Table of Contents
Summary
Great teams don’t happen by accident. In this fireside chat, Lisa E. Lombardo (President, Ark Holdings Group) and Carmen Bryant (VP of Marketing, Wizehire) unpack how intentional culture fuels engagement, retention, and performance, and how any business can start with a simple, repeatable framework.
Key takeaways
- Culture → Engagement → Retention. Treat culture as a core business strategy, not a “nice to have.”
- Use Lisa’s 1-2-3: Define your culture, program it with consistent rituals, and measure it so you can improve.
- Start small, but be consistent. One well-run ritual beats ten ideas you can’t sustain.
- Hire for culture add. Reflect your values in job posts and interviews so candidates self-select into your environment.
- Operate “as one.” Assume good intent, align on shared language, and row in sync—different roles, same direction.
“You can either make your culture happen—or it’s going to happen to you.”
– Lisa Lombardo , President, Ark Holdings Group
Q&A With Lisa E. Lombardo
Q: Why should leaders treat culture as strategy, not decoration?
Lisa: Culture isn’t ping-pong tables and posters—it’s the operating system for performance. Teams with intentional cultures see higher productivity, profitability, and even more applicants because people want to join places where work has meaning. Culture drives engagement, and engagement drives retention.
Try this: Write one sentence that links culture to a business outcome you track monthly (e.g., “Our culture increases 90-day retention and guest NPS.”) Review it with your managers.
Q: What is your 1-2-3 framework for building an intentional culture?
Lisa: Define, Program, Measure.
- Define it — Keep it simple and speak a common language. Align around vision, mission, and 3–4 core values you can say in a hallway conversation. Bonus: choose three words you want people to use when they describe working with you.
- Program it — Turn values into rituals people feel. Start with one consistent practice you can keep (weekly huddles, monthly recognition, bell-ringing for wins).
- Measure it — Track participation and sentiment. Watch attendance trends for huddles/trainings, and run short engagement pulses with specific questions you’ll act on.
Try this: If your vision is “positively impact,” add that phrase to agendas, recognition notes, and job descriptions so it becomes everyday language.
Q: What does “programming culture” look like in real life?
Lisa: Consistency over splash. Ark equips each property with a bell to celebrate meaningful moments (first day as part of Ark, perfect sellouts, milestones). Company-wide Friday huddles (10:00–10:39) create connection across functions. A “Tell Me Something Good” Tuesday keeps momentum and highlights wins. And a shared engagement app amplifies peer recognition.
Try this: Pick one ritual you can sustain for the next 12 weeks. Name it, schedule it, and assign an owner for continuity.
Q: Can you really measure culture?
Lisa: Absolutely. Look at leading indicators (attendance at huddles/trainings, participation in recognition channels) and pulse questions tied to behaviors, not vague sentiments. Examples:
- “In the last 7 days, I received feedback from my supervisor.” (Yes/No)
- “How likely are you to recommend us as an employer to friends/family?”
- “In the last 6 months, I’ve had an opportunity to learn and grow in my role.”
Try this: Add one behavior-based question to your next pulse. Share results and one action you’ll take.
Q: How should culture show up in hiring?
Lisa: Start before the interview. Write job posts people want to answer—less “must-have, must-have,” more “here’s how this role positively impacts our guests/customers.” During interviews, ask:
“Tell me a story about how you’ve positively impacted someone at work.”
Responses reveal alignment with your values and whether candidates will thrive on your team.
Try this: Add one values-based question to every interview loop. Score it like any other requirement.
Q: What if your roles don’t feel “purposeful” to employees?
Lisa: Connect the dots. Every task serves someone’s real day—travelers, patients, diners, clients. Leaders are stewards of how people feel about their work. Show teams the end user and the impact of small moments done well.
Try this: In your next team meeting, map a role’s tasks to customer moments. Ask, “Where does our work make someone’s day easier, safer, or happier?”
By tracking these factors, businesses can identify what’s working, and what needs improvement, in their hiring process.
Find your people
How Wizehire Helps You Operationalize Culture in Hiring
- Consistent communication: Use campaigns to celebrate wins, share learning, and keep your pipeline warm.
- Value-forward job posts: Put the “why it matters” up top so the right people apply.
- Structured interviews: Add culture-add prompts to surface stories, not rehearsed answers.
- Engagement through onboarding: Automate day-one welcomes and week-one check-ins so new hires feel connected early.
Wize Words
Culture doesn’t just happen; it’s built, one intentional action at a time. When you define what your team stands for, program it into everyday habits, and measure what matters, you create a workplace where people feel connected, perform better, and stay longer. That’s how hiring and keeping great people truly pays off.
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