“Culture isn't soft; it's the infrastructure that drives retention, resilience, and results. When leadership breaks trust, performance breaks with it. If you don't lead with empathy, transparency, and recognition, your best people start planning their exit long before you realize they're disengaged.” That's a quote from Rachel Weeks and a sneak peek at today's episode.
Hi there, I'm Kerry Curran, B2B Revenue Growth Executive Advisor, Industry Analyst, and host of Revenue Boost: A Marketing Podcast. Every episode, I sit down with top experts to bring you actionable strategies that drive real results. So if you're serious about your revenue growth, hit subscribe today to stay ahead of your competition.
In The Culture Multiplier: Why People-First Leadership Is Your Most Underrated Revenue Strategy, I sit down with Rachel Weeks. She's a veteran marketing executive and HR tech leader, and we explore how values-driven leadership and intentional team culture fuel long-term growth. From navigating layoffs with empathy to embedding recognition into your operating model, Rachel shares smart, scalable ways to drive performance without burning out your team.
Be sure to stay tuned to the end, where Rachel shares practical advice on how to create a culture of recognition even without a big budget or formal platform. Let's go!
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Kerry Curran, RBMA (00:06 .298)
So welcome, Rachel. Please introduce yourself and share your background and expertise.
Rachel Weeks (00:11 .864)
Hi, Kerry. Thank you so much. I'm so pleased to be here. I'm Rachel Weeks. I have over 25 years of experience in marketing leadership in lots of different-sized companies. I've spent about half of that time in HR tech. I'm a real people person, so I've always had a good connection with HR leaders and have tried to instill a lot of HR and leadership practices into my own leadership and management style, which helps support marketing growth.
I specialize in going into companies and building growth engines, setting them up for successful exits and other key milestone events.
Kerry Curran, RBMA (00:54 .254)
Excellent. Well, thank you. I'm very excited to have you here. You bring a wealth of experience. When we were talking, you were sharing a bit about your perspective and insight on the importance beyond marketing strategy and execution—about the other factors related to your team and talent that really tie to those business results at the end of the day. Talk about what you're hearing and seeing when you're talking to your peers in the industry.
Rachel Weeks (01:26 .58)
Absolutely. Well, we all know that we're in a transformational time as far as marketing and technology go, with the proliferation of AI solutions. Companies are really struggling, I think, with the change management specifically associated with the introduction of AI. Budget pressures are higher and stronger than they've ever been. So when you're balancing the need to consistently demonstrate growth with budget pressures...
Kerry Curran, RBMA (01:32 .344)
Mm-hmm.
Rachel Weeks (01:56 .416)
...with the institutional change that's coming with the introduction of AI, and then, when it all comes down to it, managing the people through those processes—I think that’s really making a significant impact on all marketers this year.
Kerry Curran, RBMA (02:12 .622)
Yes, definitely. I can relate to that. Budgets are tight, the numbers are not quite where they need to be, and the pressure comes from the top down. It's hard as a leader to foster motivation and dedication when everyone's already working as hard as they can. So talk a bit about what you're seeing and hearing from people in these situations—other marketers thinking, How should I proceed? How am I going to continue in this role or this industry?
Rachel Weeks (02:53 .164)
That's a really great question, and I think there are so many different ways to approach it. I'm a strong believer in values-driven cultures, and it's really important to me that a company is clear about expressing what their values are, that leadership leads by example in demonstrating those values, and that it filters down into the rest of the culture and how people behave.
Kerry Curran, RBMA (03:02 .8)
Mm-hmm.
Rachel Weeks (03:17 .996)
So when you're going through times like we are now—of significant change and uncertainty—if you have a solid foundation in your culture that fosters trust, support, open communication, and transparency, it's much easier to navigate those changes. We've all probably experienced cultures that lack some of those qualities, and it's the uncertainty, the lack of transparency, that leads to fear, disengagement, and ultimately poor performance.
But if you can foster a supportive, open culture that acknowledges, We’re going through a lot of change. We’re all learning about what AI will mean for the future of marketers. Let’s figure this out together, that eliminates the fear, uncertainty, and doubt of the unknown, and really helps people stay engaged and perform at higher levels, even in times of uncertainty.
Kerry Curran, RBMA (04:04 .527)
Mm-hmm.
Rachel Weeks (04:16 .325)
And I think that really helps people stay engaged and perform at higher levels, even throughout uncertainty.
Kerry Curran, RBMA (04:24 .568)
Yes, definitely. I think what you shared before is really that the strongest marketing organizations are led by people who build a culture of recognition and appreciation. And you had a good quote to that as well.
Rachel Weeks (04:38 .678)
Yes, I always try to aspire to remembering that “A person who feels appreciated will always do more than what's expected.” Because you're part of something—you’re part of a company, a community, a team—and if you feel appreciated by the people around you, you're going to help them when they're in need because they're going to do the same thing for you. And again, that's just a really important aspect of corporate culture for me. I've learned through a variety of experiences that it's just so important for me moving forward—not only in where I choose to work but also in the type of leadership that I bring anywhere I go.
Kerry Curran, RBMA (05:22 .614)
Yes, definitely. And I think that's such a valuable asset or mindset to bring. Because, as you and I have talked about, we're seeing our friends and colleagues across all marketing roles and functions—the agencies are scaling back on headcount. We understand it happens, especially as you pointed out with the efficiencies of AI. We don’t want companies to lean too far into depending on chatbots. However, layoffs sometimes need to happen, but it’s really about how to do it. So talk a bit about what you're seeing and how people can really do better when it comes to making those difficult choices and changes within the organization.
Rachel Weeks (06:12 .886)
Yes, you hit the nail right on the head that no matter what, it's difficult. It's difficult for everyone involved. And unfortunately, right now, we're just seeing so much more of this happening. I personally am hearing more examples of how poorly companies are handling it. It's very easy to look someone in the eye and say, Thank you so much for all that you've done, but the business is what it is and we've got to let you go...and we're going to give you a fair package based on how long you've been here, etc. But then, on the other side of the coin, I heard from someone I know—a former colleague. She had been with the company for 10 years. They offered her four weeks severance and a week and a half of healthcare. She's a mom; she carries that for her kids. She was in shock. She never felt less appreciated in her 10 years.
Kerry Curran, RBMA (07:05 .272)
Yes. Yes, especially after 10 years. Yes.
Rachel Weeks (07:09 .666)
She had helped that company grow significantly. She went back and was able to negotiate more, which she felt a little better about. But why leave someone with a bad taste in their mouth and not treat them well? It's small potatoes in the grand scheme of things. It’s not about the cash usually—it’s about the long-term continued investment and the benefits. Like I said, it is so much easier to do it right and do it in a human, empathetic way. Yet, unfortunately, it's rare. I've been on both sides of the table, and I've always done my best, of course, when I'm the one delivering the difficult news, to do it fairly and with transparency. Whether or not I had a hand in what package they got depended on the situation.
But then I've also been at places where I just couldn't believe it—like, really, you let that get out in an email? Because that happens. Everyone's heard of that story—you scroll down in some email and you see your name on a list and you're like, Huh? So again, it's easier to do better.
Kerry Curran, RBMA (08:24 .298)
I know, and to your point, there are so many stories. I heard recently of a CEO getting let go, and their admin wasn’t even notified. She was reaching out to people to try to find him because he had a meeting to attend. There’s also the business continuation side of it, and the dignity, as you said. There is something to be said for the people who have dedicated their careers for a long time. Regardless of if they started last month or last decade, there needs to be that dignity. And one of the other things we've seen some large corporations do is, when they’re big enough to make a press release, they say, Those were our low performers. My perspective is, if you really have that many low performers, shame on you.
That's a poor reflection on your leadership and culture—that you’ve been paying that many people who aren't meeting standards. You need to be investing in training, leveling up, or doing something different. To label 10% of your workforce as low performers and then let them go—what does that say about what you've been doing with them, to strengthen their skills or invest in them over the years? I don't believe it when they say that. And it’s