The academic literature in business often reinforces the idea that numbers—revenue, expenses, and profit margins—are the main drivers of decision-making. But those of us who work closely with companies know these figures are only part of the story. They hint at the culture, the people, and the vision underlying every successful organization. In my recent experiences with two clients, each navigating their own path to growth, I’ve been reminded of how pivotal the human element is in shaping a company’s future.
Helping these organizations realign their workforce and culture has been both challenging and rewarding, demanding an immense effort to bring about meaningful change. Change is not an easy sell when leaders and employees alike are deeply rooted in familiar ways of thinking and operating. Yet, I believe in this process because I’ve seen firsthand the impact of aligning people with purpose and developing strategies that are as much about the hearts and minds as they are about spreadsheets.
Culture as the foundation of success
It’s well known that culture is the backbone of any resilient, prosperous company. Even with a solid strategy and resources in place, if a company lacks a positive culture and the “people factor,” these advantages tend to unravel when times get tough. Despite this truth, shifting the mindset of leaders who prioritize numbers over people can be incredibly difficult. Recently, I pitched on behalf of a client to a potential investor who had prior business and personal dealings with one of the company’s executives. The investor remarked that this executive seemed to view employees as data points in a spreadsheet rather than as people. While this wasn’t surprising—it validated my own assessment—it underscored the complexity of working not only with business metrics but with fundamental attitudes toward people and values.
Using TRIPA as a framework, I have worked to realign my clients’ cultural focus, and the results are already visible in their profitability. Despite some executives still being preoccupied with putting out fires, I’ve helped inject a vision for the future that has garnered the support of other executives. Together, we’ve secured price renegotiations, attracted two potential investors, and advanced discussions with a partner who could help the company cover 60% of its cash flow from its best years. We’ve overcome some serious roadblocks by positioning the right people in the right roles and building smart partnerships. Yet, the road ahead for another client looks steeper, as their leadership is too focused on immediate cash flow crises to see the bigger picture. They’re looking at numbers, but only urgent ones—not those that speak to the organization’s future.
The power of purpose-driven leadership
There have been days when I’ve questioned why I took on these challenges. When leadership undermines the very process they brought me in to initiate, when egos and power games obstruct progress, and when my own efforts face resistance, it’s tempting to step back. But I don’t work in this field solely for the thrill of an organizational turnaround; I’m driven by a genuine desire to make a positive impact on people’s lives. Knowing that 80 families rely on these companies for their livelihoods is a reminder that my work affects more than just financial outcomes. Their stake in the success of the business is about security, growth, and fulfillment, which drives me to keep going, even for those I haven’t met.
I’ve come to realize that I’m a bit addicted to challenges—and maybe even to proving wrong those who say, “It can’t be done.” But to make it possible, I sometimes need to set aside pride and ego and take a broader view of the situation. If staying the course with a difficult client means those families can thrive, then every ounce of persistence and every uncomfortable conversation is worth it.
Lessons in leadership: Putting people first
Reflecting on my journey with these clients, there are several powerful lessons reinforced by these experiences:
An organization rises or falls with its leadership
Poor people selection and tolerance for underperformance will inevitably erode a company’s foundation. While high performers can compensate for the “slackers” to an extent, they, too, will eventually leave if their values and ambitions aren’t supported.
Great vision requires the right people
Vision without the right people is costly. Leaders who overlook this often find themselves in a cycle of unproductive hiring, retraining, and reorganization, which drains resources and frustrates teams.
Focus on flexibility, not fixed roles
Hiring for a single, rigid role can backfire in today’s world, where companies must constantly pivot to meet new demands. When adaptable, driven people are brought on board, they add value beyond a single role.
Growth is in the partnership base
Partnerships and customer relationships are the lifeblood of sustainable growth. When companies fail to nurture and expand these relationships, they risk falling behind, regardless of short-term performance. Constantly prospecting and securing new partners is essential for a resilient organization.
Prioritize people metrics over pure financials
Metrics that assess whether employees are in roles aligned with their strengths are as crucial, if not more so, than financial metrics. Companies that prioritize aligning people with the right roles see boosts in morale, engagement, and productivity—all of which are eventually reflected in the numbers.
A timeless standard for success, reimagined
My approach to consulting goes beyond merely addressing structural issues; it’s about breathing new life into a company through a purpose-driven culture that inspires employees and redefines leadership’s vision of success. In aligning people with roles that leverage their strengths, I’ve repeatedly seen that sustainable success is only possible when people are valued as assets, not just numbers.
While confidentiality limits the details I can share, my next case study with TRIPA will bring these principles to light. Applying TRIPA in real-world scenarios has taken it beyond a framework—it’s become a guiding light for businesses seeking to harness culture, adaptability, and human-centered leadership as the cornerstones of lasting success.
Success is more than financial performance; it’s a commitment to valuing people as the driving force behind every decision, every profit margin, and every strategic pivot. And if there’s one thing I’ve learned, it’s that companies willing to embrace this truth are the ones that will not only survive but thrive in the years to come.
