How Women Executives Can Build Culture That Lasts

Forbes

24-06-2025

Angela Palo is COO of Pinnacle Financial Services, a leading National Medicare Brokerage, and member of the NABIP Medicare FMO Council.
The more time I spend in executive leadership, the more convinced I am that culture isn't something you declare. It's something you build every day. It's not handed down in a mission statement or enforced through policy. It shows up in your hiring decisions, your mentorship style, your response to challenges and the way you bring others along.
I've had the privilege to help shape a fast-growing, agent-centered organization from the inside out. And I've learned that women in executive roles are uniquely positioned to cultivate a culture that sticks—not because we lead differently by default but because we've often had to lead more intentionally to get here.
Here's how leaders can build a strong, inclusive and lasting culture—one that reflects not just your values but also your actions.
Mentorship With Meaning
I wouldn't be where I am without the mentors who challenged and encouraged me. That's why I'm committed to mentoring others to help open doors, build confidence and support growth wherever it's needed. In industries where diverse voices are still finding their place, mentorship is one of the most effective ways we can uplift and empower future leaders.
I've seen firsthand how powerful it is when an emerging leader is invited to the table early, when their ideas are heard and when they're given real stretch opportunities. Mentorship doesn't need to be formal. Often, it's the day-to-day guidance, the quick check-in or the candid feedback that makes all the difference.
I've worked with team members who started in entry-level roles and are now running departments. Those stories aren't accidents. They're the result of consistent, intentional mentorship paired with clear pathways for growth.
Hiring For Alignment And Potential
Every hiring decision is a culture decision. The people you bring in shape the experience of every colleague and client they interact with.
That's why I recommend focusing on more than just skill sets. In my company, for instance, we hire people who are collaborative, open to feedback and genuinely excited about helping others succeed. Those qualities help us grow faster and more sustainably because they foster trust, innovation and accountability.
As a woman executive, I'm especially attuned to the need for equity in hiring and promotion. We know from countless studies that women are underrepresented in leadership roles. That's not due to a lack of talent but a lack of opportunity. I try to change that by asking different questions in interviews, challenging assumptions and creating space for voices that might otherwise be overlooked.
Leading With Empathy And Clarity
There's a myth that empathetic leadership is somehow "soft." In reality, it's one of the hardest and most important skills we can cultivate. Empathy doesn't mean avoiding accountability. It means recognizing the whole person behind the job title. With my teams, for example, this shows up in how we approach flexibility, feedback and performance. We build policies that support balance, we coach through change and we talk openly about what's working and what's not.
People perform better when they feel seen, supported and trusted—and that's not just anecdotal. It's backed by research. Great Place to Work, for example, found in its report "How High-Trust Culture Drives Business Success" that employee trust drives better business outcomes. Moreover, Gallup has found that companies with high employee engagement can see improvements in profits, productivity, turnover and more.
For me, leading with empathy means being present. It means knowing when someone needs space, when they need structure and when they just need to be heard.
Staying Connected To The Industry And One Another
Culture isn't built in isolation. As a member of several advisory boards and national leadership councils, I've had the chance to learn from other executives who are navigating similar challenges. These relationships help me bring fresh thinking back to our organization.
They also reinforce something I believe deeply: Culture is not a trend. It's a reflection of what you reward, what you tolerate and what you prioritize when no one's looking. If you stay connected to peers, you can benchmark your progress, challenge your own blind spots and advocate for better standards industry-wide.
Taking Culture Seriously—Even When No One's Watching
I believe in doing the quiet work: the check-ins that don't get scheduled, the hard conversations that clear the air, the follow-through that builds trust.
Culture doesn't always announce itself. Often, it shows up in the small things, like how someone is welcomed on their first day, how you handle mistakes and how you celebrate wins. These moments add up. And over time, they create an environment where people don't just work together; they grow together.
At this stage in my career, I'm less interested in performative leadership and more committed than ever to creating cultures where people feel like they belong and can thrive. That means building systems that support development, accountability and well-being—not just during onboarding but across the entire employee lifecycle.
The takeaway: Culture is everyone's job, but leadership sets the tone.
No single person can build culture alone, but leaders set the example. When we lead with intention, mentor with generosity and make decisions through the lens of our values, we give our teams permission to do the same.
As women executives, many of us know what it's like to be underestimated or overlooked entirely. That perspective gives us a unique opportunity to lead with both strength and empathy, spot talent where others might miss it and create cultures that last because they're built on purpose, not pretense.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?