Sherenne Simon of Global Simon Group: Five Things Business Leaders Can Do to Create a Fantastic Work Culture

Provide Adequate Benefits and Support — Executives and managers have significant influence over the benefits their companies offer, and it’s crucial to advocate for benefits that meet the real needs of employees. Health insurance, paid family leave, mental health support, and childcare or eldercare subsidies are more than just perks — they’re foundational to employee well-being. These benefits go beyond compensation; they create an environment where employees feel supported and valued, which, in turn, strengthens the company culture.

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

Sherenne Simon is a recognized leader in public health and social impact, who has spent 20-plus years leading initiatives to advance health outcomes and social progress in the United States, Africa, and India. A thought leader and keynote speaker at the intersection of business and health, Sherenne has led departments and portfolios at organizations such as March of Dimes, Gerson Lehrman Group, the United States Agency for International Development (USAID), and Montefiore Medical Center. Currently at the helm of Global Simon Group, Sherenne remains dedicated to enhancing the health and well-being of communities worldwide.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I am the daughter of Caribbean immigrants who arrived in New York City in the early 1970s. We settled in suburban Long Island but regularly visited family in the underserved community of Brownsville, Brooklyn. This exposure to two vastly different environments, combined with my mother’s commitment to volunteering at homeless shelters, shaped my early understanding of the stark disparities in how people live, work, and thrive socially and economically.

My interest in addressing these disparities led me to pursue a path in public health. Over the course of six years, I earned three degrees — an undergraduate degree in public health and two master’s degrees in epidemiology and health education. A pivotal moment in my career was being awarded a prestigious fellowship with the New Jersey Department of Health, which sparked my desire to explore different aspects of the healthcare ecosystem more deeply.

Subsequently, I had the unique opportunity to work for a Wall Street consulting firm and as a management consultant with pharmaceutical clients. These experiences broadened my understanding of the business side of healthcare. My time as a government contractor for USAID allowed me to lead system change efforts in six African countries focused on epidemic preparedness. It was here that I gained a deep appreciation for the complexities of government systems and their role in supporting civil society.

As a leader in the nonprofit sector, I have been fortunate to lead teams and initiatives that drive meaningful health system reforms for women and families, both domestically and globally — in the U.S., Africa, and India.

Throughout my career, the common thread has been a deep dedication to advancing social conditions and improving access to quality healthcare for communities around the world.

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

One of the most rewarding aspects of leading Global Simon Group is witnessing how our work evolves as we dive deeper into clients’ needs. A memorable example involved a client seeking help with a strategic plan. Our assessment revealed that the lack of a plan was merely a symptom of deeper organizational challenges. Leveraging my background in change management, we identified core issues and expanded our approach to provide a full suite of business advisory services — covering strategy, operations, finance, leadership development, and more. This holistic approach not only addressed immediate needs but also transformed the organization for long-term success.

What has been particularly rewarding for me as a leader is guiding my team through this process. Many of our team members possess skills and experiences beyond their formal roles, and I believe it’s essential to create opportunities for them to tap into those abilities in meaningful ways. These aren’t just stretch projects; they’re opportunities for genuine contribution and recognition. As a leader, one of my core values is fostering an environment where both our team and clients can show up authentically, bringing their full potential to the table.

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

I’m incredibly excited about my latest project, my book titled Own Your Influence: An Unconventional Journey to Making an Impact at Work. I was inspired to write it after a pivotal moment in my career when I changed a policy at a $100M organization with just one email, leaving a legacy for every employee at that company. That experience made me realize the power we each hold to create real change, regardless of our position or title.

In the book, I share over 20 years of personal stories — the highs and lows of my professional journey — and the lessons I’ve learned along the way. I get candid, raw, and real about navigating tough situations and finding my voice in spaces that weren’t always easy to move through. Most importantly, I provide actionable strategies to help others make an impact at work, too.

For example, I highlight:

• Mastering your voice as a tool for change
• Navigating professional chaos
• Moving from stress to success
• Trusting your intuition and aligning it with your actions
• Building authentic relationships and social capital
• Raising your influence in meaningful ways

It’s my hope that through this book, people in a variety of careers and stages of life will be able to avoid some of the mistakes I made and feel empowered to flex their own professional muscles. Whether they’re looking for a way to raise their voice in meetings, make strategic career moves, or simply feel more confident in their roles, I want this book to be a guide for shifting their professional lives toward greater impact.

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?

The starting point in understanding this statistic is how the study defines “happiness.” While workplace culture has become a central focus for many organizations, happiness is now linked not just to the work environment but also to overall quality of life and how work integrates with an individual’s personal life. Today, employees are looking for much more than just a paycheck — they want a work experience that aligns with their broader life needs, goals, and values.

Key questions are driving their satisfaction: Do they have time after work to engage with their families and communities? Is their commute draining valuable hours from their day? Are they being required to return to the office in ways that disrupt their work-life balance? Is the workplace culture supportive of their personal success? How is work impacting their mental and physical health? And perhaps most importantly, does their compensation allow them to maintain the lifestyle they aspire to — covering basic needs like housing, groceries, and education — or are they forced to take on additional work just to make ends meet?

When the answers to these questions are at odds with what their employers are providing — whether it’s inadequate healthcare benefits, insufficient parental leave, job insecurity, lack of professional fulfillment, or a general sense of feeling undervalued — it’s no surprise that more than half of the workforce reports being unhappy. Employees need to feel that their core needs are being met during work hours, and their quality of life outside of work must support their overall well-being.

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?

In my experience as a business advisor and organizational development expert, it’s clear that an unmotivated workforce — whether due to a lack of compensation, resources, or a supportive environment — inevitably impacts productivity. However, this alone does not guarantee profitability. An unhappy workforce can undermine a company’s overall performance by affecting key areas like products, processes, people, and strategy, which ultimately threatens profitability. At the same time, employee health and wellbeing deteriorate in such an environment.

That said, it’s important to move beyond simply measuring “happiness” and instead focus on how employees are supported, empowered, equipped, and appreciated. When these qualities are prioritized, they drive upward trends in both productivity and profitability while simultaneously enhancing the overall health and wellbeing of the workforce.

Conversely, we often see toxic workplaces that persist and even thrive, despite the negative impact on employee health. These environments may become revolving doors for talent, yet many companies maintain success because they deliver long-term value to their customers or shareholders. In such cases, the onus falls on the individual employee to assess their personal tolerance for an unhealthy work environment, balancing the immediate need for employment with the consequences of staying in that role. It’s a deeply personal decision, one that varies from person to person.

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?

Absolutely. There are many things that managers and executives can do to improve company culture. I discuss this in my book, Own Your Influence. Here are a few strategies that I’ve seen produce key results:

1. Provide Adequate Benefits and Support — Executives and managers have significant influence over the benefits their companies offer, and it’s crucial to advocate for benefits that meet the real needs of employees. Health insurance, paid family leave, mental health support, and childcare or eldercare subsidies are more than just perks — they’re foundational to employee well-being. These benefits go beyond compensation; they create an environment where employees feel supported and valued, which, in turn, strengthens the company culture.
2. Improve Pipeline Programs to Advance Women — While we’ve seen progress in the increasing number of women in C-suite and leadership roles, the advancement pipeline often falls short — particularly for women of color. Companies need to refine these programs to ensure they’re creating real opportunities for women at all levels, not just in the C-suite. Emphasizing mentorship, sponsorship, and targeted development can ensure that women, especially those in mid-level roles, are given the support and resources necessary to advance.
3. Meaningfully Measure Culture Change — If you don’t measure it, you can’t improve it. Culture is no exception. However, traditional surveys often miss the mark. Companies need a mixed-methods approach — combining quantitative metrics with qualitative insights that can offer a deeper understanding of what’s working and what isn’t. This could include not just surveys but also focus groups, interviews, and real-life examples that provide context, helping leaders make more informed decisions about culture initiatives.
4. Amplify Recognition of Middle and Entry-Level Staff — Recognition is a key driver of engagement and retention, yet it’s often the middle and entry-level staff who feel overlooked. Managers and executives must ensure that the contributions of all team members are acknowledged, not just those in leadership roles. Ensuring that middle and entry-level staff receive recognition and appropriate rewards fosters a sense of belonging and motivation, reducing turnover and enhancing overall morale.
5. Listen to Employees and Implement Solutions in Real-Time — Too often, valuable feedback is collected during exit interviews — when it’s too late to make meaningful change. Real-time feedback loops are essential for maintaining a healthy work culture. Mechanisms such as pulse surveys or anonymous suggestion platforms allow managers to address concerns and implement solutions before issues escalate. When employees see that leadership is actively listening and taking action, it improves trust, morale, and workplace culture

It’s very nice to suggest ideas, but it seems like we must “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?

As a society, we need to fundamentally shift how we perceive workers. Employees aren’t just defined by their roles in the office; they are also parents, caregivers, partners, and individuals with responsibilities that extend beyond the workplace. A broader understanding of work culture must account for the fact that many employees, particularly those in the “sandwich generation,” are caring for both children and aging parents outside of work.

For actionable societal change in work culture, we must challenge traditional expectations and develop workplace policies that are more inclusive of the diverse responsibilities employees carry. This means implementing flexible work arrangements, providing comprehensive family leave benefits, and fostering a culture where caregiving — whether for children or elderly parents — is not seen as a barrier to career advancement. Only by addressing these broader societal norms can we create a work culture that truly supports all employees in a more holistic and equitable way.

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

I would describe my leadership style as adaptive, straightforward, and people centered. I blend various management approaches depending on the situation, understanding that different business challenges require different leadership tactics. I’m intentional about applying the right approach to meet the unique needs of each scenario. Whether it’s managing large, diverse teams or overseeing complex projects, I adjust my style to align with both company objectives and team needs.

At the core of my leadership philosophy is a strong focus on people and authenticity. I am a direct and approachable communicator. I believe that when you prioritize the well-being and development of your team while being transparent and direct, you create the conditions for success. Whether it’s offering decisive leadership in a crisis, providing coaching and mentorship, or equipping teams with the right tools, I focus on ensuring that people have what they need to thrive.

At the end of the day, I am known for delivering results. My approach and adaptable style ensure that goals are met, and teams succeed.

None of us can 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 am incredibly fortunate to have a circle of what I call “super friends” — a group of professional women who have supported and advised each other since our early 20s, back when we were navigating corporate America with a mix of ambition and uncertainty. These women come from diverse fields and include a tech executive, a physician, a successful entrepreneur, a sales and marketing expert, a business strategist, an education policy specialist, and a global procurement professional.

Over the years, we’ve been there for each other through career milestones, office politics, promotions, layoffs, and personal moments like weddings, the births of children, and the loss of loved ones. This group has been instrumental in my growth, not only as a professional but also as a person.

One moment that stands out was when I was at a crossroads in my career and decided to host a dinner to map out my next steps using a lean business model canvas. They all showed up with their insights and wisdom, pushing me to think critically about my vision and goals. Their support and honest feedback helped shape my next career move.

I firmly believe that success is not a solo journey, and having a circle of trusted friends to lean on — professionally and personally — is essential.

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

I wrote Own Your Influence with the clear intent of supporting four specific groups of professionals:

1. The Professional Who Longs for Change — These individuals will find a strategic roadmap outlining actionable steps to become a catalyst for meaningful change within their organizations.
2. The Individual Unsure of When and How to Speak Up — For those who feel hesitant, I offer techniques and strategies designed to help them master their voice, identify the appropriate stakeholders to engage, and determine the most effective moments to ensure their perspectives are heard.
3. The Person Seeking Professional Advice — Readers in this category will gain valuable insights on navigating complex situations and tips on whom to consult for guidance.
4. The Employee Who Feels Othered — This includes individuals who may feel like “the only one” in their workplace, whether due to their background, race, gender, or age. My goal is to help them feel seen and provide effective tips to navigate tricky situations.

My aspiration is that by the time readers reach the final page, they resonate with the stories and are equipped with actionable insights to pursue the professional lives they envision. I want them to recognize the significant power they possess to effect change — not only in their careers but also in the broader workplace landscape. By empowering individuals to own their influence, I believe we can collectively foster a more inclusive and dynamic work environment for all.

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

One of my favorite life lesson quotes is: ‘With big problems to solve, you don’t have to do everything, but you can do something.’ This mantra resonates deeply with me, particularly in today’s complex landscape, where we often feel overwhelmed by the magnitude of the challenges we face. It serves as a reminder that we can tackle significant issues by breaking them down into manageable, bite-sized steps.

By focusing on what we can do — rather than getting paralyzed by the scale of a problem — we empower ourselves and our teams to make meaningful progress. This approach has been pivotal in my career, enabling me to navigate complex organizational challenges. Ultimately, it reinforces the idea that every contribution matters, and together, these efforts can lead to transformation.

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. :-)

There are several pressing issues I could address, but one movement I am particularly passionate about is advocating for universal paid family leave in the United States. We are the only developed nation without a national paid family leave policy. Implementing this policy has the potential to profoundly support individuals, families, and businesses alike. In my book, Own Your Influence, I discuss the critical need for additional paid leave for families with infants who have disabilities or those facing extended stays in the neonatal intensive care unit (NICU).

When companies prioritize policies like paid family leave, employee retention increases, and they better equip their employees to thrive both personally and professionally. This approach not only enhances the impact of an organization’s mission but also positively influences the bottom line.

Strengthening family support systems contributes to a more resilient social fabric in our country. By championing this movement, we can create a culture where all families and workers are valued and supported, ultimately benefiting society.

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