The Profit Leak Blog

March Madness, Workplace Magic: A 4-part series (Article 4 of 4) A tied game. Ten seconds left. The crowd is on its feet. The ball swings to a player standing behind the arc. They hesitate—just for a second. The defense closes in. The shot never goes up. Hesitation kills momentum. It costs teams championships and as they say in business “time kills all deals”. The best players—and the best teams—don’t freeze when the pressure is on. They trust their preparation, take the shot, and live with the outcome. In business, hesitation costs just as much. A leader avoids a tough decision, a team delays a bold move, and suddenly, the competition pulls ahead. The best teams—on the court and in the office—win because they have courage. Courage: The X-Factor in Business Success Every leader wants innovation, bold thinking, and smart risk-taking. But too often, companies create cultures that punish mistakes rather than reward initiative. Without courage, teams and the players on them: Play it safe: They avoid risk, which means they avoid opportunity. Fear failure: They don’t take the shot unless they know it will go in. Move too slowly: Decisions get caught in endless loops of approval and second-guessing. Meanwhile, high-performing teams trust their instincts, act decisively, and embrace the unknown.  They don’t succeed every time—but they know that not taking the shot is the surest way to lose. How Do You Measure—and Build—Courage? Most businesses claim they encourage bold thinking. However, few actually measure whether they actually are. Psychological Safety:  Managers who make their team feel safe taking risks and voiding ideas without fear of backlash and empowering their people to do their best work Decision-Making Speed:  The best teams act with confidence, making informed decisions quickly rather than getting stuck in approval loops. Calculated Risk-Taking:  Bold organizations empower employees to propose and execute innovative ideas and reward them accordingly Courage isn’t about reckless decision-making. It’s about creating an environment where teams feel empowered to make bold, smart moves —even if there’s a chance they’ll fail. Winning Play: Make Courage a Habit Just like elite athletes train for high-pressure moments, organizations must build courage into their culture every day. That means: Rewarding initiative, not just success: Celebrate bold ideas, even when they don’t pan out. Make risk-taking a muscle, not a gamble. Encouraging fast, informed decisions: Remove red tape that slows progress and dampens innovation. Making bold action worth it: In sports, winners play for the glory but also the trophy. In business, winning outcomes should have an objective reward all people can play for. The teams that win March Madness don’t just take shots—they take the right shots at the right time. The same goes for business. So ask yourself: Is your team playing to win—or just trying not to lose? Bold moves and smart risks set winning teams apart. But how do you know if your organization truly embraces courage? Winning teams don’t hesitate—they trust their instincts and take decisive action. Discover where your team stands. Check your SKOR   now.

April isn’t just tax season for the IRS (U.S. Tax Authority)—it’s also a wake-up call for leaders facing a silent but devastating drain on their organizations: the Disengagement Tax. Unlike financial taxes, this one isn’t neatly filed away on April 15th. It compounds daily, eroding productivity, morale, and profits. Gallup research estimates that employee disengagement costs the global economy a staggering $8.8 trillion annually . Can your organization afford to pay it? Every leader expects to pay their fair share in taxes, but what about the tax they don’t  see—the one that drains energy, productivity, and profits right under their noses? The Disengagement Tax  isn’t a line item on your P&L, but make no mistake: it’s eroding your bottom line every single day. Unchecked disengagement is a financial liability, hitting companies with absenteeism, turnover, and lost innovation. What Is the Disengagement Tax? It’s the cumulative cost of employees who are physically present but mentally checked out. It shows up in missed deadlines, lackluster performance, customer dissatisfaction, and increased turnover.  And unlike the IRS, disengagement doesn’t wait until April 15th—it is paid out every day, sapping the strength and balance sheets of teams and organizations alike. The Bad News: The Disengagement Tax is Expensive According to Gallup, disengaged employees cost companies up to 34% of their salary  in lost productivity–that’s nearly $23,000 out of $66,622 (the average U.S. salary). Now multiply that across an organization, and the financial hit is staggering. Lost Productivity : Disengaged employees are more likely to call in sick and arrive late, impacting team productivity and momentum. Stalled Innovation : Disengaged employees aren’t motivated to contribute new ideas or solve problems proactively. Turnover : Employees who don’t feel connected to their work leave, costing companies an average of one-third of their salary  to replace them. The Good News: You Don’t Have to Pay It! Unlike Federal taxes, the Disengagement Tax isn’t inevitable. Leaders who prioritize engagement can reclaim these lost dollars  and unlock untapped potential within their teams. Over the next 4 weeks, we’ll explore how to lower the Disengagement Tax by measuring culture  using theSKOR’s 3C’s: Cohesion : A strong, aligned team creates energy, engagement, and collaboration. Clarity : Clear expectations, accountability and goals eliminate confusion and wasted effort. Courage : Leaders who empower employees to take initiative, innovate, and commit fully to doing their best work. If you’re serious about lowering costs and increasing performance, it’s time to audit your workforce performance by using SKOR, starting with the SKOR Preview . The IRS may not care about disengagement, but your business can’t afford to ignore it. Throughout April, we’ll dive into the Disengagement Tax and apply SKOR’s 3C’s of culture measurement  to help leaders identify, reduce, and prevent  this costly burden. Stay tuned as we break down actionable strategies each week to eliminate this hidden tax through increased Cohesion, Clarity and Courage. (Article 1 of a 5-part series)

A disconnected team is a disengaged team. And disengagement? That's a tax no leader can afford to pay.​ Cohesion is a cure for disengagement. Are you and the leaders in your organization intentionally building and constantly reinforcing cohesion? When employees feel like they’re working toward something meaningful together , engagement skyrockets—and so do results. Cohesion happens when people feel aligned, valued, and invested  in a shared vision and mission. When teams lack cohesion, employees feel isolated, misaligned, or undervalued, and their enthusiasm for work diminishes. Silos form, collaboration suffers, and the organization's overall energy declines–disengagement has arrived. This isn't just a cultural issue—it's a performance problem.​ The Hidden Cost of Disconnection Cohesion differentiates a high-performing team from one that merely coexists. According to Gallup's 2024 report, only 77% of employees worldwide are not engaged  in their work. This lack of engagement leads to decreased productivity and increased turnover. When teams lack cohesion, the cracks start to show in performance, culture, and retention. At its core, cohesion starts with shared values —but when those values aren’t clearly defined or reinforced, alignment crumbles. Here’s what that looks like: Silos & Poor Communication : Teams operate in isolation, hoarding information instead of collaborating. Without a shared foundation of core values , departments prioritize their own goals over the greater mission, reducing innovation and efficiency. Low Trust & High Turnover : Employees who don’t feel connected to their team or the organization’s values struggle to find purpose in their work. The result? A revolving door of talent as people leave in search of a workplace where they feel they truly belong. Missed Opportunities & Stagnation : When people aren’t aligned around a strong cultural foundation, engagement plummets. Employees hesitate to contribute new ideas or take initiative because they don’t see how their work ties back to something bigger. Cohesion doesn’t happen by chance—it’s built through deliberate leadership, clearly defined values, and a workplace culture that reinforces them every day. The SKOR Solution: Building Cohesion Strong leaders don’t wait for cohesion to happen—they cultivate it. By leveraging SKOR to measure the cohesion within your organization , you can create an environment where employees feel connected, motivated, and engaged. Here’s how: Establish a Shared Purpose : Employees need to see how their work connects to the bigger picture. Align teams around a mission that inspires action. Foster Trust & Recognition : People who feel valued work harder and stay longer. Recognize contributions that align with core values as a way to reinforce ideal behaviors. Break Down Silos : Promote open communication across departments. Cohesive teams innovate faster and solve problems better. Cohesion isn’t just about making people feel good—it’s about driving real business results.  When employees feel part of a united team, engagement skyrockets, productivity soars, and the Disengagement Tax starts to decline. Don’t let disconnection derail your business and increase your share of the Disengagement Tax. Strengthen team cohesion and start reclaiming lost potential today. Next week, we’ll explore how Clarity —the second C of SKOR—reduces uncertainty, aligns efforts, and empowers employees to take ownership of their work.

Today is Tax Day in the U.S. Do you know how much you owe? Or perhaps you are looking forward to a refund? You would never leave your income taxes up to guesswork and in business, the same rule should apply for the disengagement tax. Leaders should always be aware of what they owe and look to reduce it through clarity. Unclear expectations are a hidden surcharge on productivity. When employees don’t understand their roles, they hesitate, make mistakes, and disengage.   Leaders must define success clearly  and reinforce expectations through coaching and feedback. When people know what’s expected, they rise to meet it. Clarity creates confidence.  Your Blueprint for High-Performance Success In leadership, ambiguity is one of the most dangerous foes of productivity and one of the largest drivers of high disengagement tax. Unclear expectations aren’t just inconvenient—they’re a hidden surcharge on performance. Employees who don’t fully understand their roles and what’s expected of them waste time, make costly mistakes, and ultimately disengage. This is the productivity tax that no leader can afford to overlook. The antidote? Clarity. Leaders who provide clear direction inspire confidence. Employees who understand the goals, their roles, and how their work fits into the broader picture are empowered to take ownership, make decisions, and drive results. The power of clarity isn’t just in what’s said—it’s in the reinforcement, the consistency, and the actionable feedback that follows. Why Clarity is Like an Engagement Tax Credit The simple truth is, that people need to know where they’re going in order to get there. Imagine a road trip with no GPS. Without clear directions, you’d waste time, get frustrated, and likely end up lost. The same happens in the workplace. When expectations are fuzzy, employees feel uncertain, leading to confusion, lack of focus, and even burnout. According to Gallup, employees who understand their expectations are 6x more likely to be engaged with their work  than those who don’t. Clarity isn’t just about the “what.” It’s about the “why,” the “how,” the “when” and the “who”. When employees know exactly what success looks like and how their contributions matter, they’re more likely to perform at their best, stay engaged, and contribute to the collective success of the team. What Does Clarity Look Like in Practice? Set Clear, Measurable Goals:  Employees need a roadmap. Define the outcomes and milestones that signal success and ensure the organization’s progress is visible to all. Provide Regular Feedback:  Don’t leave employees guessing about their progress. Feedback helps course-correct and reinforces their value to the organization. Empower Decision-Making:  When people know what’s expected and who is accountable for what, they feel empowered to make decisions confidently without waiting for constant direction. Communicate Strategy:  Help your team see the bigger picture. When they understand the “why,” their work takes on deeper meaning and urgency. Run Purposeful Meetings : One of the clarity questions we ask in the SKOR Assessment  is: “In the past month, during team meetings and discussions, how clear have your goals and priorities been?” If meetings lack direction, it’s a signal of deeper misalignment that impacts performance. The good news? It’s something you can measure, address, and improve  with the right insight. Clarity Is the Bedrock of Confidence and Accountability Leaders who deliver clarity cultivate a culture of accountability. When teams understand the why and how behind their work, they’re not just following orders—they’re owning their roles. With clarity, you build trust, boost morale, and break down the barriers that inhibit productivity and growth. Don’t let uncertainty drag your team down and don’t let the disengagement tax drag down your bottom line. As we continue our series on the Disengagement Tax, remember: Clarity is a critical element in reducing the tax on productivity . Empower your people with clarity and watch your organization drive forward. Curious how your culture measures up? Take the first step with the SKOR Preview . Stay tuned for next week, when we’ll explore how Courage  plays a pivotal role in engaging employees and fostering innovation.

Have you ever felt like you're running at full speed, but not sure exactly where you're headed? Well, you're not alone. A surprising study tells us that only 7% of employees really get their company's big picture. That's right – a whopping 93% might be missing out on understanding their company's main goals. And, guess what? Global CEOs think this gap is the main reason why brilliant plans don’t always turn into brilliant results. A company that grows sustainably is one where everyone knows the game plan. But it's not just about giving orders from the top. It’s about chatting, understanding each other, and knowing why every decision matters. It’s like being part of a band; everyone needs to know the tune to make great music. There’s magic when everyone chips in with their ideas. A sound strategy can only come to life when everyone, from tech wizards to creative geniuses, has a say. The best insights? They usually come from those who are in the thick of things every day. Doing what you say you’ll do? That's gold. It's not about blindly following a plan but delivering consistently, keeping promises, and making sure every step counts. Imagine a relay race – every teammate needs to do their part for the win (and can see the scoreboard) And here’s the fun part – getting fired up! Leaders, this one's for you. Paint a picture of the future that gets everyone excited. When teams are pumped about the goal, they'll leap over hurdles to get there. So, this strategy-to-action gap? We can totally bridge it. By growing together, teaming up, being those reliable rockstars, and staying inspired, we're all set for success. Let's get your teams on the same page and empower their success!

When it comes to evaluating candidates, many hiring managers rely on outdated myths and ineffective practices. To build a strong team, it's crucial to move beyond these misconceptions and adopt a more effective approach to candidate evaluation. Let's explore three common myths and provide best practices, along with insightful questions, to help you select better talent for your team. Myth 1: The Resume Tells the Whole Story Reality:  While a resume provides a snapshot of a candidate's experience and qualifications, it doesn't capture the full picture of their skills, personality, and experience. Resumes can be embellished, and important qualities like cultural fit and soft skills are often not reflected. Best Practice:  Use resumes as a starting point but delve deeper with comprehensive interviews and assessments. Look for evidence of problem-solving abilities, adaptability, and critical thinking. Myth 2: Technical Skills Are the Most Important Factor Reality:  While technical skills are essential, they are not the only factor that determines a candidate's success. Soft skills such as communication, empathy, and leadership are equally important and often overlooked. Best Practice:  Balance your evaluation between technical proficiency and soft skills. Consider using behavioral interviews and situational questions to gauge these qualities. Myth 3: A Bachelor's Degree Is Essential Reality:  While a degree can indicate a certain level of knowledge and commitment, it’s not the only path to acquiring skills and expertise. Many talented individuals have succeeded through alternative education, work experience, or self-learning. Best Practice:  Focus on the candidate’s actual skills, experiences, and achievements rather than just their formal education. Consider applicants who demonstrate proficiency through practical experience, certifications, and a portfolio of work. Three Steps to Selecting Better Talent Step 1: Ask Insightful Questions and Align to Core Values Move beyond common interview questions to uncover deeper insights and assess alignment with your company's core values. Here are three questions to get you started: "What is a misconception people have when they meet you?"  - This question helps reveal self-awareness and how candidates perceive their interactions with others. "Can you tell me about a time you faced a significant challenge at work and how you overcame it?"  - This question assesses problem-solving skills and resilience. "Who was your favorite boss/manager, and why?"  - This question provides insight into how the candidate likes to be managed. Follow up with: "If they were in the room, what would they say your strengths were? How about your weaknesses?"  - This further explores self-awareness and how the candidate perceives their own performance and areas for improvement. "How do you demonstrate [insert core value] in your work?"  - Tailor this question to each of your company's core values to ensure the candidate's values align with your organization's culture. Step 2: Implement Behavioral and Situational Interviews Behavioral and situational interviews are effective for understanding how candidates have handled past experiences and how they might approach future challenges. Instead of simply asking hypothetical questions, focus on real-life scenarios the candidate has faced. Ask them to describe specific situations, the actions they took, and the outcomes. This approach helps you understand their problem-solving abilities, decision-making process, and how they handle pressure. Step 3: Have the Candidate Do a Presentation on a Brief To evaluate a candidate's ability to communicate, organize their thoughts, and present information clearly, ask them to prepare and deliver a presentation on a brief relevant to the role. This exercise can be tailored to assess various skills, such as strategic thinking, problem-solving, and domain expertise. Providing a brief in advance allows candidates to demonstrate their preparedness and presentation skills. This can be replaced with an assessment or practical task depending on the specific role. Conclusion Evaluating and selecting the right talent requires moving beyond common myths and adopting a more holistic approach. By asking insightful questions, using behavioral interviews, and considering practical assessments where appropriate, you can better understand your candidates' true potential. Remember, the goal is to find individuals who not only have the right skills but also align with your company's culture and core values.

Well, I can’t believe it’s been one year since founding SKOR! The ideas and concepts of what I thought SKOR might be a year ago has certainly evolved. I always had this concept around performance with respect to teams and alignment. I was reflecting a lot about how people inside companies worked in teams, and how teams collaborated with other teams, and in turn supported the companies’ goals/strategy. This focused-on alignment and the “cascade”. I originally thought SKOR may become a platform that supports teams/companies delivering high-performance but then after doing a ton of research, realized that there are dozens of systems that help organizations align on goals and performance. But then after doing further research and speaking to over 75 CEOs, I came to realize that when I was asking questions that related to alignment and performance, the responses always came back to people. And when I asked about priorities with these CEOs, their people would rarely, if ever, come up. It was always something else like sales, marketing, distribution, etc… So, this got me thinking even more. How can these leaders not prioritize their people as the number one priority? Why wouldn’t their ability to achieve greatness be their number one? If their people were their number one priority and they were succeeding, wouldn’t in turn their companies also flourish? When I dug deep into the elements of culture, which is really what connects people within organizations, I realized that so many leaders had it wrong. The challenge, how do I convince leaders to prioritize their people over anything else? I also realized that to change thousands and hopefully one day millions of workplaces, I wouldn’t be able to do it one project at a time. I would need to create a value proposition that persuades and has impact. And the only way to convince anyone to do anything is with data. Plus, if that data was able to measure my company and compare it to others, it would be a huge motivator. So, there it was, SKOR was born. A platform for measuring culture where all organizations get a Culture SKOR (out of 100) and within that platform they could see how they compared to their industry, and whether or not they are a leader or a lagger. On top of this, you then realize that there is no universal definition for culture and if you ask anyone about their corporate culture, you’re likely hearing things like, “oh it’s awesome”, or “Our holiday parties are fantastic”, or “our people have unlimited time off”, etc… And not only is there no standard, but there is also no universal measure for it. And no, eNPS or employee engagement surveys are not a measure of culture. Based on my 25 year's experience in building teams and driving successful cultures and outcomes, culture can be broken down into 3 ingredients. COHESION - People are connected with the organization's mission, vision, and core values, sharing common beliefs in their approach to work. CLARITY - People understand the organization's strategy and goals, align as a team, and focus their energies on achieving them. COURAGE - People aren't afraid to fail and are inspired by the organization’s leaders to do their best, with rewards given accordingly + objectively. We won Best Place to Work at Unique World (my first company) and Tinybeans (my second company), not because we were trying to win, but because we created the environment where people could do their best work through these 3 ingredients. Fast forward to today, we’ve had more than 200 leaders take our Culture SKOR Snapshot assessment and recently built out a small team  to take the company forward. We’re also hiring more in the coming months. Plus, companies (and their people leaders) committed to our Culture SKOR Subscription product , where they will get their verified SKOR, benchmarked and ability to invest in improving it. We’ve also signed up partners who believe we need an independent measure for culture that can provide benchmarks too. I’m beyond excited about our future.  Our vision is for SKOR to become the standard for culture measurement, where organizations from all over the world measure their culture using SKOR, and through that lens create an opportunity to be benchmarked against other companies in their industry. And not only determine where they are against the benchmark, but then commit to the roadmap of projects internally to then elevate their people through the culture and in turn their financial results. A huge thanks goes out to all my amazing close friends that I’ve annoyed and challenged in this area, who not only were candid and curious, but did whatever they could to support my vision. Special thanks go to my YPO mates inside NY Liberty, they have been incredible.  I am so excited about the future and if the last 12 months were anything to go by, the next will be so much more. I can’t wait for people to be using SKOR as their barometer for culture to determine whether they want to work at a company, want to do business with a company or invest in them. What is your Culture SKOR ?

Accountability is a cornerstone of high-performing organizations. Many CEOs and leaders yearn for it, often turning to structured systems like EOS (Entrepreneurial Operating System) to instill this vital trait. However, while such systems can effectively cultivate accountability within the leadership team, they frequently fall short of permeating the entire organization. For true accountability to flourish, it must be woven into the very fabric of your company’s values and nurtured from the bottom up. The Limits of Top-Down Accountability Implementing systems like EOS can indeed set the stage for a culture of accountability. These frameworks provide clear structures, responsibilities, and metrics for the leadership team. However, the challenge arises when these principles fail to cascade effectively throughout the organization. The leadership team may be aligned and accountable, but without extending this culture to all levels, the broader organization can remain disengaged and misaligned. The Great Game of Business: A Bottom-Up Approach The Great Game of Business (GGOB) methodology offers a compelling blueprint for creating a culture of accountability that spans the entire organization. This approach not only teaches employees how businesses operate but also instills a sense of ownership and responsibility across all levels. Here’s how GGOB can transform your culture: Financial Literacy for All : GGOB educates every employee on the financial workings of the business. By demystifying financial metrics, employees understand how their actions impact the company’s success. Company-Wide Metrics : Each employee is given a specific metric that aligns with the company’s overall goals. These individual metrics create a direct line of sight from personal performance to company performance. Shared Rewards : GGOB answers the “What’s in it for me?” question by tying rewards to company performance. When the company wins, everyone wins, fostering a collective drive towards shared goals. We implemented GGOB at my first company, Unique World with tremendous results. 50% increase in Net profit after 2 years. Then sold the company! Embedding Accountability into Values For a culture of accountability to thrive, it must be deeply embedded in the company’s values. Here are actionable steps to ensure this: Define Clear Values : Ensure your values explicitly promote accountability. Values like transparency, ownership, and integrity should be highlighted and celebrated. Communicate Consistently : Regularly communicate the importance of accountability through various channels—meetings, newsletters, and one-on-one interactions. Make it a topic of ongoing dialogue. Lead by Example : Leaders must model the behavior they wish to see. Demonstrate accountability in your actions and decisions to inspire your team to follow suit. Empower Employees : Encourage employees to take ownership of their roles. Provide the necessary resources and support to enable them to meet their responsibilities effectively. Recognize and Reward : Celebrate individuals and teams who exemplify accountability. Recognition and rewards reinforce the desired behavior and motivate others to strive for the same standard. Conclusion Creating a culture of accountability is not an overnight task, nor is it achieved solely through top-down directives. It requires a concerted effort to embed accountability into the company’s values and cultivate it from the bottom up. By leveraging methodologies like The Great Game of Business and ensuring that every employee has a stake in the company’s success, leaders can foster a truly accountable culture where people are motivated to excel not because they have to, but because they want to. This bottom-up approach not only enhances performance but also drives engagement and ownership across the organization, setting the stage for sustained success. Want to learn more through an experience share, reach out to us to arrange a call.

Zappos is celebrated not only for its legendary customer service but for how it built an extraordinary culture that fueled its success. Tony Hsieh, the visionary CEO, placed culture at the core of Zappos’ strategy, making it a differentiator in a competitive e-commerce landscape. The company’s ethos of delivering happiness resonated internally and externally, creating a loyal customer base and a high-performing team. Hsieh’s approach to culture was innovative. As an example, Zappos was known for offering $2,000 to new employees to quit during training, ensuring only those committed to the company’s values stayed. This practice exemplified how deeply they valued cultural alignment over short-term costs. The results spoke for themselves: strong employee engagement, unparalleled customer loyalty, and profitability. However, Hsieh’s famous quote— “Just because you can't measure the ROI of something doesn't mean you shouldn't do it. What's the ROI of hugging your mom?” —raises an important debate. While his analogy underscores the intangible value of certain human experiences, it presents a fallacy when applied to organizational culture today. In Hsieh’s time, culture often felt abstract and immeasurable. Today, this no longer holds true. Modern tools, like SKOR , now enable organizations to objectively measure the ROI of culture. By assessing critical areas such as leadership effectiveness, communication, and recognition, we can identify actionable insights that drive performance. Ignoring the measurement of culture is no longer a matter of philosophy—it’s a missed opportunity. Zappos’ cultural legacy remains a benchmark for high-performing organizations. However, the future of culture lies in pairing Hsieh’s visionary ethos with the power of modern measurement. By making culture tangible, leaders can not only embrace its value but strategically leverage it to achieve extraordinary outcomes. The tools are here—it's time to use them.

A Four-Part Blog Series for CEOs and Leadership Teams Peter Drucker said it best: “What gets measured, gets managed.” Yet, when it comes to culture, most leaders rely on gut feelings and anecdotes rather than hard data. Leaders track revenue, customer churn, and productivity. But ask them for their culture score, and you’ll get blank stares. Here’s the uncomfortable truth: If culture isn’t on the scorecard and being tracked/measured regularly, it’s not a priority. Consider Microsoft under Satya Nadella. When Nadella became CEO, he didn’t just talk about changing the culture — he measured it. Microsoft tracks collaboration, innovation, and leadership effectiveness across the organization, making culture metrics as important as financial KPIs. In contrast, most companies barely measure engagement, let alone deeper culture dynamics like purpose alignment or leadership trust. Engagement surveys are a good start, but they’re the bare minimum and many companies won’t take time to review and even more often, don’t take action as a result of the feedback given.. What message does this send to employees? That culture is all talk. Want to know if your culture initiatives are working? Start by asking your leadership team: What’s our Culture SKOR? In next week’s article, we’ll explore why traditional engagement surveys fall short and what leaders should measure instead. 👉 Challenge for the week: Add “Culture” as a standing agenda item on your leadership meetings.