Collaborative-Culture

Replay Description:As we revisit key conversations from Season One, we’re starting where it all began.In this replay of our very first episode, Dr. Kristine Gentry and Monica Smith introduce themselves, share the work that brought them to this podcast, and explain why they wanted to create a space for deeper conversations about culture, collaboration, leadership, and the way people work together.This episode is the best starting point for new listeners and a meaningful reminder for those who have been with us since the beginning. It captures the foundation of Collaborative Culture: that culture is not just a workplace buzzword. It shapes how people communicate, lead, build trust, navigate difference, and create work environments where people can do their best work.As we prepare for Season Two, this conversation reminds us why we started and why these conversations still matter.In this episode, we discuss:Who Kristine and Monica are and the work they each bring to the conversationWhy culture and collaboration need to be discussed togetherHow workplace culture shapes communication, trust, and team dynamicsWhy global, cross-cultural, and values-based perspectives matter at workWhat listeners can expect from Collaborative CultureBest for listeners who want to:Start listening to Collaborative Culture from the beginningBetter understand the purpose behind the podcastLearn more about Kristine and Monica’s perspectivesRevisit the foundation of Season One before Season Two beginsOriginal Episode:Episode 1: Who We Are and Why We’re Doing This

Episode DescriptionIn the final episode of Season One, Dr. Kristine Gentry and Monica Smith pause to reflect on the conversations, guests, and core ideas that shaped the first season of Collaborative Culture.From the very first episode, the podcast has been grounded in one central belief: culture is not a “soft” skill or topic. It belongs in the boardroom, not just the HR department. Across 22 episodes, Kristine and Monica explored how culture influences leadership, global collaboration, AI adoption, employee engagement, measurement, mergers and acquisitions, and the everyday decisions that determine whether values are actually lived or simply stated.As the podcast heads into a short summer recording break, Kristine and Monica share the five episodes they are replaying during the hiatus and why each one deserves another listen (or a first listen if you missed it the first time around). They revisit the foundation of the show, the importance of adapting culture across global teams, the cultural side of AI adoption, the limitations of engagement metrics, and the real work of building intentional corporate culture.Season Two returns on August 5, but until then, listeners will still receive episodes every other Wednesday through a curated summer replay series. Show NotesIn this episode, Kristine and Monica discuss:Why Collaborative Culture startedKristine and Monica reflect on the original conviction behind the podcast: culture does not get enough airtime in business, even though it shapes how people lead, collaborate, adapt, and grow. They return to the idea that culture is a strategic business issue, not a soft skill or an HR-only concern. Five episodes selected for the summer replay seriesEpisode 1: Who We Are and Why We’re Doing ThisThis episode introduces Kristine and Monica, their work, and the core purpose behind the podcast. It is the best starting point for new listeners and a meaningful reminder for those who have been listening since the beginning.Episode 6: Culture Isn’t One Size Fits All: Navigating Successful Global TeamsMonica and Kristine revisit the importance of cultural fluency in global and distributed teams. They discuss why values may travel across borders, but the way those values are expressed needs to be locally informed.Episode 8: AI Meets Culture: How Smart Leaders Build for Growth, Not FearThis episode explores AI adoption as a cultural challenge, not just a technology rollout. Kristine and Monica discuss why fear, trust, communication, psychological safety, and leadership mindset all shape whether people actually use new tools.Episode 13: When Engagement Metrics Fail: What to Measure InsteadFeaturing Dr. Nicole Eisdorfer, this episode challenges the way many organizations measure employee engagement. The conversation explores why HR teams often lack the right data, why surveys alone are not enough, and what better measurement could look like.Episode 18: The Art and Science of Building Intentional Corporate CultureFeaturing Ron Thalheimer, this conversation explores what intentional culture-building looks like in practice. Ron shares real-world insight into values, leadership, trade-offs, business outcomes, and what happens when culture is lived instead of merely declared.Gratitude for listeners and guestsKristine and Monica close the season by thanking guests, listeners, and everyone who shared episodes, gave feedback, or joined the conversation. They also acknowledge the podcast’s global audience and invite listeners to reach out with ideas, questions, and feedback. 

Episode DescriptionIn this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith explore the human and cultural side of mergers and acquisitions.For years, leaders heard that roughly 70% of mergers failed. More recent research from Bain suggests that the story has changed: close to 70% of deals now succeed, especially among experienced acquirers that have developed stronger due diligence, integration practices, and what Bain describes as M&A “muscle.” But Kristine and Monica ask a deeper question: what does “success” really mean if the people who created the value leave, disengage, or feel invisible after the deal closes?They discuss why acquired employees often experience a loss of agency, why financial incentives alone do not solve retention, and how culture shows up in very practical integration moments from decision-making and risk tolerance to benefits, commutes, rituals, communication, and manager support. They also connect M&A lessons to broader leadership challenges in any season of organizational change.The conversation draws on research from Bain, Harvard Business Review, and Dr. J. Daniel Kim’s work on turnover among acquired startup employees, which found that acquired workers are significantly more likely to leave than comparable regular hires. This episode is for leaders, consultants, HR professionals, and anyone navigating growth, acquisition, integration, or large-scale change.In this episode, we explore:Why M&A success depends on more than financial modelingHow culture affects execution, trust, innovation, retention, and performanceWhy acquired employees experience a different transition than regular hiresThe limits of bonuses, stock options, and financial incentives when belonging is missingWhy acquiring companies need to assess their own culture, not just the culture of the company they acquireHow rituals, decision-making norms, risk tolerance, and unwritten rules shape integrationWhy mid-level managers are essential during mergers and acquisitionsHow journey mapping can improve the acquired employee experienceWhy leaders need to act on feedback before exit interviews reveal what went wrongWhat M&A can teach every leader about navigating changeKey TakeawayA merger may close on paper, but it succeeds, or fails, in the lived experience of the people expected to carry the work forward. Culture cannot be handled after the deal. It has to be part of the strategy from the beginning.Sources MentionedKim, J.D. (2024). "The Challenge of Retaining Startup Talent After an Acquisition." Harvard Business Review, February 12, 2024.Harding, D., Stafford, D., & Kumar, S. (2024). "A Better Approach to Mergers and Acquisitions." Harvard Business Review, May–June 2024.Milosevic, M., Rau, K., & Steelman, L. (2025). "A Guide to Building a Unified Culture After a Merger or Acquisition." Harvard Business Review, April 3, 2025.

Show DescriptionIn this episode of Collaborative Culture, Monica Smith and Dr. Kristine Gentry take a second look at artificial intelligence and ask a more important question: why are so many AI initiatives failing to deliver results? Drawing on recent research and real-world company examples, they make the case that AI is not just a technology shift. It is a culture shift.They explore why fear, uncertainty, status loss, weak communication, and organizational politics can quietly derail even the most promising AI strategy. They also highlight what successful organizations are doing differently, from building trust and transparency to creating learning cultures where employees feel empowered rather than threatened.This conversation is a practical reminder for leaders: if your people are not part of your AI strategy, you do not really have one.Show NotesIn this episode, Monica and Kristine unpack why AI adoption succeeds or fails based on culture, not just capability. They discuss the growing gap between AI investment and actual return, and why so many organizations still treat AI implementation like a software rollout instead of a behavior-change effort. They explore several of the biggest human barriers to adoption, including uncertainty, fear of replacement, and fear of status loss. The conversation looks at how employees respond when they do not understand the technology, do not trust leadership’s intentions, or feel that using AI might make them look less credible or more expendable. Monica and Kristine also highlight examples of companies taking a more effective approach. They discuss organizations that celebrate AI learning, create bottom-up innovation challenges, invest in broad employee development, and give frontline teams more power to solve problems. These examples reinforce a central idea of the episode: culture shapes whether AI becomes a threat, a wasted investment, or a tool for real improvement. The episode also addresses the less visible side of AI transformation, including politics, resource hoarding, hierarchy disruption, and quiet resistance. Monica and Kristine argue that leaders have to pay attention not only to systems and tools, but to incentives, identity, trust, and the stories people are telling themselves about what AI means for their future. In this episode, we discuss:Why AI adoption is a culture challenge, not just a tech challengeWhat current research says about weak AI ROI and failed initiativesThe three human fears that often derail AI adoptionWhy trust, transparency, and training matter more than hypeHow behavioral science helps explain employee resistanceWhat leaders can learn from companies using AI wellWhy culture is the strategy behind successful transformationHow power dynamics and organizational politics interfere with adoptionWhat leaders should ask before rolling out AI in their organizationsSources referenced in this episode: • "The Secret to Successful AI-Driven Process Redesign" — H. James Wilson & Paul R. Daugherty, Harvard Business Review (Jan–Feb 2025) • "Overcoming the Organizational Barriers to AI Adoption" — Jin Li, Feng Zhu & Pascal Hua, Harvard Business Review (Nov 11, 2025) • "How Behavioral Science Can Improve the Return on AI Investments" — David De Cremer et al., Harvard Business Review (Nov 19, 2025) • "How Company Culture Drives AI Strategy Success" — Lara Shewchuk, Fast Company (Nov 6, 2025) • "AI Without Culture Change Is Just a Failed Proof of Concept" — Fast Company (Dec 16, 2025)

Show descriptionIn this special Episode 20 of Collaborative Culture, Monica Smith turns the mic toward co-host Dr. Kristine Gentry for a deeper look at the framework behind her work helping organizations build stronger, more intentional cultures. Drawing on her background as a cultural anthropologist and founder of Culture Grove, Kristine explains why culture is often misunderstood, why surface-level values work falls short, and what leaders can do differently to create lasting change. Together, Monica and Kristine unpack the C.U.L.T.U.R.E.™ Framework: Clarity, Understanding, Leadership, Trust, Unwritten Rules, Rituals, and Evolution, and they explore how each element shapes the way work really gets done inside organizations. Show notesIn this milestone Episode 20, Monica flips the script and interviews co-host Dr. Kristine Gentry, founder of Culture Grove, cultural anthropologist, and co-founder of Podium Project, about the framework that guides her culture work with organizations. Kristine shares why she created her C.U.L.T.U.R.E.™ Framework: because too many organizations talk about culture without really understanding what it is or how to shape it intentionally. In the conversation, she explains that culture is more than stated values or perks. It is the shared beliefs, behaviors, assumptions, and rituals that shape how work actually happens. Monica and Kristine walk through each part of the framework:C – ClarityWhy organizations need more than values on the wall. Kristine explains the importance of being specific about vision, values, and the behaviors those values are meant to drive. U – UnderstandingA reminder that organizations are made up of people with different lived experiences, identities, and perspectives—and that real collaboration requires leaders to understand those differences. L – LeadershipA conversation about why culture cannot be delegated away. Leaders set the tone, and culture work only succeeds when leadership actively models and reinforces it. T – TrustKristine breaks down why trust is foundational for innovation, idea-sharing, and collaboration—and how misalignment between words and actions quickly erodes it. U – Unwritten RulesOne of the most powerful parts of the episode. Kristine shares examples of hidden norms, power dynamics, and assumptions that shape workplace culture without ever being formally stated. R – RitualsFrom meetings to onboarding to recognition, rituals communicate what matters and quietly reinforce culture every day. E – EvolutionCulture is never one-and-done. Kristine explains why organizations have to keep tending culture over time as people, technology, markets, and expectations change. The episode also explores how Kristine’s training in anthropology shapes her approach. Rather than jumping straight to solutions, she emphasizes observation, listening, and understanding the current culture before trying to change it. That perspective carries through her consulting, this podcast, and even Podium Project’s mission to expand visibility for women and underrepresented voices. Key takeawaysCulture is not just values statements or branding languageLeaders shape culture whether they do so intentionally or notUnwritten rules often have as much impact as formal policiesTrust and understanding are essential for collaboration and innovationSustainable culture change starts with listening before fixingCulture must be revisited and evolved over time 

In this episode of Collaborative Culture, Dr. Kristine Gentry and Monica Smith unpack the complicated topic of executive presence.They begin with an important truth: executive presence can be a loaded term. In many workplaces, it has been used to reinforce narrow ideas of leadership tied to gender, race, class, accent, age, and personality. But when approached thoughtfully, it can also describe a practical set of skills that help people communicate clearly, lead effectively, and build trust without losing who they are.Monica shares how she helps leaders strengthen executive presence through diagnostics, coaching, practice, and measurable outcomes. Kristine brings in the culture lens, exploring how unwritten rules, bias, and organizational norms shape whose leadership gets recognized and rewarded.Together, they discuss how to build executive presence in a way that is authentic, strategic, and culturally aware, while also challenging systems that confuse sameness with leadership.Show notesWhat does executive presence actually mean, and who gets to define it?In Episode 19 of Collaborative Culture, Kristine and Monica take on a term that gets used constantly in workplaces but is rarely unpacked with enough honesty. They explore how executive presence can function as a gatekeeping tool when it is based on stereotypes, and how it can also be reframed as a set of learnable skills rooted in clarity, trust, adaptability, and self-awareness.Monica breaks down her framework for coaching executive presence, including:diagnosing where someone feels less effective or confidentidentifying patterns in feedback and perceptionbuilding a practical development planpracticing through simulations, role play, and scenario workmeasuring success based on real outcomes, not vague impressionsKristine adds the anthropological and culture perspective, emphasizing that executive presence does not exist in a vacuum. It is shaped by workplace norms, unwritten rules, bias, and systems that reward certain behaviors while dismissing others.This episode also explores:why executive presence should not mean performing a corporate personalityhow unconscious bias affects perceptions of leadershipthe difference between meaningful feedback and stereotype-based criticismhow to think about authenticity, conformity, and workplace strategywhy organizations need to define leadership expectations in behaviors, not vibeshow individuals can build range and adaptability without abandoning themselvesIf you have ever been told you need more executive presence, or if you have ever wondered whether that feedback was really about performance or simply about fit, this conversation will give you a more thoughtful way to think about it.

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 HR

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 CoverWelcome + IntroductionsKristine 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 issuesWendy explains why culture work translates across industries because the friction patterns are universal.Why clients call WendyCalls typically come when culture-related hurdles become unignorable:Relationship breakdownsLeadership gapsMis-hires and downstream impactRetention and performance disruptionReputation and operational dragWho actually owns cultureA 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 gapWendy walks through her framework:Current state → desired state → gap identificationNaming the reality requires truth-telling and truth-hearingA standout reframe: culture as fiduciary responsibilityWendy 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 actionMonica asks the practical question: how do you convert leadership reactions into execution?Wendy’s answer centers on consequence:Make the cost of inaction visibleConfirm leadership willingness to disrupt what’s not workingNewsletter: Build a workplace that works (shared via her LinkedIn presence)