An Interview With Chad Silverstein

A strong purpose shouldn’t be static — it should evolve with the company, industry, and world. But the key is evolution, not abandonment. Purpose should remain a guiding force while adapting to new realities.

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 Darrin Murriner.

Darrin Murriner is the Cofounder and CEO of Cloverleaf.me — a technology platform that is bringing automated team coaching to the entire enterprise through real-time, customized coaching in the tools employees use everyday (calendar, email & Slack / Teams). The result is better collaboration, improved employee relationships and a more engaged workforce. Prior to starting Cloverleaf, Darrin had a 15 year corporate career that spanned Munich Re, Arthur Andersen and Fifth Third Bank. Darrin is also the author of Corporate Bravery, a book focused on helping leaders avoid fear-based decision making.

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?

I had a 15-year corporate career filled with pivotal leadership lessons. One of the most defining experiences was my time at Arthur Andersen, where I witnessed the collapse of the firm due to the Enron scandal. It was a tough way to start my career, but it shaped my perspective on integrity, leadership, and organizational culture.

Later, I spent a decade at a large global insurance company, where I saw firsthand the challenges leaders face in building engaged, high-performing teams. These experiences led me to co-found Cloverleaf — an organization focused on unlocking human potential by helping people understand themselves and their teammates better. Our goal is to make coaching accessible to everyone, not just executives, and to integrate development into the daily flow of work.

Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?

I uncovered a fraud at one point in my career. I took a new job stepping into a role as the Finance leader for an operating division. One of the first tasks that was in front of me was budgeting for the upcoming fiscal year and I poured through the previous year’s expenses and started asking questions. It became clear quickly that something wasn’t right and uncovered an employee that had been pocketing money from fraudulent transactions.

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?

Integrity — Early in my career, I learned that the right decision isn’t always the easiest one. Uncovering fraud put me in a difficult position, but choosing to do the right thing — despite potential pushback — reinforced my belief that integrity must be non-negotiable.

Courage — Building Cloverleaf meant challenging traditional approaches to behavioral assessments, coaching and leadership development. It took courage to question why coaching was reserved for executives and to create a scalable model that serves entire teams and it always takes courage to step out to create something from scratch.

Discipline — The journey of building a business and driving meaningful cultural change isn’t a quick win — it requires sustained effort and discipline. Whether it’s iterating on a product, refining a leadership philosophy, or ensuring consistency in organizational values, long-term success is built on disciplined execution. When it feels like business building is a slog I often say, ‘we just keep hitting the nail’. When you know what you are doing is the right thing, sometimes you just need to persist.

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 is one where people feel that their work matters — where their contributions align with a greater mission beyond just financial success. It’s about creating an environment where individuals understand how their efforts contribute to a meaningful impact.

At Cloverleaf, our purpose has always been clear: to unleash people to do their best work. That means helping individuals understand themselves, their teams, and how they work best together. When people feel connected to a mission, they don’t just show up for a paycheck — they engage, innovate, and contribute at a higher level.

High performers want to work on things that feel meaningful. They also want to see consistency in how company values show up in daily work. If an organization says it values people but leadership decisions contradict that, employees see through it. Purpose isn’t about branding — it’s about behavior.

Organizations with a strong sense of purpose also outperform others. 85% of the value of today’s top companies is driven by non-tangible assets — like intellectual property, brand, and people. That means companies must focus on people — not just profits — to create long-term value.

How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?

Our mission — to unleash people to do their best work — has been clear since day one, even before Cloverleaf became what it is today.

When we started, we thought we were building a recruiting platform to help people find jobs where they could thrive. But through conversations with leaders, HR professionals, and teams, we realized the bigger opportunity wasn’t in matching people to companies — it was in helping people work better together in the teams they were already part of.

The insight that solidified this mission was simple: most people struggle to work effectively with those around them. Many feel misunderstood by their managers, frustrated by team dynamics, or unseen in their organizations. And that’s not just a “soft skills” issue — it’s a business problem. Poor team dynamics slow productivity, create disengagement, and drive high turnover.

Instead of focusing on where people work, we shifted our focus to how they work best together. And we built Cloverleaf to be more than just a one-time assessment — it became a way to embed coaching, awareness, and development into daily work, so teams could thrive.

What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?

Start with company values — then live them. Purpose-driven cultures aren’t built on posters in the breakroom. Employees should see leadership embody the values in real decisions. If a company claims to value development, but never invests in coaching or growth opportunities, employees will notice the disconnect.

Reinforce purpose in daily interactions. A strong culture isn’t built through annual town halls — it’s built in the daily moments that define work. Leaders should regularly connect decisions back to the company’s mission. Cloverleaf’s approach to coaching does this by embedding continuous insights into daily tools like Slack and email — so purpose and values aren’t abstract, they’re actionable.

Measure what matters. What gets measured gets prioritized. Leaders who care about purpose-driven culture should track engagement, development, and team effectiveness — not just revenue or efficiency. Companies invest billions in learning management systems (LMS) that employees rarely engage with (less than 5% completion rates in some cases). Instead, they should prioritize tools that reinforce development and collaboration.

Connect purpose to outcomes. Purpose isn’t just an internal philosophy — it impacts business results. Companies that invest in leadership development and strong team cultures reduce turnover, improve retention, and see better performance. Leaders should explicitly make the connection between purpose and success.

Make purpose part of decision-making. If purpose is truly embedded, it should inform how leaders make decisions. This means hiring for values alignment, rewarding behavior that reflects company purpose, and prioritizing initiatives that contribute to the long-term mission — not just short-term gains.

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?

Leaders are the culture. Employees don’t take company values at face value — they watch leadership behaviors. If leaders make decisions that contradict the stated mission, it erodes trust.

Leadership should model three key behaviors to reinforce a purpose-driven culture:

1. Transparency. Employees want to see leaders who align words with actions. If a company claims to prioritize people but constantly makes decisions that put profit over employees, culture breaks down.
2. Consistency. Leadership should integrate purpose into daily decision-making, not just in big speeches. That means reinforcing values in performance reviews, hiring, and recognition.
3. Coaching and Development. Purpose-driven leaders don’t just manage people — they develop them. 68% of managers have never received formal leadership training. Without coaching, they’re left to figure things out alone, often leading to weak teams and poor engagement. Purpose-driven leaders prioritize continuous learning — for themselves and their teams.

A key moment that reinforced our purpose at Cloverleaf was our approach to leadership development inside our own team.

Our mission is to help people do their best work — so we don’t just sell that idea, we live it internally. We’ve had team members start in one role and transition into a completely different one — not because they weren’t capable in their first role, but because we saw untapped strengths that could be leveraged elsewhere.

For example, our head of engineering started his career as an architect. Our customer success leader spent 10 years in construction accounting. These aren’t typical career paths, but we recognized their strengths and gave them opportunities to thrive in areas where they could contribute more. That’s what we help other companies do through our platform — align strengths with roles to create thriving teams.

This reinforces an important truth: people aren’t “wrong” for roles — they just need the right environment to thrive.

How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?

Skepticism is normal, and often it comes from past experiences where “culture” was just talk with no follow-through. The best way to address skepticism is through proof, not persuasion.

Here’s how we approach it:

1. Let social proof lead. We don’t force people to engage with Cloverleaf. Instead, we allow team members to see their teammates benefiting. When they see colleagues getting better results in meetings or resolving conflicts more effectively, curiosity follows.
2. Show real impact. Instead of vague statements about culture, we use data. For example, traditional Learning and Development tools have sub-5% engagement, while Cloverleaf has high engagement rates and measurable impact.
3. Acknowledge and adapt. Some skepticism is valid. Many have seen assessments misused or experienced toxic cultures where “feedback” was punitive. We address these concerns directly and ensure leaders are using tools to support — not punish — employees.

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.

1. Start with company values — then live them.

A purpose-driven culture isn’t built on posters in the breakroom. Employees should see leadership embody the values in real decisions. If a company claims to value development but never invests in coaching or growth opportunities, employees will notice the disconnect.

2. Reinforce purpose in daily interactions.

A strong culture isn’t built through annual town halls — it’s built in daily moments. Leaders should connect decisions back to the company’s mission regularly. At Cloverleaf, we embed coaching into tools like Slack and email — so purpose and values aren’t abstract, they’re actionable.

3. Measure what matters.

What gets measured gets prioritized. If leaders care about a purpose-driven culture, they should track engagement, development, and team effectiveness — not just revenue.

4. Connect purpose to outcomes.

Purpose isn’t just an internal philosophy — it impacts business results. Companies that invest in leadership development and strong team cultures see higher retention, better performance, and lower turnover.

5. Make purpose part of decision-making.

Hiring, performance reviews, and company initiatives should align with purpose — not just short-term gains. Employees know when purpose is just a talking point versus a guiding principle.

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?

People want to work on things that feel meaningful and they want to see consistency in how company values play out in the work they do to contribute to the overall purpose or mission of the company. As such, we have continued to up-level the talent on our team by leaning into the difficult problem we are trying to solve. The behavioral part of how work gets done is challenging to build technology for. Conflict, mis-communication and building emotional intelligence are areas of business that have had no easy solutions. And leaning into our mission to unleash people to do their best work is something everyone can relate to — people want to solve that problem.

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?

It really all starts with being clear about your mission or purpose and having clear values that support that mission. At Cloverleaf our mission hasn’t wavered since day 1, so it is important to define that early and it can be a north star in strategic decisions after a year, five years or ten years. It helps when making important decisions when you have a million dollars in revenue or $100 million in revenue.

What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?

Leaders often approach culture-building with good intentions but make three common mistakes that undermine their efforts:

1. Treating purpose as a branding exercise instead of an operational reality. Many companies craft inspiring mission statements, but their day-to-day actions don’t reflect those values. Employees and customers see through this disconnect quickly. How to avoid it: Embed purpose into real decisions — hiring, performance management, recognition, and even product development. Culture isn’t what you say — it’s what you do.
2. Making purpose a one-time initiative instead of a continuous practice.
   Purpose-driven cultures aren’t built through a single company retreat or a CEO speech. Too often, leaders launch a purpose initiative but fail to sustain it over time. How to avoid it: Reinforce purpose in the flow of work — through coaching, leadership behaviors, and decision-making. Regularly tie company goals and employee contributions back to the mission.
3. Ignoring the role of middle managers. Senior leadership may set the vision, but middle managers translate it into daily work. If they aren’t aligned or equipped to lead with purpose, the culture won’t stick. How to avoid it: Invest in developing managers, giving them the tools and coaching to bring the company’s purpose to life within their teams.

How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?

A strong purpose shouldn’t be static — it should evolve with the company, industry, and world. But the key is evolution, not abandonment. Purpose should remain a guiding force while adapting to new realities.

At Cloverleaf, we started as a recruiting tool to help people find the right jobs. But through experience and customer feedback, we realized that where people work matters less than how they work together. That insight led us to shift from a hiring platform to a coaching and team development platform — without losing our original mission of helping people do their best work.

To ensure purpose stays relevant:

Regularly test it against reality. Ask: Is our purpose still solving a real problem? Has the way we achieve it changed? Do employees and customers still feel connected to it?

Listen to employees and customers. The best indicator of whether your purpose is still meaningful is the way your people and customers talk about it. If engagement drops, it’s time to adjust.

Allow room for adaptation while staying true to core values. The how may change, but the why should stay consistent.

Purpose-driven organizations don’t just stick to their mission — they refine and expand it to meet new needs.

What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?

The workplace is going through one of the biggest shifts in decades, and purpose is at the center of it. Three key trends are shaping the future:

1. Purpose as a Competitive Advantage for Talent & Retention

• Employees, especially younger generations, prioritize meaningful work over salary alone. A recent study found that 56% of employees would take a pay cut to work at a company that aligns with their values.
• Companies that fail to provide a sense of purpose will struggle to attract and retain top talent.

2. A Shift from One & Done Training to Continuous, Embedded Development

• Traditional learning & development (L&D) models — workshops, annual reviews, one-off coaching — are failing. Employees forget 90% of what they learn within a month without reinforcement.
• The shift is toward integrated coaching and learning in the flow of work, where purpose and growth happen through daily nudges and just-in-time coaching.

3. Technology as a Force Multiplier for Purpose-Driven Cultures

• AI and automation are changing work, but people still crave human connection, coaching, and purpose.
• Companies that leverage tech to enhance human development — not replace it — will build stronger cultures. Automated coaching and nudge learning are key tools for embedding purpose into daily work.

The companies that thrive will be those that move beyond slogans and truly operationalize their purpose — embedding it into every interaction, decision, and system.

In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?

A purpose-driven culture doesn’t stop at employees — it radiates outward into the customer experience, partnerships, and even social impact. Here’s how:

Customers become even more loyal.

People want to buy from brands they trust. 77% of consumers buy from brands that share their values. When employees believe in a company’s purpose, customers feel it too — in the way they’re treated, the quality of the product, and the authenticity of the brand.

Clients experience stronger partnerships.

Companies that operate with integrity and purpose build deeper relationships with partners and clients. Instead of transactional interactions, clients see a company that is invested in solving real problems and driving long-term value.

Communities benefit from sustainable business practices.

Purpose-driven businesses think beyond short-term profit — they consider the impact of their work on communities, employees, and the planet. Whether it’s through ethical sourcing, sustainability initiatives, or inclusive hiring practices, companies with strong purpose improve more than just their bottom line.

Employees become brand ambassadors.

When employees are engaged and aligned with the mission, they don’t just work for a company — they advocate for it. This creates stronger employer branding, higher referrals, and better customer engagement.

Purpose is a force multiplier that improves experiences across the entire ecosystem.

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. 🙂

If I could start a movement, it would be “Coaching for Everyone” — making coaching as common as email in the workplace.

Here’s why:

1. Only 30% of employees are actively engaged at work. Most feel misunderstood, undervalued, or disconnected from their potential.
2. Coaching has always been reserved for executives. But every employee deserves the opportunity to grow, not just the top 5%.
3. People grow the most when learning is embedded in their work, not separate from it.

The idea is simple: Make coaching an everyday practice for everyone, not a luxury for just a few.

How can our readers further follow you online?

Follow on LinkedIn: https://www.linkedin.com/in/murriner/

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.

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Darrin Murriner of Cloverleaf 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.