Evolving Your Workplace

“If something feels wrong, trust your gut.” – Brittany Stevens

In this week’s episode, Carol Schultz sits down with employment attorney Brittany Stevens (Partner at Phillips & Associates) to unpack the realities of sexual harassment, workplace discrimination, and power dynamics—and what leaders can do to create workplaces where people feel safe speaking up.

Brittany explains how harassment is defined under the law (and why it often differs from what people assume), why so many cases come down to evidence and “totality of circumstances,” and how fear of retaliation keeps employees silent—especially when the harasser holds power. They discuss what strong workplace policies and training should actually include, why some organizations make it hard to report, and how employees can protect themselves when a company is focused on protecting itself. The episode closes with practical guidance for both leaders and employees on building safer systems, documenting issues, and knowing when to seek confidential legal advice.

1. Sexual harassment isn’t always “obvious”—many cases are subtle and pattern-based.
2. Legal definitions of harassment/discrimination vary across federal, state, and city laws.
3. Power imbalances (boss vs. employee) make reporting feel risky and unsafe.
4. Fear of retaliation is one of the biggest reasons people stay silent.
5. Documentation and internal complaints can significantly strengthen a case.
6. Many companies fail by not having clear reporting policies or trusted processes.
7. Leaders must train managers not only on behavior—but on how to respond to complaints.
8. Discrimination can happen anywhere—industry, company size, and role don’t matter.
9. Some terminations get “hidden” behind restructuring or reductions in force.
10. Consulting a law firm can be a confidential way to understand your options.

00:00 Intro: The taboo topic—sexual harassment & workplace safety

00:49 What Brittany’s firm does (employee-side discrimination law)

02:19 Why the firm was founded & what motivates this work

02:50 Defining harassment vs. what people think harassment is

04:28 Harassment isn’t always sexual: hostile work environments & protected classes

05:15 Evidence, documentation, and why cases are fact-dependent

06:16 Power dynamics: why “just say no” isn’t realistic

07:43 What victims can do when they fear repercussions

08:25 Why policies and reporting systems often fail (or don’t exist)

10:40 Vetting employers: red flags, lawsuits, and research before accepting jobs

11:13 DEI changes and what may shift over time

12:01 Discrimination happens everywhere (yes—even “good” companies)

13:00 What leaders should do: training, reporting, investigations, real support

15:54 Women vs. men: patterns Brittany sees in harassment and discrimination cases

16:46 Disability/medical termination & “restructuring” as a cover

18:35 How Phillips & Associates evolved and expanded over time

20:05 Growth bottlenecks: why jurisdiction/laws matter

21:21 Why expand into less employee-friendly states like Florida

22:58 Client trust: the importance of fast support and connection

23:54 Internal training: listening, empathy, and handling emotional calls

26:10 Choosing a path: quiet resolution vs. litigation

27:03 How to find the firm & their contingency model

29:24 Final thoughts: protecting yourself when the company protects itself

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

In this week’s episode, Carol Schultz sits down with Ryan Teicher (CEO of REDCOM Design and Construction) to unpack what it actually takes to create real collaboration in today’s workplace—especially in an era where technology is increasing isolation and younger employees struggle with in-person communication.

Ryan explains how REDCOM has built collaboration into its operating model by bringing all departments under one roof—eliminating silos, increasing accountability, and forcing teams to work together from start to finish. He shares the company’s “top-level talks” initiative, where employees from different departments meet offsite without managers or agendas, creating authentic conversations that later translate into stronger working relationships back in the office.

They also discuss why collaboration isn’t just about people—it’s about systems, trust, and culture. From breaking down communication barriers to designing workspaces and training programs that encourage interaction, the episode highlights how organizations can move beyond surface-level teamwork and build environments where collaboration happens naturally. The conversation closes with practical insights on feedback culture, work-life balance, and why investing in people is critical for long-term success.

• Collaboration doesn’t happen by accident—it must be intentionally designed
• Physical proximity (working under one roof) improves accountability and teamwork
• Departments working in silos are one of the biggest barriers to collaboration
• Informal, offsite conversations can break down communication barriers
• Shared personal connections make professional collaboration easier
• Younger employees often struggle with in-person communication post-COVID
• Leaders must actively create opportunities for employees to interact
• Trust is the foundation of any collaborative culture
• Open feedback systems cannot exist without transparency
• Collaboration reveals both people issues and process inefficiencies
• Cross-department interaction helps identify operational bottlenecks
• Workspace design can directly impact how teams collaborate
• Leadership must model collaboration, not just talk about it
• Work-life balance plays a key role in employee engagement
• Flexibility increases trust and productivity
• Culture is built through consistent actions, not just stated values
• Core values must be reinforced regularly to stay meaningful
• Personalized training is more effective than generic programs
• Investing in employee development strengthens retention
• Collaboration is both a cultural mindset and a structural system

00:03:15 Intro: The challenge of collaboration in an increasingly isolated world

00:04:06 REDCOM’s integrated model: all teams under one roof

00:05:17 Accountability and eliminating blame between departments

00:06:00 Communication challenges in younger employees

00:06:28 “Top-level talks”: creating offsite collaboration

00:06:53 No managers, no agenda—just conversation

00:07:14 Building relationships beyond work topics

00:07:54 How shared experiences improve teamwork

00:08:27 Creating a culture of feedback

00:09:15 Encouraging openness in conversations

00:09:47 Why feedback cannot be fully confidential

00:10:24 Trust as the foundation of collaboration

00:11:29 Challenges with management-level communication

00:13:00 Personal issues affecting workplace behavior

00:13:59 Breaking silos between departments

00:14:39 Collaboration revealing process improvements

00:15:03 Building a culture of collaboration and accountability

00:15:28 Work-life balance and the “fifth day flex”

00:16:33 Flexibility vs traditional corporate structures

00:18:35 Collaboration as a competitive advantage

00:24:52 Core values: collaboration, trust, accountability

00:26:25 Reinforcing values in daily operations

00:27:11 Workspace design for collaboration

00:30:18 Investing in employee training and development

00:31:16 Personalized training across departments

00:32:15 Final thoughts on building a collaborative workplace

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“Go global—the world is bigger than North America.” – Adnan Haroon

In this week’s episode, Carol Schultz sits down with Adnan Haroon (Founder & CEO of BIMAC Group) to break down what it actually takes to expand a business beyond North America—and why many companies never make that leap despite having the capital and capability.

Adnan shares how he started his company in Canada and evolved into a multi-country operation across the Middle East, Asia, and Europe—driven not by aggressive scaling, but by opportunity, relationships, and strategic partnerships. He explains how one inbound lead in the Middle East became the catalyst for global expansion, and why regions like the UAE, Saudi Arabia, and South Asia offer significant advantages—from tax structures to growing consumer markets.

We discuss the mindset gap holding North American companies back, the importance of building local partnerships instead of centralized teams, and how global expansion is less about size and more about access—access to networks, knowledge, and the right people on the ground. The episode also explores operational realities: structuring international teams, navigating cross-border finance, and why the biggest bottleneck to scaling globally is not opportunity—but finding the right partners.

We conclude our conversation with practical insights on when to expand, how to think about global markets strategically, and why companies that fail to look beyond their home market risk missing the next wave of growth.

• Many North American companies have capital but lack a global perspective
• Expansion often begins through opportunity, not long-term planning
• One international lead can unlock multiple markets
• The UAE serves as a strategic hub for global expansion
• Tax advantages play a major role in international decisions
• Emerging markets offer large and growing consumer bases
• Regions like the Middle East, India, and Southeast Asia present strong opportunities
• Local partnerships are essential for entering new markets
• Strong networks matter more than company size in global expansion
• Decentralized teams allow flexibility across countries
• Each region requires local expertise and relationship-building
• Personalized service can outperform large, hierarchical firms
• Early clients and referrals drive initial international growth
• Companies must adapt to different financial and regulatory systems
• Cross-border expansion requires strong financial knowledge
• Founders should not assume they can manage all functions alone
• Hiring experienced financial leaders improves decision-making
• Fractional CFO models can support growing companies globally
• Expansion requires balancing growth with execution
• Large M&A deals take time and require strong buyer networks
• Stable service offerings help balance long sales cycles
• Global networking creates unexpected business opportunities
• A single connection can lead to high-value deals
• Clients often expand engagement once trust is established
• The biggest bottleneck is finding the right partners
• Lack of specialization can limit growth in key regions
• Bandwidth constraints can lead to missed opportunities
• Some markets require multiple specialists, not generalists
• Travel remains important for building international relationships
• Short, strategic trips are more effective than long stays
• Global expansion requires both strategy and discipline
• Companies must think beyond domestic markets to stay competitive
• Diversification across regions reduces business risk
• International markets can offer cost advantages
• Building trust is critical in cross-border business
• The right team is more important than rapid expansion
• Execution becomes more important after initial growth
• Scaling globally requires long-term thinking
• Companies that delay expansion may miss market opportunities

00:01:29 Intro: Expanding beyond North America

00:01:55 What Bismarck Group does

00:03:03 First international opportunity (Middle East)

00:03:24 Expansion into UAE and beyond

00:05:33 From Canada to global operations

00:06:43 Early challenges and competition

00:07:45 First clients and early traction

00:08:04 Decision to expand globally

00:08:40 Tax advantages in international markets

00:10:12 Partner model and structure

00:11:28 What makes a strong international partner

00:12:55 Advice for North American companies

00:13:34 Global expansion trends and examples

00:13:52 Market opportunities outside North America

00:14:56 Founder mindset: “Go global”

00:17:25 Evolution of services and strategy

00:18:05 Power of networking in global growth

00:19:24 Growth bottlenecks and challenges

00:20:09 Need for specialization in regions

00:21:28 Opportunities in Middle East markets

00:22:44 M&A and execution challenges

00:23:47 Shift toward execution-focused growth

00:24:08 Team structure across countries

00:25:37 Fractional CFO model introduction

00:27:31 Balancing expansion with execution

00:28:13 Future expansion plans

00:29:09 Role of travel in global business

00:30:24 Importance of financial expertise

00:31:05 Why companies must think globally

00:31:41 Tax and diversification strategies

00:32:01 How to connect with Adnan

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, YouTube, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“If you're going to lead and grow a company and scale it, you can't be in the middle of everything.”

In this week’s episode, Carol Schultz sits down with Jasen Gundersen (Founder & CEO of CardioOne) to unpack what it actually takes to build an autonomous work culture—and why most leaders unknowingly become the biggest bottleneck to their company’s growth.

Jasen explains why micromanagement isn’t just inefficient—it’s a direct path to failure when trying to scale. Drawing from his own leadership journey, he shares how working under both empowering and controlling leaders shaped his philosophy: hire strong people, give them ownership, and get out of their way. The conversation dives into how autonomy drives retention, attracts top talent, and allows companies to operate at speed without constant oversight. They also explore why many founders struggle to let go, how “founder syndrome” limits growth, and what it really means to build a team that can function without you. The episode closes with practical insights on hiring for ownership, encouraging open dialogue, and creating a culture where people step up without being asked.

Autonomy is required for scale—not just a leadership preference.

Micromanagement is one of the fastest ways to kill growth.

Leaders who stay involved in everything become bottlenecks.

Retention improves when employees feel trusted and empowered.

Autonomous teams move faster and solve problems independently.

Hiring should focus on ownership, not just skill sets.

Strong teams don’t wait for instructions—they take initiative.

Open communication and questioning improve decision-making.

Silence inside teams is often a warning sign.

Founder syndrome limits company growth and scalability.

Leaders should aim to build teams that don’t depend on them.

Delegation is essential for long-term success.

Culture is a major driver of performance and growth.

High-performing environments attract top-tier talent.

Early hires should be versatile and capable of handling multiple roles.

Trust enables teams to “lean in” without being asked.

Growth accelerates when responsibility is distributed.

The best leaders create systems, not dependency.

Empowered teams create momentum inside organizations.

Letting go is not a weakness—it’s a requirement for scaling.

00:00 Intro: Why leaders feel they must control everything

00:43 The core problem: “If I want it done right, I’ll do it myself”

01:24 What Cardio One does and the problem it solves

03:23 Growth of the company and early traction

05:28 Loss of autonomy in traditional systems

07:22 Jasen’s leadership philosophy

07:31 Leading how you want to be led

08:00 Why micromanagement fails

08:31 Building a company that runs without the founder

09:24 Founder syndrome and control issues

10:21 Communication as the foundation of scaling

11:21 Encouraging team feedback and pushback

12:12 Hiring people who thrive in autonomy

13:10 Benefits of autonomous teams

13:21 Retention and scalability advantages

14:35 How autonomy attracts better talent

15:14 The danger of being the only decision-maker

16:10 Early leadership lessons and delegation

16:39 Hiring your replacement mindset

17:27 The origin story behind Cardio One

20:16 Simplicity vs complexity in business building

22:27 How the company evolved over time

25:19 Trusting teams to execute independently

28:57 Growth bottlenecks and risk-taking

29:11 Fear vs entrepreneurship mindset

31:05 Teams taking initiative without leadership

33:34 Changing mindset of modern professionals

36:07 Mission-driven work and culture

39:38 Final thoughts on empowering teams

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

In this week’s episode, host Carol Schultz sits down with John Scott (Partner at Anders and leader of their Virtual CFO services practice) to unpack the realities of private equity, succession planning, and what it actually takes to build a business that survives beyond its founder. Drawing on decades of experience advising professional service firms, John breaks down why some companies scale sustainably—while others are forced into exits they didn’t fully plan for.

John explains that private equity is often misunderstood. While it can provide a significant payout for current owners, it comes with trade-offs—loss of control, pressure to hit aggressive financial targets, and in some cases, forced layoffs if performance doesn’t meet expectations. Many firms turn to private equity not because it’s ideal, but because they failed to build a pipeline of future leaders who could take over internally.

They also discuss Anders’ long-term approach to growth, including a hiring philosophy that prioritizes talent over timing. Instead of waiting until there’s immediate need, the firm hires exceptional people ahead of demand—trusting that strong performers will grow into profitability and bring long-term value through relationships, expertise, and new business.

The conversation explores why succession planning is one of the most overlooked responsibilities in leadership. John emphasizes that it’s not a one-time decision, but an ongoing process of developing, trusting, and eventually stepping aside for the next generation. Businesses that remain dependent on their founders often struggle with valuation and continuity, while those that build systems and leaders early are positioned for stronger exits and sustained growth.

Carol and John also dive into the rise of Virtual CFO services and fractional leadership. For many small to mid-sized companies, hiring a full-time executive is both expensive and risky. A fractional model allows companies to access strategic financial leadership, operational support, and systems expertise—while maintaining flexibility and reducing hiring risk.

The discussion also touches on remote work and communication challenges in modern organizations. John shares how embracing a distributed workforce has enabled faster growth and broader access to talent, while also highlighting a key issue: over-reliance on email and messaging tools often slows down decision-making compared to direct conversations.

The episode closes with a focus on employee ownership and long-term alignment. John outlines how Anders has implemented structured equity models—including synthetic shares—to give employees a stake in the firm’s success. Without some form of ownership or participation, loyalty declines, especially during major transitions like acquisitions or leadership changes.

Takeaways

Private equity can provide strong financial exits—but often reduces autonomy and increases pressure.

Many firms sell because they failed to develop internal leadership pipelines.

Hiring great talent ahead of need can create long-term competitive advantage.

Succession planning must be continuous, not reactive.

Founder-dependent businesses are less valuable and harder to scale.

Virtual CFO models reduce hiring risk while improving financial visibility.

Clean financials and forecasting directly increase company valuation.

Remote work expands access to talent and accelerates growth.

Poor communication—especially over email—slows execution.

Employee ownership models improve retention and long-term alignment.

Chapters

00:00 Intro: Private equity, succession, and building lasting firms

01:06 John Scott’s background and Virtual CFO services at Anders

02:03 Private equity: benefits, risks, and real-world consequences

03:13 Hiring ahead of need and long-term talent strategy

04:30 Investor pressure vs. independent ownership decisions

05:58 Succession planning and developing future leaders

07:11 Mandatory retirement and creating growth paths

07:47 Why firms sell to private equity

10:42 Advice for leaders: hiring, delegation, and trust

12:21 Founder dependency and business valuation

15:42 Virtual CFO model and fractional leadership

17:17 Onboarding, systems, and financial optimization

18:25 Remote work and scaling through distributed teams

21:07 Communication breakdown in modern workplaces

24:06 Financial discipline and valuation impact

26:07 Team structure and specialization

27:53 Private equity trade-offs revisited

33:52 Employee ownership and equity models

36:24 Final thoughts and resources

Download John's Book: Judicial Dollars and Cents

To take John's business assessment: Maturity Model Assessment - Anders

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“If you're not willing to invest in people, you probably shouldn't be an entrepreneur.” — Chris Carter

In this episode of Evolving Your Workplace, host Carol Schultz sits down with Chris Carter, Founder and CEO of Approyo, to discuss the hard realities founders face when building and scaling a company — particularly inside the highly complex SAP ecosystem. From hiring mistakes to enterprise technology transformations, Chris shares candid insights drawn from decades of experience working with SAP systems and leading a global technology company.

Chris explains how he came out of retirement in 2011 to start Approyo and quickly discovered one of the most common traps founders fall into: trying to do everything themselves. Early in the company’s growth, he delayed hiring key leadership roles and found himself stretched across operations, technology, sales, and management. Looking back, he believes bringing in strong operators earlier would have accelerated growth and prevented unnecessary strain.

The conversation explores why leadership teams must be built around complementary strengths. Chris describes this balance as a “yin and yang” dynamic between visionary founders and operational leaders who can manage the day-to-day execution required to scale a company.

Carol and Chris also dive into the realities of competing in the enterprise technology space. As the SAP ecosystem experiences one of the largest upgrade cycles in its history, companies are under pressure to migrate legacy systems to modern cloud platforms. Yet many organizations continue to delay these transitions due to cost concerns, internal resistance to change, and employees reluctant to learn new systems.

Chris also highlights a growing challenge across the industry: talent shortages and an aging workforce within the SAP ecosystem. With many experienced professionals nearing retirement, companies are struggling to attract younger talent — while at the same time expecting new hires to bring real-world experience rather than just academic credentials.

The discussion also addresses the growing role of AI in enterprise technology. Chris shares how he is actively experimenting with emerging AI tools to build applications, automate processes, and help companies understand how artificial intelligence will reshape enterprise systems in the coming years.

The episode closes with a conversation about leadership culture. Chris believes successful companies are built by combining accountability with empathy — creating environments where employees are trusted to deliver results while being treated with respect and flexibility.

The message is clear: scaling a company requires more than technology or strategy. It requires leaders who know when to delegate, how to build balanced teams, and why investing in people is the foundation of long-term growth.

1. Why founders often wait too long to hire key leadership roles
2. The leadership “yin and yang” between vision and operational execution
3. Lessons learned from building a global SAP consulting company
4. The massive global migration from legacy SAP systems to cloud platforms
5. Why many organizations delay enterprise technology upgrades
6. Talent shortages and workforce challenges in the SAP ecosystem
7. Why real-world experience matters more than degrees in modern hiring
8. The growing role of AI in enterprise software and business operations
9. Building company culture through accountability, trust, and empathy

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

In this episode of Evolving Your Workplace, host Carol Schultz sits down with Ed Wolff, CEO of Aerwave, to unpack the reality of servant leadership at the executive level — and why it is far heavier than most people assume.

Ed shares how leading with integrity, empathy, and accountability has shaped his career, and why stepping into the CEO role brought a new level of pressure. Responsible for nearly 70 employees, shareholders, lenders, and board members, he explains what it means to serve multiple constituencies while still driving performance and growth.

The conversation explores the difference between authentic leadership and performative leadership. Ed breaks down why self-awareness is non-negotiable, why people follow leaders (not companies), and what happens when high performers are promoted into management without the right support systems. He also explains why he refuses to “throw people into the lion’s den” without tools, coaching, and structured checkpoints.

Carol and Ed dive into the risks of bringing trusted team members with you to a new organization, the reality of startup probability and failure rates, and the hard truth that leadership cannot rely on blind loyalty. Servant leadership requires radical candor, resilience, and the ability to pace yourself under constant pressure.

Ed also reflects candidly on the personal cost of leadership — taking on too much, rarely saying no, and learning the importance of self-care and balance. He shares how Aerwave reduced its sales cycle from 360 days to 270 days through tighter qualification and objection handling, and why building culture remains his core focus as CEO.

The message is clear: servant leadership is not soft. It demands strength, accountability, and intentional investment in people.

1. What servant leadership truly means at the CEO level
2. Why self-awareness determines leadership longevity
3. The risk and responsibility of bringing former team members with you
4. Why promoting star performers without support often fails
5. Building capability instead of dependency in management teams
6. Serving shareholders, boards, employees, and lenders simultaneously
7. Reducing long enterprise sales cycles through better qualification
8. The importance of executive self-care and sustainable pacing
9. Investing intentionally in professional growth at every stage

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“AI does not create culture.” — Adam Povlitz

In this episode of Evolving Your Workplace, host Carol Schultz sits down with Adam Povlitz, CEO and President of Anago Cleaning Systems, to explore what AI actually does inside an organization—and what it absolutely cannot do. While many companies are rushing to automate everything, Adam shares a grounded approach: use AI to remove busywork, identify performance gaps, and strengthen training, while doubling down on human development where it matters most.

Adam walks through how Anago built a system that connects operational data, analytics, and AI-powered learning to improve performance across a distributed franchise network. Instead of relying on static training manuals or one-size-fits-all onboarding, the company uses real-time performance signals to trigger targeted retraining and deliver interactive e-learning experiences that help workers correct issues quickly and consistently.

The conversation challenges the idea that AI can replace relationship-driven work. Adam explains why fully automated sales and service models repeatedly underperform compared to teams supported by AI tools, and why leaders should focus less on replacing employees and more on teaching them how to use technology effectively.

Carol and Adam also discuss why AI adoption must start at the leadership level, how companies can avoid overwhelming employees with new tools, and why investing in structured upskilling programs is becoming a competitive advantage. The message is clear: as AI handles more repetitive tasks, the human experience becomes more—not less—valuable.

Key topics covered:

How Anago uses AI to streamline training and retraining across locations

Why AI should accelerate work, not replace people.

Using operational data to trigger targeted learning interventions

The role of AI-driven e-learning, avatars, and testing in workforce development

Why CEOs must lead AI adoption for it to stick inside organizations

Balancing automation with in-person coaching and accountability

How removing grunt work allows employees to focus on higher-value human interactions

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“Remote staff is remote staff.” — Beth Raboin

In this episode of Evolving Your Workplace, host Carol Schultz sits down with Beth Raboin, Founder and CEO of Global Medical Virtual Assistants (GMVA), to unpack what actually drives low turnover and high morale—especially when most of your workforce is remote and distributed across the globe.

Beth shares how GMVA has maintained roughly a 4% turnover rate while scaling to 1,500+ team members in the Philippines. The core lesson: retention isn’t a perks problem—it’s a culture + management problem. Beth explains why the first three months are the truth-teller for culture fit, why educating candidates upfront reduces early churn, and why “getting someone in the door” isn’t the same as keeping them engaged.

The conversation gets practical on the leadership systems GMVA uses to keep morale high: monthly manager-focused surveys, 15 random HR one-on-ones per month, and a feedback culture built on psychological safety. Beth breaks down why people leave managers more than companies, how leaders can spot red flags early, and how stronger empathy and communication in middle management directly reduces attrition.

Beth also shares a simple but powerful example of listening in action: employees repeatedly asked for an optical benefit—because they’re on screens all day—and GMVA added it. The takeaway is clear: leaders don’t need to do everything, but they do need to hear patterns, make smart trade-offs, and show people their feedback turns into real change.

Key topics covered

1. How GMVA sustains a 4% turnover rate through growth
2. Why the first 90 days determine culture fit (and retention)
3. The real retention lever: great managers + communication
4. A simple morale system: surveys + one-on-ones + safe feedback
5. How to identify a skill issue vs. will issue (and what’s usually behind it)
6. Turning feedback into action (the optical benefit example)
7. Why leaders must be ready to hear feedback they may not like

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!

“The stick just doesn’t work on this generation — you can’t give lip service to values. You have to live them, or they won’t engage.” — Jed Meyer

In this episode of Evolving Your Workplace, Carol Schultz sits down with Jed Meyer, CEO of St. Cloud Financial Credit Union, to break down what actually works — and what fails — when leading and connecting with Gen Z workers. The conversation centers on a core shift many leaders are resisting: Gen Z is not motivated by fear, hierarchy, or delayed recognition. They respond to clarity, authenticity, and lived values — not slogans on a wall.

Jed explains how leadership expectations must evolve from command-and-control to clarity-and-support. He outlines a practical coaching framework built around responsibility on the leader’s side first: clear expectations, real resources, and visible support before accountability. Instead of defaulting to performance warnings, his organization uses retention-focused coaching, frequent recognition, and structured feedback systems designed to keep high-potential young employees engaged rather than managed through pressure.

The discussion goes deeper into what Gen Z is signaling to the workforce at large: they will not trade life quality for money alone, they question institutional loyalty based on what they watched happen to prior generations, and they expect culture to be measurable in behavior — not branding. Jed shares specific operational strategies including values-based culture teams, gamified engagement, flexible scheduling experiments, and leadership vulnerability as a performance multiplier rather than a weakness.

They close with a leadership reality check: every generation brings value, but connection requires adaptation. Leaders who slow down enough to show up for employees — especially on their worst days — build the trust that Gen Z uses to decide whether to stay, contribute, and grow.

Connect With Host Carol Schultz

Find more information about our host Carol Schultz and her company at Vertical Elevation, LinkedIn, and Instagram.

Want to be our next guest expert? Email [email protected] with your information.

And of course, click "follow" to stay up-to-date on new episodes and leave an honest review/rating letting us know what you thought!