It\u2019s easy to find business leaders actively formalizing their company\u2019s strategy for success. Determining how best to grow profits and achieve market dominance are core to executive job descriptions. Far more rare, however, are business leaders who pay sufficient attention to their organization\u2019s culture and internal engagement. Despite countless articles, research reports, case studies and TED talks proving the benefit of a highly engaged workforce, most business leaders inappropriately neglect this area. A staggering 85% of employees worldwide are not engaged, according to Gallup\u2019s 2017 \u201cState of the Global Workplace\u201d report. Poorly engaged workforces cost companies billions of dollars in lost productivity. Even more alarming, leaders\u2019 apathy towards internal engagement has led to an increase in the number of \u201cactively disengaged\u201d employees \u2014 those staff who are so disenfranchised they deliberately cause harm and sabotage organizational goals. Assembling talented teams of high-performing professionals to work on well-funded product development or marketing initiatives seems like a no-brainer; yet rarely is sufficient attention \u2014 or dollars \u2014 devoted to people strategies. The few leaders who are actually paying attention to culture too often rely on under-resourced, ad hoc \u201cCulture Committees\u201d tasked with implementing superficial events like holiday parties, summer BBQs or work anniversary celebrations.