Creating Confidence with Heather Monahan
Confidence Classic: Build an EPIC Workplace Culture That Drives Results with Jessica Kriegel, Chief Scientist of Workplace Culture
16 Apr 2025
Chapter 1: What are the key components of a positive workplace culture?
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You would be shocked at how many organizations are not clear on the results that they're trying to achieve. There's just this kind of general idea of success and growth that is constantly being pursued without clear definition of when will we know that we've won and what does it look like to win? Those things need to be clear and aligned within an organization.
Otherwise, you're on a spinning hamster wheel that you never get to the end of.
On this journey with me. Each week when you join me, we are going to chase down our goals, overcome adversity, and set you up for a better tomorrow. I'm ready for my close-up.
Hi, and welcome back. I'm so glad you're back here with me this week. Okay, today's guest is Jessica Kriegel. She's the chief scientist of workplace culture for culture partners leading research and strategy and best practices for driving results through culture for 15 plus years.
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Chapter 2: How can organizations define and align their goals?
They sent out a memo, an internal email talking about the restructure. And it's a big layoff, right? There is not the word layoff anywhere in that email. And in fact, in a, you know, let's call it three page email, there's only two sentences that refer to anything remotely like a layoff.
And they say some convoluted language, something like, you know, we've had to make some decisions about how to be lean and we don't take these decisions lightly. That doesn't actually say anything about I'm laying people off. These Dell workers are reading this email, not understanding what's going on because they're so scrubbed up in an attempt to kind of ease people's fears.
And they talk much more about the great opportunity for the future and positive spin, positive spin. And I think that's backfiring on executives. It's making people feel like, give me a break. The reality is you're having a bunch of layoffs. You're trying to spin it to sound great. I'm reading the news and understanding what's really going on. And that happens on investor calls.
That happens in keynotes. It happens in emails that go out. I think executives need to stop being so clean cut because it is like the Pollyanna delusion. No one's buying it anymore. And we all get information about what's really going on from a number of sources like anonymous online platforms like Glassdoor and Blind and just social media.
I can watch people live quit their jobs on social media now. I've got more visibility into your culture than ever before. You're not controlling the narrative. I'm on like a soapbox right now. That I think is ineffective communication to answer your question.
So what is the right way? Because as you know, that's not easily like I don't I'm sitting here thinking, obviously, that's the wrong way.
The approach that they took in that, gosh, they're not understanding empathy or putting themselves in the shoes of the people that were reading that. That is just crappy. However, they had a goal to spin it, as you said. what would be the right way or the best way to communicate it so that it would be the best for culture?
Well, I think it's situational. Let me tell you a story about what I did once. And this is a radical idea. So let me preface this by saying, I'm not saying everyone should do this every time, but it's an out of the box approach to communication about layoffs that is kind of interesting. So when I was a CHRO of this tech company,
We were having struggles financially, and the CEO in an executive, closed-door executive call said, we're going to have to do layoffs. So the first time an executive team hears we're going to have to do layoffs, you're months, months before the actual layoff happens, right? Now you've got to do a whole bunch of – research on like, how many are we gonna lay off?
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