I recently went one-on-one with Sara Lord, Chief Auditor of RSM.
Adam: What sparked your interest in accounting and drove you to pursue a career in it?
Sara: It goes back to high school when you’re trying to figure out what you want to do later in life. Some of it was process of elimination. I remember thinking I knew I didn’t want to go into medicine because that just didn’t suit me. My dad was in business, so I started looking at business careers. Once I began exploring different options within business, accounting rose to the top. It felt like something where I could start with financial numbers but still move into management or leadership roles later. I happened to stay in accounting and auditing because I really loved it. But what appealed to me early on was that it gave me flexibility. I didn’t have to decide at eighteen or twenty exactly what I wanted to do for the rest of my life. Accounting felt like a foundation that could open the door to many opportunities in the business world.
Sara: When I look back over the almost thirty years I’ve been doing this, I’ve probably had about twenty different jobs. You can have client service roles. You can have roles related to standard setting. You can have global roles or roles that are focused on the United States. You can work in training and development. There are so many different opportunities. You really get the chance to take the aspects of a topic or a type of business that you enjoy the most and evolve your career in that direction. Over time, you spend more of your energy doing the things you enjoy and where your talents are strongest. At the same time, you get the opportunity to help grow the talents of other people. That has been one of the most rewarding parts of the journey for me.
Adam: What were the keys to rising in your career? And what advice do you have for anyone on how to rise in their career?
Sara: When I look back at the opportunities that helped me rise into leadership roles, the first thing that stands out is that people believed in me. There were people I worked with who saw something in me before I saw it in myself. They would say things like, you should try this rotation or you should lead this project. Those moments created opportunities that helped me grow. From my side, there were also times when I would see something happening and think this isn’t the best way to do it. In that moment, you have a choice. You can complain about it, or you can step forward and say, maybe we should try doing this a different way, and I’m willing to help lead that effort. Stepping in and stepping up to say I think we can make a change here, and I’m willing to put the effort and energy behind it, opened a lot of doors.
The other thing I always tell people when we talk about career growth is that people want to help you. Throughout my journey, there have been many people who supported me, mentored me, and encouraged me to try new opportunities. Sometimes we hesitate because we think someone is too busy or too important, and we don’t want to waste their time. But very often when you reach out, people are happy to help. Now that I’m further along in my career, it’s incredibly rewarding to be on the other side of that equation. It’s honestly more fun for me to see someone step into something amazing or bring a vision to life that they just needed support to pursue. There is so much value in mentor-mentee relationships. As you’re growing your career, don’t be afraid to ask people how they might help you or what advice they have. People really do want to help.
Adam: There’s so much there that I would love to unpack. Something really interesting to me is that you’ve thrived in a highly technical field and not only in a highly technical field but in a highly technical role within a highly technical field. Yet when I asked you what the keys were to rising in your career, you didn’t mention anything technical. You didn’t talk about any technical skills you developed. Instead, you talked about soft skills, taking initiative, and your attitude. There’s a lot in life that we can’t control, but one of the things we can control is how we show up. What is our attitude? If you have a bad attitude, people are going to look at you one way. If you have a good attitude, people are going to look at you a totally different way.
Sara: I think that is exceptionally important. I’ve had the opportunity to participate in different leadership coaching programs where they talk about your creative space versus your reactive space. Everybody has good days and bad days, so you can’t be perfect. But how do you show up when you’re at your best, and how do you bring people along with you? One thing I really try to focus on in my leadership journey is creating healthy tension and healthy conflict. I want people to speak up. I want people to share their ideas. Everyone comes to the table with different life experiences, and those experiences shape their perspectives. Whether we’re talking about a technical issue or something related to leadership, those different perspectives matter. When people bring their perspectives forward in a positive and constructive way, it helps us reach better outcomes. Even when I served as chair of the Auditing Standards Board for the AICPA, which is about as technical as you can get, the conversations weren’t just about debating the exact words in a standard. Of course, we debated the words, but we also talked about what those words mean in practice. How will auditors actually apply this? How does it make the profession better? How does it help investors receive better information? Bringing those perspectives together with a positive and constructive mindset really helps leaders make better decisions.
Adam: There are a lot of people out there who, particularly in highly technical fields, have the attitude and the mindset that, “I’m a technical person. I focus on technical work. I think in a technical way. That’s how I’m wired. That’s who I am. This other stuff isn’t really for me. It might be important for other people, but it’s not for me.” Everything that you’ve talked about so far really contradicts that. What would you say to those people?
Sara: I would say there is actually a role for almost everyone doing what they enjoy most. If someone says they really love the technical nature of things and want to be the person who knows the absolute most about a specific technical topic, that’s a valuable leadership space. Their leadership can come from being the expert in that topic and helping others understand it. They might provide consultation, develop research, or help teams think through complex issues. That can absolutely be their leadership journey. They might be very happy in that role. At the same time, even if you are deeply technical, you still interact with people. There are very few roles where you never work with others. Even if you’re the smartest person in the room on a technical topic, you still want the people around you to feel comfortable engaging with you. If someone comes to you with a question, you don’t want them to feel like they’re foolish for asking it. Instead, you want them to feel like working with you was a rewarding experience. They learned something and walked away feeling confident. Leadership isn’t about forcing everyone to be the same. It’s about understanding where people thrive and helping them maximize those strengths while making sure others see the value in what they bring.
Adam: I love that, and you really touched on a fundamental leadership truth. At the heart of great leadership is enabling people to get to a place where they are at their best. For each of us, that place is going to be a little different. Trying to force someone into a role that doesn’t align with their strengths isn’t great leadership. Great leadership is understanding people for who they are, meeting them where they are, and helping them become their best selves.
Sara: I completely agree. When that happens, it is truly wonderful to watch. There is nothing more exciting than having a conversation with someone who is completely in their element. They are doing something they love, they are great at it, and they feel energized showing up to work each day. They feel like their work makes a difference. As a leader, it can sometimes be difficult because there are always demands. There are things the organization needs to accomplish, and it can be tempting to take the person who is very good at one thing and ask them to do something else just to fill a gap. But sometimes that isn’t the right move. If someone truly excels in a specific area, it can be better to let them continue thriving there and find someone else for the other task. Often, there is someone else who would love that opportunity. It might be someone earlier in their career who sees it as a chance to stretch and grow. From a leadership perspective, those moments are exciting because you’re developing people while also seeing them enjoy what they do. Watching someone grow into a role that really fits them is incredibly rewarding.
When I think about the stretch opportunities that shaped my career, many of them involved projects where we identified something that needed to change or something new that needed to be built. There were moments when someone would say we need you to take the lead on this, and after the meeting, I would think, I have no idea what to do. There is no playbook. In those situations, the first step is figuring out who can help. Other people might not know the exact answer to the problem you’re solving, but they have information, perspectives, and experience that can guide you. You start asking questions. Have we tried something like this before? What worked? What didn’t work? A lot of those stretch opportunities involve taking an idea and bringing it all the way through to execution. You figure out the path forward as you go.
From the leadership side, one of the ways I like to create stretch opportunities for others is by looking at processes that happen repeatedly. Maybe something happens every quarter or every year. If someone has been leading that process for a while, it might be time to elevate them into more of a coaching role and give someone else the opportunity to lead it. That approach creates growth for two people at once. The person stepping in learns how to lead the process. The person who has done it before learns how to guide and mentor without doing everything themselves. It also brings new ideas into the process. The person taking on the role might suggest a different way of doing something. If it still gets us to the right outcome, that’s a positive thing. There doesn’t need to be pride of ownership about how something was originally done. The goal is to continue improving while helping people grow.
Adam: What do you believe are the key characteristics of the best leaders?
Sara: One of the most important qualities is trust. Leaders need to create an environment where people believe what you say and feel comfortable being honest with you. If things are going well, that’s easy. But when things aren’t going well, people still need to feel like they can come to you and work through the situation together. People should feel confident that you have their best interests and the organization’s best interests in mind. Another important quality is open collaboration. Sharing information as much as possible helps build trust and helps people feel connected to the decisions being made. Sometimes you can’t share everything, but communication should be open whenever possible. Personally, I don’t see leadership as something that needs to be very hierarchical. When we have team meetings, I want everyone to feel like they have a voice. Everyone brings a perspective shaped by their experiences, and those perspectives can help improve our decisions. Encouraging that kind of open communication and collaboration is extremely important for strong leadership.
Adam: How do you foster that level of communication and collaboration?
Sara: There has to be a level of transparency. I often think about how leadership and parenting aren’t all that different. When you’re transparent with your team, you’re building trust in the same way you do in a family. There are times when you might make a mistake as a leader. I remember when my daughter was younger, there was a day when she did something small, and I reacted more strongly than I should have. Later, I went back to her and said, Abby, I reacted badly. I’m really sorry. What happened wasn’t a big deal, and I shouldn’t have been upset about it. That conversation built trust between us. The same thing happens in the workplace. There might be a situation where your team has been working on something for months. Everyone is excited to roll it out. Then suddenly the strategy changes, and you have to pivot. When that happens, transparency matters. You need to explain why the decision changed and what it means moving forward. You also need to reassure people that their work and their contributions are still valued. Another part of building communication and collaboration is recognizing that people engage differently in conversations. Some people are very comfortable speaking up in meetings. Others are quieter. As a leader, you want to create space for both styles. Sometimes that means reaching out to someone before a meeting and saying I’d really like to hear your perspective on this topic. Other times, you might invite them into the conversation during the meeting in a supportive way. You want to be careful not to put someone on the spot in a negative way, but you do want to create opportunities for them to share their thoughts. Helping people feel heard and appreciated builds trust. When that trust exists, collaboration becomes much stronger.
Adam: You mentioned the importance of transparency and trust. Are there any moments in your career where you experienced radical transparency that built trust or where a lack of transparency damaged trust?
Sara: Yes, there was a situation a few years ago when I was working with a client that was going through an IPO process. It was a high-pressure situation. Everyone was working long hours, and there were very specific deadlines we had to meet. The company needed to file its financial statements by a certain date, and we needed to complete the audit by that same date. If we missed it, the filing would require another set of financial information, which would create even more work and delays. Everyone was working incredibly hard to try to meet that deadline. But as we moved through the process, I realized we simply weren’t going to make it. Based on everything happening within the company and the work required from the audit side, there was no realistic way to meet the deadline. The difficult part was that no one wanted to say it out loud. Management didn’t want to tell the CEO that the deadline wasn’t achievable. No one wanted to tell the underwriters. Everyone wanted to stay optimistic. Eventually, there was a moment where I realized we had to address it directly. We were about a month away from the deadline, and I said we need to pivot. Instead of trying to hit this filing date, we should aim for the next one. It was not an easy conversation. People were not excited to hear that news. It wasn’t my favorite meeting. But when I walked out of that room, I felt a sense of peace that I hadn’t felt in months. The path forward was still going to be challenging, but at least everyone now understood the reality of the situation. Over time, that honesty actually strengthened the relationship. The client recognized that we were focused on doing the right thing rather than pretending everything was fine. That transparency helped reinforce trust and ultimately strengthened the long-term partnership.
Adam: That’s a great example, and it highlights an important leadership lesson. When you’re building long-term relationships, especially in fields like accounting, you can’t focus on winning every battle. Sometimes you have to accept short-term pain in order to build long-term trust.
Sara: I really like that way of framing it. Sometimes when you’re in the middle of a difficult situation, you’re so focused on the immediate challenge that you forget about the bigger picture. You can become very focused on solving the one problem right in front of you without stepping back and thinking about the broader relationship. When you take that step back, it helps you make decisions that are better for the long term.
Adam: And ultimately, it comes down to putting yourself in the shoes of the person you’re working with. If you were the client, how would you want your trusted advisor to communicate with you? You would want honesty and transparency, even when the message is difficult.
Sara: Exactly. Transparency creates a shared understanding. Particularly in professional environments, when everyone understands what is really happening, it allows the team to work toward a common goal. When transparency is missing, it can create confusion. People might feel like there is information that hasn’t been shared. That can lead to misunderstandings or even conflict. Sometimes a leader might have information that others don’t have yet, and that can influence how they respond in conversations. If the team doesn’t understand that context, the responses might not make sense. Being transparent allows everyone to align around the same reality. Instead of feeling like there is a hidden divide between people, the team can work together to solve the problem. For example, if someone brings forward an idea, you can respond by saying I really like your idea. Here’s the concern I have, or here’s something I’ve experienced before that might create a challenge. Then you can work together to find a solution. That approach creates collaboration instead of conflict.
Adam: What does a Chief Auditor do, and how does one become a Chief Auditor?
Sara: A Chief Auditor leads the audit methodology for a public accounting firm. When I explain it simply, I often say that when an auditor goes out to do their job, my job is to make sure they can do their job. That means developing the policies, guidance, practice aids, and software tools that auditors use in their work. We also focus on training and education to make sure auditors understand the standards and know how to apply them in practice. Part of our work also involves collaboration with regulators such as the PCAOB, the SEC, and the AICPA. We want to ensure that the guidance we provide aligns with regulatory expectations and helps auditors serve the needs of investors and financial statement users. Our role is to take all of the complex standards and information that auditors need to understand and translate that into tools and guidance they can actually use in their daily work. We can’t expect every auditor to read every auditing standard from beginning to end every day. Our responsibility is to synthesize that information and provide practical resources such as work programs, guides, and training materials. Technical expertise is certainly a big part of the role, but there are also strong elements of communication, teaching, and collaboration. You’re helping auditors think through complex situations and apply the standards effectively. Most people who become Chief Auditors start their careers in auditing. They earn their CPA and work within a public accounting firm. Over time, they may discover that they enjoy the technical aspects of the profession, the research, the writing, and the teaching. For me, a lot of the work involves problem-solving. We think about how to help auditors identify risks, how to help them evaluate financial information, and how to give confidence to the people who rely on those financial statements. That combination of technical knowledge, teaching, and collaboration is what defines the role.
Adam: We’ve talked about many important soft skills. Have we left any out that you think are especially important?
Sara: We talked a little bit about communication, but that is one where I don’t think you can emphasize it enough. Being able to communicate your perspective clearly is incredibly important, but so is being able to listen and truly hear what someone else is saying. Communication shows up in many different forms. It might be a conversation in a meeting, an email, or even a text message. Regardless of the format, it’s important to take the time to understand what someone is actually saying rather than just reacting quickly. From the very beginning of your career, communication matters. As a new auditor, you’re interacting with your engagement team, the people who are guiding your work, and the client who is providing information. Being able to ask questions clearly and understand responses is essential. It’s not just about reading the words on a page. It’s about understanding the meaning behind those words and responding thoughtfully.
Adam: How can anyone become a better communicator?
Sara: One of the best ways is to ask for feedback. Communication is a skill that improves with practice and reflection. If you’re writing something important, you can ask someone to review it before you send it. I still do that sometimes. If I’m drafting an email about a sensitive topic or something where clarity really matters, I might ask a colleague to read it and share their thoughts before I send it. The same approach works in meetings. If you’re new to interacting with a client, you might ask your manager to sit in on the meeting and provide feedback afterward. Technology can also help. AI tools can provide suggestions or help you refine your message. But regardless of the tool, the key is being open to feedback and adjusting based on what you learn. Different audiences respond to different communication styles, so learning how to adapt your approach is an important part of becoming an effective communicator.
Adam: As you talk about the importance of feedback, it ties back to something you mentioned earlier in our conversation, which is mentorship. I know you’re a big believer in the power of mentorship. How can anyone find a great mentor? And what are the keys to a successful mentor-mentee relationship?
Sara: One of the simplest ways to start is just by asking someone to connect. You don’t have to frame it as a formal mentorship right away. You might ask someone if they would be open to grabbing coffee or having a short conversation over Zoom. That can be a great starting point. Sometimes those conversations develop into longer-term mentorship relationships. Other times, they might be a single interaction that still provides valuable insight. Both outcomes can be helpful. Mentorship doesn’t have to be something that feels formal or intimidating. It can grow naturally through conversations and shared experiences. There are also many places where you can find potential mentors. If you’re in college, professors and career services professionals can be great mentors. If you’re already working, colleagues within your organization or people you meet through professional networks can also be valuable sources of guidance. It’s also important to maintain relationships with peers in your field. The people who are at a similar stage in their careers can provide support and perspective as you grow together. Social platforms like LinkedIn can also create opportunities to connect with people you might not meet otherwise. It might feel a little uncomfortable to reach out to someone you don’t know, but sometimes those conversations lead to meaningful connections. The key is simply being willing to ask. More often than you might expect, people will say yes.
Adam: Sarah, I don’t know if you have the ability to audit my mind because you are reading into everything that I’m thinking and sharing what I share with audiences all the time. Starting small is so important. If you ask someone you don’t know to be your mentor, that’s a big ask. It’s like asking someone you just met to marry you. But if you start with something small, like a short conversation or a cup of coffee, it creates the opportunity for a relationship to grow.
Sara: Exactly. Starting small makes the interaction feel natural rather than overwhelming.
Adam: I also talk about something called mini mentors. A traditional mentor is someone you speak with regularly over time. A mini mentor might be someone you talk to once a year, once every few years, or even just once. But that single interaction can completely change the trajectory of your career or your life. We need as many people and perspectives as possible.
Sara: I completely agree with that. Sometimes a single conversation can introduce you to an idea or perspective that stays with you for years.
Adam: You also mentioned something important earlier about not being afraid to reach out to people you don’t know. If you reach out to someone, there are three possible outcomes. They might ignore you. They might say no. Or they might say yes. If you never reach out, there’s only one outcome. So don’t be afraid to take that step.
Sara: I fully agree. In fact, the only reason I have the opportunity to talk with you today is because you reached out. That’s a very real example of what we’re talking about. This has been a really fun conversation for me, and I’m very thankful that you reached out.
Adam: What are the most important technical skills that professionals in accounting should develop?
Sara: One of the most important technical skills in auditing is what we call professional skepticism or professional judgment. Before I get into that, I should say that you absolutely need to learn the core accounting and auditing standards. That’s the foundation. You need to understand how financial transactions are recorded and what the rules are that govern financial reporting and auditing. But beyond that foundation, professional skepticism is what really defines the work auditors do. Professional skepticism doesn’t mean assuming everyone is committing fraud or assuming the worst about people. Instead, it means not simply accepting everything at face value. Auditors need to understand how a business operates. That part of the work is actually one of the most interesting aspects of the profession. You get to step into someone else’s world and ask them to explain what they do. People generally enjoy talking about their work. They are passionate about their businesses and the things they build. Once you understand how a business operates, the auditor’s job is to step back and think about what could go wrong. Where might errors occur? If someone wanted to manipulate the numbers, how could that happen? If someone made an honest mistake, how might that mistake go unnoticed? That mindset of thoughtful skepticism helps auditors evaluate financial information and determine whether it can be trusted. In addition to those judgment skills, technology skills are becoming increasingly important. Being able to work with data and use technology to analyze information is a growing part of the profession. When I started in auditing, a lot of our work involved manual processes. Today, technology allows us to analyze data more efficiently and identify patterns or anomalies more quickly. Learning how to use those tools effectively is becoming an essential part of the profession.
Adam: What specific technology is most important to accountants today? What specific technology do you believe will be most important in the future?
Sara: Auditors often joke that we grew up in Excel. For many of us, Excel is one of the first tools we learn to use extensively. You need to understand how to manipulate data, organize numbers, and analyze information. Numbers are fundamental in accounting and auditing, so tools like spreadsheets are still incredibly important. Beyond that, we’re seeing a major shift toward the use of AI and other advanced technologies. Tools that can perform optical character recognition, analyze documents, or perform a first-pass review of information are becoming more common. Those tools can help auditors process large amounts of information more efficiently. But the important part is understanding how to validate the output. Just because a tool produces an answer doesn’t mean the answer is correct. When you use AI or automated tools, you still need to apply judgment. You need to ask yourself whether the results make sense. Technology can provide helpful insights, but it doesn’t replace professional thinking. Another interesting development is that you no longer need to be a programmer to take advantage of technology. In the past, if you wanted to automate something or build a tool, you needed to know a programming language. Now you can often interact with technology using natural language. You can describe what you’re trying to accomplish, and the tool can help generate formulas, scripts, or workflows. That opens up a lot of possibilities. It allows professionals to experiment and solve problems in new ways. At the same time, it reinforces the importance of professional skepticism. You still need to evaluate whether the results you receive are accurate.
Adam: You bring up such an important point and such an important skill that we didn’t really dive into, which is the importance of critical thinking. There can be a temptation in the age of AI to outsource your critical thinking. These tools are incredibly powerful, and it might seem easier to let them do the thinking for you. But if you do that, you’re setting yourself up for problems. The real opportunity is using technology as a tool while still applying your own critical thinking and judgment.
Sara: I completely agree. There are a couple of ways I think about this. One example is the idea that technology can help you get to the review stage faster. If an AI tool can perform a first-pass analysis of something, that means you can spend more time reviewing and evaluating the results. It’s similar to writing. Starting with a blank page can be difficult. But if someone gives you a draft and asks you to review it, it’s much easier to evaluate and refine it. I sometimes use technology in that way. I might say I’m thinking about this topic or comparing these ideas. The tool can generate an initial response, and then I review it. Sometimes I’ll immediately see that part of the response isn’t accurate based on my experience. Other times, it might introduce a perspective I hadn’t considered. Either way, having that starting point allows your critical thinking to engage more quickly. Technology can also support creativity. When used properly, it can help you explore ideas more efficiently rather than replacing your thinking. That’s where I see a lot of opportunity across many professions, including auditing.
Adam: I couldn’t agree more. Someone I work with shared an analogy that really resonated with me. Years ago, many of us worked in offices where we were surrounded by colleagues. We could walk over to someone’s desk or chat at the water-cooler and bounce ideas off each other. In many remote or hybrid environments today, we don’t have that same level of spontaneous interaction. AI can sometimes function like a very knowledgeable coworker that you can bounce ideas off of. But the key is that it’s a collaborator, not a replacement for your thinking.
Sara: That’s a great way to think about it.
Adam: Understanding how technology is changing the workplace also changes what employers are looking for. What do you look for when you’re hiring people? What are your best tips for hiring the right talent?
Sara: One of the first things we look for is fit. If someone decides they want to pursue a career in auditing, there are many excellent firms they could join. Every organization has its own culture, and it’s important to find a place where your values align with that culture. When we hire people, we look at whether they seem comfortable within our environment and whether their approach aligns with how we work. Another thing we look for is curiosity. We want people who ask questions and want to understand why something works the way it does. It’s not just about completing tasks as quickly as possible. It’s about understanding the purpose behind the work. People who ask thoughtful questions tend to develop stronger judgment over time. Technology awareness is also important. We’re not looking for people who want to replace themselves with technology. Instead, we’re looking for people who ask how technology can help them do their work better. I sometimes explain this by thinking about how the profession has evolved. When I started in auditing, we would sometimes receive pages of numbers that we had to add up manually with a ten-key calculator. Very quickly, those processes moved into spreadsheets like Excel, which automated that work. Today, we use even more advanced tools to analyze information and identify patterns. Each stage of technology removes repetitive tasks and allows professionals to spend more time on analysis and judgment. The goal isn’t to replace people. The goal is to allow people to focus on the most meaningful parts of their work.
One important thing to remember is that culture doesn’t mean everyone being the same. When we talk about cultural fit, we’re not talking about hiring people who have identical backgrounds or experiences. It’s not about hiring people who look like you or think exactly like you. Diversity of perspectives is incredibly valuable. Instead, culture is about shared values. It’s about how people treat each other, how decisions are made, and how the organization approaches its mission. If you’re evaluating an organization from the outside, you can start by looking at the company’s stated values and mission. Most organizations share that information publicly. You can also pay attention to how people talk about their work and how they interact with each other. Those small signals often reveal a lot about the culture. From the hiring side, I think interviews should be a two-way conversation. It’s not just the company evaluating the candidate. The candidate is also evaluating the company. Sometimes I like to involve multiple people in the interview process so candidates can meet potential teammates, managers, and colleagues from other areas of the organization. That helps both sides understand whether the relationship will work well. Hiring decisions affect people’s careers and lives, so taking the time to understand each other is important. When both sides feel confident about the fit, it creates a stronger foundation for long-term success.
When you’re making a career decision or bringing someone into an organization, it’s a big commitment on both sides. Taking a little extra time up front to make sure the fit is right usually pays off over the long term. Hopefully, these relationships last for many years, so it’s worth investing that time to make sure everyone feels confident about the decision. When you’re considering a role, you want to understand what the organization values, how people work together, and what the expectations are. You should feel comfortable asking questions about culture, leadership style, and how teams collaborate. Those insights help you decide whether the environment aligns with your goals and working style. At the same time, organizations should create opportunities for candidates to meet different people within the company. That allows candidates to see the organization from multiple perspectives rather than relying on just one interaction.
Adam: Are there other ways leaders can actively shape and strengthen culture within their organizations?
Sara: One important factor is creating an environment where people feel comfortable sharing their perspectives. Earlier, we talked about transparency and trust. Those elements play a major role in shaping culture. Leaders should make time to connect with people individually and understand how they are experiencing the workplace. That might involve informal conversations or quick check-ins to get a sense of what is going well and what might need attention. When people feel comfortable raising concerns early, issues can often be resolved before they grow into larger problems. Sometimes a project might not be progressing as expected, or there may be tension between team members. If leaders are approachable and open to feedback, those situations can be addressed constructively. Another aspect of culture is ensuring that people feel their contributions matter. When leaders acknowledge the work people are doing and explain how it connects to the organization’s broader mission, it helps people feel more engaged and motivated. Ultimately, culture develops through everyday interactions. The way leaders communicate, respond to challenges, and support their teams shapes how people experience the workplace.
Adam: Is there anything else you’d like to share?
Sara: I don’t think so. This has been a fantastic conversation. Adam, I really appreciate the opportunity to talk with you. I feel like we could probably continue this conversation for hours.
