Madison Smith and Britt St. George Of SMITH&SAINT: Five Things Business Leaders Can Do To Create A Fantastic Work Culture
…If I could inspire any movement, it would be fully-paid, government-funded parental leave for the first two years of your child’s life, should the parent wish. The way we raise these tiny beings will impact our future. There is no more sacred duty…
As a part of my series about how leaders can create a “fantastic work culture”, I had the pleasure of interviewing Madison Smith and Britt St. George Of SMITH&SAINT.
Founded by two attorneys, SMITH&SAINT is a female-founded and female-led talent agency, representing athletes, digital talent, culinary talent, and more.From traditional endorsements to new-age social media partnerships and licensing deals, to on-screen opportunities and launching talent-owned brands, SMITH&SAINT takes a 360-degree approach to representation.
Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?
Britt St. George: I saw Jerry Maguire when I was about ten years old, and thought to myself: that is what I want to do. I loved the hustle, the grit, the passion, and the energy of the business, and above all, I loved helping people. And so, from a young age, I was singularly focused on achieving that dream, which started out as a mere idea of what it would look like to work alongside individuals to build their careers, helping them achieve greatness, and along the way turned into something much bigger: a mission to create a culture that radicalized traditional agency mechanics and industry norms, not only for our clients, but also for the incredible team that makes our agency what it is.
Can you share the most interesting story that happened to you since you began leading your company?
Madison Smith: Almost overnight, around the second week of March in 2020, we lost 50% of our agency’s revenue. At the time, our agency was focused on serving both brands and talent, but with COVID, the services that we were providing to brands became a lower priority as companies turned inward during a time of increasing uncertainty. We decided very quickly — as in, a matter of hours — that we were going to go “all in” on the talent side of our business. It was a shift that we were debating for months, forced on us by necessity. And it turned out to be one of the best things to happen to our business. Interesting is one word for it, but “wild ride” sounds a bit more applicable.
Are you working on any exciting projects now? How do you think that will help people?
Britt St. George: We’re constantly evolving as a company, especially when it comes to culture and benefits. One of the first questions we ask potential new hires is: what have you liked/not liked about your previous companies’ cultures, and what benefits stood out to you? If they share something that aligns with our values, we immediately look into it to see if it’s something we can provide. An example of this is our Maven offering, which provides employees and their partners with free, 24/7 support and access to doctors through fertility and preconception, pregnancy and postpartum, adoption, surrogacy, and early pediatrics. I often use Maven for quick questions to trusted pediatricians for my girls. Through Maven, we also provide reimbursements for fertility treatment, preservation, adoption, surrogacy and/or child care expenses. It’s projects like these that really make us proud of our company, impacting people on a daily basis in their real lives.
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?
Britt St. George: I think it’s because employers place an equal, if not greater, emphasis on work than on life. We have a philosophy at SMITH&SAINT that work should be a part of your life. Not all-consuming, not what defines you, but rather a part that more so reflects a means to an end — that end being an enjoyable, comfortable lifestyle that allows you to explore your passions, spend time with loved ones, reflect in nature, and rest. And when we say “means to an end,” it’s not for lack of a great culture, or great colleagues. It’s not for lack of enjoyment or fulfillment from what we do. It’s not a “just deal with it” until you sign off at the end of the day refrain. It’s a deeply-rooted belief that work, at least the kind that we do, should truly be a separate function from the activities that make up your life. And if your employer recognizes that, believes that, and above all respects that, it provides a foundation where people feel lighter, happier. Because if we all agree that this isn’t the most important part of our day — that the moments outside of this are what really matter — then we’ve created a culture where people feel respected as a whole person, and not just as a cog in a wheel.
Madison Smith: In addition to what Britt said, I also think the high level of unhappiness in the U.S. workforce often comes down to a few key factors: poor communication, rigid company structures, and limited opportunities for growth. Many employees feel disconnected from decision-making, especially in organizations with strict hierarchies where their voices aren’t heard or valued. When people don’t feel empowered to contribute ideas or make an impact, it’s easy to become disengaged.
At SMITH&SAINT we strongly believe in a flat organization where all opinions and voices are heard, and no task is ever “below” the founders. We foster a culture of transparency and collaboration, ensuring that every team member has a seat at the table and is encouraged to share their thoughts. For us, employee growth is a fundamental part of our mission — not just in terms of promotions, but through opportunities to learn, take on new challenges, and contribute meaningfully. This approach helps everyone feel valued and connected to the company’s success.
Ultimately, people feel most satisfied at work when they see their ideas come to life and can see the difference they’re making. When employees are given the chance to own projects and contribute to the company’s vision, they feel more engaged and motivated. In short, creating a culture that values open communication, feedback, and personal growth can make a big difference in employee happiness and reduce overall dissatisfaction.
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?
Britt St. George: At SMITH&SAINT, we know our people are our greatest asset. We know their happiness is the key to everything, and without that, a negative downstream effect will impact every part of the business, from overarching culture to productivity and profitability. We care for our employees’ happiness as we would our own, and we constantly have a pulse on each individual’s feelings about the type of work they are doing, their workload, the interactions they have with others, and any real life factors that may be impacting their day. Our goal when we bring on new team members is not to draw everything we can out of that person and move on; quite the opposite, actually. Because our processes and trainings are so specialized and time consuming, our goal is to ensure lifetime retention. It’s a concept that generations before us have honored, spending one’s whole career at a singular employer. And to that end, we prioritize sustainable growth, fulfillment, and happiness above all. In a world where people jump from job to job like Goldilocks, we’re proud to build an environment that fosters retention.
Madison Smith: Many companies miss the mark when it comes to employee happiness and wellbeing. Too often, they focus too much on external factors like market trends or customer satisfaction, while overlooking the importance of fostering a positive, supportive work environment for their teams. At SMITH&SAINT, we believe a happy and engaged workforce is the foundation of any successful business. Our company is the sum of all its parts, and without our employees, we are nothing. Their happiness and wellbeing are at the heart of every decision we make because we know that success starts with them. When employees feel valued, supported, and healthy, productivity naturally improves, and that drives the company forward. We also recognize that prioritizing their mental and physical wellbeing isn’t just the right thing to do — it’s essential for the company’s long-term success. We actually offer certain benefits that reflect this, specifically Mental Health Days. Happy employees are more engaged, more creative, and more loyal, which leads to better performance, greater profitability, and a healthier workplace culture all around!
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?
Britt St. George:
1. Respect working hours. I don’t message my co-workers after normal working hours unless they ask me a question. Schedule your Slack message or email for 9am the next day, or if you’re a founder, do it yourself if you can. It’s a pretty simple thing, but having been on the other side of late-night messages, there is no place for that kind of exercise of control here.
2. Actively ensure your employees are taking time off. We’re constantly checking in with people who have unused vacation days, encouraging them to take time to enjoy their real life. Sure, coverage plans are difficult to create, but the lack of active encouragement to take time off will negatively impact you in the long run, much more than the struggles or additional workload for coverage plans.
3. Provide as much parental leave as you possibly can, and implement benefits that actually move the needle. It’s one thing to say that you prioritize someone’s life over their role at work, but when it comes down to it, you need the policies in place that speak directly to that philosophy. We provide as much paid parental leave as we can as a small company. And as we grow, it’s one of the first policies that we change in order to provide more. And with other benefits, we don’t implement things that we categorize as “off chance” benefits; as in, someone would like this in the off chance they’d use it. Instead, we prioritize things like monthly Mental Health Days, year-round half-day Fridays, and “Take An Hour,” which is our policy that encourages you to take one hour every day, outside of lunch, to do something for you. Oh, and, nobody wants to go on a company retreat. Find a better way to do teambuilding.
4. Be flexible. We trust our employees enough to do their jobs, to do what needs to be done at the level of service that our clients expect of us — which, by the way, is unparalleled. But requiring someone to sit at a desk for eight hours, even with “reasonable break periods,” even being “fully remote,” is archaic. We encourage our employees to take that workout class they love during the day, to walk in nature and feel the sun on their face while there’s still daylight, to grab coffee with a friend who’s in town. And if you’ve created a relationship with your employees built on a foundation of trust and mutual respect, the work will get done.
5. Have a complete understanding of everyone’s daily tasks. To the extent technically and practically possible, executives should know and understand the daily tasks of each person who reports to them, never losing that tether of understanding even as the organization grows and expands. In fact, I’d argue that the more distance between you and your reports, the stronger that tether of understanding needs to be. Speaking in the same terms and referencing actual happenings in someone’s day goes far to show that you understand their workload, their struggles and roadblocks, and allows you to more effectively address any challenges they face.
Madison Smith
1. Check-ins from the “C-suite.” I personally believe in having regular check-ins with my team because they create a space for honest dialogue and help build trust. I have one-on-one sessions with my employees so they can feel connected to upper management and not always feel like they have to pass feedback through a chain. I think the direct line of communication empowers employees to feel heard and valued, and it strengthens our connection.
2. Celebrate Wins. We have a Monday meeting where we kick off the week by sharing wins and celebrating successes, big or small. It’s a great way to acknowledge the hard work and achievements of our team and helps boost morale, reinforces a culture of appreciation and makes everyone feel valued. I love celebrating others and letting them know their work isn’t going unnoticed.
3. Actually implement feedback. A culture of action, where feedback is respected and acted upon, aligns closely with values like transparency, adaptability, and accountability. It shows that the company is not static but is always looking for ways to evolve and improve — both in terms of operations and people.
4. Let nothing be set in stone. Whether it be benefits, procedures, meeting cadence, etc. nothing should be set in stone. By staying open to change, especially when employees ask for a benefit or a change in meeting style, you’re able to ensure that all aspects of your business are truly serving your employees and contributing to their happiness and success. We do audits of our meetings, benefits, etc., at the end of every year to make sure they provide value. We also offer opportunities throughout the year to implement immediate change if something isn’t serving us.
5. Actions speak louder than written policies. Employees watch and listen to everything their managers do and even if you have specific benefits and work-life balance policies in place, when a senior level manager is talking about not taking time off and pushing the “work harder” culture, it puts pressure on the employee to do the same and not feel like they can actually take time off or enjoy any of the work-life balance benefits. If you are a founder who is up all night working, keep that to yourself. If your company is all about mental health benefits and work-life balance, management should buy into that and not try to create the narrative that we should be working 24/7. I’ve realized that when I share how I spent my Mental Health Day or my plans for my half-day Friday, it’s a reminder to our employees to unplug and use those days as intended.
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?
Britt St. George: Four-day workweeks in corporate America. We’re on pace to implement this in the next year or two, with a current benefit that provides for year-round half-day Fridays in addition to mental health days. The five-day workweek didn’t anticipate increases in productivity due to technological advancements or unlikely occurrences like fully remote workforces who spend more time at their computers than they did in the office. It makes complete sense to shift to this model, but we need everyone onboard, across all sectors, for the impact to really work.
How would you describe your leadership or management style? Can you give us a few examples?
Madison Smith: My leadership style is rooted in openness, empowerment, and agility. I believe in being clear and straightforward, but I also prioritize creating a supportive environment where employees feel confident and equipped to succeed. At our company, feedback is continuous, not just once a year, during their reviews. We encourage regular communication, ensuring employees know where they stand and feel comfortable sharing their ideas. This fosters trust and ongoing improvement. One of the things I value most is that there are no barriers between employees and upper management. We maintain an open-door policy, and everyone has access to leadership, strengthening alignment and keeping communication lines clear. And while we have well-established systems in place, we’re also incredibly nimble. I value the ability to pivot when necessary, learn from our experiences, and make changes quickly to improve our work. I’m passionate about empowering my team — providing them with the tools, resources, and support they need to succeed. I don’t believe in letting people fail first as a lesson. Instead, I want them to soar on their first try, and I’m committed to helping them do that — specifically through our extensive training processes and checkins we have in place. My role is to help my team grow, not by micromanaging but by giving them the autonomy and confidence to thrive.
How have you used your success to bring goodness to the world?
Madison Smith: At SMITH&SAINT, giving back is at the heart of everything we do. Britt and I are very passionate about using our success to inspire others and support the next generation of aspiring business leaders. We love to give back to organizations that align with our mission, such as Girls Inc., Voice In Sport, etc., and meet with young individuals who are trying to pave their own path in a similar industry and looking for advice. We’re constantly pushing ourselves to find meaningful and impactful ways to give back and pay it forward.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
Britt St. George: Never let any task be beneath you. As a founder, this is especially important. It sets the tone for your whole organization. From day one of our business, our employees have seen Madison and I roll up our sleeves and do the work that nobody wants to do. We still do. Doing so not only makes the person whose job it is to do that work feel valued, feel understood, but also gives the founder a clear sense of what it is like to stand in the shoes of each and every person at their organization.
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. :-)
Britt St. George: As a mother of two, I know firsthand what it takes to raise a child. If I could inspire any movement, it would be fully-paid, government-funded parental leave for the first two years of your child’s life, should the parent wish. The way we raise these tiny beings will impact our future. There is no more sacred duty. Our society has normalized rushing parents back into the workforce merely weeks after birth. I believe that the positive impacts this would have on children, on families, would spread the most amount of good to the most amount of people.
Thank you for these fantastic insights. We wish you continued success!
