Creating a Human Culture in an Artificial Era

As artificial intelligence accelerates across industries, many organizations are scrambling to implement the latest tools—but few are pausing to ask a critical question: what happens to culture when machines begin to lead?

In “Creating a Human Culture in an Artificial Era,” Chad Shipley—founder of Sweat Bar Fitness and former management consultant—tackled this question head-on. With a mix of humor, vision, and lived experience, Shipley delivered a timely reminder that the most essential part of any workplace is still the people. Even in an AI-powered future, human connection, coaching, and culture will define the difference between organizations that thrive and those that stagnate.

Key Takeaways:

• People are the heart of culture: If you strip away relationships and purpose, no salary or benefit will keep top performers.
• Exceptional coaching builds performance and loyalty: People want to be challenged, but only by leaders they trust and who invest in their growth.
• Simple standards reduce chaos: A few well-defined expectations can create clarity, consistency, and focus across teams.
• Employees aren’t chasing money—they’re chasing meaning: Belonging, purpose, and growth are stronger retention drivers than perks or pay.

A Glimpse Into the Future and a Wake-Up Call

Shipley opened with a bold vision of 2050: an AI-powered command center running a company’s operations, strategy, customer interactions, and project management. Every department has an AI leader, every meeting is optimized by AI, and every action item is monitored in real time. It’s efficient, but eerily inhuman.

While this vision may not be far off, Shipley’s core point was this: we’re not there yet. People still matter. And building a thriving culture will only become harder as technology continues to evolve.

The Real Meaning of Culture

Culture is defined by the relationships people have with each other, the purpose they feel in their work, and the standards that shape their behavior. Shipley shared lessons from his own business, Sweat Bar Fitness, which began as a one-man gym and evolved into a five-star coaching-based fitness community.

The secret? Meeting unexpected needs. Clients came for weight loss but stayed for connection, kindness, accountability, and growth. The same applies in the workplace. People want to feel seen. They want to be taught, challenged, and cared for—not managed, but coached.

Coaching Is Hard—and That’s Why It Matters

Shipley emphasized that coaching isn’t the same as managing. It takes time, emotional intelligence, and relationship-building. But when done well, it unlocks individual and team potential like nothing else.

He challenged the audience to think of a mentor who believed in them—someone who saw more in them than they saw in themselves. That belief, paired with constructive feedback, often becomes the catalyst for career transformation. Yet, most companies don’t train their leaders to coach. As a result, middle management becomes a bottleneck, not a growth engine.

The Value Exchange: Why People Really Stay

Using a simple but powerful framework, Shipley flipped the script on performance reviews. Instead of only evaluating employees, organizations should consider how employees evaluate them. Beyond pay and benefits, what keeps people around? Relationships. Development. Challenge. Trust.

He illustrated this with the story of a skilled employee overlooked by a new manager, nearly lost to the company—until another leader recognized her value. Her performance hadn’t changed, but the recognition (or lack thereof) made all the difference.

Why High Performers Crave Standards

Shipley debunked the myth that high performers resist structure. In fact, they crave it—because clear standards protect focus, elevate expectations, and filter out mediocrity. He shared how a single post-meeting standard (stating purpose, outcomes, and action items) transformed collaboration in his previous role.

From performance documentation to virtual meeting protocols, small changes made a big difference. One standout example: a coach-to-coach conflict at his gym was solved by a single rule—only one coach can work with a client at a time. The clarity diffused tension instantly.

Building Culture Is Everyone’s Job

Culture isn’t HR’s responsibility—it’s every leader’s. And leadership doesn’t require a title. Shipley encouraged attendees to recognize their daily impact: “Every one of you has influence. Every conversation is a chance to create a better Monday for your team.”

He also urged humility and coachability, sharing how his own coaches often give him tough feedback. It’s not always fun, but it’s always valuable—because it pushes him to grow. That same mindset, he argued, is what separates average teams from elite ones.

Culture Is a Competitive Advantage

Shipley closed with a strong reminder: people are not just cogs in a productivity machine. They are the breath, spirit, and life of an organization. Companies that pour into their people—coaching them, challenging them, and giving them purpose—don’t just retain talent. They build loyalty, energy, and excellence.

In an era where AI can automate anything, humanity might just be your most valuable differentiator.