𝐖𝐡𝐚𝐭 𝐈 𝐓𝐞𝐥𝐥 𝐂𝐄𝐎𝐬 𝐀𝐛𝐨𝐮𝐭 𝐏𝐞𝐨𝐩𝐥𝐞 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞

𝐌𝐨𝐬𝐭 𝐂𝐄𝐎𝐬 𝐝𝐨𝐧’𝐭 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐩𝐞𝐨𝐩𝐥𝐞 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐭𝐡𝐞𝐲 𝐝𝐨𝐧’𝐭 𝐥𝐢𝐯𝐞 𝐢𝐭.
When I speak with CEOs, I don’t start with definitions.
𝐈 𝐬𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐜𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬 .
• You’re losing high -potential talent, not because of comp —but because of friction.
• Your employer brand says “growth,” but your promotion pathways say “stay in your
lane.”
• You built a flexibility policy, but no one trained your managers to use it with empathy.
That disconnect?
𝐓𝐡𝐚𝐭 ’𝐬 𝐭𝐡𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 .
You don’t need another engagement platform.
You need to align your systems with the story you’re telling.
𝐏𝐞𝐨𝐩𝐥𝐞 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐢𝐬 𝐧𝐨𝐭 𝐰𝐡𝐚𝐭 𝐲𝐨𝐮 𝐡𝐨𝐩𝐞 𝐢𝐭 𝐢𝐬, 𝐢𝐭’𝐬 𝐰𝐡𝐚𝐭 𝐩𝐞𝐨𝐩𝐥𝐞 𝐬𝐚𝐲 𝐢𝐭 𝐢𝐬 𝐰𝐡𝐞𝐧 𝐭𝐡𝐞𝐲
𝐠𝐞𝐭 𝐡𝐨𝐦𝐞 𝐟𝐫𝐨𝐦 𝐰𝐨𝐫𝐤 .
So I ask:
𝐖𝐡𝐚𝐭 𝐝𝐨 𝐲𝐨𝐮 𝐭𝐡𝐢𝐧𝐤 𝐩𝐞𝐨𝐩𝐥𝐞 𝐚𝐫𝐞 𝐬𝐚𝐲𝐢𝐧𝐠 𝐚𝐛𝐨𝐮𝐭 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐡𝐞𝐫𝐞 𝐰𝐡𝐞𝐧 𝐲𝐨𝐮’𝐫𝐞 𝐧𝐨𝐭 𝐢𝐧 𝐭𝐡𝐞
𝐫𝐨𝐨𝐦 ?

𝐁𝐞𝐜𝐚𝐮𝐬𝐞 𝐭𝐡𝐚𝐭 ’𝐬 𝐰𝐡𝐚𝐭 𝐝𝐞𝐟𝐢𝐧𝐞𝐬 𝐭𝐡𝐞 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 —𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐥𝐞𝐠𝐚𝐜𝐲 .
If that’s important, make sure someone is dedicated to partnering across the organization
to improve the people experience.
𝐓𝐡𝐚𝐭 ’𝐬 𝐰𝐡𝐚𝐭 𝐈 𝐭𝐞𝐥𝐥 𝐂𝐄𝐎𝐬 :
𝐏𝐞𝐨𝐩𝐥𝐞 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐢𝐬 𝐲𝐨𝐮𝐫 𝐛𝐫𝐚𝐧𝐝 .
𝐈𝐭’𝐬 𝐲𝐨𝐮𝐫 𝐚𝐭𝐭𝐫𝐚𝐜𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 .
𝐘𝐨𝐮𝐫 𝐫𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 .
𝐘𝐨𝐮𝐫 𝐥𝐞𝐠𝐚𝐜𝐲 .
𝐀𝐥𝐥 𝐫𝐨𝐥𝐥𝐞𝐝 𝐢𝐧𝐭𝐨 𝐨𝐧𝐞.
𝐖𝐡𝐚𝐭 ’𝐬 𝐨𝐧𝐞 𝐬𝐦𝐚𝐥𝐥 𝐜𝐡𝐚𝐧𝐠𝐞 𝐲𝐨𝐮 𝐜𝐨𝐮𝐥𝐝 𝐦𝐚𝐤𝐞 𝐭𝐡𝐢𝐬 𝐰𝐞𝐞𝐤 𝐭𝐨 𝐢𝐦𝐩𝐫𝐨𝐯𝐞 𝐡𝐨𝐰 𝐢𝐭 𝐟𝐞𝐞𝐥𝐬 𝐭𝐨
𝐰𝐨𝐫𝐤 𝐚𝐭 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 ? 𝐻𝑖𝑛𝑡 : 𝐴𝑠𝑘 𝑦𝑜𝑢𝑟 𝑝𝑒𝑜𝑝𝑙𝑒 …𝑎𝑛𝑑 𝑟𝑒𝑎𝑙𝑙𝑦 𝑙𝑖𝑠𝑡𝑒𝑛 .

𝑆𝑝𝑒𝑐𝑖𝑎𝑙 𝑡𝘩𝑎𝑛𝑘𝑠 𝑡𝑜 𝑆𝑡𝑒𝑣𝑒𝑛 𝐵𝑎𝑟𝑡𝑙𝑒𝑡𝑡 𝑎𝑛𝑑 𝘩𝑖𝑠 𝐵𝑒𝘩𝑖𝑛𝑑 𝑡𝘩𝑒 𝐷𝑖𝑎𝑟𝑦 𝑝𝑜𝑑𝑐𝑎𝑠𝑡 :
𝐸𝑝𝑖𝑠𝑜𝑑𝑒 “𝑄𝑢𝑖𝑡 𝑌𝑜𝑢𝑟 9 𝑡𝑜 5 𝐽𝑜𝑏 𝑤𝑖𝑡𝘩 𝑇𝘩𝑖𝑠 90 𝐷𝑎𝑦 𝑆𝑖𝑑𝑒 𝐻𝑢𝑠𝑡𝑙𝑒 𝑃𝑙𝑎𝑛 !” (30:04)