Name: Workplace Intelligence in Action: How Growing Companies Build High-Performing Workplaces
Uploaded: 2026-10-14T17:15:55.118Z
Duration: 45 min 28 s
Description: Workplace Intelligence in Action: How Growing Companies Build High-Performing Workplaces

Transcript for "Workplace Intelligence in Action: How Growing Companies Build High-Performing Workplaces": This is not an opinion. It's not a perspective or a belief or a philosophy. This is trust. This is leaders we can believe in. This is civility, decency, respect. This is listening like you give a damn. This is bigger than identity or politics. This is prosperity, closing gaps, opening doors. This is growth, scale, resilience. This is not controversial. This is Good morning, everyone. Welcome to today's event, Workplace Intelligence in Action, How Growing Companies Build High Performance Workplace. Before we get started today, we'd love to check-in on a couple of housekeeping notes. We're so glad that you're able to join us, and we know this isn't anyone's first event. But just a quick reminder that you are welcome to submit questions today through the control panel as we go along. We love to keep things fun and lively here, so we absolutely want to encourage you to use the chat, talk to us directly, talk to other attendees, share your favorite gifts. We're here for all of it. There's also closed captioning available, for anyone who would like to use it, and you'll absolutely be able to access this event on demand at any time after we conclude by logging back in using your link to the event. Now to go ahead and get started, we're gonna cover a lot of information today. We'll talk a little bit about our research on small and midsize businesses and how we've approached that research with a different lens, and we'll also talk about the trust dividend and our findings on how leadership impacts growth and revenue. We'll hear from one of our customers, Mosaic Consulting, and how Great Place to Work has impacted their business, as well as leave some time for questions and answers at the end of today's session. So please feel free to pop those questions in the chat. We'll be happy to address those as we go through today as well. With that, it is great to join you. My name is Natalie Lyda. I will be your host today. I am the director of value and solutions consulting here with Great Place to Work. I am honored to be joined by my awesome colleague, Karina Monesson, who has spent the past ten years advising executive clients on workplace trends, culture, and the future of work. Karina, welcome. Awesome. Thank you so much, Natalie. Thrilled to be here. Hi, everyone. We are glad to have you. Before we really dive into it, Karina, I'd love to hear a little bit from the audience. So we would love for you to take a minute and pop into the chat. What is your biggest business challenge facing you right now? Whether it's something in the day to day, strategic challenges that are hitting you head on, we would love to hear what's top of your mind before we get into today's data and how it can help you and what you're facing. So, Karina, as people are putting their responses in the chat, you know, I know some of the things I've been hearing from our our prospects and customers recently is a lot of, you know, concern around agility adaptation to things like AI, which I know is top of mind for everyone today, you know, how to responsibly build that into business and gain efficiencies for it. Hearing a lot, you know, kind of around the mental load of the world right now and how that's Oh my gosh. Absolutely, Natalie Lyda. And I'm so glad that you touched on the mental aspect of it too because I don't know about, you know, everyone on this chat, but I know that for me and for many of the folks that I'm speaking with on a regular basis, even if we are able to be agile and able to adapt to AI and find these new ways of working, it requires a significant amount of energy and bandwidth and and learning. Right? And I feel like that the sustainability of all of that is something that we need to be looking at a little bit more clearly because I think that people are doing their best, but it is a lot of newness and it almost feels like there's been so much change ever since 2020, honestly. Like, we haven't had a chance to catch our breath. And as a result of that, I really think that we need to be, thinking about holistically. What does change mean all the way down and how can we support our people so that they can continue to be as agile and productive and help us drive the business forward? Yeah. It's it's a really good point. Right? It feels like it's kind of been, you know, six years now of constant change. Patsy, thanks for sharing. You know, she mentions that recruiting top talent is important for her growing team. That's absolutely something that we're gonna talk about today, so continue to share those thoughts with us as well. You know, Karina Monesson, with some of that in mind, your team has led this small and midsize specific research. Can Can you kind of set the scene for us and tell us a little bit about what you are trying to find out and why? Absolutely. So, yes, we wanted to specifically focus on small and medium sized businesses, really businesses 2,500 employees and under, because we recognize that a lot of what we know about workplace performance oftentimes comes from the world of big business. And so we think about these large publicly traded companies, Fortune 500 case studies, organizations with possibly tens of thousands of employees. And I think that the reason that we often times will look at those case studies is because it's easier, at least from a data perspective. Right? We have deep, deep data sets that we can look at. They're very visible success stories. We can read about them in Harvard Business Review or on the front page of the New York Times. And they're also easier to track in terms of business outcomes because there's things like stock performance, which is publicly available. So you can easily look and see, okay, how are these businesses performing and what are like, how can we relate their strategy to this success or lack thereof? So it makes a lot of sense as to why we tend to focus on enterprise companies. But the problem is that the vast majority of companies are not enterprise companies, right? They're small and medium sized businesses, and they operate very differently from these larger enterprise companies. And so what they need and the strategies that they're employing, as well as the challenges that they're facing are also very different. And so I love that we're seeing here, like losing high potential people during periods of slow growth when advancement opportunities are not available. Yes, this is something that happens across organizations of all sizes. But when you're talking about a smaller business, there are going to be fewer ladders to climb by design. If you're talking about recruiting top talent to grow our team, we know that recruitment challenges are definitely oftentimes more challenging for small and medium sized businesses, as well as retention, right? In the midst of change, oftentimes the enterprise business leaders that I'm talking to are not quite as worried about retention right now, depending on the industry, of course. And so we are doing a disservice by looking at small and medium sized companies as if they are the same as enterprise companies. And so what we really wanted to do with this research was to test a hypothesis essentially because we wanted to see that when employees have greater trust in leadership, can we actually see a difference in terms of business performance, in terms of their workplace performance? And so that's really where this research began. And kind of touched on this a little bit, but if we're thinking about smaller businesses, and again, I'm using that term small compared to like a 10,000 plus, Right? 2,500 employees is not a small business. 200 employees, right, is still a lot of people to take care of. A lot of. people to be helping and growing and bringing along this journey. And so when I say small, that's certainly all relative. But I would love for folks to pop in the chat here, like what are some of the challenges that you think as a small or medium sized business, you have to worry about that maybe larger companies don't have to worry about in the same way. And some of the things that we have thought of is the fact that obviously, first and foremost, there's smaller headcount. But an aspect of this that people might not think about is that because there is a smaller headcount, that actually means that there is a much larger impact from leadership. And so. the way that a single leader communicates or follows through or maybe doesn't is much more impactful when you're dealing with smaller teams. And just as leadership impact is outside for smaller companies, so actually is the impact for all of the team members because every single person matters, holds a lot of weight for better or worse. So getting things done well and getting them done on time is extremely important as is retaining all of your people, which again, we're hearing about retention here in the chat, as well as like potential for growth, maybe not being as highly, highly opportunable. That's not a word, but I think you get what I'm. trying to say here. Opportunistic. Thank you. There's not as many opportunities there. And so you're at risk of losing some of your top people because there's just not as many different places to grow. Yeah. And even the loss of a single person can devastate an entire department when we're talking about a small and medium sized business. Yeah. And then of course, you're working with more finite resources. There's a smaller operating budget. There's tighter margins. So mistakes are very costly. And then finally, there's fewer layers between the frontline and team and then the leadership team, which again is fewer opportunities for growth, but it also means that there's faster flowing communication between leaders and their employees that are on the front lines. And so there is less space for messaging to be lost, which is actually a really good thing. But on the flip side, there's more opportunity for unwanted messaging to travel quickly. So the clarity and messaging is just really important. Yeah. I mean, Karina, what I'm really hearing from you that I think is important here is that this isn't just enterprise research with an SMB label slapped on it. This is specific to this segment. Yes. Yes. All of the research that I'm going to be walking you through today comes directly from SMB companies within our dataset. I love it. So we saw some challenges, you know, that have come up. You've continued to put them in the chat. We love to see, you know, that we're looking for potential for more growth and retention, how, you know, leadership can find bandwidth for more mentorship. Right? That's hard to do. We're also gonna put a formal poll here up for you now. So you're gonna see this pop up in the top right hand of your corner. We'd love to hear from you specifically. If you could improve one of these four areas, what would make the biggest impact on your organization today? Is it extra effort and productivity? Is it retention of your high performers, more agile teams, or an increased confidence in leadership? Let us know from these four which you think would have the biggest impact for you today. Already got some responses coming in. Retaining those high performers, you know, to your point, Karina. Losing one person can be, you know, an outsized impact on a small and medium sized team. Increased confidence in leadership. Keep those votes coming in. This is great for us to see so we can help relate this back to y'all. I love watching these results come in and change. It's almost like watching Jeopardy or something like that. Like, They're, who's gonna win? and neck. Who's gonna? win? So looks like right now we're tied at that retention of of high performers and that increased confidence in leadership. Take us through some more of this, Karina. How does this apply back to what you're seeing in your research? Okay. So first of all, I feel like we're dealing with some some very intelligent folks here on the call today. This is a little bit of a trick question, and I'll I'll get to why here in a second, but you you did not get tricked. Okay. So when we looked at our research and we were diving into our datasets on small and medium sized businesses, we really saw four primary challenges come up again and again and again. And those were the four that we just touched on. And so the questions that we kept hearing from business leaders will, or the challenges that we kept hearing from business leaders are, will people go the extra mile, right? Will they apply the discretionary effort that is necessary in order for us to succeed? Can we keep and retain our best talent, which again, we've heard in the chat here quite a bit. Can we be agile? How can we continue to innovate and continue to evolve as the workplace changes, as technological tools change, potentially as like our leadership changes or we're seeing some staff changes? How can we adapt to changing strategy? And then finally, like do our employees actually trust their leaders? And so these were by far the top four. And just to explain this graph here, what you're looking at are the results from our proprietary workplace intelligence platform that asks key questions around each of these areas. And so the red block that you'll see on the left hand side of each of these is the percent of employees at certified companies who answered positively to those questions. And then the black is the percent of employees who answered positively at typical US small and medium sized companies. So companies that were not Great Place To Work certified. And so in every single case here, you can see that the certified companies dramatically outperformed the typical companies, which is of course a very strong sign for leadership effectiveness and trust because that is ultimately what we help our customers achieve. But the biggest gap by far that we saw for all four of these was when it comes to confidence and leadership. And I think this actually makes a lot of sense because while many companies are tracking things like productivity and retention and they're well aware that this is a top challenge for their organization, again, as we've seen in the chat, many are actually not tracking confidence in leadership or at least not tracking it effectively. And as many, many wise people have said to me long before my time, including my mother, what gets measured gets managed. And so I think that it makes a lot of sense that we see confidence in leadership lag behind. But the reason that this is almost like a a bit of a trick question, and honestly, for many years, I felt like people were not talking about confidence and leadership as a challenge. They were really focused on the first three that we see here. So the fact. that, you know, that confidence and leadership was tracked as one of the top challenges tells me that we are making progress in the way that we think about business outcomes. And it also tells me that we're dealing with some very intelligent folks on this call. Because actually confidence in leadership directly impacts each of these other three areas. So these are not disparate things that we are tracking here. These are not four different problems. They are all interconnected. And the most important area to focus on is this confidence in leadership segment. Because when people don't trust their leaders, they're probably not willing to go above and beyond. They are a lot more likely to leave when things get challenging or when there's not an opportunity for growth this year that they can see in the, you know, in the runway. And they're less willing to move quickly in a direction if they're not sure that they agree with it. So again, it's pretty intuitive. And so confidence in leadership is actually the linchpin that affects all of the other areas. And despite the fact that this is clearly the largest challenge for all companies, this is actually great news because this is fixable. It is measurable, it is movable. And when confidence in leadership improves, so does everything else. And we actually have some pretty compelling data points to prove that. And so what we have found is that when employees have confidence in their leadership, they are more productive, they are more agile, they're more innovative, they take better care of their customers. And so because of all of this, we actually call high trust leadership a force multiplier. Because if you move that one lever or lever, I actually don't know how to pronounce that, everything else moves with it. So speaking of that lever, Karina, Karina, I'm looking at this slide. A 140% boost in innovation, that's an incredible number. And I I think, you know, especially for SMBs who we know, their survival often relies on that ability to be more agile and innovative than some of their enterprise peers. Like, that... That's amazing. Yeah. It's a... It's an incredible statistic. And I... Again, I think it makes sense. Like, so much of this is intuitive when you actually peel back the onion a little bit because when you think about what innovation actually requires, it requires people taking risks. They are floating half formed ideas that may not be, like, perfectly clear. There might not be a playbook in existence yet because think about AEO for example. Like this is a brand new field. Nobody knows how to do it perfectly. We're all figuring it out, but it's something that businesses of all sizes are having to think about because the way that customers find the services and products that they're utilizing has completely changed in the last couple of years. They're not going to Google anymore. They're typing into chat GPT. So people are having to float ideas that like they don't really have a playbook for yet. They don't really know. Nobody knows exactly how to do it. And they have to believe that their leaders will respond well when they do. They might be challenging assumptions. They might be pushing back or they might just be floating out an idea that they haven't been able to fully rectify, fully work through and to be able to do that requires a significant amount of psychological safety. And so obviously that ties back to trust. Yeah. So I don't know. At the risk of sounding a lot like Tom Cruise, all of this is beautiful, right? All of these statistics are strong. I am a data nerd. I geek out on these types of data points. But we also know that at the end of the day, business leaders really want to know, show me the money. Show me the money. And so we wanted to make sure that we weren't just providing percentage points showing, okay, well, this is how much innovation you'll see. Although that is a very dramatic and compelling data point. We wanted to actually see, can we prove that high trust leadership and leadership effectiveness can significantly impact the bottom line? And what we found was a resounding yes. And that high trust leadership fuels revenue growth at small and medium sized businesses. And so out of all of the different slides in this deck, these next two are the ones that I want you to snapshot. I want you to think about. I want you to be taking this to your senior leadership or sharing it with your peers. What we found is that in high trust leadership organizations where the leadership effectiveness was highest in our certified dataset, we saw 7.5 times higher year over year revenue growth compared to the lowest levels of leadership effectiveness. Again, think about that. Imagine the difference between having a 15% year over year revenue growth from 2026 to 2027 compared to a 2% year over year revenue growth. That difference is incredible. Yeah. Karina Monesson, I I just wanna double down on that. I mean, that's that's a significant growth in in revenue potential. Can you take us through a little bit about how you calculated that? Yes. Absolutely. Okay. So this was an analysis of our 2,025 certified companies who had less than 100 employees. So again, this is for our small business segment. And what we did is we essentially separated the dataset into four different quadrants based on their leadership effectiveness scores. And then what we did is we compared the highest quadrant with the lowest quadrant, And we cross referenced those with each company's self reported year over year revenue increases. And so the companies had self reported to us how much their revenue had grown year over year, and we averaged that out and looked at the top quartile of leadership effectiveness compared to the bottom quartile of leadership effectiveness. Okay. So do we see that same pattern with our medium sized companies as well? It's almost like you set this up for me, Natalie. Yes. Yes. We do. We also see this exact same pattern happen when we're looking at medium sized businesses. And so what we see here is that for medium sized businesses, the revenue growth year over year for top quartile versus bottom quartile is 3.4 times higher. And so it's still the exact same pattern. It is still a dramatic difference from 17% compared to 5%. But we do see the difference start to start to, lessen a little bit. And I think this is really interesting because we oftentimes assume that like leadership or trust matters more in larger companies because they're more complex. But what we've actually found is that because smaller companies have fewer buffers, leadership behavior is more visible and trust or lack thereof actually moves through the organization even more quickly. So it's even more important when we're looking at small companies, but it is incredibly important for everyone. And so this ultimately is why leaders are so important no matter what type of organization you're working for because for more than thirty years, our workplace intelligence platform has shown that workplace performance ultimately starts with leaders. Like, it all it all comes down to leaders. So all of the data that you're sharing here, Karina, is is incredible. And I'd love to take a few minutes to hear from a Great Place to Work customer who is in the SMB space and has experienced some of those revenue and business impacts that you're talking about of Great Place to Work. So with that, let's take a moment to hear from Kristen Sadler, CEO at Mosaic, and the impacts of Great Place to Work that she's seen in action. The impact that we've seen, for our people has really been focused around creating an environment where there's trust and there's confidence that they're a part of something great and they're making impact in this business and something bigger than themselves. What we've seen the impact to our business has actually quite been remarkable. We have a, focused effort in understanding the cost of turnover and what the impact of, focusing on our culture and, again, building that trust has actually had on our bottom line. As we focus on, understanding the cost of our turnover, if for instance, we were to be saying this to a CFO, is what is actually the cost to the business if you don't pay attention to this? So when we look at the data of the Great Place To Work certification, I personally pay attention to, you know, three different areas. I'm looking at the confidence the team has in the executive team. I'm looking at, do they understand the vision of the organization and how they're a part of it? I'm also looking to make sure that people understand what's expected of me and my job. Right? And so as we look at that, and and I will say thank goodness goodness we're having an incredible head of HR, our, VP of culture is, is very much attached to all the different aspects of the survey. I will say those are the three that I pay attention to. And so when you look at that and you see your score either grow or start to retract, it's usually telling you something about your business. For example, if you've had leadership transitions at that high level, that time it takes to build that trust up again with that new leader, you can usually see that in your results. So, of course, even outside of of just the specific focus of what this means for trust within our leadership and, again, the vision of the organization where we're going, we also pay attention to what is this gonna do for our retention efforts? How are we retaining our people? This is a part of that. And of course, the opposite of retention is turnover. Right? And so, why we we pay so much attention to the fiscal results of the survey, even though it's just a one time a year survey, it's year over year and you can see that progress. It's a part of the story of your company. And so the way that we look at it and the way that we use it is we wanna be that place that people wanna work at. It's competitive. Talent, retaining talent, it's an extremely competitive market right now, and the reality is for the next several years. And so when you talk about why this matters and how do you utilize it to be able to make better business decisions, it should be your guiding force. Right? You want your people to stay. You want your team to love what they do. You wanna have, better interactions with your clients or, you know, developing your product, it has a direct result of happy team member is a happy client, and that also helps your revenue. Alright. Oof. Oh. my goodness. Yeah. Karina, I love that she asks, what's the cost of not doing this? Right? I I. think that's the story here. Right? Yes. Yes. Goosebumps. We love it. So, you know, what Mosaic shared there, you're gonna have the ability to learn more about. You know, we've dropped a link to the case study for you to reference afterwards, and you are welcome to leverage some of Mosaic's success and their story when we talk more about how you can make a case for great place to work certification within your organization. And as we've talked more today about the research that we've derived from Great Place to Work certified companies, we've also talked about the fact that to measure trust and confidence and leadership, you need a vehicle to do that. So when you think about your own feedback and measurement tools that are in place today, we want you to think about if you have something in place that allows you to measure trust in your leadership. The companies that we've been talking about today use our trust index survey and Great Place to Work Certification to not only learn about certification and recognition opportunities, but also as an opportunity to measure the trust and confidence in their leadership, and they do that using a defined methodology that Karina mentioned is backed by more than thirty plus years of research and accompanied by a really robust set of benchmarking. So as we talk a little bit more how companies can achieve that Karina, can you spend a few minutes and tell us a little bit more about what our methodology actually looks like in action? Absolutely. So what you're seeing here on the screen is what we ultimately call the great place to work effect. And we have been studying workplace intelligence and workplace performance for for more than thirty years, as I've said. And as a result of that, we have developed a proprietary model that proves that culture drives performance. And so if you look at it starting from the left hand side and moving outward, we identified nine leadership behaviors that shape the employee experience. That employee experience creates the culture of the organization. And then over time, though, that culture really creates the conditions that show up in workplace performance outcomes like productivity and retention and agility, innovation, customer satisfaction, productivity, or excuse me, profitability, literally everything that we've already been talking about today. And what's different about our methodology is that we measure trust, not just engagement. And why I think it's really important to understand the difference here is that engagement is useful. It is a it is a very powerful metric, but it is a lagging indicator. Whereas trust is a leading indicator. And so engagement can tell you like how your people are feeling today, but trust can help you predict how they are going to behave tomorrow and help you take action today to improve your outcomes in the future. And so trust can help you explain why employees are engaged or disengaged, why they're willing to stay, whether or not they're likely to go the extra mile. And through our trust index, we measure the leadership behaviors and the employee experiences that ultimately drive performance. So we give leaders a actionable view of work place performance and workplace intelligence as a way to improve their future business results. And so whether or not you are already using an engagement survey or not, our workplace intelligence can either complement what you're already measuring or serve as a replacement while also providing access to the powerful benchmarking that Natalie just described from industry peers, as well as the best workplaces. I love it. Thanks, Karina. So now that we know a little bit about how the methodology works, let's also set the stage. Earning Great Place to Work certification really isn't just about receiving a badge or meeting a milestone. We like to look at it as what's really the first step in gathering feedback and using that feedback from your employees to build momentum. It's a way to measure and strengthen trust, which, Karina, we know leaders need today. Absolutely. Yes. It's absolutely critical. I think that the badge is is powerful because it does represent the hard work that you have done and that's like... It's it's a way to prove as third party validation that your leadership has created a great culture. It is a great place to work. And I think that that has always been incredibly important from a recruitment standpoint. It will continue to be powerful from a recruitment standpoint, but what is really differentiated from the partnership that we offer our customers is not just the badge. It is the fact that we provide the intelligence needed to take action and improve your business outcomes. Exactly like what we've been talking about today. So the badge is an important piece of what we provide in our partnership, but it is only just a piece of it. Yeah. Absolutely. So those benefits go well beyond the badge. Right? And what we also know is that the good news is that gathering the feedback to start that journey for your Great Place to Work certification and beyond is relatively simple. We think of it as a two step process. Step one is going to be surveying your employees using our trust index survey. The good news is this takes under fifteen minutes per person and can be accessed and completed in a variety of ways that work for really employees in any work setting. The second step is you completing your culture brief. This is a short questionnaire that gives context to your results. We then take that information and calculate your overall trust index score. If you meet or exceed 65%, meaning that 65 of your survey respondents are saying that your organization is a Great Place to Work based on those models of trust, pride, and camaraderie, then congratulations, you are certified. We find that the typical process takes usually thirty to sixty days and many of the companies that we work with do it in less than a month. The benefits here are that it's fast, it's data rich, and you immediately get insights to act on. This is intended to be low lift with resources to provide you the support that you need to move quickly and get some really rich information with less of a time investment upfront. After that, once you're certified, there are a wealth of benefits that come along with that. First is the badge. That Great Place To Work certified badge is yours to use royalty free throughout the year that you're certified, and we know that it is a shining light to job seekers anywhere that you post it. You'll also receive an online company profile. This will be published as a top search result for job seekers that will highlight exactly what makes your company great. And alongside that, you'll receive a wealth of supporting tools like your employer branding and promotional toolkits, all of which can be helped you use to celebrate and promote your achievement as a Great Place To Work for all. And while that's all great, right, we love the badge, we also love the data that comes beyond the certification and recognition. All of what Karina has shared with you today is really based on our deeper focus to give you the data that you're able to use to uncover actionable insights. So within twenty four hours of completing your trust index survey, you'll also have access to our Emprising platform. And this is where the real magic of what Karina has shared with you starts to take shape. You'll have access to powerful tools for analyzing survey results, identifying trends, and you'll be able to celebrate the strength of your culture while also uncovering blind spots, which we know, when paid proper attention to, can start to net the kind of growth that we see in our certified SMBs. You'll also be able to benchmark your results and have access to a wealth of other tools to help you drive your people's strategy for the highest impact. Karina, this is really where they can start to take action. Right? Absolutely. This is where the the actionability of it all comes into play. And so again, I think that's at the core of what we've been talking about today. Like, it's one thing to understand what's happening. It's a different thing entirely to understand exactly where to move the needle, but that requires taking action. And so that's the difference that you see when we go back to that slide showing the certified companies compared to the typical companies. Those certified companies have taken action on the intelligence that they received in order to achieve that level of workplace performance. So I think it's a really critical piece to that, right? It's not just capturing where are we today, but it's where can we take action today to achieve what we want tomorrow. Yeah. Absolutely. So we've also got a leave behind document for you in the tabs with a summary of the research that we've shared today, and we also want to highlight some of the other benefits of being a Great Place To Work company. While certa being and certification can be completed at any time during the year, Great Place to Work also hosts a number of great events that can help you celebrate your certification as you start working with us. One of those is Certification Nation Day, taking place tomorrow, October 15, which is a global celebration of Great Place To Work certified organizations and the people that make those workplaces great. So we look forward to you keeping an eye out, for what's available tomorrow with Certification Nation Day and thinking about how you can leverage those kinds of opportunities in the coming year to become involved and share what makes you great. We also have a number of other events that are coming up that we would love to have you join us for. On October 29, we'll be hosting another digital event that you are welcome to join us for. That event will be available for you to register for and will cover, the trust advantage, right? So today we focused on the research and data behind high trust leadership and business performance. Our next digital event will take the research a step forward and talk about bringing together leaders who are actively using workplace insights to drive those business outcomes. So if you'd like to join us for that next upcoming trust advantage event, we'll send registration information to you, also available in the chat just now from Karina. We'd love to have you continue the discussion so that we can help you move ahead on your journey to become a Great Place To Work. With that, we do have a few minutes left available for questions and answers, so if you have a question that you would like us to answer, please feel free to drop it in the chat or in the q and a. We're happy to answer those for you. We do have a couple that have come through as well. Just looking through these, Karina, trying to find some of the juicy ones. Let's see here. For growing companies with limited resources, where do you typically see the biggest opportunity to strengthen trust? What what does some of the data show you there, Karina? I mean, I I think, again, it it comes down to to leadership at the risk of sounding like a broken record. Like, again, if you think about the Great Place to Work effect, that model that we showed earlier, If you want to impact the areas that are further along in that model, you really need to start with the root cause. And so that really comes down to leadership. And so again, we have our our our list of nine different leadership behaviours that are proven over thirty years of research. And what I would recommend to clients is to focus on one leadership behavior at first, because I think there can be a tendency to try to change everything all at the same time. And especially. when you're dealing with a complex work environment where, again, as we've already talked about, so many different things about the business, about the workplace in general is changing. It helps to start with one thing and to have it distill throughout the entire organization and to then move on to the next. And so taking it one step at a time, I think is the most effective way to actually create these remarkable impacts throughout... Rippling throughout the entire organization if you're starting with your leadership and those behaviors. Yeah. You you don't need to tackle it all at once. And I think one of the benefits of the trust index survey too is it can help you kind of hone in on where that that one particular area may be for your your business individually. Absolutely. You also talked a little bit, Karina Monesson, about, you know, engagement being a lagging indicator, trust being a a leading indicator. One of the questions that we got was if a company already conducts engagement surveys, how does measuring trust provide them additional insight? How does this play into that? So again, I think that that lagging versus leading is really what it comes down to as well as the actionability that it enables. Because if you are taking... Essentially engagement is like a snapshot. Are your people engaged today? Yes or no. Whereas if you're measuring trust, what you're able to do is actually to better understand where in the process are you losing people? Like where, where is your organization currently strong? Where are there opportunities to improve? And so again, what we were just talking about of choosing one place to focus, you will have the data available, the intelligence available to understand this is an area that we really need to focus on as an organization. And what can be even more powerful is the fact that that might not be the same in every single department. And so you can hone in and understand what is happening in this office or what is happening under this leader and even more so we're providing personalized insights that allow leaders to make changes based on what their own people are experiencing. And so I think that, like at the highest level, the ability to take action, the ability to impact in the future rather than just look behind you and say, okay, well, how are people feeling today? That combined with the personalized insights, I think, is the most powerful differentiating factor between trust and engagement. Fantastic. Thanks, Karina. So we are nearing the end of our time together here, and we know that it can sometimes be hard to convince leaders that, you know, taking on a new initiative is worth the time and effort. So we have prepared a leave behind document for you with some of the numbers that were shared today. That'll be available to you in the docs tab along with the other great resources that Karina has shared out during today's session. Please know that we're also here to help you create the business case for Great Place to Work in your organization. So if you've joined us today, you've already showed that you're interested in how trust can drive your business forward. If you want to chat more about what's possible, let us know in the survey, click the button at the top of your screen, drop a note in the chat, get a hold of us anyway. We will follow-up in the next twenty four hours and can partner with you to drive progress in your business and help you begin your journey to become a great place to work. We also hope to see you in our trust advantage event on October 29. And as we end our time here together today, we want to leave you with some words of advice again from Kristen Sadler, CEO of Mosaic, a woman owned SMB, on how to get buy in from your senior leaders and decision makers, and we hope to connect with you all soon on the next steps in your Great Place to Work journey. For those that are new to this journey and just starting, my advice to them would be to start focusing on the small wins that they can create and making sure you're not doing this alone. This is not just an HR initiative. This is not just driven by a CEO. This is something that has to be ingrained as a part of your strategy to be able to grow your business. I also believe that you need to have your why, and it's gotta be your North Star, right, your guiding light of why are you doing this. Most people do this because they're driven by making it a better environment for people. They wanna help people. They wanna be impactful to their lives, both professionally and personally. And so, sometimes you need your why to hold on to as tightly as possible because it will be your guiding light because there will be bumps. Again, the first time I saw our results, it was a, humbling moment where you go, okay. Wow. I thought we were doing better than that. But here here it is. It's a gift. Right? Feedback is a gift, and you have a chance to actually take it and drive it and do something with it. So when talking with leaders about why this is important, especially if you're navigating that conversation for the first time. Culture has such a, interesting context to it. Right? Over the years of using it over and over and over again, there's this question of, was it a buzzword or is it just fluffy? Reality is culture is the way that we behave, the way that we act. It's the way that you support your clients. So as you talk to different leaders, really think through how, what their language is. What is their love language at work? Is it talking to a financial, background where you know that you're gonna have to walk in with numbers to say this is why it matters. Care for our people equals higher profitability, and here's why. At the end of the day, I always like to ask the question, like, why? Why would you not wanna have an incredible culture where people won't wanna leave you? Why would you not want higher revenue and better profitability? Because you created an environment that was good for your team, because you have leaders that understand their why, that they're able to communicate the vision, they care, your team knows and trust that your leaders are taking care of them and have their back. Why would you not wanna create that environment? It's crazy to me that some people don't fully get that, but again, that's what we're doing here is to be able to educate and to be able to advance this to other organizations.