Why?
I wrote The Culture Heartbeat because I was tired of seeing organizational values reduced to slogans and wall art, rather than being lived out as day-to-day habits or non-negotiable truths. Again and again, I watched companies loudly declare their values, hang them in the lobby, and share them on their websites, only to quietly ignore those same values the moment real challenges or temptations arose. What I saw and experienced was inconsistent with the words, and the gap was tangible, in leadership, in feedback mechanisms (or lack thereof), in the small choices that define an entire culture. I watched people join teams full of hope, only to feel disappointment and be let down when the reality didn’t live up to the big promises. I observed talented, caring individuals walk away, not because they didn’t care, but because the values that supposedly mattered most were nowhere to be found when it counted.