Leading With Purpose At Scale

A nine-cent root beer stand on the corner of 14th and Park Street in Washington, D.C. That’s where Marriott started in 1927. Nearly 100 years and 10,000 hotels later, the company David S. Marriott’s grandparents built still runs on the same core idea: take care of your people and they’ll take care of your guests.

At Chief Executive’s CEO Summit, Marriott International Chairman David S. Marriott and CEO Anthony Capuano joined Chief Executive editor Dan Bigman for a wide-ranging conversation about what it actually takes to sustain culture across 700,000 associates in 143 countries.

The general manager is the keystone. Most guests will never meet Capuano or Marriott. Their impression of the brand is formed by a brief interaction with a frontline hourly associate—and it’s the general manager who hires, trains, retains and inspires those people. David Marriott described deliberately blocking every Monday as chief operations officer to personally interview GM candidates. “We knew that if we were hiring the right GMs and getting the right general managers in those hotels, that the culture would be reinforced—that the business would really take care of itself.” They hired for cultural fit and character first. Technical skills, they could train.

Core values are fixed. Culture has to evolve. Marriott’s five core values—put people first, embrace change, pursue excellence, act with integrity, serve your world—haven’t changed since the company’s founding. Capuano is careful about conflating them with culture, which by its nature must grow as the company grows. “The core values are immovable,” he said. “The culture has to evolve.”

Decentralization is infrastructure, not philosophy. As Marriott scaled, decision-making had to move closer to the market. The catalyst, Capuano recounted, was a room-depth dispute in Hong Kong that escalated all the way to Bill Marriott’s desk. “He said, ‘We’ve got a fundamental structural problem if some 80-yearold man in Bethesda, Maryland, is deciding room depths in central Hong Kong.’” Today, continent presidents run their businesses like CEOs—growth decisions, operating decisions and all. “Run your business,” is the message from the top.

Cultural compatibility is the first lens for every relationship—new hires, new franchisees, acquisitions. When Marriott acquired Starwood, the loyalty integration went more smoothly than expected. The technology integration did not. When it acquired Gaylord Hotels, Marriott’s eastern region leadership watched carefully how Gaylord’s leaders interacted with their associates. “We just knew it was gonna be a culture fit,” David Marriott said. M&A for its own sake, Capuano cautioned, is a trap. “Make sure there is a strategic underpinning to the M&A.”

What A POW Camp Can Teach You About Leading At Full Strength

What percentage are you actually operating at right now? The gap between the leader you are when you’re full vs. running on empty is where judgment erodes, presence fades.

Colonel Arthur Athens, a retired Marine Corps officer and former director of the U.S. Naval Academy’s Stockdale Center for Ethical Leadership, shared how leaders can keep their own tank full so they can care for others.

• Perspective is the first thing to protect. You are where you are. Act well in the part you’ve been given. Athens framed it through the Stockdale Paradox: “Never confuse faith that you will prevail in the end with the discipline to confront the most brutal facts of your current reality.” Not optimism. Not pessimism. Realism, held alongside faith.

• Routine is what keeps the tank from hitting zero. POWs exercised in nine-by-five cells. Field Marshal Slim commanded nearly a million men in World War II getting eight and a half hours of sleep a night. The routine has to be non-negotiable precisely when it feels most impossible.

• Connection is how the tank gets refilled. Every night in the Hanoi Hilton, prisoners tapped a message cell to cell at the risk of torture. GBU. God bless you. A goodnight to every man in that prison so no one spent the night believing he was alone. Leaders who isolate choose the one thing guaranteed to drain what’s left.

The Data On Teams Is Not What You Think

Colin Fisher, a professor at University College London and author of The Collective Edge, shared a study that stings. When asked what to do with a struggling team, 84 percent of business school students said intervene in the process—communication, conflict, trust. Only 5 percent said change the structure. Research, Fisher noted, says the 5 percent have it right.

Structure—clear goals, the right composition, defined tasks, explicit norms—explains roughly 60 percent of the variation in team effectiveness. How a team launches accounts for another 30 percent. Coaching and process intervention during the work itself: about 10 percent. And coaching only works, Fisher stressed, when structure is solid. “If you have a poorly structured team,” he said, “trying to coach them is basically playing a rigged game.”

Research puts the optimal team at 4.5 members—three to seven is the workable range. Past that, the math turns against you: 20 people generate 190 distinct relationships, and coordination collapses. “If you have a top management team of 20 or 30 people, you don’t actually have a team. You have a small organization.”

The problem isn’t team-building itself; it’s confusing socio-emotional trust, the kind built at off-sites, with instrumental trust, the belief that a teammate will actually deliver. Only one thing builds the latter: doing the real work together. “The best practices in team-building are impact teams doing low-stakes versions of the exact same thing they’re going to do,” Fisher said. Everything else is entertainment.

Turning Culture From Accident Into Architecture

Every company has a culture. The question David Friedman puts to CEOs is whether they designed it, or just got lucky.

Friedman, founder of CultureWise and author of Culture by Design, presented a pointed framework for making culture systematic, scalable and sustainable. Most companies, he argued, get it wrong from the start. The core problem isn’t commitment; it’s clarity. “Driving culture is not about a bunch of signs on your walls or your website,” Friedman said. “It’s what you and the other leaders in your company teach your people every day.” And you can’t teach what you haven’t defined.

His fix: ditch values, define behaviors.

• Values are abstract; behaviors are actionable. Words like “respect” and “integrity” mean different things to different people. A behavior like “get clear on expectations”—establish mutually understood objectives and deadlines, confirm understanding by asking others to repeat back—leaves no room for interpretation. “It is very difficult to coach somebody about their values,” Friedman said. “But I can coach them all day long about what I see them doing or not doing.”

• Rituals are what make culture stick. Friedman borrowed from the Ritz-Carlton playbook: every department, every shift, every day begins with a brief discussion of one behavior from a rotating list. At his company, every meeting opens with a three-to-five minute focus on a single behavior. Cycle through them, go back to the beginning, repeat. “Rituals are the key to keeping things going,” he said.

• Accountability means holding the line on the culture. The clearest signal a CEO can send is removing someone who doesn’t fit, even a top performer. “The best way to really know your culture,” Friedman said, “is to look at the behavior that you tolerate.”

• Culture is a CEO function, not an HR function. When asked who owns culture, Friedman was direct: “It starts at the top. This is a strategic function of competitive advantage.” The initiative fails without what he calls CEO sponsorship. “Good companies have good cultures by chance,” he said. “Worldclass companies have world-class cultures by design.”

The Real AI Problem Isn’t The Technology. It’s Execution

Here’s a stat that should stop any CEO cold: 67 percent of strategies fail during execution, and 37 percent of financial potential is lost annually as a result. AI, Rhythm Systems CEO Amy Ankrum cites said, won’t fix that—unless the foundation underneath it is already solid.

• Build the operating system before you pour on the AI. AI requires business rules and context to function. Drop it into a broken execution environment and it accelerates dysfunction, not performance. “The companies that have the best operational discipline are going to win with AI first,” Ankrum said. Clear priorities, meaningful KPIs, consistent leadership cadence—those come first.

• AI is a thinking partner, not a decision-maker. It can generate ideas, validate assumptions, surface leading indicators and flag execution risks in real time. It shouldn’t replace judgment. Ankrum learned this firsthand when Claude populated a slide with fabricated statistics. “I asked where it got the data. It said, ‘To be transparent, I made it up.’”

• Put someone on your leadership team in charge of it. Not as an add-on. Someone who owns the vision for how AI gets embedded into operations—and who’s genuinely energized by the opportunity. “If you’re not providing it,” Ankrum said of AI tools, “they’re using it anyway.”

What CEOs Get Wrong About People Strategy

Jessica Lee, global officer for talent acquisition and associate development at Marriott International, Dawn Apple, global chief of staff for talent at MiQ Digital, and Mike Bonner, partner at Compensation Advisory Partners, brought hard-won operational perspective to a summit conversation that cut from generational dynamics to AI anxiety to the CEO-CHRO relationship. The throughline: People decisions are business decisions, and most companies still aren’t treating them that way.

• The newest workforce entrants aren’t chasing jobs— they’re curating experiences. “They want to select work experiences much as they do in their personal life,” Lee said.

• Comp has to be simple. Bonner’s principle for any program: Can the employee take it home and explain it to a family member?

• On AI talent, grow your own. Apple’s approach: company-wide bootcamps tied directly to business strategy, followed by monthly AI fundamentals sessions so everyone can “speak the language” regardless of their technical depth. Lee’s version: lean into what tech companies can’t offer—99 years of stability, a culture that puts people first, and a value proposition that goes beyond the paycheck.

What Your People Need—And Why You’re Probably Guessing Wrong

Only 16 percent of employees are thriving at work. Kelly Mackin built a career trying to understand why—and what leaders can actually do about it.

Mackin, author of Work Life Well-Lived, identified 28 human motives that determine whether people engage or disengage and how leaders can avoid managing to their own blueprint instead of their team’s:

• Stop projecting your own motives onto your people. High achievers assume everyone wants career development and is motivated by hitting goals. “What drives me should not be what drives you,” she said. The mismatch is quiet, pervasive and expensive.

• Toxic employees cost more than top performers earn. A top performer adds roughly $5,000 in profit annually. A toxic employee costs over $12,000—before accounting for the damage to morale. “Culture is shaped by what we reward and what we allow.”

• Have the stay interview before you need the exit interview. Fifty-two percent of people who left their jobs said something could have been done to retain them. Only a third ever had a conversation with their manager about it. Ask people what matters most before they’ve decided to leave.

Why Your Strategy Isn’t Working—And What To Do About It

The numbers are hard to ignore: $52 billion spent globally each year on strategy initiatives—up to 90 percent of which fail to meet expectations.

The culprit, Scott Thele said, isn’t the strategy. It’s the whirlwind. Thele, a contributor to The 4 Disciplines of Execution, cites the relentless emails, fires, meetings—that compete directly with the goals meant to move the organization forward. His fix:

• Narrow the focus ruthlessly. Identify one “wildly important goal” that requires intensive care—that won’t happen unless it’s treated differently from everything else.

• Track lead measures, not lagging indicators. Thele’s standard: A lead measure has to be predictive of the wildly important goal and influenceable by the people doing the work. If it doesn’t meet both tests, it’s not a lead measure.

• Make the game high-stakes and winnable. Engagement follows when people can see the scoreboard and believe they can win.

• Accountability is help, not punishment. The right question isn’t, “Why didn’t you do it?” It’s, “Is there anything I can do to help you make that happen?” The distinction matters. One creates defensiveness; the other creates ownership.