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Culture is no longer a side effect of success — it’s the strategy that drives it. As organizations navigate rapid change, leaders are rethinking how values, trust, and purpose fuel performance and profit. The question isn’t whether culture matters, but how to make it measurable, scalable, and real in every interaction.
In a recent GoProfiles HR GameChangers panel, people leaders from FifteenFive, HiBob, and The Arbinger Institute shared how values-driven leadership shapes engagement, retention, and business outcomes. Moderated by Janelle Henry, Talent Brand and Recruiting Leader at Stripe, the conversation explored what it means to lead with culture, measure its impact, and sustain growth through trust and accountability.
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Speakers
Janelle Henry: Talent and Brand at Stripe, Advisor & Former VP of People at Rad AI & GoProfiles customer (moderator)
Nirit Peled-Muntz: Chief People Officer at HiBob
Ray Smith, SVP, People & Culture at Arbinger Institute
Karina Young: VP of People at 15Five
Key Takeaways:
Values power outcomes: Culture-led growth ties decisions and priorities to a clear set of lived values — with accountability at every level.
Leaders are the multiplier: Manager consistency and capability are leading indicators of trust, clarity, and performance.
Measure, then act: Pair surveys with roundtables and 1:1s, close the loop publicly, and focus on a few cultural standards that truly matter.
Psychological safety drives retention: Invest now — before the job market loosens — to avoid an attrition spike later.
Rituals make culture real: Shared recognition moments, leadership codes, and clear communication turn values into daily behaviors.
Start small, stay consistent: You don’t need big budgets — just leaders who model values and connect feedback to action.
Start with Culture, Not Slogans
Culture-led growth begins with clarity — knowing what your organization stands for and holding people accountable to it.
Nirit Peled-Muntz described it as building a system that keeps business growth anchored to purpose and values. It’s about establishing a foundation that guides every decision, from hiring to strategy.
“Culture-led growth is a system of accountability for your values.”
—Nirit Peled-Muntz: Chief People Officer at HiBob
Karina Young added that it’s not just how much you grow, but how you grow — intentionally and with structure. As companies scale, values must move from founder DNA to organizational muscle memory through rituals and leadership codes.
“It’s not only about growth — it’s how you grow.”
—Karina Young, VP of People at 15Five
Janelle Henry reminded the audience that HR has the power to rewrite its own narrative by leading with transparency and courage, ensuring that culture is not just something people feel, but something leaders actively shape.
“Culture isn’t something we feel — it’s something leaders shape.”
—Janelle Henry, Talent and Brand at Stripe, Advisor & Former VP of People at Rad AI
Measure What Matters — and Close the Loop
Data can reveal how culture drives performance, but action is what makes it meaningful.
Ray Smith shared that while surveys offer valuable insights, true understanding comes from conversations. Checking in regularly helps leaders connect morale to productivity and spot trends early.
Karina described her company’s continuous listening model — blending surveys, roundtables, and regular feedback sessions. What matters most, she said, is closing the loop: acting on what employees share, not just collecting the data.
“Ask for feedback — and act on it. That’s how trust starts.”
—Janelle Henry, Talent and Brand at Stripe, Advisor & Former VP of People at Rad AI
Nirit emphasized that leader effectiveness is one of the strongest indicators of cultural health. When managers model the right behaviors, engagement and performance naturally follow.
Leaders as the Culture Multiplier
The panel agreed that culture begins — and often breaks — with leadership.
Ray noted that many organizations promote high-performing individuals into leadership roles without preparing them to lead. She urged HR teams to invest in leadership development and ensure that company values are embedded in day-to-day actions.
Nirit added that psychological safety depends on how leaders show up. When employees fear giving feedback, it’s usually a sign of a disconnect between leadership behavior and company values.
Karina highlighted that visible alignment at the senior level is one of the most powerful culture signals. When executives consistently model the same values, trust spreads throughout the organization.
“Walk the talk. Senior leadership alignment is the strongest testimonial.”
—Karina Young, VP of People at 15Five
Engagement, Retention, and the “Job-Hugging” Moment
While retention numbers may look stable today, the panel warned that stability can mask disengagement.
Ray noted that many employees are “job hugging” — staying in their roles for now, but preparing to move on once the job market opens. That’s why now is the time to strengthen culture and reinforce psychological safety.
“Invest now in culture — or pay for it later in attrition and lost momentum.”
—Ray Smith, SVP, People & Culture at Arbinger Institute
Karina spoke about the importance of consistency across geographies and teams. Listening, responding, and explaining the “why” behind decisions all build trust and engagement over time.
Nirit used a powerful metaphor to describe the stakes: culture is like the water in a fish tank — it surrounds everything employees experience. If leaders don’t nurture it, performance and motivation start to decline.
“If our workplaces are the fish tank, the water is the culture.”
—Nirit Peled-Muntz: Chief People Officer at HiBob
From Values to Performance: Make It Operational
Culture becomes performance when it’s operationalized — woven into systems, feedback loops, and expectations.
Ray shared her organization’s “3A-plus system,” where employees self-assess monthly against role expectations and discuss results with their leaders. This rhythm builds consistency, accountability, and transparency.
Karina explained that innovation doesn’t happen by accident — it thrives in environments where leaders create safety, clarity, and trust. When employees feel empowered, they perform at their best.
Nirit added that disengagement has a measurable cost. Rehiring, retraining, and rebuilding lost trust all take time and money, underscoring that culture is a direct business driver.
“Engagement metrics aren’t ‘just HR’ — they’re leading indicators of business performance.”
—Nirit Peled-Muntz: Chief People Officer at HiBob
People-First in Practice (Without the Buzzword)
The phrase “people-first” often sounds nice but can fall flat without action.
Karina described it as keeping the employee lens visible in every business decision. Ray added that being people-first doesn’t mean avoiding accountability — it means creating an environment where people feel safe to grow, learn, and make mistakes.
Nirit noted that even small gestures — recognizing milestones, celebrating wins, or personally checking in — can make employees feel seen and valued, strengthening trust and connection.
“Everyone wants to feel seen — it’s the little things that become big things and feed your culture.”
—Ray Smith, SVP, People & Culture at Arbinger Institute
Small Company Playbook: Low Cost, High Consistency
Culture work doesn’t require massive budgets — just intention and follow-through.
Nirit encouraged smaller organizations to start by asking a simple question: does everyone know the company’s values and how they show up in daily behavior?
Ray suggested tying performance feedback and recognition to those values to make them part of everyday conversations. Even short testimonials from leaders about how a value shapes their actions can reinforce alignment.
Karina recommended building a network of “co-influencers” — trusted peers who can reinforce messages and bring skeptics along through curiosity and collaboration.
“Create a leadership code that translates values into explicit behaviors and expectations.”
—Karina Young, VP of People at 15Five
Do This Tomorrow
Assess honestly. Talk to people directly — not to catch mistakes, but to understand their lived experience.
Find one focus. Identify one behavior to strengthen and one to amplify.
Simplify and enforce. Choose a few standards you’ll follow through on — every time.
Final Thoughts
Culture-led growth isn’t a “soft” initiative — it’s a performance strategy. When values are clear, leaders are consistent, and communication is honest, culture becomes a multiplier for engagement, retention, and profit.
Reinforce your values with visible rituals. Celebrate achievements, spotlight team connections, and turn culture into a measurable advantage. Start your free trial today and see how GoProfiles helps people-first leadership scale across every team.
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