By: Andrew Barks  Generative AI is redefining the modern workplace at a pace unseen since the advent of the internet itself. The potential use cases are limitless, but full-speed-ahead innovation has a human cost, often in the form of uncertainty and apprehension among employees. This is precisely where Human Resources steps in, not just as a support function, but as the critical bridge ensuring a successful and humane transition into its organization’s AI era. We surveyed more than 1,000 employees and HR professionals about AI rollouts, training, concerns, and upskilling. One theme emerged above all else: HR teams are indispensable to navigating the human impact of AI adoption. Providing a human touch When AI adoption is driven solely by the IT department or the C-Suite, the human element can be easily overshadowed. The “speed-over-everything” approach often leads to a deficit of trust, clarity, and crucial employee buy-in. The consequences can be severe , ranging from a trail of frustrated employees to an avalanche of AI slop that negates any potential productivity gains. This is where HR’s people-first approach becomes invaluable. HR professionals are uniquely positioned to provide comfort, clarity, and direction, actively shaping an AI strategy that is both measurable through people data and grounded in human needs. We’ve identified five key areas of concentration for HR teams hoping to shield their teams from breakneck AI adoption strategies, and instead looking to instill elements of people strategy . HR’s five-point playbook for smooth AI rollouts Our research identified five key themes that empower HR to lead a balanced, people-first approach to AI adoption: 1. Satisfy employees’ appetite for AI upskilling . Despite the fear of the unknown that comes with any innovation, many employees are optimistic about AI’s professional development potential. Over 70% of our respondents expressed a positive mindset towards AI’s ability to eager to enhance their skill sets. HR can capitalize on this by crafting thoughtful, even customized, professional development plans for AI use. By using behavioral data to understand individual learning paces, HR can foster a culture of “upskilling together.” 2. Focus on training and trust-building over job security assurances: In a rapidly changing landscape, employees understand the need to adapt. Interestingly, “more training opportunities” topped the list of changes that would make employees feel more secure in their roles, even ahead of explicit job security reassurances. Transparency in communication – outlining how roles may be impacted or adjusted – will earn more long-term trust, even if the initial reception is mixed. 3. Offer information and resources ahead of any expertise: Employees overwhelmingly trust HR and their immediate peers as their most credible sources for AI information. This presents a vital opportunity for HR to act as key advisors, guiding employee understanding and experience without needing to be the technical experts. Creating open forums for discussion, inviting discourse and skepticism, to promote psychological safety and level the playing field for everyone, from the CEO to the newest hire. 4. Prioritize a cautious approach to adoption: A majority (61%) of respondents favored a cautious approach to AI adoption. This preference for thoughtful, measured guidance over rushed rollouts serves a clear mandate for HR. By collaborating closely with IT and security teams, HR can establish essential guardrails—defining AI’s purpose, scope, acceptable use, and data safety protocols—without stifling ambition. 5. Lean into AI’s potential as a cultural enhancer – rather than a divider: Despite some underlying anxieties, an optimistic 67% of employees believe AI has the potential to strengthen company culture. This optimism, however, is contingent on HR’s instrumental role in actively cultivating cultural improvement. By underscoring that AI is not a disruptive monolith, but an enhancement already present in everyday work, HR can normalize its integration and amplify cultural strengths. HR’s moment to shine This is a pivotal moment for the modern workplace and for HR. Accelerated AI adoption presents a crossroads for workers, but it also offers HR a profound opportunity to permanently shift the perception of its function from tactical to strategic. By adopting a careful, risk-aware approach to integration, coupled with a transparency-first communication strategy, HR can empower people to leverage AI’s potential while providing crucial human checks and balances. In doing so, HR teams will not just salvage culture; they will amplify its strengths, fostering an environment where innovation thrives, and people remain at the heart of progress. HR is indeed the unsung hero, ready to manifest a mindset shift and lead companies into a future where AI and humanity work in powerful, productive harmony.

By: Sam Reese Today’s business landscape is noisy. Nonstop headlines compete for attention, and social media amplifies everyone’s opinions in a complex environment. On the surface, it can sometimes seem that the loudest, most charismatic, and commanding personalities rise to the top. Throughout my career, I’ve had the chance to get to know a wide range of CEOs — and many of them are charismatic. But that has not been the difference-maker in their leadership. Instead, some of the best leaders listen deeply, ask thoughtful questions, and act with humility. This “quiet leadership” is not passive or hands-off; it is deliberate, curious, and grounded in purposeful action that drives real change. Rather than focusing on ego or spectacle, quiet leadership is about leading with intention, earning trust through consistency, and putting the success of the team and the organization first. Why Quiet Leadership Wins in the AI Era As the role of artificial intelligence grows in our lives, human qualities like empathy, humility, and curiosity become even more valuable. Technology can generate ideas and reinforce existing thinking, but it cannot replace authentic human connection. Quiet leaders understand this instinctively: They build credibility through genuine relationships, not algorithms. These leaders share a common set of principles and practices that guide how they work and show up for their teams: 1. Humility Respect grows when leaders admit their limitations, take responsibility for mistakes, and remain grounded. Employees appreciate leaders who share when they don’t have all the answers and ask others to contribute to solutions. This kind of openness increases their credibility and influence. 2. Authenticity The adage that actions speak louder than words is most true when it comes to leadership. Teams are quick to spot when leaders are performing a role rather than acting from conviction. When leaders remain true to their values, they build trust. 3. Curiosity The best leaders treat all conversations as learning opportunities. A curious leader doesn’t jump to conclusions or cut discussions short. They ask thoughtful questions and listen actively, signaling to their teams that their input matters. This kind of curiosity encourages innovation and creates space for better ideas to surface. 4. Empowerment Rather than seeking credit, CEOs who practice quiet leadership can focus on building organizations that thrive beyond any one individual. They delegate, ensuring that their team can take real ownership of projects and celebrate success together. In doing so, they create resilience and teams that can succeed regardless of who is in charge. 5. Recognition Celebration isn’t only reserved for annual awards or milestone achievements. Effective leaders consistently acknowledge team wins and weave appreciation into everyday interactions. Small, genuine recognition builds morale and signals that everyone’s contributions matter. 6. Hands-on Mindset Leaders who engage in the day-to-day work of the business gain credibility and insight. Whether it’s walking the production floor or sitting on customer service calls, this engagement deepens the understanding of the business, the customer experience, and the challenges team members face. 7. Transparency Honest communication, even when difficult, builds trust. Those who use quiet leadership don’t sugarcoat realities or spin narratives to protect their image. Instead, they choose clarity, which helps employees feel respected. 8. Respect for All Levels of Work From interns to executives, great leaders treat people with equal consideration. Some of the best insights I’ve heard come from those on the front lines of the business. Effective leaders recognize that ideas can come from anywhere and make a point of seeking feedback from employees at all levels. 9. Peer Advisory When leaders surround themselves with trusted peers and mentors , they gain outside perspectives. Hearing diverse perspectives from peers helps leaders to challenge their assumptions, strengthen decision-making and safeguard against insular thinking. Long-Term Thinking Rather than measuring success by short-term accolades, quiet leadership enables CEOs to focus on building systems and processes that create a company that endures. They care about leaving an organization stronger than they found it, ensuring sustainability well beyond their tenure. Quiet Leadership in Practice Early in my career, I was in a meeting with another CEO who has influenced me to this day. During a half-day negotiation session, I expected a CEO-to-CEO showdown. Instead, he spent most of the meeting listening, asking questions, and deferring to his team. By the end of the day, it was clear the respect and trust he inspired came from lifting others, not proving he was the smartest in the room. I see the same pattern among many Vistage members : humble leaders who earn respect by rolling up their sleeves, sometimes literally. One CEO of a roofing company I know climbed onto rooftops with her team from day one to understand the business firsthand. While it may not grab the headlines, quiet leadership builds organizations that perform at their best for years to come. Those leaders who listen, empower, and put people first leave the most meaningful impact. They are the ones who elevate businesses, communities, and everyone around them. This story first appeared in Entrepreneur .

By Trent Lee — The CEO’s Sage If you’ve heard me speak, you’ve probably heard this line: Every business problem is a people problem. And most of those people problems? They’re actually structure problems in disguise. That’s why the fifth pillar of execution— Human Capital —is not a soft topic. It’s the backbone of strategy delivery. Your ability to execute doesn’t just depend on what you want to do—it depends on who is doing it, why they’re doing it, and how you’re supporting them along the way. Unpacking Human Capital: Four Essential Facets When we talk about human capital, we’re really talking about four key areas: 1. Hiring for Fit 2. Onboarding with Intention 3. Right People, Right Seats 4. Learning & Development Let’s break them down. 1. Hiring for Fit: The Head, the Heart, and the Briefcase Great hiring isn’t guesswork. It’s decision-making based on three key data points : The Head – Behavioral drives and cognitive traits. Use tools like The Predictive Index, Caliper, or Wonderlic to assess how a candidate is wired. For example, don’t hire a hunter-style sales rep and tuck them into a quiet programming cubicle. The Heart – Values, ethics, and attitude. This is where culture lives. Are their core values aligned with yours? You’ll learn this through thoughtful interviews and meaningful conversations—not just resumes. The Briefcase – The experience, skills, and knowledge they bring with them. It matters, but only after the head and heart are aligned. When all three are aligned, you get a strong match: someone who can do the job, wants to do it, and will likely stay and grow in the role. 2. Onboarding: More Than Passwords and Paperwork Onboarding doesn’t start on day one—it starts the moment someone applies. Every touchpoint sends a message about your culture and expectations. And once they’re hired, onboarding isn’t just about showing them where the coffee maker is. It’s about teaching them the tribal norms—the unwritten rules that make your culture what it is. Fast, intentional onboarding builds trust, increases retention, and accelerates integration. Don’t wing it. Design it. 3. Right People, Right Seats: And One Boss, Please Every employee should have clarity about what they own and why it matters. This is where accountability charts (again, thank you EOS) come in. When done well: Each seat has 3–5 crystal-clear accountabilities One person = one boss (no dotted lines!) Individuals can hold multiple roles—but each one is distinct This approach creates trust, transparency, and focus across the org. 4. Learning & Development: Build or Get Left Behind Nothing’s worse than a great employee who’s outgrown the role—and hasn’t been developed to grow with the company. Learning and development isn’t just about technical skills. It’s leadership, communication, emotional intelligence—the stuff that makes people better as your business grows. If you want your company to scale, your people must scale with it. That’s an investment, not a cost. Final Thought Human capital isn’t just about “HR stuff.” It’s about execution at the deepest level. When your people are aligned, equipped, and engaged—you don’t have to push so hard. They start pulling. — Trent Lee helps CEOs turn strategy into results by aligning structure, leadership, and human capital for high-performance execution. Connect on LinkedIn or learn more at www.compassleadershipadvisors.com .

If you sell something the market sees as interchangeable, your business may be worth less. Acquirers often argue that without a competitive moat, commoditized companies are sitting ducks for a price war. Margins get squeezed. Valuations drop. After completing the Value Builder Score Report, more than 80,000 owners have received an estimate of their company’s value. That data—one of the largest private databases of its kind—offers a clear view into what drives acquisition offers. The average small business gets 3.9 times pre-tax profit. But when a company has a monopoly on what it sells—because it has clearly differentiated its product or service—that multiple jumps by 25%. These businesses are also 40% more likely to get an offer in the first place. That premium is especially valuable when you’re selling a commodity. Just ask Rich Galgano. Turning Wire Into a Brand Rich Galgano built Windy City Wire in one of the most commoditized categories imaginable: low-voltage wire. His product was the same copper everyone else sold. There was nothing proprietary about the material itself. But instead of competing on price, Galgano focused on solving small, nagging problems for his customers. His first breakthrough was color-coded insulation. While high-voltage wire had long been color-coded for safety and identification, no one had applied the same logic to low-voltage wire—until Galgano. By introducing color-coding to the low-voltage segment, he made installations faster, easier, and less error-prone for contractors and electricians. It didn’t change the product, but it completely changed the experience of using it. Suddenly, his wire saved time and reduced costly mistakes on job sites. For his customers, that meant real money. For Galgano, it meant repeat business. The Moat Is in the Delivery Galgano’s second innovation came in the form of a box. Traditional wire spools were bulky, inefficient, and prone to tangling. He developed a packaging system that made it easier to pull wire cleanly and consistently on job sites—and then patented it. The wire itself hadn’t changed. But now it came in a form that made contractors’ lives easier. And because the system was patented, competitors couldn’t copy it. That packaging became a moat, protecting his margins and reinforcing the brand’s reputation for reliability. Over time, Windy City Wire became the preferred supplier for major contractors and Fortune 500 companies—not because the wire was different, but because the experience was. When Galgano sold the business, it had grown EBITDA for 32 consecutive years and fetched just under $500 million from a strategic buyer. The Takeaway Galgano didn’t reinvent the wire. He reimagined how it was delivered. That’s what turned a commodity into a category leader.  If you sell something the market sees as undifferentiated, focus on the friction. What slows your customers down? What do they tolerate that you could fix? Solving those problems is what creates value—and gets buyers to pay a premium.

In one of the Star Wars movie’s pivotal scenes, Darth Vader attempted to lure his son Luke Skywalker to the dark side of the Force, warning “You don’t know the power of the dark side.” Luke’s skill and talent with the Force made vulnerable to the dark side, and thus the target of his nefarious father’s attention. There is a powerful lesson here for business owners like you. Your skills and talents may come back to haunt you when you ultimately try to exit from your businesses. Within many companies, the owner is the most valuable and vital employee. Your knowledge, relationships, and vision are what drives the business. Undoubtedly you have help—no CEO/owner build a sustainable business by himself or herself. However, for years or even decades, much of your company growth has mostly been due to your personal presence and efforts. Then, one day, you wish to exit. If at that time you remain an essential employee, you may be unable to achieve commonly held exit goals: financial freedom, a sustained business legacy, and an exit on your own terms. You may find yourself in the dark side, trapped inside the company. To overcome this, owners must build businesses that are not dependent on them. You must create a business that has the leadership, resources, and plan not merely to survive a transition, but to thrive after you have exited. Reducing owner dependency is, like resisting the dark side’s temptations, easier said than done. Most owners enjoy what they do, and understandably do not wish to become irrelevant within their own companies. Additionally, the company is accustomed to tapping the owner’s talents and skills to the fullest. Yet, as you move closer to exit, owner dependency, if left unaddressed, becomes a serious obstacle to exit success. Listed below are eight tactics to reduce dependency between now and your future exit. 1. Build a leadership (and/or management) team that can handle day to day operations without you. Ideally, the team can run the company for at least thirty days’ normal operations without your involvement . 2. Collaborate with your leadership to devise and follow a written business growth plan for the next two to three years. Meet periodically during the year to measure performance against the plan’s waypoints and address any lagging results. 3. Conduct leadership team meetings according to a set published schedule. Make sure meetings are run effectively and occur even when you are absent. Meetings should lead to clearly defined and documented decisions. 4. Ensure that the leadership team members have current, written job descriptions and that their job performance is measured against clearly defined and tracked benchmarks. 5. Create a business development team and systems that perform effectively, all the way from lead generation to closing the sale, without your involvement. 6. Verify that your normal daily/weekly duties are either not essential to the business or could be readily filled by other employees cross-trained in those areas. 7. Brief the company’s top employee leaders on your exit goals. These employees must be sufficiently trustworthy for you to share your exit goals in confidence with them. In return, you must create the win-win for them. This can be accomplished using specialized compensation plans to incentivize top leaders to build company value and stay with the organization up to and beyond your exit. 8. Avoid meeting alone with important external relationships, such as customers, prospects, vendors, and lenders. It sends a message that you are the company. If you must participate in these meetings, delegate as much of the conversation as possible to others from your team. Maximizing Business Value Creating a company that can survive and thrives without you typically takes several years of focused effort; another reason why preparing for exit must begin no later than five years prior to your intended exit age. The good news is that a company that can operate independently of you is usually a more valuable business if you intend to sell, and a more stable business if you want to exit by way of turning it over to family or employees. To help, download our popular free ebook: Your Last Five Years: How the Final 60 Months Will Make or Break Your Exit Success . Then, contacts us to schedule a free phone conversation to learn how we have helped hundreds of business owners plan for and achieve a happy exit. 

By: Jordan Nottrodt Company culture means more than just setting up a ping pong table in an open-concept office space. Company culture represents how your business works, and it can actually have a big impact on business outcomes. “I used to believe that culture was ‘soft,’ and had little bearing on our bottom line. What I believe today is that our culture has everything to do with our bottom line, now and into the future,” said Vern Dosch, CEO at National Information Solutions Cooperative ( NISC ). And he’s right. Company culture isn’t some nebulous idea invented by wellness industry entrepreneurs to sell books and seminars to CEOs. Aligning your core values with your business strategy helps define your brand, both internally and externally. It also helps attract top talent and enhance employee engagement in a way that yields tangible results in terms of productivity and profitability. What is company culture? Company culture refers to a company’s core values, which are reflected in the attitudes, behaviors, and practices of its employees and the organization as a whole. Think of company culture as the heart of your organization, both physically and metaphorically; it signifies the qualities that your company values, and it affects every part of your business. The way your organization operates, both formally and informally, is reflected in its company culture. It encompasses how employees feel, their work environment, the company’s mission, goals, and expectations, as well as the various leadership styles within your organization. A strong company culture fosters a positive work environment, which enhances employee satisfaction, mitigates time-consuming conflicts, and empowers team members to take pride in and ownership of their contributions to the organization as a whole. The importance of a positive workplace culture Work is a significant part of our lives; from the sheer quantity of hours spent at work to the impact a chosen profession can have on your identity, the job that you do is part of who you are. So it makes sense that finding a company that aligns with the ethics, values, and behaviors that matter most to you is vital to new hires, especially in a competitive job market. A positive workplace culture enhances the overall employee experience, and for many candidates, it’s a key factor in choosing an employment option. A Glassdoor survey of 2,000 adults revealed that 73% of respondents considered company culture to be more important than salary when it comes to job satisfaction. Boosts employee engagement Engaged employees are more productive, innovative, and committed to organizational goals. Employees who appreciate an organization’s values and have a strong sense of belonging are ultimately happier at work, which translates into more discretionary effort—staying late to perfect projects, volunteering for challenges, and proactively solving problems. This investment stems from feeling genuinely connected to the organization’s mission and seeing how their contributions matter. Drives retention and reduces turnover A strong, supportive culture reduces attrition, saving organizations significant recruitment and onboarding costs. But beyond cost savings, stable teams build institutional knowledge and deeper relationships that fuel better performance. When people feel supported in their growth and wellbeing, they naturally want to stay and contribute long-term. Fosters psychological safety When employees feel safe to speak up, own mistakes, and share ideas, teams innovate faster and solve problems more effectively. Psychological safety means people can express themselves without career consequences. This openness accelerates problem-solving because issues surface early, and team members freely share ideas, ask for help, and give honest feedback that drives better decisions. Enhances employer brand Companies known for positive culture attract top talent, giving them a competitive edge in talent acquisition. Strong employer brands act as talent magnets, drawing candidates already aligned with organizational values. This cultural fit leads to faster onboarding, better performance, and higher retention. Top performers choose organizations where they can do their best work while growing professionally. Builds resilience during change Positive cultures with strong values help teams navigate uncertainty, organizational shifts, or crises with greater alignment and cohesion. When change hits, employees have shared values and trusted relationships to anchor them. This foundation prevents panic and fragmentation, while strong cultures maintain performance standards even during turbulent times, creating a significant competitive advantage. Different types of company culture A well-defined company culture motivates employees to exhibit desired behaviors. Therefore, tailoring your culture to your company’s goals can help encourage traits and behaviors that benefit your business strategy. Clan culture Also known as a collaborative culture, clan culture focuses on teamwork and prioritizes relationships, communication, and participation. (In PI terms, this is known as a Cultivating culture .) Adhocracy culture Often found in successful startups, adhocracy culture is centered around innovation, risk-taking, and an entrepreneurial mindset. (At PI, this organizational culture is an Exploring culture.) Market culture A focus on the bottom line characterizes market culture. Profitability, meeting quotas, and reaching goals are what matter most. (PI refers to this culture as a Producing culture.) Hierarchy culture The most traditional type is a hierarchy culture, which has a clear chain of command, a specific way of doing things, and a focus on stability, reliability, and the status quo. (PI calls this a Stabilizing culture.) Freedom & responsibility culture (e.g., Netflix ) This culture operates on a simple principle: hire talented people, get out of their way, and hold them accountable for results. No micromanaging or endless processes—just the freedom to work how you work best. It’s designed for self-motivated people who don’t need hand-holding. Lattice / flat culture (e.g., W.L. Gore & Associates ) Instead of a corporate ladder, think of a spider web instead. This culture ditches traditional hierarchy for a flat, interconnected network where people take initiative, communicate directly across all levels, and rally around a shared purpose. Intrapreneurial innovation culture (e.g., 3M , Google’s 20% Rule ) Employees get to be entrepreneurs without leaving the company. This culture dedicates time and resources for people to pursue creative passion projects that align with the overall goals of the business. It’s innovation from the inside out. How to build a framework to improve company culture Many companies want to improve their culture, but aren’t sure where to begin. They need a framework to guide them – and steps for establishing that framework. 1. Define and codify values. Once you define your values, translate them into clear goals (e.g., diversity, wellbeing). Start by getting crystal clear on what you actually stand for—not just nice-sounding words on a poster, but the real behaviors and principles that drive your organization. Once you’ve nailed down your core values, translate them into specific, measurable goals that people can actually work toward, like concrete diversity targets or wellbeing metrics. This gives everyone a shared language and clear direction for what “living the values” actually looks like. 2. Reinforce via rituals and infrastructure Create regular touchpoints like innovation days, hackathons, recognition programs, or team rituals that reinforce what matters most to your organization. These aren’t just feel-good activities—they’re strategic investments that make your culture tangible and keep it front of mind. Values without action are just wishful thinking, so you need to build them into the fabric of how work gets done. 3. Enable autonomy with guardrails. Use Netflix’s ‘loosely coupled’ model or Gore’s peer leadership. Give people the freedom to operate within clear boundaries—think of it as providing the sandbox, not dictating every grain of sand. This means establishing non-negotiables (the guardrails) while letting teams figure out the “how” of getting things done. The goal is to create alignment without micromanagement, so people can move fast and make decisions without constantly asking for permission. 4. Foster psychological safety. People need to feel safe to speak up, take risks, and yes, even fail sometimes—that’s where real innovation and growth happen. Leaders set the tone by being open about their own mistakes, asking for feedback, and showing that it’s okay to not have all the answers. When psychological safety is real, you get honest conversations, creative problem-solving, and people who actually want to bring their best ideas forward. 5. Measure and adapt. Utilize regular employee experience surveys and pivot based on the feedback. Culture isn’t a “set it and forget it” kind of thing—it needs constant attention and course correction based on what’s actually happening on the ground. Run regular pulse surveys and focus groups to get honest feedback about what’s working and what isn’t, then actually do something with that data. The key is closing the feedback loop by communicating what you heard and what you’re changing as a result. 6. Sustain through leadership. DEI (diversity, equity, inclusion) wellbeing, and authenticity must be modeled and prioritized from the top. Culture change dies without consistent leadership commitment—people watch what leaders do, not just what they say. This means executives need to visibly prioritize things like diversity, employee wellbeing, and authentic communication in their own behavior and decision-making. When the C-suite walks the walk on culture initiatives, it sends a clear signal about what actually matters in the organization. Company culture examples (of highly engaged teams) There are two ways company culture becomes established: 1. A set of beliefs, expectations, priorities, and attitudes that materialize on their own within a group. 2. Vision, values, passions, and goals are deliberately designed, developed, and delivered from the top down . Actively cultivating culture is far more likely to result in a positive work environment. Here are three awesome company culture examples. Southwest Airlines Southwest Airlines believes that happier customers lead to greater customer satisfaction—and higher company earnings. They “hire for attitude and train for skill,” and employee retention is at the heart of everything they do. According to the Southwest Airlines Careers page , “Our Culture is woven into all aspects of our business and our Employees’ lives, from the way Employees treat each other to the way that our Company puts our Employees first. Three vital elements of our Culture are appreciation, recognition, and celebration.” Their nine core values are clearly stated and divided into three categories: How I Show Up, How We Treat Each Other, and How Southwest Succeeds. Salesforce Salesforce often lands on “best places to work” lists due to its strong sense of culture. Instead of rec room-like offices with free food and games, Salesforce focuses on family and service to provide a different employee experience. As stated on its careers page , Salesforce’s five core values guide the business and its relationship with stakeholders: “Our values-driven company—built on trust, customer success, innovation, equality, sustainability, and a responsibility for one another and giving back to our communities—has transformed cloud computing and is committed to making the world a better place. Twenty-two years after our co-founders, Marc Benioff and Parker Harris, handwrote the company’s goals on the back of an envelope, Salesforce’s people, culture, and values have remained strong.” HubSpot HubSpot is so committed to its culture that it created a 128-slide presentation deck of its Culture Code , which has been updated more than 25 times. In the company’s own words, “HubSpot culture is driven by a shared passion for our mission and metrics. It is a culture of amazing, growth-minded people whose values include using good judgment and solving for the customer. Employees who work at HubSpot have HEART: Humble, Empathetic, Adaptable, Remarkable, Transparent.” The following line from the Culture Code does a great job of summarizing the importance of intentionally shaping culture: “Whether you like it or not, you’re going to have a culture. Why not make it one you love?” Considering current trends and insights So, how is company culture evolving in 2025? These are the new trends we’re seeing. Psychological safety, owning mistakes, and transparency drive innovation. The most innovative teams in 2025 aren’t the ones that never mess up—they’re the ones that fail fast, learn faster, and aren’t afraid to talk about what went wrong. Leaders who openly admit their mistakes and create space for honest post-mortems are seeing breakthrough ideas emerge from their teams. This shift toward radical transparency is becoming a competitive advantage as organizations realize that psychological safety is the secret sauce behind sustained innovation. Authentic DEI embedded in culture builds talent loyalty. DEI initiatives that feel like checkbox exercises tend to fall flat, while organizations that weave diversity, equity, and inclusion into their actual decision-making processes are seeing incredible talent retention. The difference is authenticity—when DEI shows up in how you hire, promote, allocate resources, and solve problems, employees notice and stick around. Companies that treat DEI as a core business strategy rather than an HR program are building the kind of workplace loyalty that’s harder and harder to find. Remote/hybrid-first cultures reinforce culture via frequent in-person summits. The rising and sustained popularity of hybrid and remote work environments has presented a challenge for some organizations in building and maintaining company culture, particularly those that relied on the in-office foosball and free beer concept of culture. The organizations thriving in hybrid work aren’t trying to recreate the office experience remotely—they’re being intentional about when and why people come together in person. While day-to-day culture is shaped by clear values, transparent communication, and keeping everyone aligned on business strategy, the magic often happens during those periodic in-person summits. These aren’t just team-building retreats ; they’re strategic investments in connection that help remote and hybrid teams maintain a sense of belonging and shared purpose, which can be harder to cultivate through screens alone. The key is to ensure your culture is values-driven first, so that it can be translated anywhere. Then use in-person time to deepen those connections and reinforce what makes your organization special. How PI can help develop your company’s culture As a talent optimization platform , The Predictive Index understands the importance of people. Our proven talent optimization framework aligns business strategy with people strategy in a way that supports the success of both your company and its culture. Our science-backed suite of tools is designed to help you: Hire the right people for your needs . Inspire your people to work at their best . Assemble and lead high-performing teams . Boost engagement and build a world-class culture . With PI, you have the means to level up your current culture, optimize your talent, and achieve your business goals. Put the power of people data to work, and that data will work for you.

As much as the workplace has evolved over the last decade, the challenge of balancing AI and productivity alongside workforce dynamics remains as old as time. For as long as humanity has existed, there has been a spectrum of work ethic. At one end sit the boisterous and ambitious “go-getters,” while the disengaged and rarely responsive “quiet quitters” sit at the other. However, all too often, the critical mass who are positioned squarely in the middle are overlooked. Take Note of the ‘Quiet Workers’ These middle employees are what I like to call “quiet workers,” the dependable, heads-down, no-hysterics, drama-free employees. They may not be a company’s top performers or chasing the C-Suite , but they are also far from laggards. Because they are neither flashy nor problematic, it can be easy to overlook their contributions; however, the reality is that “quiet workers” are the backbone of every company. They are the people getting the lion’s share of the work done each day, and ultimately, that makes them the force moving business forward. Every organization needs those who show up each day ready to complete their role to the best of their ability. This dynamic is evolving even more rapidly with the emergence of artificial intelligence . The relationship between AI and productivity is already driving significant, measurable improvements. As those gains in efficiency continue to gain momentum, “quiet quitters” have fewer places to hide, and the most ambitious are unlocking new ways to get even further ahead, creating an even bigger gap for “quiet workers” to fill. This widening bell curve leaves even more work on the plate of the “quiet worker,” and as a result, leaders must take proactive action to tap into the full potential of this group. Give the Middle the Floor: AI and Productivity Gains Leaders must ensure that employees remain engaged and connected , both with one another and with the company. To do so, they must regularly recognize and reward employees’ successes. Employee recognition isn’t solely about retention or culture; at its core, it propels performance and productivity. In fact, all employees are at risk of being less engaged when they feel unnoticed by their leadership teams for so long that they fail to see the upside in applying themselves, slipping down the slope to a bare minimum mentality. While the current job market has softened significantly, “quiet quitters” can stretch out their job search while doing just enough to avoid getting fired, leaving a slow but damaging drag on productivity. Left unchecked, “quiet quitting” can run rampant across organizations, becoming a viral case of the “why-even-bothers.” In the age of AI, don’t just develop the very top and lowest performers — bring all employees along for the ride. Leaders also must invest in learning and development for their team. If we fast forward four years to the AI-driven workplace, AI won’t replace the majority of employees — just those who fail to evolve. To scale AI effectively and ensure their workforce is prepared for what’s ahead, leaders need to ensure they have a strong bench of employees who can: 1) envision use cases for AI, 2) build AI, and 3) operate AI. High performers will lead innovation, and “quiet workers” offer untapped potential for effectively utilizing AI tools and agents with proper training, as they are disciplined, dependable, and open to learning new ways to work smarter. By developing employees’ uniquely human abilities and helping them find ways to responsibly utilize AI, leaders can ensure that AI and productivity go hand in hand, enhancing processes and enabling more efficient work. “Quiet workers” can reclaim time for the organization by learning more and developing tools for individual use. The continuous growth of the “quiet worker” propels the growth of the organization as a whole. AI can help organizations produce higher-quality work in less time. With AI comes a shift from traditional success metrics — such as time spent working, attendance, and activity logs — to more meaningful measures like performance and productivity. While “quiet quitters” risk being replaced by automation, leaders who focus on AI and productivity can make bigger strides toward the future by empowering “quiet workers” to help lead the charge, rather than living in fear of it. This story first appeared in Inc. About the Author: Joe Galvin Joe Galvin is the Chief Research Officer for Vistage Worldwide. Vistage members receive the most credible, data-driven and actionable thought leadership on the strategic issues facing CEOs. Through collaboration with the Vistage community. 

By Trent Lee — The CEO’s Sage Here’s something I say often: Every business problem is a people problem. And most people problems? They’re structure problems in disguise. That’s why the fourth pillar of execution— Activities & Structure —isn’t just about charts and checklists. It’s about designing the machine that drives your strategy, day in and day out. Start with Vision—Then Structure Too many leadership teams try to organize their business around current roles, personalities, or politics. That’s backwards. Your organizational structure should follow your vision. First, get crystal clear on: What are we trying to accomplish? Where do we want to be 18–24 months from now? From there, you reverse-engineer the structure needed to support that growth. What roles, functions, and accountabilities must exist to make the vision real? Design that first—then staff it. It’s the business equivalent of choosing your offense before drafting your team. Running a West Coast passing offense? You better have linemen who can protect the quarterback. Structure ≠ Org Chart Let’s clear this up: your org chart is just a visual. What matters is the accountability structure behind it. This is why I often lean into the Accountability Chart popularized in EOS by Gino Wickman. When done well, it strips away fluff and focuses on: The 3–5 core things each seat is truly accountable for One boss per seat—no dotted-line nonsense Clear lines of ownership across the entire org This creates clarity, trust, and hyper-accountability—without micromanagement. And here’s a bonus: it allows individuals to wear multiple hats intentionally. If someone is both Sales Manager and Key Account Rep, they show up in both boxes. That’s fine—as long as responsibilities are defined and tracked in each role. Keep It Simple, Build It for Growth Complexity kills execution. Design your structure with simplicity and scalability in mind. A good rule of thumb: Build the structure for where you want to be 18 months from now—not just where you are today. This forces you to think ahead, eliminate redundancy, and avoid patchwork hiring decisions based on who’s available instead of what’s needed. Also, don’t let a new hire’s skills dictate the role. I see this too often—someone talented joins the team, and suddenly the role bends around them. That’s like changing your entire offense because a backup quarterback wants to run the option. Define the structure first. Then hire to fit it. Final Thought: Review It Quarterly Your accountability chart isn’t a “set it and forget it” tool. Review it at least quarterly. As the business grows, changes, or pivots, your structure needs to evolve alongside it. If it doesn't, you’ll eventually find yourself misaligned—and wondering why execution is stalling. The structure behind the strategy is where execution actually lives. Design it with clarity. Review it with intention. And don’t be afraid to adapt it as you grow. — Trent Lee helps growth-stage CEOs align people, structure, and strategy for real-world execution. Follow him on LinkedIn or visit www.compassleadershipadvisors.com for more insights.

Sell the Potential…or Realize It Yourself? Brent Beshore never set out to be a private equity investor. He didn’t come from Wall Street, never took a finance class, and once had to google the term “due diligence.” (He typed “do diligence.”) He was an operator building a marketing firm from scratch—until one day a founder offered to sell him their business. That deal closed in 2010 and became the seed of Permanent Equity, Beshore’s investment firm. Fifteen years later, Beshore has grown Permanent Equity into one of the most respected acquirers of privately held businesses in the U.S. But his approach is the opposite of traditional private equity. There’s no debt at close, no quick flip. Permanent Equity raises 30-year funds and often holds businesses indefinitely. They don’t slash teams to boost margins; they invest in people to grow value over time. At the heart of Beshore’s model is a simple truth: Most founders leave money on the table when they sell. Take the pool company he acquired in 2015. The website had no way for prospects to get in touch—no lead form, no call to action. With the seller’s blessing, Beshore’s team reworked the site. It generated 16 qualified leads on day one. Over the next few years, the company doubled. That’s the kind of growth Beshore looks for—plain to a professional investor but untouched by the founder. And this is where the real decision lies. If you’re a founder approaching your end game, you have two paths: 1. Sell with some meat on the bone , leaving upside for the next owner. 2. Think like an investor , make the upgrades yourself, and capture the value you’ve built. Neither is wrong. Selling now gives you certainty and liquidity. But if you still have energy and a runway, there’s a case for being what Beshore calls long-term greedy—delaying gratification, doing the work, and building a business that commands a premium. He tells founders all the time, “If you’re really convinced the business is about to triple, the dumbest thing you could do is sell it to me.” So ask yourself: Are you ready to sell the potential…or are you willing to realize it? If you’ve got gas in the tank, maybe it’s time to stop thinking like a seller—and start thinking like your own investor.