An Interview With Chad Silverstein
Start with clarity. Even in a small company, purpose should be intentional. It’s not about making a grand statement — it’s about aligning your strategy and operations with a clear mission that employees can connect with and that adds unique value for your customers.
Purpose has become the new currency of success in today’s workplace, and leaders who prioritize mission-driven cultures are standing out in the war for talent. To explore this important topic, we are interviewing Cheryl Stokes, CEO at CNEXT Partners.
Cheryl Stokes is a highly experienced leader in corporate education, leadership development, organizational culture and inclusion.
Cheryl joined CNEXT after being a partner at Heidrick & Struggles, where she focused on leadership development, culture and inclusion to help organizations, teams, and individuals accelerate performance — all of which align closely with the CNEXT vision.
She helped launch and then worked at Duke Corporate Education for 18 years, holding numerous senior leadership positions, including Regional Managing Director for Europe and Vice President of Global Learning Methods and Innovations. She also served as Director of Organizational Capability at Coca-Cola, and held engineering roles at Alcoa and General Motors.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
My journey started with a deep curiosity about leadership and how organizations create environments where people can thrive. Early in my career at Alcoa and at Coca-Cola, I saw firsthand how leadership shapes culture and performance. Those experiences ignited a passion for leadership development, leading me to Duke Corporate Education, where I spent nearly two decades working with executives to help them navigate complexity and drive results. My work eventually brought me to CNEXT, where I now have the privilege of supporting senior executives and helping organizations develop the next generation of leaders.
But my journey hasn’t been without its challenges. Like many women in corporate spaces, I faced moments where I questioned whether I could succeed. Early on, I experienced workplace bias and dynamics that made me wonder if I had a future in corporate America at all. What kept me going was a strong sense of purpose, the investment I made in my own development, and the mentors who helped me along the way. That experience fuels my commitment to developing leaders who create workplaces where people feel valued, can reach their full potential and contribute to the organization achieving outstanding results.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
One moment that stands out is when I recommended a colleague to lead my team while I was on medical leave. I trusted this individual to guide the group in my absence, but when I returned, I found that he had been positioning himself to take over permanently. Some of my colleagues had even accepted this as a done deal.
I had to fight for my leadership role, despite my track record of success. Fortunately, my contributions spoke for themselves, and I was promoted to lead a larger global team. That experience reinforced an important lesson: excelling at your work isn’t enough. Leadership requires visibility, strategic communication, and proactive engagement with key stakeholders. It was a difficult moment, but it shaped the way I approach leadership and mentorship today.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Strategic Thinking — Leadership isn’t just about doing the work; it’s about anticipating what’s next. When I faced the previously referenced leadership challenge after returning from leave, I realized I had to engage differently, thinking of the best ways to involve key stakeholders and resources in our work. I had to more proactively position my team, myself and the organization for success.
- Investing in Others — I’ve been fortunate to have mentors and sponsors who believed in me. Because of that, I make it a point to invest in others — helping them navigate challenges and positioning them for leadership opportunities. When you help others grow, you build a stronger team and a better organization.
- Resilience — There have been times when I faced barriers that had nothing to do with my abilities. Instead of letting those moments define me, I focused on what I could control — my performance, my relationships, and my ability to learn from and navigate challenges.
Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?
A purpose-driven culture means creating an environment where people understand the bigger impact of their work, and how it connects to the broader organizational purpose. People want to know that what they do matters and that their efforts contribute to something meaningful. Organizations that articulate a clear purpose and align it with their strategy attract and retain the best talent.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
At CNEXT, our purpose is to develop exceptional leaders who drive business success and who ultimately create positive change in the world. This mission came from recognizing a gap in executive development — many organizations invest in early-career leadership programs but don’t offer the same level of support at the senior level, or if they do it is disconnected from purpose. We built CNEXT to help fill that gap, providing a space for senior leaders to continue learning and growing.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
- Clarify the purpose so employees understand how their work connects to it.
- Ensure leadership alignment so that purpose isn’t just something leaders talk about but actively model.
- Integrate purpose into decisions so that it becomes a lens for strategy, hiring, and performance.
- Communicate it often so that employees feel connected to it.
- Measure its impact to ensure the organization is staying true to its purpose.
What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?
Leadership sets the tone. I once worked with a CEO who made a point to personally recognize employees who embodied the company’s purpose. He didn’t delegate this to HR — he took time to acknowledge people directly and spent time “on the floor” with employees listening to them and engaging around their ideas and concerns. That kind of leadership builds trust and reinforces a company’s purpose and values.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
I listen first. Resistance often comes from uncertainty or a lack of connection to the bigger picture. Instead of trying to convince, I focus on finding common ground and sharing real examples of how purpose-driven leadership leads to better business results.
Ok, let’s talk strategy. Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”? If possible, please include examples or stories for each.
- Define purpose clearly so employees know what the company stands for.
- Hire and onboard with purpose in mind so new team members feel connected to it from day one.
- Empower employees to live the purpose by giving them opportunities to contribute in meaningful ways.
- Recognize and reward alignment with purpose so that people see it as a real part of the culture.
- Evolve purpose over time to ensure it remains relevant as the organization grows.
Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?
Many senior leaders and the CEOs in our network engage with CNEXT because they see how we develop executives in a way that is meaningful and strategic. When leaders believe in the mission of an organization, they bring more energy and commitment to their work. This engagement has resulted in a tremendously impactful CNEXT community who are both contributors to and participants in our programming. The growth of this community and the impact they’re having in their own organizations is one of the key goals for our business.
What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?
Start with clarity. Even in a small company, purpose should be intentional. It’s not about making a grand statement — it’s about aligning your strategy and operations with a clear mission that employees can connect with and that adds unique value for your customers.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
One mistake is treating purpose as a slogan rather than integrating it into real decisions. Another is failing to communicate it consistently. Purpose has to be reinforced through leadership actions, not just words.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
We stay in conversation with our leaders, partners, and clients. Purpose isn’t static — it should evolve with the needs of the organization and the people it serves.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
People want to work for organizations that align with their values. Companies that prioritize purpose will have a competitive advantage in attracting and retaining talent, and in delivering outstanding value for their customers.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
When employees believe in the work they do, it shows in how they engage with customers and partners. A strong culture extends beyond the company and influences the way organizations deliver value for their customers and contribute to society more broadly.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be? You never know what your idea can trigger. 🙂
I would challenge organizations to invest in leadership development at every stage. When leaders grow, businesses thrive, and that has a positive ripple effect on communities and industries.
How can our readers follow you online?
They can connect with me on LinkedIn and follow CNEXT’s work via LinkedIn and our website.
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Cheryl Stokes of CNEXT Partners On How to Build a Purpose-Driven Culture That Attracts Top Talent was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.