Creating a Tech-Forward Company Culture

You DON'T need more experience to mentor others. Here's how to get started as a mentor and make a difference TODAY: 1. Don't wait Why: It will help you grow, serve others, and improve this skill. How: ↳Identify individuals who are at a stage you were in 2-3 years ago. ↳Reach out to potential mentees or mentoring programs. ↳Share your interest in mentoring with your network. 2. Ask questions Why: Helps gather necessary inputs for guidance and brings the mentee along the journey How: ↳Ask open ended questions (e.g. what makes you think that)? ↳Limit "why" questions to avoid sounding judgmental. 3. Actively listen Why: Foundational to understanding the situation and guiding the conversation How: ↳Listen to understand, not to respond. ↳Be present, eliminate distraction. ↳Periodically summarize what is being said to ensure understanding. 4. Understand Mentee Why: The more you know about your mentee, the more tailored and effective your guidance can be. How: ↳Ask open ended questions to learn more about them (e.g. background, aspiration). ↳Encourage them to share with you relevant artifacts. ↳With their permission, reach out to stakeholders they work with for first-hand input. 5. Suspend Judgement Why: Create a safe, trusting, open environment encouraging vulnerability and growth. How: ↳Don't make assumptions, ask. ↳Avoid labeling things as good or bad. ↳Emphasize learning from past events. 6. Set Expectation Why: Clear expectations ensure the relationship is effective for both sides. How: ↳Establish ground rules for mentorship. ↳Discuss and agree on the frequency and format of meetings. ↳Regularly review and adjust progress and expectations. 7. Provide guidance Why: It's important that the mentee makes their own decisions, as they are both accountable for the outcome and know their situation best. How: ↳Provide inputs vs. telling the mentee what to do. ↳Encourage additional perspectives to be considered. 8. Be Courageous Why: Mentoring sometimes involves challenging the mentee (e.g., how they think). Having these crucial conversations is foundational for growth. How: ↳Focus on being kind rather than just being nice. ↳Provide support. ↳Stretch mentee beyond their comfort zone. Bonus: 0. Be Excited Why: Your positivity radiates to the mentee and the relationship How: ↳Celebrate progress (no matter how small) ↳Use supportive and uplifting language ↳Smile and have fun PS: Mentorship is one of the most rewarding professional experiences - for both sides. ---- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Louder for the people at the back 🎤 Somewhere along the line, too many companies stopped developing talent and started just chasing it. The problem? When you only hire “ready-made,” you miss out on the hungry ones. The ones who might not have the experience yet, but show up with the right attitude, a willingness to learn, and zero ego. That’s how you build greatness. Not by finding finished products - but by investing in people with their best years ahead of them. And let’s be clear: this isn’t about age. It’s about mindset. Humility. Potential. To unlock that potential, organisations need to stop being lazy and start building environments where growth is part of the culture. Here’s what that looks like: 1️⃣ Train Like You Mean It Don’t just onboard. Invest in real development — mentorship, hands-on learning, workshops. Give people tools and time. 2️⃣ Hire for Trajectory, Not Just Track Record Look past the CV. Prioritise curiosity, coachability, and drive. Use behavioural interviews and trial periods to assess mindset, not just experience. 3️⃣ Bridge the Gap with Education Partner with schools, unis, and training programs. Build pathways from education into the industry — not walls. 4️⃣ Create a Culture of Lifelong Learning Learning shouldn't stop after probation. Offer clear routes to reskill, upskill, and evolve. Make personal growth a company standard. 5️⃣ Recruit Without Bias Diversity isn’t a checkbox — it’s a competitive advantage. Use blind recruitment, set intentional targets, and make inclusion real. The companies that win long-term are the ones that bet on people early and build them up with intention. Don’t just find talent. Develop it.

Unpopular opinion: Your "culture" budget is a waste of money if you lack this ONE thing... Purpose. You can't pizza-party your way out of a turnover crisis. Most companies are stuck performing "Retention Theater." They act like coroners performing autopsies (exit interviews) instead of doctors preventing the disease. To build a fortress around your talent, you need to climb the 4 levels of the Retention Hierarchy: LEVEL 1: REACTIVE - PEOPLE QUIT → WE ASK WHY AFTER Exit interviews where people give the "polite" answer about new opportunities. Managers shocked when their "hidden gem" gives notice. What it looks like: - Exit interviews only - Last-minute counteroffers - High regret turnover The fix: Start with stay interviews. Ask people what energizes them, what would make them leave. Do this quarterly. Act on what you learn before they’re halfway out the door. LEVEL 2: PROGRAMMATIC - ONE-SIZE-FITS-ALL PERKS Pizza Fridays. Ping pong tables. The same tired benefits whether you're 22 or 52, single or supporting a family (I have four kids...I know the needs change!). What it looks like: - Generic swag and offsites -"Engagement" via snacks - Culture defined by events It’s throwing spaghetti at the wall hoping something sticks. Spoiler: it doesn't. The fix: Tailor benefits to real needs. Survey by team AND tenure. Engineers value different perks than salespeople. Stop guessing, start asking. LEVEL 3: STRATEGIC - RETENTION DESIGNED INTO SYSTEMS Now we’re getting somewhere. Career paths are clear. Promotions happen on schedule. High-potentials know they’re valued. Every process reinforces that growth happens here. What it looks like: - Growth tracks by function - Skills-based promotions - Embedded feedback loops You’re not reacting to turnover. You’re preventing it through structure. The fix: Align L&D with skills gaps. Track mobility rates. Make internal moves easier than external ones. If someone has to leave to level up their skills, that’s a failure of the system. LEVEL 4: CULTURAL - PEOPLE STAY BECAUSE THEY BELONG The holy grail. People stay because leaving would mean losing something irreplaceable. Not perks or pay...belonging. Purpose. The feeling that their work matters to the mission. What it looks like: - Psychological safety - Purpose-driven work - Peer recognition culture Your culture is so strong that recruiters can’t poach your people with big raises. They’ve tried. The fix: Train every manager on trust-building and "human skills." Not a one-off workshop...ongoing coaching. Make belonging a metric, not a buzzword. TAKEAWAY: The companies winning the talent war understand that people don't leave companies. They leave cultures that don't value them. They leave managers who don't develop them. They leave futures they can't see. Fix those three things, and retention takes care of itself.

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

Founders complain about job-hopping, but only a few ask why their best people leave. My parents stuck with their first job for decades. My seniors changed every 5–7 years. My peers switch every 3–4 years. Now it's down to 1–2 years. Even for companies with great heritage, work culture, and thousands of employees, most with ESOPs, retention is still a big problem. This is the pattern I’ve noticed in job-switching. It's not that loyalty is dying, but the definition of loyalty is changing from generation to generation. Our first employee, Hina, who has been with us since we were operating out of a 100 sq. ft. office, now leads the purchasing team. Aslam, who started as my driver, now heads SmartGRID manufacturing with 80+ people. When there’s room to grow for every employee, retention becomes a part of the business model. Employees stay when they are given opportunities to expand their capabilities. Hina and Aslam stayed because they saw themselves becoming something more. After watching the employees who stuck with us, I’ve realised that people leave companies that don’t help them grow. So, founders should stop asking if they’re filling more roles and start asking if they’re building careers. → Have career conversations, not just performance reviews → Promote from within before hiring from outside → Let people try roles outside their job description → Make growth visible - show them what's possible in 2, 3, 5 years The best retention strategy is when the employees grow with the company. 

If you're setting goals to create a more inclusive workplace in 2025, my experience may save you time, money, and unmet expectations. ✅ Quick Wins (low effort, high impact) Start with team psychological safety. Inclusion is felt most in everyday team interactions—meetings, feedback, problem-solving. 👇 Use tools like: 1. The Fearless Organization Scan to uncover blind spots and team dynamics. 2. Debrief session with an accredited facilitator to discuss results openly and set clear, actionable improvements. 3. Action plan with small shifts in behavior, like leaders modeling vulnerability, asking for input first, or establishing "speak-up norms" in meetings. These micro-actions quickly build team inclusion and unlock collaboration. 🏗️ Big Projects (high effort, high impact): To create sustainable change, invest in structural inclusion. 👇 Focus on: 1. Inclusive hiring & promotion practices: build diverse candidate pipelines and train interviewers on bias mitigation. 2. Inclusive decision-making: ensure diverse perspectives are integrated into key business decisions. 3. Inclusive leadership: train leaders to actively foster diverse perspectives, intellectual humility, and trust in their teams. Empower leaders to align inclusion with business goals and make it part of their day-to-day behavior. 🎉 Fill-ins (low effort, low impact): Awareness events (like diversity month) are great for building visibility but should educate, not just celebrate. 👇 For example: 1. Pair cultural events with workshops on how diverse values shape workplace communication. 2. Use storytelling to highlight how diverse perspectives lead to tangible business wins. 🚩 Thankless Tasks (high effort, low impact): Avoid resource-heavy initiatives with little ROI. 👇 Examples: 1. Overcomplicated dashboards: focus on 2–3 actionable metrics rather than endless reports that don’t lead to change. 2. Unstructured ERGs: without clear goals and leadership support, these often become frustrating rather than empowering. 3. One-off training programs: A two-day training on unconscious bias without follow-up or practical tools is a missed opportunity. 💡 Key Takeaways 1. Inclusion thrives where it’s felt daily—in teams and decisions. 2. Start with quick wins to build momentum and tackle big projects for systemic change. 3. Avoid symbolic efforts that consume resources without measurable outcomes. 🚀 Let’s turn inclusion into a tangible, strategic advantage that empowers your teams to thrive in 2025 and beyond. _____________________________________________ If you're new here, I’m Susanna—an accredited team psychological safety practitioner with over a decade of experience in DEI and inclusive leadership. I partner with forward-thinking companies to create inclusive, high-performing workplaces where teams thrive. 📩 DM me or visit www if you want to prioritize what truly works for your organization. 

If we want more women in tech, we need to stop asking how to “fix women’s confidence”. The real question is: what are organisations doing to create environments where women can thrive? Through my work with #techmums, #TechUPWomen, BCSWomen , and the Women in Tech Power Network I’ve seen so many women move into tech careers and flourish when the environment around them supports them. Time and again I’ve watched incredibly capable women step into their potential once they’re in workplaces where they are welcomed, supported and given real opportunities. So what can companies do? A few things that make a genuine difference: 🌟 Leadership must lead. Culture comes from the top. CEOs and CTOs need to actively champion inclusive workplaces. 🌟 Create strong communities and networks where women can connect and support each other. 🌟 Invest in mentoring and sponsorship that opens doors to opportunities and leadership. 🌟 Make career progression transparent so promotion pathways are fair and visible. 🌟 Listen to women’s experiences and act on what you hear. Inclusive cultures don’t happen by accident. They happen because leaders choose to build them. And when they do, the impact on people, organisations and innovation is extraordinary. #LinkedInNewsEurope #WomenInTech TechUP Programme BCSWomen Women in Tech Power Network #Leadership #Inclusion #IWD #IWD26

The "war for talent" continues, but many companies are stuck using the same hiring and retention strategies they've relied on for decades. These methods might keep employees a bit longer, but they still leave. Why? Because it's not just about perks or compensation—it's about the experience. A recent, thought-provoking Harvard Business Review article by Ethan Bernstein, Michael Horn and Bob Moesta suggests that employees crave meaningful work, to feel valued, trusted, and have room to grow. After studying job switchers for 15 years, they identified four key reasons for why employees leave: 1. Get out: They're in a toxic environment or feel stuck in a role that doesn’t align with their strengths. 2. Regain control: They need more flexibility or predictability in their work-life balance. 3. Regain alignment: They’re seeking a job where their skills and talents are fully utilized and appreciated. 4. Take the next step: They’re ready for growth and new responsibilities after reaching a milestone. So what can leaders do to create the experiences people actually need? Here are three specific strategies the article suggests: (a) Interview people early: Don't wait until employees are leaving. Have regular, meaningful conversations about their career goals and motivations. (b) Develop “shadow” job descriptions: Go beyond vague or outdated job descriptions—focus on the real day-to-day tasks and experiences that make the role fulfilling. (c) Collaborate with HR: Work with HR to design roles that align both the organization's needs and the employee's personal growth goals. By addressing these deeper factors, companies can reduce costly turnover and build workplaces where people thrive and want to stay. How is your organization aligning employee experience with retention strategies? #leadership #talentdevelopment #employeeexperience #retention #growth #workplaceculture https://lnkd.in/dJzU2aTm

Ever walked into a room and felt like you didn't belong? Now imagine feeling that way at work. Every. Single. Day. This is why diversity and inclusion in recruitment isn't just a buzzword – it's a business imperative. As someone who's spent years in executive research and recruitment, I've seen firsthand the power of diverse teams. But here's the truth: attracting diverse talent is just the beginning. I remember when a client came to me, frustrated. "We're trying to hire diversely," they said, "but it's not working." Their mistake? They were fishing in the same old ponds. So, how do we shake things up? Here's what I've learned: 1. Cast a wider net: Look beyond your usual talent pools. Partner with diverse professional organizations. 2. Check your job descriptions: Are they truly inclusive? Words matter more than you think. 3. Diverse interview panels: Candidates should see themselves reflected in your team. 4. Blind resume reviews: Remove bias-triggering information like names and schools. 5. Showcase your commitment: Make your diversity initiatives visible on your website and social media. And hiring diverse talent means nothing if you can't retain them. Inclusion is where the real work begins. I once worked with a company that hired a diverse workforce but couldn't figure out why turnover was so high. The problem? They expected new hires to "fit in" rather than creating a culture where everyone could belong. To foster true inclusion: -> Mentor programs: Pair diverse employees with senior leaders. -> Employee resource groups: Give people a place to connect and be heard. -> Inclusive leadership training: Help managers understand and mitigate unconscious bias. -> Regular feedback: Create safe spaces for honest conversations about inclusion. -> Celebrate differences: Don't just tolerate diversity – embrace it! You should focus on creating a workplace where everyone can thrive, contribute, and feel valued. As leaders, it's on us to make this happen. It's not always easy, but it's always worth it. What's your experience with diversity and inclusion initiatives? #DiversityAndInclusion #RecruitmentBestPractices #InclusiveLeadership #WorkplaceCulture

𝗛𝗼𝘄 𝘁𝗼 𝗕𝗿𝗲𝗮𝗸 𝗗𝗼𝘄𝗻 𝗦𝗶𝗹𝗼𝘀 𝗶𝗻 𝗠𝗲𝗱𝗧𝗲𝗰𝗵 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁: (𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗰𝗿𝗼𝘀𝘀-𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗵𝗮𝗿𝗺𝗼𝗻𝘆 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘁𝗵𝗲 𝗵𝗲𝗮𝗱𝗮𝗰𝗵𝗲𝘀) Ever notice how Quality, R&D, Regulatory and Marketing teams seem to speak completely different languages? This disconnect isn't just frustrating, it's costing your medical device company time, money, and potentially regulatory approval In my personal experience, I've seen how departmental friction can derail even the most promising innovations 𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗦𝗶𝗹𝗼𝘀 👉 Delayed submissions and market entry 👉 Regulatory surprises late in development 👉 Documentation rework and compliance gaps 👉 Increased development costs 👉 Team frustration and burnout Here's how to create seamless collaboration across your MedTech organization: 𝗦𝘁𝗲𝗽 𝟭: 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗖𝗿𝗼𝘀𝘀-𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 Create a development council with representatives from Quality, Regulatory, R&D, Manufacturing, Marketing and Clinical. Meet bi-weekly with a structured agenda (top tip keep the minutes to use towards management reviews). 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: A Class II device manufacturer implemented this model and reduced their development timeline by 30%, if not more, by identifying regulatory concerns during concept phase rather than pre-submission. 𝗦𝘁𝗲𝗽 𝟮: 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗦𝘁𝗮𝗴𝗲-𝗚𝗮𝘁𝗲 𝗥𝗲𝘃𝗶𝗲𝘄𝘀 𝘄𝗶𝘁𝗵 𝗔𝗹𝗹 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 Don't move to the next development phase without formal sign-off from every department. This prevents costly backtracking 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: During a stage-gate review (Design Review), a clinical specialist identified that the intended claims presented by the regulatory team would require further clinical data. By catching this early, the company adjusted their development plan rather than facing a surprise 6-month+ delay come submission time 𝗦𝘁𝗲𝗽 𝟯: 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗦𝗵𝗮𝗿𝗲𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗟𝗮𝗻𝗴𝘂𝗮𝗴𝗲 Develop a glossary of terms that bridges departmental jargon. This prevents miscommunication that leads to rework. 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: One client I worked with created a “MedTech Translation Guide” with input from each department. Not only did it reduce confusion, but it also built mutual respect engineers finally understood what the regulatory team meant by “intended use” and marketers stopped using terms that could trigger a knock on the door by Competent Authorities 𝗧𝗵𝗲 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲? When this is done right, it accelerates development, strengthens compliance, and builds a more engaged team ✅ Faster to market ✅ Fewer compliance surprises ✅ Less internal friction If you're building your next-gen device and struggling with internal disconnects, it’s time to rethink how your teams work 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳 💬 I'd love to hear: How does your team keep cross-functional collaboration on track? #MedTech  #MedicalDevice #ProductDevelopment