower employees to share their authentic experiences on social media, you build trust in ways traditional corporate communications never could.

Too often, work goes unnoticed. But people want to be seen. A recent statistic had me thinking: 37% of employees claim that increased personal recognition would significantly enhance their work output. This insight comes from an O.C. Tanner survey, which leveraged 1.7 million responses from employees across various industries and company sizes. Beyond just feeling nice, recognition emerges as the most impactful driver of motivation. It makes real-time feedback, personal appreciation, and meaningful rewards not just nice-to-haves — they're must-haves to fuel performance. Here are concrete ways you can supercharge your recognition efforts to resonate deeply with your team: (1) Spotlight Specifics: Highlight specific achievements. Hilton’s Recognition Calendar equips managers with daily actionable ideas that turn recognizing real accomplishments into a routine practice. (2) Quick Kudos: Swift praise is so important. Timeliness in recognition makes it feel authentic and maintains high motivation levels. (3) Tailored Cheers: Personalize your appreciation. Crowe's "Recognize Alert" system enhances recognition by transforming client praises into celebratory moments, encouraging recipients to pay it forward. (4) Genuine Thank-Yous: Don't underestimate the power of small gestures. Regular acknowledgments, whether through handwritten notes or intranet shout-outs, create a culture where appreciation is commonplace. You do it, others will do it too. (5) Big Picture Praises: Connect individual achievements to the company’s larger mission. Texas Health Resources celebrates personal milestones with personalized yearbooks that link each person’s contributions to the organization’s goals. Using these practices genuinely and consistently can make every team member feel truly valued and more connected to the collective mission. Each act of recognition builds a stronger, more engaged team, poised to meet challenges and drive success. #Recognition #Appreciation #FeelingValued #Workplace #Culture #Innovation #HumanResources #Leadership Source: https://lnkd.in/e8jUtHZH

Your culture is the invisible force that shapes how people feel about your brand. And it starts with your leadership — → The way you hire and train → How you embed values into your work → The processes you deploy → The way you demonstrate who you are …these subtle cues convey so much about your brand. Because in a world of copycat products and services… …culture is your secret weapon. It's the DNA that can make your company so special. Here's how to harness it: ↓ 1️⃣ Live out your values Don't just write your company principles on a mission statement and forget about them. Embody them. And actively reward team members who embody them. At Motto, we recognize when someone demonstrates our values through kudos, performance, bonuses, and other recognitions. Whether it's showing radical candor or going the extra mile, we celebrate it. 2️⃣ Rally around a Big Idea Every company worth remembering has a Big Idea that clearly and concisely defines their reasons for existing. Express this in big ways — how your company operates as a whole — and in small ways. For example, the way you end team meetings. We sign off with "Do big things" to remind everyone they're here to do exceptional work. 3️⃣ Embed your values in hiring Your job postings and career page should reflect your culture’s transparency and values. We, for instance, outline each step of our hiring process upfront. This helps us proactively recruit candidates who align with our values and can handle our high-performance environment (while screening out those who can’t). 4️⃣ Proactively invest in growth Each of your employees is an asset. Give team members chances to learn and teach others what they’ve learned. On Friday, we give one hour for our team to take classes and share their knowledge with the team. It builds their skills *and* confidence in leadership. 5️⃣ Use failure as fuel When you hit a wall, always see it as a chance to innovate and bounce back even greater. Embed this into your company DNA more than anything else. Your culture isn't just internal. It shows up in every interaction with customers, partners, and the public. So, nurture it carefully. The culture you nurture today is the brand you have tomorrow.

Yoga, meditation, pizza parties, and smoothie bars often get a bad rap—or become easy scapegoats—for ineffective wellness strategies. But these activities can support well-being when used alongside deeper organizational efforts. Real change only happens when organizations tackle the core drivers of burnout and embed well-being into their core values and culture. This includes: • Fair workloads and staffing levels to prevent chronic overwork • Clear roles and expectations to reduce confusion and stress • Psychological safety so employees feel comfortable speaking up • Supportive leadership that models healthy boundaries • Flexible schedules and work options where possible • Opportunities for career growth, learning, and personal development • Effective communication and alignment to reduce unnecessary stress • Access to mental health resources and peer support networks Sustainable and holistic well-being isn’t served by isolated activities or “wellness programs.” It requires building a culture of joy, purpose, and connection where people feel valued and empowered to thrive in their work and life. Have you seen organizational cultures that get this balance right? #JustOneHeart #Wellness #Leadership #Culture

I once had a team of insecure overachiever analysts. They were introverts, brilliant at their work, and incredibly nice people. Too nice, as it turned out. They were so nice that they wouldn't tell each other what was really going on. Instead, they'd come to me: "So-and-so is doing this thing that's really annoying. Can you do something about it?" I got sick of everyone putting me in the middle instead of taking ownership of their issues with each other. So I did something about it. I brought in trainers from the Center for Creative Leadership to teach everyone the Situation-Behavior-Impact (SBI) model (link in comments). The process was simple but powerful: 1. Describe the situation so everyone's on the same page. 2. Share the specific behavior you observed (no judgments about intent). 3. Explain the impact on you or the other people in the room. We started with positive feedback to create safety. We practiced saying things like, “When you walked into that meeting with a big smile, the impact was that it put everyone at ease." Everyone started spotlighting the good that was happening, and that encouraged more thoughtful interactions. Then, we practiced constructive feedback—harder, but even more important. The impact was almost immediate. Soon, I heard people asking each other, "Hey, can I give you an SBI?" The framework made it safe. More importantly, we came to give and receive feedback for the gift that it is. That ability to give and receive honest, thoughtful feedback is the foundation of every healthy team culture. But it's a skill we rarely train for. I’m curious: What frameworks have you used in your organizations to create a culture of feedback?

🤐 "Dead Air" on Zoom? It’s Not Disengagement — It’s Cultural. 🌏 Your global team is brilliant, but meetings are met with silence. You ask for input, and… nothing. It’s not that they don’t care. It’s cultural. In many cultures, challenging a leader publicly can feel disrespectful. Speaking up might risk "losing face." So, instead of collaboration, you get cautious nods, and critical ideas die quietly. 💥 The cost? Missed feedback, hidden conflicts, derailed timelines, and talent feeling unseen and unheard. But it doesn’t have to be this way. 🚀 Here’s how to encourage real participation and build trust across cultures — starting today. 1️⃣ Invite opinions privately first. Many cultures value privacy and may hesitate to disagree publicly. Before the meeting, send out an agenda and ask for input by email or private chat. This gives team members time to reflect and feel safer sharing. 2️⃣ Create "round robin" sharing moments. During the call, explicitly invite each person to share, one by one. Use phrases like: "I’d love to hear a quick insight from everyone, no wrong answers." This reduces the fear of interrupting or "stepping out of line." 3️⃣ Model vulnerability as a leader. Share your own uncertainties or challenges first. For example: "I’m not sure this is the best approach — I’d really value your perspective." When you show it’s safe to be open, your team will follow. 4️⃣ Acknowledge and validate contributions publicly. After someone shares, affirm them clearly. For example: "Thank you for that perspective — it really helps us see this from a new angle." This builds psychological safety and encourages future participation. 5️⃣ Use cultural "mirroring" techniques. Mirror verbal and non-verbal cues appropriate to different cultures (e.g., nodding, using supportive phrases). Show respect for varying communication styles instead of forcing a "one-size-fits-all" dynamic. ✨Imagine meetings where every voice is heard and your team’s full potential is unlocked. Ready to stop the silence and turn diversity into your superpower? #CulturalCompetence #GlobalLeadership #InclusiveTeams #PsychologicalSafety #CrossCulturalCommunication 

Ever walked into a room and felt like you didn't belong? Now imagine feeling that way at work. Every. Single. Day. This is why diversity and inclusion in recruitment isn't just a buzzword – it's a business imperative. As someone who's spent years in executive research and recruitment, I've seen firsthand the power of diverse teams. But here's the truth: attracting diverse talent is just the beginning. I remember when a client came to me, frustrated. "We're trying to hire diversely," they said, "but it's not working." Their mistake? They were fishing in the same old ponds. So, how do we shake things up? Here's what I've learned: 1. Cast a wider net: Look beyond your usual talent pools. Partner with diverse professional organizations. 2. Check your job descriptions: Are they truly inclusive? Words matter more than you think. 3. Diverse interview panels: Candidates should see themselves reflected in your team. 4. Blind resume reviews: Remove bias-triggering information like names and schools. 5. Showcase your commitment: Make your diversity initiatives visible on your website and social media. And hiring diverse talent means nothing if you can't retain them. Inclusion is where the real work begins. I once worked with a company that hired a diverse workforce but couldn't figure out why turnover was so high. The problem? They expected new hires to "fit in" rather than creating a culture where everyone could belong. To foster true inclusion: -> Mentor programs: Pair diverse employees with senior leaders. -> Employee resource groups: Give people a place to connect and be heard. -> Inclusive leadership training: Help managers understand and mitigate unconscious bias. -> Regular feedback: Create safe spaces for honest conversations about inclusion. -> Celebrate differences: Don't just tolerate diversity – embrace it! You should focus on creating a workplace where everyone can thrive, contribute, and feel valued. As leaders, it's on us to make this happen. It's not always easy, but it's always worth it. What's your experience with diversity and inclusion initiatives? #DiversityAndInclusion #RecruitmentBestPractices #InclusiveLeadership #WorkplaceCulture

Another shocking headline below. Half of benefit managers know their wellness programs are failing. 🙄 Humans are a little more complicated than a program, portal or prize (or a benefit). In my opinion, there are two main directions employers can take to create the best opportunities for employees to be healthier and happier: 👉 Create the institutional infrastructure needed to support employees. 👉 Create a well-being culture that prompts the shared behaviors, beliefs and attitudes that align with health and well-being. What does this mean in practical terms? 1. Choose an organizational assessment tool that is evidenced-based. These tools provide a framework to approach the policies, leadership support, interpersonal strategies and yes, benefits, that support most employees' needs. Examples include: 👉 The Centers for Disease Control and Prevention Worksite Health Scorecard 👉 The American Heart Association's Well-Being Works Better Scorecard 👉 WELCOA (Wellness Council of America)'s Well Workplace Checklist [now sponsored by the International Foundation of Employee Benefit Plans (IFEBP)] 2. Create a Well-Being Culture. You can't buy this from a vendor and it's certainly not a point solution from a benefit company. You have to roll up your sleeves and build it yourselves. The good news is that you don't have to guess how to build this culture. There is a framework that addresses these six pillars: 👉 Leadership Engagement 👉 Peer Support 👉 Norms 👉 Social Climate 👉 Connection Points 👉 Shared Values The full recipe can be found in 📖 "A Cure for the Common Company". https://amzn.to/3bG1q1D Also not shocking... this is a marathon, not a sprint. Have a 3-5 year plan. #HumanResources #OccupationalHealth #EmployeeBenefits https://lnkd.in/eB_iZT_Y *** Hi, I'm Rich Safeer. I’ve been in the employee health and well-being space for 25 years and continue to learn how the intersection of our workplace, our jobs and the people at work impact our health and well-being. I’m a husband, dad, son and brother, manager, author, speaker and the chief medical director of employee health and well-being at Johns Hopkins Medicine. 📖 Trying to develop a new healthy habit? Try ‘A Cure for the Common Workday’, a journal designed to keep you on track. https://lnkd.in/ex5ywsc5 🎤 Keynotes, Workshops and Podcast Guest 💻 Already read the book and you want to learn more? Try the training program at https://lnkd.in/eeidfsrM 💙 Learn more at RichardSafeer.com Want to stay connected? 🔔 Ring the bell on my profile

Many companies have wonderful Core Values on the wall: - “Be Nice” - “Be Bold” - “Own It” But are packed with bad bosses and toxic culture. Why? The answer is Core Values suck. There’s a better way… 🧵 Here’s the problem with core values. • Not actionable (of course “honesty” is important) • Not specific (if I’m honest, how transparent do I be?) • Not complete (only 3-5 values describe our whole culture?!) They say nothing about your actual culture. My buddy Andrew Himoff runs @StaffingVip. Two years ago... Andrew was frustrated by the usual way of doing Core Values. So, he introduced something called "Core Behaviors": Core Behaviors fix the 3 big problems with the classic Core Value approach: • Actionable • Specific • Complete Core Behaviors aren't vague concepts. They define the specific actions special to a culture -- And, as such, define who we are as an organization. So, how do you put them into practice? Andrew followed a 4-step process: 1. Define the Behaviors 2. Introduce the Behaviors 3. Reinforce the Behaviors 4. Revise the Behaviors Let’s dig into each step… 1. Define the Behaviors Most Core Values creation has everyone come to a consensus. Which explains why they’re often worthless! In Core Behaviors, the CEO writes the first version of them. 2. Introduce the Behaviors For 18 weeks, Andrew emailed the entire company every Monday. He’d talk about what one of those Behaviors meant to him. And how he was trying to live it personally. 3. Reinforce the Behaviors Then, members of the team took turns doing the same thing. One would write that week’s email to the whole company. Saying what that week's Core Behavior means to them. On the 18th week, they repeat the cycle. 4. Revising the Core Behaviors Andrew maintains that list of Core Behaviors as CEO. He revises the Behaviors based on input from everyone. Sometimes adding, subtracting, and changing. The Behaviors continue to evolve with the company, people, and times. Andrew has seen great success after two years: The culture is now being driven bottom-up. It has defined a common identity. Teammates don’t tolerate when they see people not living the behaviors. Pretty great as an actionable way to define and reinforce company culture. tl;dr: Stop doing Core Values like we always have. They’re stupid! Instead, define 15-20 Core Behaviors of your company. Then, build your culture using a 4-step process: 1. Define the Behaviors 2. Introduce the Behaviors 3. Reinforce the Behaviors 4. Revise the Behaviors