Employee Experience

Leaders' overreliance on "DEI programming" is one of the biggest barriers in the way of real progress toward achieving #diversity, #equity, and #inclusion. Do you know where these events came from? The lunch and learns, cultural heritage celebrations, book clubs, and the like? Historically, these were all events put on by volunteer advocates and activists from marginalized communities who had little to no access to formal power and yet were still trying to carve out spaces for themselves in hostile environments. For leaders to hire figureheads to "manage" these volunteer efforts, refuse to resource them, and then take credit for the meager impact made nonetheless is nothing short of exploitation. If your workplace's "DEI Function" is a single director-level employee with an executive assistant who spends all day trying to coax more and more events out of your employee resource groups? I'm sorry to say that you are part of the problem. Effective DEI work is change management, plain and simple. It's cross-functional by necessity, requiring the ongoing exercise of power by executive leadership across all functions, the guidance and follow-through of middle management, the insight of data analysts and communicators, and the energy and momentum of frontline workers. There is no reality where "optional fill-in-the-blank history month celebrations" organized by overworked volunteers, no matter how many or how flashy, can serve as a substitute. If your workplace actually wants to achieve DEI, resource it like you would any other organization-level goal. 🎯 Hire a C-Level executive responsible for it or add the job responsibility to an existing cross-functional executive (e.g., Chief People Officer) 🎯 Give that leader cross-functional authority, mandate, headcount, and resources to work with other executives and managers across the organization on culture, process, policy, and behavior change 🎯 Set expectations with all other leaders that DEI-related outcomes will be included in their evaluation and responsibility (e.g., every department leader is responsible for their employees' belonging scores and culture of respect in their department). 🎯 Encourage responsible boundary-setting and scoping of volunteer engagement, ensuring that if Employee Resource Groups and DEI Councils/Committees want to put on events, it is because they are energized and supported to do so—not because they feel forced to run on fumes because it's the only way any impact will be made. It's long past time for our workplaces' DEI strategies to modernize away from the volunteer exploitation of "DEI programming" toward genuine organizational transformation. What steps will your leaders take to be a part of this future?

Last week, a customer said something that stopped me in my tracks: “Our data is what makes us unique. If we share it with an AI model, it may play against us.” This customer recognizes the transformative power of AI. They understand that their data holds the key to unlocking that potential. But they also see risks alongside the opportunities—and those risks can’t be ignored. The truth is, technology is advancing faster than many businesses feel ready to adopt it. Bridging that gap between innovation and trust will be critical for unlocking AI’s full potential. So, how do we do that? It comes down understanding, acknowledging and addressing the barriers to AI adoption facing SMBs today: 1. Inflated expectations Companies are promised that AI will revolutionize their business. But when they adopt new AI tools, the reality falls short. Many use cases feel novel, not necessary. And that leads to low repeat usage and high skepticism. For scaling companies with limited resources and big ambitions, AI needs to deliver real value – not just hype. 2. Complex setups Many AI solutions are too complex, requiring armies of consultants to build and train custom tools. That might be ok if you’re a large enterprise. But for everyone else it’s a barrier to getting started, let alone driving adoption. SMBs need AI that works out of the box and integrates seamlessly into the flow of work – from the start. 3. Data privacy concerns Remember the quote I shared earlier? SMBs worry their proprietary data could be exposed and even used against them by competitors. Sharing data with AI tools feels too risky (especially tools that rely on third-party platforms). And that’s a barrier to usage. AI adoption starts with trust, and SMBs need absolute confidence that their data is secure – no exceptions. If 2024 was the year when SMBs saw AI’s potential from afar, 2025 will be the year when they unlock that potential for themselves. That starts by tackling barriers to AI adoption with products that provide immediate value, not inflated hype. Products that offer simplicity, not complexity (or consultants!). Products with security that’s rigorous, not risky. That’s what we’re building at HubSpot, and I’m excited to see what scaling companies do with the full potential of AI at their fingertips this year!

My client fired their entire SDR team on Tuesday By Friday, their pipeline had grown by 60% This sounds impossible It's not After auditing 50 B2B sales organizations over 10 years, I've uncovered the most expensive myth in modern selling: → The belief that MORE activity at the TOP of your funnel will fix conversion problems at the BOTTOM Let me share what actually happened: This mid-market software company was spending $350,000 annually on their 4-person SDR team - 100+ cold calls per rep daily - 17 meetings booked weekly - "Incredible metrics" according to leadership - But their close rate? A devastating 1.2% The VP of Sales was convinced they needed MORE outreach, MORE automation, MORE top-of-funnel I suggested something different: pause all prospecting for 7 days Instead, we had their account executives do something radical - engage with the 215 prospects already in their pipeline who'd gone cold after initial meetings Using a framework we developed: - 65 prospects responded within 24 hours - 41 booked follow-up meetings - 23 re-entered active buying cycles - 6 closed within 14 days (total value: $212K) The shocking revelation? - Their pipeline wasn't empty - It was overflowing with neglected opportunity. This company didn't have a lead generation problem. They had a lead nurturing catastrophe. By reallocating resources from mindless prospecting to strategic engagement, they've now: - Reduced CAC by 60% - Shortened sales cycles by 30% - 2x their close rate The counterintuitive truth: Sometimes the fastest path to growth is to stop chasing new opportunities and start converting the ones you've already earned. What percentage of your marketing and sales budget is focused on prospects who've already shown interest vs those who haven't? That ratio reveals everything about your future growth trajectory P.S. If you need help with your sales, send me a message

The Blueprint: How to Build an Employee Ambassador Programme Every company will tell you their people are their biggest asset. But if you look closely, most treat them like a line on a balance sheet, not a path in their brand story. And there lies the problem. We're in an era where audiences don’t just want to see what a company does, they want to understand who’s behind it, what they believe in, and how they show up in the world. That’s why Employee Ambassadors matter. Because their voice creates both. And just like any marketing channel, their impact is exponential when it’s built with intention. Here’s my top level blueprint I wish every brand had: 1️⃣ Identify your natural storytellers Every business has them, your culture carriers, A-players, internal influencers. You don’t need everyone posting, just empower those who already live your values and can translate them externally. 2️⃣ Provide frameworks, not scripts People connect with voices, not scripted copy. Give your team clarity on what stories matter, not pre-approved captions. Define key themes and moments and let them share through their own perspective. 3️⃣ Teach storytelling as a brand skill Storytelling isn’t a “nice-to-have”, it’s a competitive advantage. If your team can clearly explain what you do, why it matters, and who it helps, you’ve built an organic marketing engine. Lead learning and development workshops on finding your voice, storytelling and delivery. Give them the tools and they’ll give you the content. 4️⃣ Recognise and reward visibility We celebrate sales and KPIs, but rarely celebrate the people who build trust equity for the brand. Visibility *is* brand contribution. When employees grow an audience or earn industry credibility, the whole business benefits. Acknowledge it. Incentivise it. Celebrate it. Build it into culture. 5️⃣ Build a two-way feedback loop The best advocacy systems work both ways. Leaders give visibility, employees bring insight back. That exchange keeps both sides accountable, aligned, and moving in the same direction. It prevents disconnects, ensures consistency, and turns advocacy into a source of growth - not risk. 🤝 When this system is implemented, your people become living extensions of your brand’s promise. And collectively, they build something no campaign ever could: human trust at scale. Employee Ambassadors don’t just grow your audience, they grow your authority.  Next week, I’ll unpack the business advantage - how visibility turns into real commercial value. Drop your questions, thoughts, challenges below! - 👋 I’m Grace Andrews - brand & marketing educator, creator-entrepreneur, and former Brand Director for Steven Bartlett & The Diary of a CEO. This is post 3/6 of my new series Inside Voices, exploring the rise of the Employee Ambassador and how they’re reshaping modern marketing. Hit Follow to stay informed! - I'm sharing a post every week unpacking how they’re changing the way brands grow, hire, and lead.

Empowering Farmers Through Digital Innovation and Regenerative Agriculture: Solidaridad’s Transformative Impact in India!! During a recent visit to Solidaridad Network’s Smart Agri Hub in Bhopal, I witnessed firsthand the remarkable strides being made to revolutionize agriculture across 12 Indian states. By bridging the digital divide, Solidaridad is empowering over a million farmers with contextual, personalized advisories that address their unique challenges. From real-time hyper-local weather forecasts and pest infestation alerts to tailored agronomic advice, this initiative is equipping farmers with tools to make informed decisions, boost productivity, and mitigate risks in an unpredictable climate. The Smart Agri Hub exemplifies innovation in action. By leveraging mobile platforms and IoT-enabled solutions, farmers receive timely insights—like adjusting irrigation before a drought or treating crops ahead of pest outbreaks—transforming reactive practices into proactive strategies. This digital ecosystem not only safeguards livelihoods but also fosters resilience, enabling smallholders to thrive amid climate volatility. The visit also included the Nico Roozen International Center of Excellence for Regenerative Agriculture, a hub pioneering sustainable farming practices. Here, research and on-ground training converge to promote soil health, biodiversity, and low-carbon techniques, ensuring agriculture remains viable for future generations. None of this would be possible without the visionary leadership of Dr.Suresh Motwani and his dedicated team, whose passion for farmer welfare and environmental stewardship is palpable. Their holistic approach—merging technology, education, and ecology—is setting a global benchmark for inclusive, regenerative agriculture. As India’s farmers face mounting challenges, Solidaridad’s work offers a blueprint for empowerment through innovation. It’s inspiring to see how digital tools and sustainable practices can uplift communities, turning vulnerability into vitality. The future of farming is bright—and it’s being cultivated in Bhopal today.

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

"You're a great candidate, but..." Immigration is dominating conversations across Canada right now. As an immigrant professional, and a member of a minority group, I want to shine a light on a critical issue that often gets overlooked. One thing I noticed during my job search after moving to Canada, was the persistence of cultural stereotypes and biases. Despite my 15+ years of professional experience and university education, I frequently heard variations of "You don't have Canadian experience" or "You lack Canadian education." These comments stung, but they revealed a deeper systemic issue. Let's talk data: ↳ Nearly 60% of working-age new immigrants hold a bachelor's degree or higher compared to 33% of Canadian-born people aged 25-34 ↳ Yet over 25% with foreign degrees are overqualified for their current jobs Behind these statistics are real people, making real sacrifices. The truth? ↳ Immigrants often work twice as hard to prove ourselves ↳ We take roles below our qualification levels ↳ We accept positions that don't match our expertise Why? Because the alternative is no job at all. But here's what many don't see: ↳ The engineer driving for Uber ↳ The accountant working as a store clerk ↳ The doctor working as a medical assistant These aren't just stories of underemployment - they're testament to immigrant resilience and work ethic. When given a chance, we bring: ↳ Multiple languages and cultural perspectives ↳ International experience and diverse problem-solving approaches ↳ Unwavering accountability and determination to succeed Yes, Canada prides itself on being a cosmopolitan society. But let's be honest - we still have work to do. Systemic barriers and unconscious biases continue to hold back talented professionals who could be contributing so much more to our economy. The "Canadian experience" paradox needs to end. How can someone gain Canadian experience if they're never given the chance to work in their field? To fellow immigrants: ↳ Your struggle is valid ↳ Your experience matters ↳ Your potential is real - keep pushing forward! To hiring managers and recruiters: ↳ Look beyond the "Canadian experience" checkbox ↳ Evaluate the whole person - their skills, their adaptability, their resourcefulness ↳ Take a chance on international professionals Sometimes the best talent comes with an accent. #ImmigrationMatters #CanadianJobs #DEI #ProfessionalGrowth #Immigration #Canada

Hire People BETTER and DIFFERENT Than You. Then do the thing that 𝑎𝑐𝑡𝑢𝑎𝑙𝑙𝑦 𝑚𝑜𝑣𝑒𝑠 𝑡ℎ𝑒 𝑛𝑒𝑒𝑑𝑙𝑒… Learn from them. Sounds simple, right? But here’s the twist—so many leaders can’t seem to do it. Why? Because underneath that simplicity is a lot of ego, fear, and insecurity. Here’s why many leaders get stuck: 1. Insecurity → It’s tough to feel like the least capable person in the room, even though that's the very thing that would unlock exponential growth. 2. Control → Hiring people with less skill lets some leaders hold onto control. It’s an ego-protecting mechanism. 3. Fear of Challenge → Different perspectives mean different ways of thinking. Leaders avoid it because they might get called out or challenged. 4. Comfort Zone → Familiarity feels safe. New people shake things up and push the boundaries. 5. Misguided Loyalty → Leaders hire based on relationships instead of results. 6. Short-Term Thinking → Hiring “cheap” talent might work for quick wins, but you lose the long-term gains from skilled and diverse teams. 7. Lack of Awareness → Some leaders genuinely don’t see the value of hiring beyond their mirror image. ↓ Leaders who avoid surrounding themselves with A-players miss out on so much: ✪ Amplified Intelligence: ↳ Your team's collective genius soars when you're surrounded by people who stretch your thinking. Their diverse skill sets and perspectives catch blind spots and unlock unseen potential. ✪ Fast-Track Growth: ↳ You grow faster because you’re learning from experts who’ve already been where you’re trying to go. When I launched Brain Apes, I knew I needed to learn from people who had specialties I didn’t. The result? We hit five figures in the first month. ✪ Constant Innovation: ↳ The best ideas don’t come from echo chambers. Humility fosters creativity. Hire outside your comfort zone and watch new, innovative solutions pour in. ✪ Better Decision Making: ↳ Different minds, different angles. A diverse team challenges assumptions and spots the things you miss. ✪ Collaboration: ↳ Strong teams are built on complementary skill sets. The whole is stronger than the sum of its parts. ✪ Trust and Culture: ↳ When you empower great people, they don’t just get the job done—they build a culture of loyalty and trust that feeds back into the business. ✪ Sustainability: ↳ It’s about building a team that can run without you. The goal of every great leader? Make yourself replaceable. I’ve done it with Brain Apes. We keep scaling because we have systems and people in place. In the end, leadership isn’t about being the smartest person in the room—it’s about being the most strategic. Hire better, learn faster, and get out of your own way. The rest will take care of itself. シ ♻️ Be kind. Smash that repost button. 💬 Which (1-7) holds the most leaders back?

Evaluating LLMs is hard. Evaluating agents is even harder. This is one of the most common challenges I see when teams move from using LLMs in isolation to deploying agents that act over time, use tools, interact with APIs, and coordinate across roles. These systems make a series of decisions, not just a single prediction. As a result, success or failure depends on more than whether the final answer is correct. Despite this, many teams still rely on basic task success metrics or manual reviews. Some build internal evaluation dashboards, but most of these efforts are narrowly scoped and miss the bigger picture. Observability tools exist, but they are not enough on their own. Google’s ADK telemetry provides traces of tool use and reasoning chains. LangSmith gives structured logging for LangChain-based workflows. Frameworks like CrewAI, AutoGen, and OpenAgents expose role-specific actions and memory updates. These are helpful for debugging, but they do not tell you how well the agent performed across dimensions like coordination, learning, or adaptability. Two recent research directions offer much-needed structure. One proposes breaking down agent evaluation into behavioral components like plan quality, adaptability, and inter-agent coordination. Another argues for longitudinal tracking, focusing on how agents evolve over time, whether they drift or stabilize, and whether they generalize or forget. If you are evaluating agents today, here are the most important criteria to measure: • 𝗧𝗮𝘀𝗸 𝘀𝘂𝗰𝗰𝗲𝘀𝘀: Did the agent complete the task, and was the outcome verifiable? • 𝗣𝗹𝗮𝗻 𝗾𝘂𝗮𝗹𝗶𝘁𝘆: Was the initial strategy reasonable and efficient? • 𝗔𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻: Did the agent handle tool failures, retry intelligently, or escalate when needed? • 𝗠𝗲𝗺𝗼𝗿𝘆 𝘂𝘀𝗮𝗴𝗲: Was memory referenced meaningfully, or ignored? • 𝗖𝗼𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗶𝗼𝗻 (𝗳𝗼𝗿 𝗺𝘂𝗹𝘁𝗶-𝗮𝗴𝗲𝗻𝘁 𝘀𝘆𝘀𝘁𝗲𝗺𝘀): Did agents delegate, share information, and avoid redundancy? • 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲: Did behavior remain consistent across runs or drift unpredictably? For adaptive agents or those in production, this becomes even more critical. Evaluation systems should be time-aware, tracking changes in behavior, error rates, and success patterns over time. Static accuracy alone will not explain why an agent performs well one day and fails the next. Structured evaluation is not just about dashboards. It is the foundation for improving agent design. Without clear signals, you cannot diagnose whether failure came from the LLM, the plan, the tool, or the orchestration logic. If your agents are planning, adapting, or coordinating across steps or roles, now is the time to move past simple correctness checks and build a robust, multi-dimensional evaluation framework. It is the only way to scale intelligent behavior with confidence.

THIS is how I build my businesses. I use a simple framework called the ‘Three Bars’ framework which i created to help us see through friction, and to clarify which team members should be HIRED, PROMOTED and FIRED. It starts with asking yourself a very simple question in relation to a specific team member: "If everyone in the organisation had the same cultural values, attitude and level of talent as this employee, would the bar (the average) be raised, maintained, or lowered?" This question doesn’t seek similarity in perspectives, experience or interests. We know that diversity of thought, lived experience, or worldview is beneficial. But it does seek similarity in company cultural values, standards and attitude ✅ At all my companies, we categorise employees as: 🏋♂️ Bar raisers 🤷♂️ Bar maintainers 📉 Bar lowerers This framework has also been incredibly useful when assessing new recruits against current team standards. With every hire, you should be looking to RAISE THE BAR, and just like Sir Alex Ferguson did, if any current hire – regardless of how many trophies they’ve won you in the past – becomes a bar lowerer, you must quickly and decisively act to stop their influence destroying the sacred collective culture