『Collaborative-Culture』のカバーアート

Collaborative-Culture

Collaborative-Culture

著者： Kristine Gentry and Monica M. Smith
無料で聴く

概要

Collaborative-Culture: Bridging Perspectives, Building Stronger Teams

Culture shapes how we live, work, and collaborate—yet it remains one of our most misunderstood and underutilized assets. Collaborative Culture explores what culture truly means in our workplaces and across societies, revealing how it powers organizational and community success.

Hosted by cultural intelligence experts Dr. Kristine Gentry (Culture Grove) and Monica Smith (Tradewind Consulting), this podcast creates a forum for transformative conversations about the intersection of culture, leadership, and human connection.

Through candid interviews with thought leaders, revealing case studies, and proven strategies, we examine:

  • Building cultures that ignite collaboration and breakthrough innovation
  • Mastering cross-generational and cross-cultural workplace dynamics
  • Navigating the fine line between cultural appreciation and appropriation
  • Developing global leadership dexterity in our interconnected world
  • Preparing for the evolving future of work and its impact on teams
  • Implementing practical techniques for cultivating inclusive environments


For business leaders, people managers, HR professionals, and culture enthusiasts, this podcast challenges conventional thinking while delivering actionable insights to help you build environments where everyone thrives.

Culture isn't just a concept—it's your competitive advantage. Join us as we explore how to create cultures that work.

Hosted on Acast. See acast.com/privacy for more information.

Collaborative Culture マネジメント マネジメント・リーダーシップ 経済学
エピソード
  • The Art and Science of Building Intentional Corporate Culture

    The Art and Science of Building Intentional Corporate Culture
    2026/03/04
    Episode Description

    What does it actually look like to build an intentional culture inside a high-stakes organization—especially one navigating constant change?


    In this episode of Collaborative Culture, Kristine Gentry and Monica Smith sit down with Ron Thalheimer, a longtime financial services leader whose career spans banking in Chicago, transformation work in London, and more than two decades at Fidelity. Ron breaks down his practical, leadership-driven approach to culture: setting clear expectations, reinforcing them through consistent behaviors, and addressing misalignment quickly before it spreads.


    Ron also shares a vivid case study from his time leading service operations at National Financial (Fidelity): how a shift from reactive to proactive service—and the rollout of a structured client-service technology—sparked resistance internally, improved outcomes externally, and ultimately changed the organization’s reputation from “vendor” to “partner.”


    Along the way, the conversation explores why culture must start at the top, how leaders learn culture by getting out of their offices, and what gets lost when organizations try to build culture entirely remotely.


    Show NotesKey themes covered
    • Culture starts with clarity + consistency: Ron frames intentional culture as clear goals/expectations paired with consistent actions and behaviors that match the message.
    • Leadership responsibility (not “HR’s job”): Ron emphasizes culture begins at the top and only works when leaders model it and reinforce it—especially when behavior contradicts stated values.
    • Culture fails when misalignment is tolerated: Ron highlights how quickly culture change can be “poisoned” when people hear the right words but see the wrong actions go unaddressed.
    • Leadership development through observation: Ron talks about walking the floor, listening, and engaging people—using real-time observation as a leadership practice (and Kristine connects it to an anthropological lens).
    • Remote work’s culture tradeoffs: The conversation gets specific about what leaders lose when they can’t “walk around” and how that affects younger employees and culture shifts.
    • Measuring cultural progress: Ron points to three feedback loops—employees, customers, business partners—plus tenure/turnover as a signal of whether culture is becoming healthier and more stable.

    Guest

    Ron Thalheimer — Financial services executive and transformation leader with 40+ years of experience across banking, insurance, and investment services.

    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    37 分
  • Assessments Aren’t Culture: Stop Looking for a Quick Fix

    Assessments Aren’t Culture: Stop Looking for a Quick Fix
    2026/02/18
    Episode overviewIn this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith tackle a common misconception in workplace culture efforts: the belief that a single assessment, survey, or workshop can “fix” culture. Together, they break down why popular tools like Myers-Briggs, CliftonStrengths, DISC, Hogan, Enneagram, and Working Genius can be useful, but only as inputs, not solutions.Kristine and Monica unpack what culture really is (how work gets done), why leaders often misdiagnose culture issues as isolated “people problems,” and why real change requires understanding the lived experience of employees across roles, levels, and locations. They share practical examples, from multicultural team dynamics to frontline workflows, and make a clear case for culture work that’s collaborative, ongoing, and designed for sustained behavior change.Show notesWhat we’re unpacking todayWhy “culture work” means wildly different things to different leadersThe difference between tools that build self-awareness and work that changes cultureWhy leaders keep reaching for quick fixes, and why those fixes often failThe assessments everyone loves (and what they’re actually good for)Monica names a few common ones you’ll recognize:Myers-Briggs (MBTI)CliftonStrengthsDISCHoganEnneagramWorking GeniusKey point: These can build shared language, self-awareness, and teamwork, but they’re not culture by themselves.The core distinction: tools vs. cultureKristine defines culture clearly:Culture is how work gets doneIt’s the shared beliefs, values, and behavior patterns that drive results (or block them)So when leaders say “we have a culture problem,” they may actually mean:teamwork breakdownsengagement issuesDEI tensioncross-cultural misunderstandingsperformance or retention problemsThose may relate to culture, but they aren’t solved by a single off-the-shelf assessment.The “culture assessments” problemKristine calls out a major issue: many products labeled “culture assessments” are actually measuring something else, like:employee engagement (important, but not the whole culture)psychological fit for a role (not culture — and can encourage monoculture thinking)Bottom line: If it doesn’t meaningfully engage values, behavior, and how decisions get made, it’s not capturing culture.Monica’s “culture on demand” idea (super practical)Monica introduces “house rules” for projects — especially in global teams — like:defining what “yes” means across communication stylessetting norms for honest timeline updates (“tell me as soon as you know it’ll slip”)designing brainstorming so quieter cultures still contribute (e.g., written ideas submitted first)This is culture work that’s built for the work, not just discussion.Kristine’s reminder: observation mattersKristine shares a powerful example from nurse-shadowing research:leadership assumed nurses used in-room computers for chartingobservation showed nurses rarely used them, creating their own systems insteadleadership was shocked — and it changed what “the problem” even wasTakeaway: you can’t fix what you haven’t actually seen.The “band-aid” trapBoth land the plane here:If a company runs engagement surveys and ignores results, it can hurt trustIf values are created for leaders and stuck on a wall, nothing changesIf workshops don’t lead to new habits, you’re just paying for a moment — not outcomesThe episode takeawayAssessment tools are fine — even great — as step one.But sustainable culture change requires:diagnosis beyond surveys (data + interviews + observation)shared clarity on values and prioritiesbehavior change over timeleaders who stay accountable instead of outsourcing culture to HRThanks for Listening!We’d love to hear from you.Kristine Gentry, PhDkgentry@culturegrove.com🌐 www.culturegrove.com🔗 LinkedIn: Kristine McKenzie GentryMonica M. Smithtradewindscareerconsulting@gmail.com🌐 www.tradewindscareerconsulting.com🔗 LinkedIn: Monica Mary SmithIf you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams. Hosted on Acast. See acast.com/privacy for more information.
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    36 分
  • A Dysfunctional Culture is a Liability Risk & an Asset Destruction Machine

    A Dysfunctional Culture is a Liability Risk & an Asset Destruction Machine
    2026/02/04

    In this episode of Collaborative Culture, Kristine Gentry and Monica M. Smith sit down with Wendy Woolfork, founder of Purpose Walk, to explore what it really takes to build resilient, high-performing workplaces in a world defined by volatility, pressure, and constant change.


    Wendy shares how she helps senior leaders and teams identify the “behavioral tripping hazards” that quietly break collaboration—everything from leadership competency gaps and relationship breakdowns to culture norms that punish honesty or reward toxic high performance. Together, they unpack why culture can’t be outsourced to HR, why it’s a CEO-level responsibility, and how leaders can move from insight to sustained behavior change.


    If you’re navigating friction, retention challenges, or leadership strain, and you’re ready to treat culture like the operating system it is, this conversation is for you.


    Show Notes (with segments + takeaways)
    What We Cover

    Welcome + Introductions

    • Kristine and Monica set the stage: purpose, values, and culture as forces shaping workplace dynamics.
    • Wendy shares her “born ready” origin story—helping people spot the behavioral hazards that keep organizations from accessing their best.

    Sector-agnostic work, universal issues

    • Wendy explains why culture work translates across industries because the friction patterns are universal.

    Why clients call Wendy

    Calls typically come when culture-related hurdles become unignorable:

    • Relationship breakdowns
    • Leadership gaps
    • Mis-hires and downstream impact
    • Retention and performance disruption
    • Reputation and operational drag

    Who actually owns culture

    • A key thread: the “culture is HR’s job” idea doesn’t hold up in practice.
    • Wendy is most often engaged by senior leadership—CEOs, heads of operations, department leaders—which aligns with the core premise: culture is everyone’s job, and ultimately a leadership responsibility.

    Wendy’s approach: truth-telling, truth-hearing, and closing the gap

    • Wendy walks through her framework:
    • Current state → desired state → gap identification
    • Naming the reality requires truth-telling and truth-hearing

    A standout reframe: culture as fiduciary responsibility

    Wendy offers a compelling executive-level argument:

    • A CEO has a duty to protect and grow organizational assets.
    • Culture is the operating system that determines whether investments succeed or fail.
    • A dysfunctional culture becomes a liability risk and an “asset destruction machine.”
    • Kristine ties it to a constant leadership blind spot: treating culture like a soft skill instead of a strategic driver of business outcomes.

    From insight to action

    Monica asks the practical question: how do you convert leadership reactions into execution?

    Wendy’s answer centers on consequence:

    • Make the cost of inaction visible
    • Confirm leadership willingness to disrupt what’s not working

    • Newsletter: Build a workplace that works (shared via her LinkedIn presence)


    Thanks for Listening!

    We’d love to hear from you.


    Kristine Gentry, PhD

    kgentry@culturegrove.com

    🌐 www.culturegrove.com

    🔗 LinkedIn: Kristine McKenzie Gentry


    Monica M. Smith

    tradewindscareerconsulting@gmail.com

    🌐 www.tradewindscareerconsulting.com

    🔗 LinkedIn: Monica Mary Smith


    If you enjoyed the show, please: subscribe, leave a review, and share it with someone who cares about building better teams.

    Hosted on Acast. See acast.com/privacy for more information.
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    30 分
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