Q&A . . . With Jeanette Coleman

PUBLISHED MAY 2025

Q: Can you tell us about the biggest trends—especially innovations—in strengthening organizational cultures?

A: A big trend in 2025 is a renewed focus on care for employees in the workplace. Besides competitive pay and solid health benefits, provide meaningful recognition, mental-health support and growth opportunities. Even simple things, like celebrating employee wins and offering flexible schedules, are powerful ways to show you care. Also, apply some of the same processes you use during onboarding to employees who are changing roles—promotions and internal moves are transitions, too. Treat them like you would a new hire; help people to feel seen, supported and celebrated. For small and mid-sized businesses, these aren’t out-of-reach ideas. They’re practical, people-first strategies that can make a big impact.

Q: How do demographic trends change the way companies should adjust culturally focused programs and strategies?

A: As Baby Boomers retire and Gen Z enters the work force, we’re seeing a wider range of expectations, communication styles and values than ever before. That calls for culturally aware leadership. Zoomers expect regular feedback, want to feel a sense of purpose and value community involvement. This generation also thrives in workplaces where they can grow and feel genuinely included.

For small and mid-size companies, this means adjusting how you lead, connect and support employees across all career stages. Leaders must become more flexible and human-centered: Think coaching over command-and-control styles. Create space for mentoring, encourage cross-generational collaboration and offer timely and meaningful feedback.

At the same time, don’t lose sight of the Boomers, Gen Xers and Millennials on your team. They offer institutional knowledge and strong leadership potential. The goal is to create a culture that works for everyone, no matter their age or experience level.

To thrive during this demographic shift, SMBs must design culturally focused strategies that honor the legacy of outgoing generations, while embracing the energy and expectations of incoming ones. The companies that succeed will be those that treat culture as a bridge—not a battleground—between generations. 

Q: Related to that, are employees today looking for a different workplace vibe than Boomers/GenY and leading-edge Millennials prefer?

A: Definitely. Younger workers are looking for meaningful work, flexibility in how and where they work and clear signs that you care about their growth and well-being. That’s a shift from older generations who have valued stability, hierarchy or independence. That might mean offering hybrid schedules, prioritizing mental health or giving them opportunities to learn and move up quickly.

The workplace is multigenerational now, and the real trick is creating a culture that supports Boomers, Gen Y, Millennials and Gen Z without catering to just one group. A great way to do that is to ask for input across age groups. What do employees need to thrive? What do they wish would change?

Q: How are technology advances across various industries changing workplace dynamics?

A: From automation on factory floors to AI in marketing and customer service, technology is simultaneously creating new opportunities and posing a quiet threat to cultures SMBs have worked hard to build. When change comes quickly, communication becomes critical. If leaders don’t clearly explain the “why” behind a new technology tool or process, employees may feel blindsided—or worse, expendable. Technology makes remote work and asynchronous teamwork possible, but it takes intentional effort to keep people connected and aligned.

Upskilling and continuous learning aren’t optional anymore—they’re businesses’ survival tools. Investing in training and empowering employees to grow with the company sends a powerful message: You’re valued here. New tech can either enhance independence or make people feel micromanaged, depending on how it’s rolled out. Through it all, values and ethics have to stay front and center. Just because we can automate or track something doesn’t always mean we should.

Q: For office work in particular, how disruptive has the pandemic and post-pandemic era been culturally?

A: The pandemic reshaped office work entirely, and the disruption has only partially healed. For many companies, the cultural impact was profound. Teams that once thrived on hallway chats and in-person brainstorming had to find new ways to connect. Trust, communication and mental health suddenly took center stage.

Employees now expect flexibility—not just in where they work, but when. A strict 9-to-5 in-office schedule feels outdated to many people, especially when productivity hasn’t suffered in hybrid or remote setups. In fact, work-life balance has become a top priority, especially for younger workers, and forward-thinking leaders are responding by reimagining workflows to focus on outcomes, not hours.

Mental health is no longer taboo. Supporting employees holistically, whether through flexible schedules, wellness benefits or simply fostering a culture of empathy, is now part of staying competitive.

Q: What should executives keep in mind when assessing benefit design and how it can impact culture?

A: Benefits aren’t just perks; they’re culture in action, and they’re a powerful way to compete with larger companies. If you prioritize flexibility, offering remote work and generous PTO speaks volumes. If employee well-being is your focus, then strong health coverage, wellness perks and access to employee assistance programs become the heart of your culture.

Benefits need to be communicated clearly and often so that employees understand what’s available and how to use them. Onboarding, open enrollment and regular check-ins should be in plain language and reflect your tone and culture. Even without Fortune 500 budgets, smaller companies can shine through communication, flexibility and thoughtful support. Health, retirement and time-off benefits are great retention tools, but adding unique perks like pet insurance or student-loan assistance can make your culture really stand out. 

Q: Is something amiss if a leader even has to ask whether his/her company culture needs refinement?

A: Asking whether your company culture needs refinement is a sign of strength, not failure. It doesn’t automatically mean something is wrong; it means you’re paying attention. In smaller organizations, even small changes can have an outsized effect on morale and dynamics. Asking the question shows you’re tuned in to those subtle signals before they become bigger issues.

Q: For small companies in particular, what are the warning signs that something in their workplace design is threatening growth or organizational success?

A: Key warning signs include poor communication, overreliance on certain individuals, low morale, limited focus or collaboration, high turnover and misaligned physical space. In a small company, agility is everything—so, unclear organizational structures or siloed setups can quietly erode trust and slow execution. Watch for overdependence on a few key people. If one employee missing work brings progress to a halt, it’s a sign you need better cross-training and documentation. Reduced employee participation, few new ideas, high turnover, unclear growth opportunities and rising absenteeism also are red flags that can point to an environment that feels rigid or uninspiring.

Q: What processes have proven most effective in making adjustments?

A: For smaller companies, the most effective approach is a mix of clear leadership direction and practical input from the people closest to the work. That could mean forming a small, focused group to tackle specific issues, like improving communication flow or rethinking your hybrid schedule. These groups work best when there’s a clear objective, a deadline and leadership support behind them. Conversely, a full-scale rebuild handed down from the top with no employee input is a bad idea. Such an approach can feel disconnected and even demoralizing. Employees want to be part of the solution, and they may know what’s not working before management does.

Pulse surveys, open Q&As with leadership and pilot programs can help guide mid-course corrections. The bottom line: Where culture is tight-knit and every voice counts, real change sticks when it’s led with purpose and built with collaboration.

Q: What are the biggest mistakes leaders can make in assessing the health and vibrancy of a company’s culture?

A: It’s a mistake to assume no news is good news. Just because complaints aren’t coming in doesn’t mean issues don’t exist. Leaders need to check in regularly and meaningfully with people at all levels, not just with their managers or trusted insiders.

Another common misstep is confusing surface-level perks with real culture. A stocked fridge or casual Fridays can be great, but they don’t replace trust, communication and belonging. Similarly, focusing only on performance metrics paints an incomplete picture; numbers don’t always reflect morale, collaboration or burnout.

Q: What are the most effective tools today for elevating employee engagement and job satisfaction?

A: Boosting employee engagement hinges on thoughtful, consistent practices that make employees feel valued and connected. One of the most effective tools is an employee engagement survey. Both qualitative and quantitative surveys provide insights into employee sentiments and areas needing improvement. The key, however, is acting on the feedback received, demonstrating to employees that their voices lead to tangible changes. 

Managerial effectiveness also plays a pivotal role. Managers who communicate openly, recognize achievements and support professional growth foster trust and respect, leading to higher engagement. 

But even the best managers need a strong foundation on which to build—starting with a clearly defined and consistently lived company culture. When employees connect with an organization’s values and purpose, they’re more motivated to contribute in meaningful ways. 

Offering competitive benefits and compensation packages is also crucial, and open communication channels ensure employees feel heard and valued. Regular check-ins, feedback sessions and transparent leadership build trust and keep employees engaged.

By integrating these strategies, small businesses can cultivate a vibrant, engaged workforce that drives success.