At Hartman, we see leadership a little differently. For us, it’s not about titles or hierarchy—it’s about intention and the impact you have on others. At the core of our leadership philosophy is a simple belief: strong culture leads to strong results.
Over the years, we’ve taken a close look at how people work, how teams thrive, and how leadership can either drive progress or hold it back. From those insights, we developed The Hartman Way—our internal roadmap for building a resilient, high-performing organization.
Our thinking has been deeply influenced by the book Tribal Leadership by Dave Logan, Halee Fischer-Wright, and John King. It describes five stages of organizational culture, from toxic and disengaged (Stage One) to visionary and united (Stage Five). While a lot of companies operate in Stage Two or Three—where the vibe is “my life sucks” or “I’m great”—we aim higher. Our goal is to build teams that thrive in Stage Four and grow into Stage Five, where collaboration, shared purpose, and real momentum come to life.
Here’s how we build leadership the Hartman Way—five key approaches that turn vision into reality.
1. Start With Culture, Not Control
We believe in understanding how people naturally work together—and making that collaboration even better. Culture is the soil in which all success grows. At Hartman, our leaders begin by observing, listening, and mapping the existing dynamics of each department. What makes this team unique? What informal habits drive success—or limit it?
From there, we create a blueprint for each team. We identify skill sets and behaviors that align with the team’s purpose. Then, using clearly defined leverage points—moments or interactions that can be shifted to produce outsized change—we help leaders upgrade the quality of their team culture without disrupting what already works.
Leadership at Hartman is about enabling people to flourish within the structure that suits them best.
2. Train for the Top Two Stages
Tribal Leadership’s research revealed that roughly 76% of the corporate workforce operates in Stages One through Three. These are cultures dominated by apathy, individualism, or competition. While performance might occur, trust and loyalty are often sacrificed. That’s not good enough for us.
We actively train, coach, and support our people to operate in Stage Four—where “we’re great” is the default mindset—and to aspire toward Stage Five, where teams innovate for a shared noble cause. These higher stages aren’t just about being happy at work; they’re about aligning personal fulfillment with collective achievement.
How do we do this? Through mentorship programs, leadership development cohorts, intentional onboarding experiences, and regular conversations about team values and vision. We make culture and leadership an ongoing dialogue, not a one-time workshop.
3. Reward the Right Behaviors
Recognition is one of the most powerful tools a leader can wield—and at Hartman, it’s in everyone’s hands. Our system is a simple but transformative cultural tool. When an employee goes above and beyond, demonstrates excellence, or lifts a team member, they may receive accolades—often a $25 or $50 gift card. But the value isn’t just in the dollar amount—it’s in the message it sends: You matter. I see you. You’re making a difference.
What makes our system unique is that peers can give them just as freely as managers. This decentralization fosters a culture of mutual recognition and support. It creates a ripple effect of positivity, where people look for opportunities to appreciate others. That mindset builds trust, boosts morale, and reinforces the kind of behaviors we want to multiply.
Recognition isn’t random—it’s a lever for cultural reinforcement.
4. Look for the Quiet Signs of Success
Not all success comes with a press release or a KPI. Some of our most important cultural indicators are subtle, even quiet. It might be the way employees from different departments cluster around a whiteboard after hours, solving a problem that excites them. It might be a spontaneous “life is good” comment from a colleague who’s truly engaged. It might be the way new hires feel welcomed and included on Day One.
These moments aren’t just “nice to have”—they’re proof that we’re shaping something meaningful. At Hartman, we teach our leaders to look for and celebrate these micro-indicators. Because when people feel safe, inspired, and connected, extraordinary performance tends to follow.
If you want to know whether your culture is working, watch what people do when no one’s watching.
5. Build Leaders at Every Level
We reject the outdated idea that leadership is confined to the C-suite. Leadership is a mindset, not a job title. At Hartman, we believe in distributed leadership—the idea that anyone, at any level, can take initiative, inspire others, and move the team forward.
That’s why we empower every team member to think and act like a leader. We provide opportunities for stretch assignments, invite input into key decisions, and encourage ownership of outcomes. By fostering autonomy and accountability, we help people grow into their highest potential.
When leadership is shared, the culture becomes stronger, more agile, and more resilient. That’s what makes the Hartman Way sustainable—not just a top-down initiative, but a movement powered by everyone.
Final Thoughts: Culture Is Our Competitive Advantage
At Hartman, leadership isn’t reserved for a select few—it’s a living culture that fuels everything we do. By starting with culture, training for greatness, recognizing the right behaviors, observing the quiet signals, and empowering leadership at all levels, we’ve built something special.
We are proud to say that many of our team members operate in Stage Five, a place of trust, innovation, and purpose. That’s not by accident—it’s by design.
And the results speak for themselves: higher engagement, stronger retention, faster innovation, and, ultimately, better business outcomes.
The Hartman Way is more than a philosophy. It’s a promise—to our people, our clients, and our future.
