Culture gets blamed when performance drops, credited when teams outperform, and brought into almost every conversation about trust, retention, productivity, and leadership. But when the room asks for evidence, the conversation often gets thinner. Pulse scores, sentiment trends, engagement comments, attrition patterns, manager feedback, and performance data all tell part of the story. None tell the whole story alone. For People leaders, the challenge is knowing which signals are useful, which are being over-read, and how to connect culture to business outcomes without pretending the data is cleaner than it is. This panel gets into the practical work of measuring culture with more discipline. What can be quantified? What still needs judgment? Where do soft metrics help leaders see what is happening beneath the surface, and where do they create false confidence? Expect a candid discussion on culture, evidence, and performance, and how People leaders can bring more rigor to a topic that matters too much to leave vague. Key takeaways: - Understand why culture is hard to measure, and why that does not make it any less important to performance. - Learn how to read soft metrics, sentiment, and behavioral signals without overstating what the data can prove. - Explore how leading organizations connect culture to performance, trust, retention, and leadership effectiveness. - Gain practical perspective on presenting culture as a credible input into senior business decisions.