Episode Summary
In this first episode of our three-part Metrics that Matter series, Kristine and Monica pull back the curtain on how organizations are trying (and often failing) to measure culture. They walk through the real business case for culture, revenue growth, turnover savings, and performance, and then dig into why most “culture metrics” are actually measuring something else entirely. From employee engagement scores and eNPS to “culture surveys” that only test role fit, they unpack how well-intended tools turn into a metrics mirage that leaders game rather than learn from. You’ll walk away with a sharper lens on which numbers to question, what’s missing from your dashboards, and why purpose and behavior—not feel-good scores—belong at the center of how you measure culture.
Show Notes
0:00 – Welcome & Series Setup
- Monica and Kristine kick off Part 1 of a three-part series on Metrics that Matter.
- Why this series: every company says culture is important, but when it comes to measurement, most are either guessing or gaming.
- Today’s focus: naming the problem and the “metrics mirage” so future episodes can dive into better solutions.
2:30 – Why Culture Actually Matters (Beyond the Buzzwords)
Kristine lays out the business case for culture:
- Studies showing companies with strong, values-aligned cultures significantly outperform peers on revenue and stock performance.
- Cost savings in recruitment, onboarding, training, and preserved institutional knowledge.
5:45 – Why Culture Is So Hard to Measure
Monica contrasts culture with finance and operations:
- In finance, the drivers are clearer: a couple of questions can tell you what’s going on.
- With culture, leaders face nuance, ambiguity, and multiple overlapping human factors.
17:10 – When “Culture Surveys” Aren’t Actually About Culture
Kristine describes tools marketed as “culture surveys” that:
- Are really measuring psychological fit to a specific job.
- Or are primarily engagement, safety, or satisfaction tools dressed up with the word “culture.”
23:00 – AI, Talent, and the Skills Culture Needs Next
Monica and Kristine connect culture metrics to the future of work and AI:
- Organizations will need people who can think critically, structure problems, write clearly, and challenge assumptions, often from liberal arts and social science backgrounds.
- Anthropology and other non-STEM disciplines bring nuance, research skills, and bias-awareness that are crucial for using AI well.
26:15 – So… What Do You Do with All This?
- What are you currently measuring and what does it actually tell you?
- Is the data actionable, or just “interesting”?
- Are you incentivizing scores or real behavior change?
- Are you building culture for a list—or for your people and purpose?
Preview of Parts 2 and 3:
- In upcoming episodes, Kristine and Monica will dig into metrics that truly matter for culture and performance and offer more concrete approaches for leaders who want better dashboards, not bigger mirages.
Call to Action
Reflection prompt for listeners:
- This week, pull up the “culture” or “people” metrics your organization is tracking.
- Which ones are truly about values, beliefs, and behaviors?
- Which ones can be easily gamed?
- Which ones actually change the decisions you make?
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@gmai.com
🌐 www.tradewindscareerconsulting.com
🔗 LinkedIn: Monica Mary Smith
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