Carrie Stokes of Barge Design Solutions On How to Build a Purpose-Driven Culture That Attracts Top Talent
An Interview With Chad Silverstein
Goal Setting: Goal setting is important to our business and culture. We focus not only on setting goals for business objectives, but also on our employees’ own personal development. We have a multi-step goal-setting process in which we work with employees to identify their personal development goals and determine how their goals align with the firm’s purpose and results. We have ongoing conversations with employees throughout the year to discuss how they and we as a firm are progressing towards goals.
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 Carrie Stokes.
Carrie Stokes, PE, is the Chief Executive Officer and President of Barge Design Solutions. With nearly three decades of leadership experience, she is driven by a strategic vision and a deep passion for Barge’s people and purpose. Her leadership philosophy is rooted in collaboration, innovation, and creating opportunities that empower employees, strengthen client relationships, and positively impact communities.
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 started my career at Barge Design Solutions, a multidisciplinary engineering and architecture firm based in Nashville, Tennessee, 28 years ago as a summer intern. I earned a Bachelor of Engineering degree from Vanderbilt University with a concentration in civil and environmental engineering and later returned to Vanderbilt to earn my Master of Engineering. What drew me to Barge as an intern was the firm’s great reputation in the marketplace, and what I found was the opportunity to learn several different things — from the technical side to project management, to leadership and business development. The firm offered me exposure to a variety of different parts of the business, which allowed me to find the spot and path that was best suited for me.
In my nearly 30 years with the firm, I’ve had the opportunity to grow alongside the company, supported by great mentors and working with incredibly passionate and dedicated people who truly care about the work we do and the community we serve. Mentorship has been critical to my success at Barge. I’ve been fortunate to learn from inspiring leaders, like our former CEO, Bob Higgins, and many others who invested their time to help me develop skills and find my leadership style.
Over the course of my career, I have had the opportunity to work across multiple disciplines and business areas, including leading the firm’s largest division, serving as a member of the board of directors since 2015, and serving as Barge’s first Chief of Staff.
I was recently appointed as the firm’s CEO and President and look forward to guiding Barge into its next chapter with our purpose, vision, and values at the forefront of our strategy.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
I participated in a discussion with other business leaders to review common challenges faced across industries, like competitive hiring markets, retention of early-career staff, and work/life integration. While I was not surprised to hear that many faced similar challenges, the conversation made me realize the key differentiators we have at Barge that I may have previously taken for granted.
Our differentiators are in our approach to these same challenges:
At Barge, hiring and retention are not just an HR responsibility. They’re something that we all collaborate on. We all feel a responsibility for building and maintaining the employee experience.
We focus on more than the task and deadline. We make time to discuss the “why” behind our projects and work, and how they align with our purpose, vision, and values. This happens at all meetings — from routine project kick-offs to our annual shareholder meeting.
We don’t assume we know everything but collaborate with those closest to the situation to obtain information that best informs decisions. This often means going directly to our staff to understand a challenge and working together to create a solution.
Our leaders are open, available, and approachable. They are here to serve our staff, clients, and the firm, and are eager to offer support whenever possible.
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?
Using My Voice: Finding my voice has been instrumental to my growth as a leader. For many, learning to use their voice is an acquired skill that needs to be practiced. It’s about learning how best to share your thoughts, asking questions to improve understanding, and how to effectively communicate plans and actions. Knowing when and how to use my voice has opened doors for me and led to opportunities I wouldn’t have otherwise had. For example, showing up when the firm has needed me to in key meetings with clients and internal stakeholders to help move strategies forward. As leaders, we must be intentional with our words, striking the right balance of what, when, and how we speak our minds.
Recognizing Wins: Recognition has played a key role in shaping me as a well-rounded leader and is an important element of Barge’s culture. Taking time to celebrate wins, both big and small, helps foster working relationships built on appreciation and value. Whether it’s offering positive feedback on a project, organizing a food delivery or an outing outside the office for a hardworking team, these moments matter because they’re an acknowledgment of the person and their collective efforts. During a recent visit to one of our offices outside of Nashville, I noticed an employee had hung up a handwritten note I sent him years ago. This is proof that even small gestures of recognition can have a lasting impact in our workplace.
Prioritizing Accountability: While some view “accountability” as a negative term, I’ve found it instrumental in my growth as a leader, using it to guide others in their roles and understanding of the value they bring to Barge. In an industry like ours, where numerous people and touchpoints are involved in a single project, it’s easy for one to lose sight of their place in the bigger picture. Prioritizing accountability ensures everyone sees how their contributions are connected to our larger purpose and shared culture. As an employee-owned firm, we educate our staff on the business of Barge and how acting like an owner at every level supports strong performance.
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 that’s rooted in understanding the “why” behind what we do. At Barge, it’s about having a shared goal and ensuring that all our employees have the same mission to deliver high-quality service to our clients and their communities. It’s also equally important that we all understand our individual value and purpose in the workplace. Reinforcing this through recognition and peer nomination programs allows each employee to feel the impact of their contributions.
This alignment is not only essential for creating a strong internal culture, but it also plays an important role in attracting top talent, especially in the competitive AEC industry. People want to work at a company where they can have an impact, and we want to hire the best candidates to help us do that. One of the main goals in our hiring process is to understand if candidates will align with our purpose and be a strong culture fit. We cannot move forward with candidates who do not align with our purpose, vision, and values. This commitment has resulted in a comprehensive interview process. During the interview, we offer candidates insight into the day-to-day work environment and responsibilities and seek to understand their motivations and how they would contribute to our purpose-driven culture.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
While we did not have a clearly stated purpose, vision, and values until about ten years ago, our candidates, teaming partners, and clients told us that Barge employees acted in a consistent way. Our leadership team worked together alongside our staff and an outside consultant to capture these shared beliefs and behaviors and document our firm’s guiding principles in the form of purpose and vision statements, and our values known as “The CARES Model.”
Through a collaborative process across the firm and considering feedback from all employees, we defined our purpose as: “Create a better life by unleashing the potential of our people, clients, and communities.” We understand the value that our employees bring to the clients and communities they serve and know that investing in our people is what makes Barge what it is.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
Some key steps that other leaders can consider to embed purpose into their operations include:
Focus On The “Why” Behind the Work: We want our employees to understand the purpose behind the work they are doing and how it contributes to our objectives as a firm. When we host project kickoff meetings, we focus on the “why” of the project. Not just the work we are going to execute, but why it’s important to the client. To be most successful, it’s also important that we give employees at all levels exposure to the work we are doing. As possible, we want to give everyone an opportunity to engage with our clients directly and get out in the field to see how a project will impact a community. These actions help our employees feel more connected with the work they’re doing.
Seek Out Feedback: We want to hear from our employees and make decisions that best meet their needs. We conduct annual surveys to understand what is working well at Barge and employee pain points and critically evaluate the results to influence decision-making. We pull out key themes from the results and establish employee action committees to propose recommendations. For example, we have had employee groups focused on health benefits that review our policies and make recommendations to leadership. We listen to our employees and make changes when needed. We understand priorities change for individuals as they do for businesses, and we want to stay connected to what’s most important to our staff.
Prioritize The People: At Barge, we understand that our people are our greatest assets and what allows us to produce our best work for clients. In order to successfully fulfill our purpose, we must invest in our people and give them the resources to do their best work and be their best selves. Beyond the technical and leadership development programs, we invest time and money to establish initiatives to support our staff, including financial wellness programs, a PTO donation system, and an emergency fund to support employee hardships. Efforts like these show employees that their company’s purpose and value go beyond the bottom line.
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?
As leaders, we set the tone. Purpose isn’t about what we do, it’s about how we do it. That means leading with transparency, asking for help when needed, and fostering an environment where every employee understands that their contributions matter. We have formalized these values into what we call The CARES Model — our commitment to Collaboration, Authenticity, Responsibility, Excellence, and Service. We are consistent in our attention to these values and finding our purpose with every project.
This commitment to our values is our strength and something that is evident from the way we work with everyone from our most junior team members to our most critical client partners.
When our leadership models this behavior by demonstrating our care, providing solutions to address employee needs, and exemplifying the value of focusing on your purpose, our team members across the organization see their effort and integrate it into their work for our clients.
In my time as Chief of Staff, I regularly engaged with and sought feedback from leaders and staff across the firm to learn about what was working and what pain points existed. This was also an opportunity for me to reinforce our purpose, vision, and values. These engagements were especially important during a time of significant change in the firm when our former CEO announced his decision to step down and my appointment as CEO. Following the announcement, we embarked on a tour of Barge’s offices to engage with all staff and share my vision for the company’s future and outline short- and long-term goals.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
Our purpose is what allows us to be successful every day. The AEC industry is all about relationships — our relationships with our clients, employees, vendors, community members, and so many more that come together to make projects happen. We have been able to build long-standing relationships with our clients because we understand the “why” behind their work. Our dedication to upholding our purpose and values has also helped us retain talented employees. Twenty-three percent of Barge’s employees have been employed at the firm for more than 10 years and 29 employees have been employed for more than 30 years.
When we encounter skepticism or resistance, we remind our employees that Barge exists to serve our clients and the way we approach our work can be a differentiator for Barge. As an employee-owned firm, our purpose is what helps connects us and allows us to grow together. Encountering skepticism or resistance can also serve as reminders for leadership that we may need to increase our communication about the behaviors expected in alignment with our purpose and CARES values model.
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.
Employee Ownership: Barge is an employee-owned company comprised of 600+ employees. I believe the opportunity to have an ownership stake in the company is a major motivator for employees and helps contribute to our purpose-driven culture. Employees feel a greater sense of responsibility to the company and understand how their work contributes to overall business goals and growth.
Consistent and Transparent Communication: Clear, consistent and transparent communication is paramount to employee retention. We have an annual meeting where we bring together all employees and their significant others to share the latest company updates, review previous year’s results and planned goals, and more. This is an opportunity for us to communicate directly with all of our employees about our strategy and get them excited for what’s ahead and the role they play. We plan to introduce quarterly town halls in the next year to create more opportunities for communication outside of the annual meeting.
Building Relationships: We create opportunities for our employees to build relationships with each other, our leaders, and the communities they live and work in. We hold regular community service events across our markets — and have planned events during our annual meeting this year to celebrate our 70th anniversary — to encourage employees to participate in their communities together. We also host engagement events, like happy hours and team outings, throughout the year to provide employees with a casual environment to connect and get to know each other better. This coming year, we are starting periodic small group breakfast and lunch meetings with leaders, so staff can get to know their leaders, and our leaders can hear about what’s most important to our employees. These relationship-building activities are crucial for developing a positive work environment.
Investing in Talent: Beyond creating a positive work environment, it’s also important to offer employees continuing education opportunities. We have several leadership development and skills-building programs to help equip our employees with the knowledge, tools, and resources they need to excel in their roles and best serve our clients. Our training programs focus on helping employees develop both hard and soft skills with a focus of first leading self, then leading others, and leading business. We’re rolling out a new program this year focused on emerging leaders for professionals who have recently acquired their engineering and architectural licenses. The program provides information and resources to support employees in their developing roles as people and project managers and equips them with tips and tools about how to lead a team at Barge. We want to help our employees develop well-rounded skills.
Goal Setting: Goal setting is important to our business and culture. We focus not only on setting goals for business objectives, but also on our employees’ own personal development. We have a multi-step goal-setting process in which we work with employees to identify their personal development goals and determine how their goals align with the firm’s purpose and results. We have ongoing conversations with employees throughout the year to discuss how they and we as a firm are progressing towards goals.
Encouraging Diverse Perspectives: We’re also focused on cultivating a culture and workplace where everyone feels like they belong, and their voices are heard. We introduced the One Barge: Many Perspectives program focused on every aspect of our business, including education and training initiatives, recruitment and retention efforts, and strategic partnerships with other organizations. It reinforces the fact that we are all driven by one shared purpose and can best achieve it when we work together. The initiative also ensures we bring a diversity of perspectives to every project we take on, helping us create the best solutions for our clients.
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?
Barge’s purpose-driven culture has played a role in our recruitment and retention of several key strategic hires which have allowed us to expand our services and geographies. We’ve heard from candidates that they want to be part of something bigger than themselves or the bottom line; they don’t want to feel like a number or a cog in a machine. As the firm continues to grow, we have ongoing conversations about how we can protect and enhance our culture to ensure continued success in recruiting and retaining our top talent.
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?
Creating and maintaining a purpose-driven culture is not an easy feat. It requires significant time, investment, and active engagement from all stakeholders, but the rewards of doing so are invaluable.
For smaller companies or those just getting started, leaders should focus on establishing a purpose and culture that aligns with their business strategy at that time and can evolve as the company grows.
Establishing a company purpose is an essential step in setting the stage for a company’s continued growth and success. Business leaders should be thoughtful about the process and avoid “just going through the motions” of the exercise. It’s not just about words on a wall. A purpose should have true meaning for the company and its employees.
Invite a group of stakeholders to come together to openly discuss purpose and values that make the most sense for the business. Consider involving third-party consultants to offer outside perspectives as well.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
Beyond establishing a purpose, vision, and values, leaders must actively remind staff of them on a continuous basis. A lack of consistency in communicating and reinforcing purpose and values can be a hinderance to business growth. It can be easy to shift focus away from purpose and values during challenging times, but that’s the time when we need to focus on them even more.
Another mistake leaders can make is not addressing behaviors or actions that are counter to the company’s purpose or values in a timely manner. As leaders, we set the tone and need to set and uphold a standard for all staff to emulate.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
Change is inevitable, and we recognize that embedding purpose into our operations is an ongoing process — one that requires constant conversation, refinement, and dedication of time and resources.
We regularly seek feedback from employees and use the results to inform company decisions. This helps us keep a pulse on priorities of our employees, how our culture is fairing, and where we may need to adjust.
Barge’s purpose is the reason why we exist — to serve our clients in way that engages our employees and betters our communities. We have worked to address and evolve our culture, establishing initiatives that reinforce our commitment to investing in our employees and communities. For example, over the last several years, employees have expressed their passion and desire for more opportunities to have a greater impact in their communities. In response, we have increased support of staff involvement in professional and community organizations and expanded our giving of firm resources to support initiatives our employees are passionate about.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
I’ve seen many companies introduce initiatives that serve to “check a box” on a popular trend or meet an industry expectation, but don’t truly bring value to their employees or clients. At Barge, we pursue initiatives that are consistent with who we are, and we stick with them. I hope to see more companies avoid “one-size-fits-all” approaches and focus on initiatives and work that best aligns with their values.
Recently, there has been increased conversation about work/life integration. At Barge, we look for opportunities and solutions to best serve the business purpose and meet our staff where they are. For our employees, we seek to aid the whole person and have conversations about the stressors that may be impacting staff at work and at home. We continue to evaluate and modify remote and hybrid work policies to meet client needs and support those of our employees. We have comprehensive benefits to support physical, mental, and financial wellness. Last year, Barge started both a PTO donation and employee financial assistance fund for those employees who may be dealing with chronic medical issues, impacts from natural disasters, or experiencing other life altering situations.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
At Barge, we focus on securing long-term client partnerships that may span multiple years and projects, rather than focusing on single-project pursuits. We find that Barge is a great fit for clients that also have well-defined purpose and values that guide them in their business strategies. We collaborate with prospective clients to evaluate if our purpose and values align to determine if there is a mutual fit and whether to pursue a partnership. As we gain a better understanding of our client’s purpose and values through our working relationships, we can become an extension of our client to efficiently and effectively address what matters most to them.
Our purpose extends beyond our clients and into the communities where we live and work. When we enter a market or work on a new project, we are impacting the broader community. That is why purpose and values are so critical to Barge and why we have committed to creating a culture that upholds these values across every aspect of our work.
We know it’s not enough to just impact communities with client projects. We’re also very active in our communities; hosting regular service events for our employees to participate in and supporting community initiatives with charitable donations. We established the Barge Design Solutions, Inc. Community Fund in 2014 to offer another way for our employees to give back. The Community Fund provides grants twice a year to organizations that our employees want to support, funded by both employee and company contributions.
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 think there is an opportunity to create strategic partnerships between purpose-driven businesses and community organizations to make the most of their shared resources and talents in order to enact change.
How can our readers further follow you online?
You can follow me on LinkedIn and visit BargeDesign.com to learn more about our work.
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.
Carrie Stokes of Barge Design Solutions On How to Build a Purpose-Driven Culture That Attracts Top… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.