Creating a Great Place to Work Begins with Building an Amazing Place to Live | Studer

The evolving dynamics of talent, work, and community have shifted dramatically in recent years. One key idea captures this transformation: "Capital follows talent, but talent follows place." I first encountered this insightful phrase while working with placemaking expert James Lima. It highlights a fundamental truth—people are no longer bound by geography when choosing where to work. Instead, they decide where they want to live and then look for jobs that fit into that lifestyle.

My work involves helping organizations build great places to work, and over the years, I’ve learned that workplace culture alone is not enough to attract and retain top talent. While having a strong internal environment is essential, it must be complemented by a vibrant community. If a company operates in a location that lacks quality of life—such as limited amenities, poor housing options, or lackluster schools—it may struggle to fill positions, regardless of how attractive its internal culture appears.

Historically, people tended to stay close to where they were raised, often accepting jobs within their hometowns or nearby regions. Today, however, remote work has expanded opportunities, allowing individuals to choose locations based on lifestyle rather than proximity to employment. This shift means communities must now compete not only for businesses but also for residents who bring skills, innovation, and economic vitality.

In my book Building a Vibrant Community: How Citizen-Powered Change Is Reshaping America, I explore how community leadership has evolved. In the past, influential local figures—like the owner of a major company, a newspaper publisher, or a bank president—played a significant role in shaping a town’s identity and quality of life. Now, many of these roles are outsourced or centralized far from where employees actually reside. As a result, civic progress increasingly depends on broad-based community involvement rather than a handful of powerful individuals.

Two examples illustrate this point well. During a visit to Wabash General Hospital in Mount Carmel, Illinois, I witnessed firsthand how healthcare leader Karissa Turner is not only building one of the best places to work but also deeply investing in the broader community. Her efforts include revitalizing downtown, supporting economic development, and addressing housing needs. The meeting room was filled with passionate citizens committed to making Mount Carmel an attractive place to live—a crucial factor in attracting and retaining medical professionals and other workers.

Similarly, Beloit, Wisconsin, has seen remarkable progress through collective citizen action. The Hendricks family has become a catalyst for change, inspiring others to invest in improving the city’s livability. A new A&E series titled Betting on Beloit documents this transformation and offers a compelling narrative about what’s possible when communities unite around a shared vision.

For those interested in learning more about successful community-building strategies, the Civic Leader Summit hosted by the Center for Civic Engagement and Strong Towns offers valuable insights. Taking place September 23–25 in Pensacola, Florida, the summit showcases real-world examples of towns that are successfully keeping talent local and drawing back former residents.

Ultimately, the most successful workplaces begin with great places to live. Every individual has a role to play in shaping their community. By fostering environments that offer both opportunity and quality of life, we can create places where people not only want to work—but choose to stay.