Human Resources experts see obvious value in creating organizational cultures that attract and retain exceptional people, yet we find it’s not always easy to convince other business leaders to focus on culture. In fact, lots of times, when we talk about spending time or resources on improving culture, leaders instantly think “culture” equals “fluff”: activities that ultimately make people feel good but don’t positively impact the bottom line or mission, and therefore, it’s not worth the investment. But, what happens if we don’t take the time to invest in culture?

One of the main factors that contributes to the United States being a world super power is in large part due to its economy. While in recent years the US economy has suffered major setbacks and the deterioration of many industries due to offshoring and certain product lines becoming obsolete, the broader economic landscape has been a world leader for well over a century.

Managing people is no easy task. It requires a good attitude, people skills and the ability to build trust throughout an organization. Managers are tasked with the dichotomous responsibility of managing and leading. They must both negotiate the organization’s bottom line while fostering a healthy sustainable workforce. The key to this is front line management with high levels of self-awareness. Awareness creates room for developing the ability to understand and model the values of an organization. If your managers are unaware of their impact, they may be doing more harm than good.

We have all seen those straight out of the movies scenarios on the news when tragedy strikes at work. An active shooter comes in and wreaks havoc on anyone and everyone. The haunting images of people running for their lives or the aftermath usually stick with me for days after. These events generally leave you with the feeling of sadness and also thoughts about what if it happened at your workplace. How likely are you to be exposed to this situation?

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Regardless of the nature of the transaction, during a merger or acquisition, all employees find themselves surrounded by change, impacting everything from organizational culture to the snacks in the kitchen. From here it is an exercise in simple logic - with change, comes uncertainly - with uncertainty, comes attrition. Is there no way to interrupt this equation?