Author Robert Hargrove: Five Things Business Leaders Can Do To Create A Fantastic Work Culture

Define a Purpose that Resonates. Create a compelling vision that employees can rally around. People want to feel they’re contributing to something meaningful. “Man on the Moon by the End of the Decade” inspired NASA’s entire workforce. The original Apple Macintosh team aimed to redefine personal computing with a revolutionary product.

As a part of my series about how leaders can create a “fantastic work culture”, I had the pleasure of interviewing Robert Hargrove,

Robert Hargrove is the author of Masterful Coaching. He has been a CEO Whisperer to the Fortune 500–Nike, Fidelity Investments, Estee Lauder. He conducted Leadership Weekends with over 30,000 people.

As a part of my series about how leaders can create a “fantastic work culture”, I had the pleasure of interviewing Robert Hargrove.

I vividly recall a moment from my childhood when my father came home late from work. My mother would ask, “Where have you been?” and he would respond, “I’m trying to make a living.” Hearing this repeatedly made me realize I wanted more than just to make a living — I wanted to make a difference.

This desire for impact was fueled by a powerful quote from John F. Kennedy: “One person can make a difference, and everyone should try.” I became captivated by leaders across various fields — politics, business, and beyond — who truly made a difference.

As the editor of The East West Journal, I had the privilege of interviewing many influential leaders, which further solidified my passion for leadership development. Fueled by this passion, I took a bold step: I enrolled 100 participants in a leadership workshop primarily through cold calls. This experience was a turning point and marked the beginning of my journey in leadership development.

Can you share the most interesting story that happened to you since you began leading your company?

One memorable experience was when I led a Leadership Weekend at the Hilton Hotel in Zurich, Switzerland, with a group of young emerging leaders. Among them was René Jaeggi, then a VP at Kraft Foods. He was very charismatic, charming, and a real go-getter. René had spent three years in Japan earning a black belt in Judo before returning to Switzerland. I joked that he was getting a little chubby, and he took it in stride.

A year later, I received a phone call from René in my office in Boston. In his deep Swiss-German accent, he said, “Robert, I am now the CEO of Adidas. If you don’t come here and help me figure out how to beat Nike in Europe, build a team, and change this corporate culture, I’m going to jump off a bridge.”

He sent a private jet to pick me up and take me to Germany. That marked the beginning of my career as a “CEO whisperer.” They say there are two kinds of leaders: the CEO who loves standing in the spotlight and the Consigliere who leads from the shadows, providing wise counsel upon which the fate of the world, countries, and companies depends. I chose to be a Consigliere.

Are you working on any exciting projects now? How do you think that will help people?

I’m coaching Toshiro Kiura, a dynamic leader and COO at Honda’s R&D division, who I believe has the potential to become a CEO. His mission is to transform Honda from a company known for gas-powered vehicles and mass production to a leader in electric-powered and autonomous off-road vehicles, construction equipment, and ships.

Starting a new venture inside Honda is a huge challenge due to its hierarchical and bureaucratic nature. I told Toshiro that to pull this off, he needs to bring Silicon Valley inside creating a lean startup environment within the company where innovation can thrive. When I speak, Toshiro is riveted, which tells me he’s getting great value from our coaching.

This pleases me greatly because what I’m doing is engaging in a master-apprentice relationship, transferring knowledge from the old to the young. As James MacGregor Burns, a famous historian said, people with experience have a lot of wisdom to offer if only others would listen. In this case, Toshiro is listening, and he has the potential to make a big impact on the world.

Ok, let’s jump to the main part of our interview. According to this study cited in Forbes, more than half of the US workforce is unhappy. Why do you think that number is so high?

I believe the high level of unhappiness among employees in the U.S. workforce often has more to do with individuals themselves than with their companies. As someone who enjoys observing people and talking to strangers, I frequently ask young people in their 20s and 30s questions like, “What is your dream?” “What are your goals?” or “What are you passionate about?”

In response, many people stammer or are dumbstruck, revealing that they haven’t given these questions much thought. Instead of choosing careers based on their dreams and passions, they often end up in jobs simply to make a living. I’ve met countless lawyers, accountants, and engineers who pursued advanced degrees and high-paying jobs only to quit because they hated their work and sought something else.

American companies could significantly improve employee engagement by having leaders who act as Multipliers — those who bring out the best in people — rather than Diminishers, who belittle and undermine their teams. A crucial change involves the hiring process. CEOs, HR managers, and hiring managers need to focus on aligning the organization’s vision with the individual’s vision and values. By matching these effectively and creating roles that fit well with employees’ strengths and passions, companies can foster a more engaged and motivated workforce.

Based on your experience or research, how do you think an unhappy workforce will impact a) company productivity b) company profitability c) and employee health and wellbeing?

I totally agree with the idea that when employees are unhappy, sales slump, profits sag, and the stock price falls off the shelf. John Maxwell’s quote, “Everything rises and falls with leadership,” is spot-on here.

A multiplier is a CEO who inspires and empowers their team. They bring out the best in people, elevate performance, and drive company success. They foster a positive culture where everyone feels valued and motivated to contribute their best.

In contrast, a diminisher is a CEO who hovers over people, belittles them, and takes all the credit. This type of leader undermines team motivation, stifles creativity, and creates a toxic environment where employees feel undervalued and discouraged. They seriously damage vision, purpose, employee engagement, and financial performance.

From my experience coaching hundreds of executives at top Global 1000 companies, we start by discussing vision and strategy. Over time, leaders reveal how a boss who isn’t a multiplier but a diminisher negatively impacts their teams. This kind of leadership hurts immediate performance and undermines the organization’s long-term success.

Can you share 5 things that managers and executives should be doing to improve their company work culture? Can you give a personal story or example for each?

As a CEO Whisperer to Fortune 500 companies, I’ve been at the forefront of cultural transformations, often diving into why employees feel disengaged. When I ask workers what’s missing, I hear recurring themes:

• Many employees feel their work lacks meaning.
• Leadership roles are often monopolized by a select few.
• Employees often give up on good ideas because of the number of bureaucratic hoops they have to jump through to get anything done.
• Recognition and financial rewards are disproportionately directed at the top.
• This growing fear of irrelevance due to AI fuels disengagement and mistrust.

What’s missing (that if provided) could have a profound impact on motivating and inspiring the U.S. workforce. Here are five solutions to turn disengagement into empowerment.

1. Democratize Leadership Opportunities. Provide pathways for employees at all levels to take on leadership roles, contribute ideas, and feel valued for their unique contributions. I was taking an elevator ride with the CEO of the Norton Corporation and an employee who was in the elevator brought up something he viewed as a problem. The CEO said to the employee, “Why don’t you take the lead on that.” I don’t think it had occurred to the person to do that before the CEO encouraged him to do so.

2. Define a Purpose that Resonates. Create a compelling vision that employees can rally around. People want to feel they’re contributing to something meaningful. “Man on the Moon by the End of the Decade” inspired NASA’s entire workforce. The original Apple Macintosh team aimed to redefine personal computing with a revolutionary product.

3. Simplify Processes. Cut the red tape and foster a culture where good ideas can thrive without excessive hurdles. Empower employees to innovate. I once worked with ConocoPhillips in the UK who brought a large group of employees together in one of our CollabLabs for three days to look at how they could move the company from being product-centric to customer-centric. Not only did it generate many innovative ideas, but the last day was focused on creating prototypes of the best ideas and putting together teams around short-term breakthrough projects to make those ideas happen within 8 to 10 weeks. People were jumping out of their seats with enthusiasm. Many had never participated in an innovative process like this.

4. Reframe AI as a Tool for Empowerment. Help employees see AI as an enabler, not a replacement. Offer training to integrate AI into their work, amplifying their skills and impact rather than diminishing their roles. I spoke with a Levi Stauss executive, who told me that in order to achieve their vision of becoming the world’s best digital apparel company, they implemented training programs for all employees at all levels that were focused on data and AI for the business applications they were responsible for.

5. Recognize Contributions Fairly. Provide recognition, numerous small rewards, and fair compensation for contributions at every level. Share the success, both financially and emotionally, across the organization. Apple believes in offering rewards for independent thinking. Costco has various programs of employee recognition: Employee of the Month, the Extra Mile Award, the Above and Beyond Award, and the President’s Award. Burton, the famous snowboarding company provides all sorts of perks, such as free snowboarding lessons, a 50% discount on all Burton gear, and free season passes. Additionally, the office is automatically closed for the day when it snows two feet or more.

By addressing these five key issues, organizations can transform their cultures, driving not just performance, but genuine human connection and fulfillment.

It’s very nice to suggest ideas, but it seems like we have to “change the culture regarding work culture”. What can we do as a society to make a broader change in the US workforce’s work culture?

I would like to answer this question by giving you a specific example rather than speaking in generalities. I love shopping at Market Basket. The parking lot is always full, the store is packed, and the employees treat it like a family business. Customers get a wide variety of grocery items to feed their families, with all the top brands but at 30 to 50% less than other chains. McKinsey Consulting once visited Market Basket and told CEO Arthur T. Demoulas that he could increase profit margins by raising prices. Demoulas’ response? “I don’t need the money, the customers need the money.”

When a family member tried to push Arthur T. Demoulas out of the company to raise profits, employees protested en masse to support him staying on as CEO and Chairman. Thousands of workers walked off the job, customers boycotted the stores, and the shelves went bare. This wasn’t just about business; it was about protecting a culture that valued people over profit.

Demoulas treats his employees with the same care he shows his customers. After the historic 2014 protests, Demoulas issued a letter to employees that said it all:

“As stated upon our return on August 28, 2014: ‘In this organization, everyone is special. You have demonstrated that everyone here has a purpose. You have demonstrated that everyone has meaning. And no one person is better or more important than another. And no one person holds the position of privilege. Whether it’s a full-timer, a part-timer, a sacker, a cashier, a grocery clerk, a truck driver, a warehouse selector, a store manager, a supervisor, a customer, a vendor, or a CEO — we are all equal. And by working together, and only together, do we succeed.’”

He ended the letter by giving every employee a bonus check, saying, “Please accept this bonus check which is earned by you every single day.”

How would you describe your leadership or management style? Can you give us a few examples?

I am an iconoclast, not a conformist. I specialize in hiring aberrant geniuses and teaching them how to work together as a team. This usually starts with setting a goal so big that everyone can subordinate their egos and focusing on giving people the freedom and autonomy to do their best work.

Although my company is small, most of my management comes in the form of coaching other CEOs and enterprise leaders. I consistently encourage them to dream bigger, stay true to their vision, and disrupt the status quo.

I guess you could see it also in the way I talk to my six children that I approach them not just as a Dad or head of the family but as a coach and teacher who is doing whatever I can to help them succeed.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I heard an NPR radio show while driving to pick up my son at school. The announcer’s guest was talking about the memories of the people who most influenced her life, all of whom had passed on. She said, “As long as you talk about people who have passed on, they are still alive.” I would like to talk about people in that category in my life whose memories I never want to fade. These are the three people who had the greatest impact on my life.

First, my father. Charismatic, charming, and with the “hail fellow well met” people skills of a natural politician, he was approachable and made everyone feel at ease. He talked less than he listened and was genuinely interested in what people had to say. He would try to help whoever he was with who had a problem.

We spent our summers in Ogunquit, Maine, where I learned from him the art of talking to strangers. He would pick up people at the bus stop and offer them rides to Boston, just to enjoy a conversation. On sunny beach days, he would hop from blanket to blanket, connecting with people, learning their stories, and treating everyone like family. This openness to others and his genuine interest in their lives made a lasting impression on me. It taught me that relationships and connections are among the most important things we can cultivate in life.

Next, I want to honor my mother, Beatrice Hargrove. Known to everyone as Bea, she was a woman of extraordinary wisdom, compassion, and humor. She was the go-to person in our family whenever someone had a goal to achieve, a problem to solve, or simply needed a calming presence. Her words of advice were a source of strength, and her sympathetic ear could ease even the most stressful situations. She often said, “I see both sides of the story to a fault,” and her fairness and deep understanding of people were evident in everything she did.

Growing up in Boston, I remember the day we heard people crying outside our apartment building. When I asked her what had happened, she explained that Mayor James Michael Curley had passed away. “He was good to the poor people,” she said tearfully, counting our family among them. She also shared stories of her childhood, like how her father, Jake Karp, would take a single grape and split it between the four members of their family. Her resilience, generosity, and unshakable kindness left an indelible mark on me.

Finally, as mentioned before, the most powerful influence in my life was John F. Kennedy. As a young person, I heard his inaugural address — the famous “Ask not” speech. When he said, “The torch has been passed to a new generation of Americans,” it felt as though he wasn’t speaking to millions of people, but directly to me. His words, “Ask not what your country can do for you — ask what you can do for your country,” struck a deep and lasting chord.

Kennedy believed that everyone could make a difference and that everyone should at least try. From that moment, I knew my path in life wasn’t just to make a living, but to do something meaningful — to make a difference in the lives of others.

How have you used your success to bring goodness to the world?

My goal is to make a difference in people’s lives whether in a world at large, a company or a community, Whether I’m in the office with a CEO, on the golf course with casual friends, or chatting with someone in an Uber, my goal is to leave every person in a better place than where I found them.

I’m dedicated to helping people uncover their hidden potential and invest in relationships, regardless of whether someone is paying me or not. I often find myself more excited about people than they are about themselves.

I’ve had the privilege of coaching many refugees, newly arrived immigrants, and elderly individuals in this way. Whether it’s navigating new challenges, adapting to a new culture, or finding renewed purpose, I’m committed to making a positive impact on their lives and supporting them through their unique journey.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

There is a quote from the former Prime Minister of England Benjamin Disraeli I like. “The planet goes on because of people who stand for something bigger than themselves and disregard their own existence.”

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I would inspire a movement around my motto, Better Leaders, Better World. We need better leaders not just in politics but in every institution and in every field.

Thank you for these fantastic insights. We wish you continued success!