An Interview With Chad Silverstein
Give the Mission Meaning. It seems obvious, but you’ve got to start by writing out the core purpose of the organization in clear, compelling terms. At Hanna Center, we’ve always focused our mission around those we serve, and have worked hard to find inspiring ways to explain what we do — this way, we can inspire and attract new talent. My personal transition from the for-profit world to a mission-focused nonprofit was driven by my understanding of hardship and the transformative power of support. When it was time to revisit our core values and statement of purpose, I told my own story of overcoming adversity to help our team see that this work isn’t just about services, it’s about changing lives. That led us to refine our mission statement to focus on long-term sustainability and success for underserved youth and families.
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 Cameron Safarloo.
Cameron Safarloo assumed the role of Hanna’s Chief Executive Officer in April 2021, bringing over thirty years of operational management and leadership experience across the for-profit and nonprofit sectors.
Cameron has held executive leadership positions in multinational corporations, startups, and social services organizations throughout his career. His diverse background encompasses high-impact transformation, operational excellence, strategic planning, and organizational growth and development. Cameron’s expertise in driving change and fostering growth has been instrumental in his various roles.
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 spent the first two decades of my career in the for-profit sector, developing expertise in management, leadership, and business strategy. While I found success in that space, I eventually reached a point where financial outcomes alone were no longer the most fulfilling measure of my work. I wanted to dedicate myself and my energy to projects with more meaningful and lasting human impacts.
What drew me to my current career path was the ability to see, in a tangible way, how the decisions I make as a leader directly change lives. Our work supports underserved youth and families, something that resonates deeply with me, because I come from that environment myself. I know from firsthand experience how challenging those environments are, and how the right support systems can be life changing.
At this stage in my career, it’s important to me to use my experiences — both personal and professional — to create real opportunities for young people and their families. I find the work itself rewarding, but far more rewarding is watching our youth succeed once they’ve gotten access to support. That’s why I’m here, and why I’m so passionate about the work I do.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
I’ll never forget the story of one of the young men who graduated from our residential and high school programs. At the time, I was in my first year at Hanna and working through the hurdles that face many nonprofits, primarily how to balance financial stability with our commitment to mission-driven work.
This young man returned to Hanna to participate in one of our alumni events. His story was powerful — he had faced intense adversity growing up, battling against neglect and the type of instability that makes envisioning a successful future almost impossible. When he’d started at Hanna, he’d felt his future was already determined by his childhood. But during that alumni event, the man who stood in front of me wasn’t a troubled youth. He was a confident, articulate, and determined young adult studying law. Without thinking twice, he told me, “Hanna Center didn’t just give me a place to stay or an education — it gave me a sense of worth. For the first time, I believed I mattered.”
That moment was a catalyst for my dedication to Hanna Center’s continued growth, because it was such a powerful reminder of why I transitioned from the for-profit world to a purpose-driven career. It reminded me that every decision we make, from funding and staffing to programming, isn’t just about running an organization. It’s about changing lives. To this day I think of him whenever obstacles emerge, because the effects of our work are far-reaching — impacting entire families, communities, and generations of people.
So often, leadership is measured by numbers and acronyms like ROI, but I measure Hanna’s success in life-changing stories.
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?
Throughout my leadership career, three character traits have been most instrumental to my success: resilience, strategic empathy, and decisiveness.
1. Resilience: I believe that resilience isn’t just about enduring hardships, it’s about transforming them into opportunities for growth. One of my biggest struggles at Hanna came when a vital leader resigned unexpectedly. It was a destabilizing moment, but I knew my role wasn’t just to react, it was to lead. We evaluated our structure, searched for emerging leaders within Hanna, and ultimately built a better foundation for the future.
2. Strategic Empathy: Importantly, I believe empathy within mission-driven organizations must be paired with strategy. Our purpose gives shape to everything we do, but I’ve learned combining empathy with strategy is what’s key to balancing care and concern with success for all of our stakeholders. For example, a senior team member once came to me after feeling disregarded in leadership meetings. Rather than dismissing their frustrations or making an immediate concession — two easy, knee-jerk decisions — we had a long talk, so I could understand how this individual’s experience and my communication style were impacting meetings. By making adjustments to our cross-team communications and how we facilitated our leadership meetings, we not only addressed their concerns, but also improved overall team dynamics.
3. Decisiveness: As a leader, I’ve had to make tough, sometimes unpopular, decisions for the greater good of our organization. One example was when I recognized that a newly hired leader wasn’t the right fit for our culture. Though talented, they lacked the follow-through and proactive mindset needed to drive our mission forward in our “75-year-old start-up” culture, as we often refer to it. I had to make the difficult call to part ways sooner rather than later. It was a tough decision, but it ultimately strengthened our leadership team and set a precedent that we would prioritize alignment with our values over simply filling a position. That experience underscored the importance of decisiveness — because hesitation in leadership can cost an organization more than a difficult conversation ever will.
Resilience, strategic empathy, and decisiveness have shaped me as a leader. They allow me to navigate challenges, build meaningful relationships, and make critical decisions that keep our mission strong. In a purpose-driven organization like Hanna Center, these traits aren’t just beneficial, they’re essential.
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?
In today’s workplace people, especially high performers, want more than just a paycheck. They want meaning. It’s why we continue to see such a spike in both nonprofit and for-profit companies with a focus on purpose — whether it’s the environment or helping families.
In my opinion, it’s the culture that’s key to attracting talent and maintaining a purpose-driven organization. Everyone on our team, from custodians to teachers to executives and caregivers, needs to see and feel the deeper impact of our work.
At Hanna Center, our purpose is clear: to provide youth and families with the mental health, educational, residential, and vocational resources they need to build sustainable, successful lives. But purpose isn’t something you dictate with mission statements taped up in classrooms or embedded in email signatures. Purpose is something you model. When my team sees me making decisions based on our mission rather than convenience or short-term gains, it reinforces that our purpose isn’t just rhetoric; it’s the foundation of everything we do.
At Hanna Center, we’ve seen firsthand how a strong sense of purpose attracts and retains exceptional talent. When we interview candidates, one of the most common things we hear is, “I want to be part of your mission making a difference.” When people feel connected to a mission, they’re not just employees; they’re stakeholders in the success of the organization. They go above and beyond — not because they must, but because they believe in what they’re doing.
I believe building culture around purpose is even more important in nonprofit work, where our day-to-day jobs are often demanding, and we see lots of proverbial curve balls. Because of these factors, we have to protect our teams from burnout, which happens less frequently when people feel a deep sense of purpose and can see the lives they’re changing.
Creating a culture around our purpose not only attracts top talent, but also creates a workforce that is engaged, committed, and willing to push through challenges, because they know the work they’re doing matters. I strive to model leading with purpose every day, so our teams can make the biggest impact possible in the lives of the youth and families we serve.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
At Hanna Center, our mission is rooted in a profound commitment to changing the trajectory of lives through mental health, special education, residential, training, and community services, all designed to equip youth and families with tools for long-term success. But while this mission may seem clear today, defining it in a way that truly reflects who we are and what we stand for was an intentional and hard-fought process.
When I stepped into my role as CEO four years ago, I knew that our work was making a difference, but I also recognized that a strong mission isn’t just about what we do, it’s about why we do it and how we ensure it remains relevant. One of the defining moments that clarified this for me came early on, during a conversation with a young person in our program. He had come from a background of instability, struggling with mental health challenges and educational gaps. But after spending time at Hanna, receiving support from our clinicians, educators, and residential staff, he said something that stuck with me:
“For the first time in my life, I feel like I can have a future, and can shape it the way I want.”
That single statement reinforced the true purpose of our work to me, not just providing services, but restoring a sense of possibility, and self-worth in young people who have been told, in one way or another, that their pasts have predicted their futures.
Many organizations focus on meeting singular immediate needs — housing, therapy, education — but at Hanna Center, we wanted to take it a step further. We needed to ensure that our youth weren’t just surviving, but thriving, building skills and confidence that would sustain them beyond our programs. That’s why we place such a strong emphasis on a systemic approach and long-term sustainability, ensuring that every young person who walks through our doors doesn’t just receive temporary support, but a system of care that builds a foundation for lifelong success.
Defining our mission wasn’t about creating a statement for a website or grant application, it was about ensuring that every decision we make, every program we design, and every individual we serve aligns with the fundamental belief that everyone deserves the chance to build their own future. Our purpose is to make that belief a reality and make sure they know their lives matter. And that’s what continues to inspire me as a leader every day.
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 is the cornerstone of a purpose-driven culture. As CEO, I’ve learned that an organization’s mission isn’t just something written in a strategic plan, it’s something that must be actively modeled, reinforced, and lived every day. Leaders set the tone for how purpose is built into decision-making, staff engagement, and the way we serve our participants and clients.
At Hanna Center, we support young people and families who have faced significant adversity, mental health challenges, trauma, educational barriers, and systemic inequities. If leadership isn’t deeply connected to the mission, then purpose can become just another abstract idea rather than a driving force in our organization.
One example of how we actively reinforce our purpose is in how we make major strategic decisions. Recently, after months of thoughtful discussion, our board, senior leadership team, and I made the decision to halt development plans for 60 acres of open land adjacent to our campus. While the project was once considered as a way to expand our impact, it no longer aligned with our mission and fiscal priorities. That mission is to focus our resources on the programs that directly support the well-being of our youth, families, and the broader community through our system of care, including mental health services, trauma-informed education, foster youth housing, and recreation programs that are now open to all.
This decision was not made lightly. It required listening — to our team, to our community, and to the people who rely on us every day. Leadership isn’t just about making the easiest or most popular choice; it’s about ensuring that every decision reflects our core values and aligns with what truly makes a difference. By halting the project, we reinforced that Hanna Center’s purpose isn’t about expansion for expansion’s sake — it’s about deepening our impact and ensuring that everything we do serves those who need us most.
Beyond strategic decision-making, leadership plays a crucial role in ensuring that purpose is not just spoken about but felt at every level of the organization. One of the ways I do this is by keeping our mission front and center in conversations, whether in leadership meetings, staff gatherings, or one-on-one discussions. I make it a point to share stories of impact, celebrate the successes of our team, and remind everyone that their work is not just a task, it’s a life-changing force for the youth and families we serve.
A purpose-driven culture starts at the top. Leaders must be consistent, visible, and unwavering in their commitment to the mission. At Hanna Center, I see my role not just as a CEO, but as the keeper of that purpose, ensuring that everything we do, from the way we make decisions to the way we treat one another is a reflection of our commitment to transforming lives.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
Over time, I’ve learned not to be afraid of resistance from those why may not immediately understand the value of focusing on purpose. I view these situations as opportunities for conversations about our mission and as an opening to discuss elements of our decision-making that might not be immediately evident.
At Hanna Center, our work is deeply personal — we are responsible for helping young people who’ve faced serious adversity, after all. Not to mention the broad range of our services, which span mental health support, residential care, education, and vocational training. The complexities inherent in Hanna’s system of care mean it’s only natural for questions to emerge. When I encounter resistance from team members or external stakeholders, I focus on two things: making the mission real and creating an environment where everyone can speak openly and safely about their thoughts.
One of the most powerful ways to overcome resistance is by making the mission real, because numbers and reports only go so far. For instance, we once had a leader on staff who expressed doubt about our strategy for vocational training as an important pillar to making a long-term difference. Instead of debating theory, I shared true success stories, particularly one of a youth who had struggled but was able to land a job and develop a stable career because of the training he underwent at Hanna. That story alone shifted the conversation.
Creating an environment that supports open communication has also often enlightened me to different perspectives and opened up ways to further tailor our approach. I always lead with these questions:
- What concerns you most about our current approach?
- What would help you see the value in a shift?
- How can we better align with our mission?
Resistance isn’t a roadblock, it’s a signal that people need greater clarity, connection, and confidence in the mission. By making the mission real and addressing concerns directly, I’ve been able to turn skeptics into champions of our purpose-driven approach.
Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”?
Below is a five-step strategy that I’ve found effective in building a purpose-driven culture, one that not only aligns our team around our mission at Hanna Center, but also attracts top talent:
1. Give the Mission Meaning
It seems obvious, but you’ve got to start by writing out the core purpose of the organization in clear, compelling terms. At Hanna Center, we’ve always focused our mission around those we serve, and have worked hard to find inspiring ways to explain what we do — this way, we can inspire and attract new talent. My personal transition from the for-profit world to a mission-focused nonprofit was driven by my understanding of hardship and the transformative power of support. When it was time to revisit our core values and statement of purpose, I told my own story of overcoming adversity to help our team see that this work isn’t just about services, it’s about changing lives. That led us to refine our mission statement to focus on long-term sustainability and success for underserved youth and families.
2. Model Putting Purpose into Action
Purpose must be modeled from the top down. I make it a point to ensure every decision I make, whether it’s tough staffing choices or strategic investments, reflects our commitment to our mission. At Hanna Center, our culture isn’t negotiable. Leaders must embody purpose so that the entire organization feels accountable and motivated to follow suit.
3. Communicate with Consistency and Authenticity
Regular, transparent communication is essential. We frequently share stories of lives transformed that not only validate our work but also bridge the gap between abstract mission statements and real-life impact. Sharing these narratives provides team members with tangible examples of our purpose in action, helping us all become more enthusiastic about contributing to our cause.
4. Empower and Invest in Your Team
Creating a culture where everyone feels they have a stake in our mission involves empowering our team with the tools and training they need. I’ve implemented a continuous professional development budget where all our staff can take advantage of participating in conferences, classrooms, or mentorship that tie back to our core values. When staff members see that their personal growth is intertwined with our mission, they’re more likely to feel invested in and become ambassadors for our purpose both inside and outside the organization.
5. Recognize and Celebrate Purpose-Focused Achievements
A high-five goes a long way. Through formal awards, informal shout-outs, and hallway affirmations, recognizing the people who exemplify our mission in their day-to-day work reinforces the value of our purpose and inspires others to adopt a mission-first approach. Celebrating these successes boosts morale and shows potential hires that our culture is one where individual victories are noticed, which helps us attract passionate people committed to making a real difference in the lives of our participants.
Each of these steps has been instrumental in cultivating a culture at Hanna Center where purpose isn’t just a buzzword. It’s the foundation of everything we do, driving both our internal engagement and our external reputation as an organization that truly changes lives.
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?
Ultimately, the more we lean into our purpose, supporting and uplifting youth in the Sonoma Valley community, the more we attract exceptional people who want to be part of something bigger than themselves.
This really came to life when we launched Hanna Academy, the independent nonpublic special education high school on our campus. From the start, we made it abundantly clear to everyone applying that our mission was to provide transformative educational experiences coupled with mental health support to underserved youth. By keeping our mission front-and-center, we attracted a top-notch student dean who both shared our commitment to helping youth and had the expertise needed to ensure success for the school.
Beyond attracting a talented workforce, our purpose-first approach has also fueled our fundraising efforts. By rallying supporters around a shared mission, we’ve been able to engage donors, expand partnerships, and secure critical funding for our programs.
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?
For leaders of smaller organizations like Hanna Center, building a purpose-driven culture isn’t about grand gestures — it’s about embedding mission into everything, from hiring and leadership decisions to fundraising and community engagement. It starts with making purpose the foundation of every decision and ensuring that everyone — staff, board members, and supporters — doesn’t just understand the mission, but feels it.
At Hanna, we don’t just hire for skills; we hire for alignment. A strong culture is built by people who believe in the work. When we bring someone new onto the team, we ask questions that go beyond their résumé: Why do you care about working with youth? How do you see your role advancing our impact? Skills can be developed, but passion for the mission has to be there from the start.
Keeping purpose at the forefront also means integrating it into daily operations. It’s easy to let mission-driven work get buried under administrative tasks and funding concerns, so we create intentional touchpoints. Whether it’s sharing a “mission moment” in staff meetings, recognizing long-time employees like Scott Singer — who dedicated 42 years to Hanna — with meaningful appreciation, or ensuring leadership meetings always tie back to our why, reinforcing purpose needs to be a habit, not an afterthought.
We’ve also learned that no organization can do this work alone. Hanna Center thrives on collaboration, partnering with more than 30 nonprofits to build a stronger, interconnected system of care. From the Sonoma Valley Mental Health Collective to partnerships with county and national organizations, aligning efforts across sectors allows us to maximize impact.
Building a purpose-driven culture starts with small, intentional shifts — refining hiring practices, reinforcing mission in meetings, engaging supporters in meaningful ways. It isn’t built overnight. The more purpose is woven into every layer of an organization, the more it attracts the right people, secures the right funding, and creates lasting impact for those it serves.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
One of the biggest mistakes leaders make is assuming that a strong mission statement is enough. At Hanna Center, I’ve learned that culture isn’t built through words alone — it’s built through consistent actions, leadership decisions, and daily operations. Purpose has to be actively reinforced in everything an organization does, or it risks becoming just another set of ideals on paper.
One common misstep is failing to take purpose into account with every decision: It’s easy to talk about mission, but much harder to ensure every decision reflects it. When Hanna Center transitioned its on-site high school into an independent nonprofit, it wasn’t just a logistical change — it was a leadership challenge. We wanted to make sure that the school could operate independently while remaining cohesive with our mission to provide trauma-informed education. That required constant dialogue, intentional leadership, and a shared commitment to keeping students at the center of every decision. Purpose-driven leadership means continuously asking, Does this choice reinforce our mission?
Another faux-pas in purpose-driven organizations is hiring for skills over mission alignment. Talent and experience are crucial, but if someone doesn’t share the organization’s core values, it can create friction. I’ve seen firsthand how hiring a leader with impressive credentials — but without the urgency and passion for our work — can lead to misalignment. The right cultural fit will almost always enhance an organization; the wrong one can be disastrous.
Leadership also requires addressing cultural tensions head-on. It’s tempting to avoid tough conversations, but ignoring internal challenges erodes trust. I’ve had moments where a team member raised concerns about equity or leadership dynamics — uncomfortable but necessary discussions that ultimately strengthened our organization. When leaders create space for open dialogue and transparency, they show that values aren’t just something we talk about — they shape how we work together.
Last but not least, one of the easiest missteps is letting everyday tasks and practical operations drown out purpose. Many leaders, myself included, necessarily spend a lot of time navigating funding constraints, compliance requirements, and logistical mazes. It’s easy to get so focused on how things get done that we lose sight of why we’re doing them. But, when we actively reinforce our mission — whether in leadership meetings, staff gatherings, or celebrating impact — it keeps our team engaged and motivated.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
Our purpose is rooted in serving youth and families in Sonoma Valley, but their needs aren’t static. When we saw that traditional high schools weren’t meeting the needs of some students, we launched Hanna Academy as an independent nonprofit. When we recognized a growing mental health crisis among local Sonoma families, we built out our Mental Health Center to strategically address their needs, which meant ensuring services were available in multiple languages. These shifts weren’t about changing our mission but about increasing our impact.
We ensure relevance by focusing on these impacts rather than on the numbers, and by communicating nonstop with the students and families participating in our programs. From new workshops to tiny adjustments in existing programming, we aim to grow in tandem with our community. We always ask ourselves: Does this new program or directive advance our mission? How will it impact Sonoma families?
Purpose isn’t something you write once and leave untouched — it’s a living, evolving force that needs to be nurtured and adjusted over time. By staying connected to our community, we’re able to stay flexible so that no matter how the world changes, our commitment to transforming the lives of youth and families in Sonoma Valley remains unwavering.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
Right now, I’m noticing there’s a growing recognition among leaders that purpose shapes everything from workplace culture to long-term success. More organizations are realizing that purpose isn’t separate from performance; it fuels it. When leaders consistently make choices through the lens of an organization’s mission, the results are astounding: cohesive teams, happy and engaged employees, and ultimately a far greater impact.
The future belongs to businesses and nonprofits that don’t just define their purpose, but actively live it, ensuring it’s reflected in every decision, every hire, and every interaction.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
In my experience, a purpose-driven culture creates trust. Building an organization around its purpose creates a structure — the purpose itself — which provides guidelines for behavior and understanding. At Hanna Center, everyone knows that our purpose drives daily decisions and our interactions as a team. The youth and families we serve, our partners, and our broader community see the same thing. Because we always lead with purpose first, those around us understand how we will move forward and how we can all be as successful as possible together.
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 start a movement where purpose isn’t just something we talk about — it’s something we bring into every meeting, every decision, and every action. When we stay focused on the real, tangible impact of our work, we break unhealthy cycles and create lasting change. If every organization made purpose the driving force behind daily operations, the amount of good we could do wouldn’t just grow — it would transform the world.
How can our readers further follow you online?
Linkedin: https://www.linkedin.com/in/cameron-safarloo/
Instagram: https://www.instagram.com/hannacentersonoma/
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.
Cameron Safarloo Of Hanna Center 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.