In this episode of Revenue Boost: A Marketing Podcast, The Culture Multiplier: Why People-First Leadership Is Your Most Underrated Revenue Strategy, I sit down with veteran marketing executive and HR tech leader Rachel Weeks to unpack how empathetic leadership, recognition, and transparent communication drive higher-performing teams.

As AI accelerates transformation and budget pressures rise, the most effective marketing leaders are focusing not just on strategy and execution—but on culture. We explore how people-first leadership enables growth through uncertainty, the ROI of employee appreciation, and why team engagement is a revenue multiplier.

You’ll learn:

• How to lead marketing teams through layoffs without losing trust
• Why recognition drives retention, performance, and collaboration
• How to operationalize values into your team culture
• The business case for investing in appreciation—even during a downturn
• How to support employees through change with real empathy

Whether you're scaling a growth team, navigating change, or rebuilding morale, this episode is packed with actionable leadership insights for marketers, founders, and executives alike.

Podcast transcript

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 not fair to the people who have been there and put in their time.

And as you talked about, it's a horrible feeling when the rug is ripped out from underneath you and you're laid off. But for the employees who stay and are witnessing this—going back to your point about appreciation and productivity—they're not going to show up every day and lean in when they could be next. So talk about how to help the employees who have to pick up the pieces.

Rachel Weeks (10:33.378)
Yes, that's a really good point, because anytime a company goes through a reduction in force, the people left behind are fearful. Am I going to be next? When is this going to happen again? Not if, but when. And, Great, now I'm going to have to do twice as much work. So, as a leader, you have to acknowledge that this was difficult—it was difficult for those who left and now it's going to be difficult for those of us left behind.

So let’s talk about it together. Let’s think about the best way we as a team can distribute the work that’s left over and not make it as burdensome, so we don’t feel like we each have to do a whole person’s worth of job. I find that when people are involved in those conversations, they feel more engaged and appreciative that they had a say. They’re appreciative that someone was willing to listen and ask for their input, rather than, Okay, this person’s gone. You’re going to do this part of her job. You’re going to do that part. I’ll do this part. Just get it all done. That’s not a successful way for a leader to keep their team together. Because regardless of how well you handle the situation, it’s very likely those people are going to start looking elsewhere. And yes, it’s an extremely difficult market right now. But if you’re going to stay productive after a difficult event, you need to treat your employees as human beings and take care of them. As a leader, do what you can to take care of them. And hopefully you’ve already fostered a culture where they take care of each other. And that’s something that’s always really important to me. This is very tactical, but I firmly believe every single function on a team must have a backup. There is nothing that infuriates me more than when one person goes on vacation and things come to a grinding halt because there isn’t anyone capable of backing them up. I don’t build my teams that way. I build my teams so there’s always a support system in the event of not only a planned vacation but also an emergency situation. That helps change management go more smoothly, because you’ve already embedded a support system in your team. They look out for each other and have each other’s backs, so that when someone isn’t available for whatever reason, the team still works together to keep things moving.

Kerry Curran, RBMA (13:24.59)
Right, right. I agree with all of that. And I think it's so critical. I keep thinking of the examples I’ve been hearing lately. Whether you’re the employee who stays or the one who goes, the optics of how management communicates—and the transparency, or lack thereof—it gets out. People are talking. If you're a business that has clients or customers, they're going to hear about it.

And that hopefully doesn’t align with the branding you’ve been investing in. But the other thing is—be transparent about the fact that the business must continue. I’ve seen grumbling about agencies doing layoffs, then spending hundreds of thousands of dollars on other initiatives—going to Cannes or putting up billboards.

And so it’s about having the conversation. We’re all grownups. No one wants to see their teammates lose their jobs, but please know that part of our path forward is making these investments. Otherwise, people just spin and think you’re spending recklessly and don’t care.

There’s a lot for leaders to think about. One of the things you talked about earlier that I want you to dive into more is change management. Again, you and I are both executives—we understand layoffs have to happen. But how can leaders do a better job?

Rachel Weeks (15:19.5)
It comes down to transparency and communication overall, but also to looking at each member of your team as an individual. As a leader, I try hard to make sure I know everyone on my team. I know them personally. I know what motivates them. I know what’s challenging for them. And there are a lot of reasons for that. One, because I’m human and want to know them—that’s just who I am. But also, it helps build a more productive and effective team. If you understand everybody’s strengths and weaknesses—what this person aspires to, what this person hates doing, what this person loves doing—that’s how you create a functional, collaborative team.
So when you’re going through a major change event, hopefully you know how everyone is going to react, or at least have an idea. That way, when you're sharing the same information with the whole team, you’re also able to talk separately with individuals and say, I know this particular part of the situation is going to stress you out, and here’s how we’re going to address it.

That’s a different conversation for every single person on your team, whether you have five people or 20. Sometimes you come into a new position, and two weeks later, things happen. You don’t know everyone well yet.

But you just do the best you can to be human, show empathy, and listen. That’s one thing I think great leaders are good at—and something I’ve gotten better at as I’ve matured as a leader. Not worrying so much about what I’m going to say, but really listening to what other people have to say and making sure, as their leader, I respond appropriately, but really listening to what other people have to say, and then making sure that as their leader, I can respond appropriately.

Kerry Curran, RBMA (17:43.184)
Yes, I think that's so smart. And I think too, with the communication and transparency, there are a couple of other things you mentioned before—about gaining that internal alignment. Having those conversations top down, more in a one-on-one or small group, letting people sit with the layoff news. Don’t do it in an email or a company-wide meeting.

To quote you, you said: Get everyone on the change bus together, not chasing behind it. That’s so smart. It ties back to what you said earlier about helping people feel part of it and feel safe. And the other side of this is helping people feel valued and appreciated, and building a stronger community.

So talk about your experience working with companies that specialized in that, and how leaders can lean in there as well.

Rachel Weeks (18:41.656)
Yes, I had the absolute privilege of working for a wonderful employee engagement company that had a reward and recognition solution. We really believed in our product, and it was entirely embedded in our culture. Part of what the product did was send people e-cards to recognize them for accomplishments or for living one of the company values. It was very public, gamified, and there were leaderboards about who sent the most and who received the most. It was just really fun.

I feel very comfortable saying that every person who worked at that company learned how important culture and recognition are. It became something we all looked for in our next roles and companies. There are a lot of companies out there that offer those types of solutions.

Just to dive into some data: Reward Gateway did a survey that found 75% of U.S. employees said morale and motivation would improve if managers simply said thank you more often. Seventy-five percent of people! It’s so easy to say thank you more often.

Another company, Nectar, did a survey showing that 84% of employees feel recognition affects their motivation to succeed at work.

Eighty-four percent of people. Those numbers are phenomenal. It's a true business case. This isn’t just about making people feel good—but even if it was, that’s not a bad thing. We live in a world where people should feel good more often.

The reality is there’s business value in recognizing employees and showing appreciation. Whether you use a platform or not, the data shows that if people express appreciation and say thank you publicly more often, those employees will work harder, work better, and stay longer because they feel good about the environment.

And the data continues: salary isn’t the most important thing. Anyone who’s ever been in a toxic culture knows it doesn’t matter how much money you make. But if you’re in a supportive culture where you feel appreciated, are growing, developing strong relationships—that’s the place you’ll want to stay.

Kerry Curran, RBMA (21:35.502)
Yes, first of all, those stats are incredible. And I think if you asked any business leader, If I could give you a way to make your team 75% or 84% more productive, wouldn’t you invest in that? Of course they would.

So, thinking about your point: let’s be human, recognize people, and build that support. You got me thinking—I’ve had roles where we had to pivot post-layoffs or post-reorg, and it was hard. But my colleagues and I still reflect on those days as some of the best because we were all in it together. We felt motivated, saw the goal, worked together, and were appreciated.

Those were tough years—we worked around the clock—but because we were in it together and felt recognition, I still miss those days.

To your point, it doesn’t have to cost money or be elaborate to show people they’re appreciated. You’ve shared some examples of starting meetings this way. Can you share more examples leaders can apply today?

Rachel Weeks (22:55.746)
Yes. One of the things I like to do in weekly or bi-weekly team meetings is start by celebrating successes. Recognize whomever, during that period, accomplished a goal. For example: Katie increased blog subscribers by 10% over the past two weeks. Or, This person executed a webinar that exceeded our registration goal.

That makes people feel good, and it makes you stronger as a unit. At the end of the day, that’s how you build successful growth engines.

Your podcast is called Revenue Boost. We’re all here because we’re revenue marketers, looking for the secret sauce to grow our businesses. And I truly believe recognition and working in a culture that lives its values is a revenue boost.

Kerry Curran, RBMA (23:56.848)
Yes, I agree. We need more leaders thinking this way and applying it daily. Rachel, for listeners thinking, I need to start doing this, what are some good ways to get started?

Rachel Weeks (24:15.896)
Well, first of all, you can Google—or even ask ChatGPT—for suggestions on employee recognition. There are many companies that, even if you don’t invest in a platform, publish blogs and surveys with tips and tricks you can incorporate into your leadership.

There are also great books. I’ll plug two authors: Greg Liederman wrote Crave, which is all about giving people what they crave—recognition and appreciation. He has a concept called 10 Minutes by Friday, meaning all you need to do is spend 10 minutes each week recognizing your people.

The other is Deborah Corey, a mentor of mine and a real thought leader in recognition and appreciation. She’s written a number of books, and I highly recommend people Google her to learn more.

Kerry Curran, RBMA (25:27.542)
Excellent. Thank you. We’ll put those in the show notes as well. This is super valuable, Rachel. I appreciate you bringing a topic that applies to all of us—not just marketing strategy, brand, or tech tools. It’s so important. And not just for marketing, but for all leaders driving business growth.

How can people get in touch with you and learn more about your expertise?

Rachel Weeks (26:00.216)
Thank you. People can find me on LinkedIn. I’m Rachel Weeks, based out of the Boston area. I love posting about leadership, recognition, and marketing along the way. I look forward to connecting with anyone who’d like to reach out.

Kerry Curran, RBMA (26:20.95)
Excellent. I’ll make sure to put that in the show notes as well. Rachel, thank you so much. You’ve given me a lot to think about and act on. I really appreciate you sharing your expertise with us today.

Rachel Weeks (26:33.154)
Thanks for having me, Kerry. I had fun.

Thanks for tuning in to Revenue Boost: A Marketing Podcast. If today's conversation gave you something to think about, consider sharing it with a fellow leader or team member. Don't forget to hit subscribe and leave a review—it helps us keep bringing you the strategies and insights that connect marketing to measurable growth.

Want more? Visit revenuebasedmarketing.com for tools, templates, and playbooks to fuel your revenue engine. And be sure to follow me, Kerry Curran, on LinkedIn today. We'll see you soon.