Leading people is often the biggest and most important challenge for any lab manager. It is a new and different responsibility than doing technical work at the bench. It is crucial to learn how to communicate, inspire, challenge, and support the people in the lab. A key component of people leadership is developing a culture that supports them to bring their best self to work and to drive respectful working relationships. To learn more about building a work culture and leading a diverse staff, we talked with Ada Hu, the CEO and managing partner of Nu Media.
Q: From a leadership perspective, what people-first practices do you believe have enabled the impressive growth of your company?
A: Our growth has always been powered by people, not just strategy. From day one, I’ve focused on building a culture of psychological safety, an environment where ideas, feedback, and even mistakes are welcomed without fear of judgment. That foundation of trust allows our team to be creative and take ownership of their work. When people feel safe to speak up, they contribute more honestly and innovate more freely.
I’ve learned that culture doesn’t just happen; it must be designed intentionally. We celebrate progress, not just outcomes. We recognize small wins and the process behind great ideas, which reinforces that every contribution matters. Growth happens when people feel seen, supported, and connected to a purpose bigger than profit.
One of the most rewarding parts of leadership for me is watching team members evolve into leaders themselves. Many of our managers started as interns or junior staff, and we’ve built career paths that encourage them to experiment, fail safely, and grow with the company. That kind of investment in people is slow work, but it’s also the reason we’ve been able to scale sustainably while maintaining a strong, loyal team.
Q: What elements of diversity have shaped your team's culture and communication?
A: Our team is 90 percent women and majority AAPI, and that diversity influences every part of our work, from creative direction to client communication. But I see diversity not only as a demographic fact; it’s a mindset. Many of us have lived between cultures, balancing different languages, values, and expectations. That shared experience naturally cultivates empathy and adaptability, which are invaluable.
This diversity shows up in the way we brainstorm. In a single meeting, you’ll hear perspectives from someone who grew up in Shanghai, another from Los Angeles, another from Manila, all interpreting the same brief through a different cultural lens.
It’s also changed how we communicate internally. We’re mindful of tone, language, and context because we all understand what it’s like to be misunderstood. That awareness has made us a more emotionally intelligent organization, and I think clients sense that when they work with us.
Q: Many companies are struggling with employee engagement in a hybrid and AI-driven era. What strategies have helped you keep your team inspired and connected?
A: Connection doesn’t just happen through proximity; it happens through intentionality. We’ve built routines that make engagement part of our rhythm, not an afterthought. Every week, we hold “creative circles,” where anyone can bring an idea, challenge, or insight to the group. Some of our best concepts have come out of those sessions, and they also remind people that their voices carry weight.
We also make time for personal storytelling. At the start of team meetings, we often ask a simple question like, “What’s inspiring you this week?” or “What’s one thing you learned recently?” It may seem small, but it opens space for vulnerability and genuine connection. Engagement grows when people feel understood as humans, not just as roles on an org chart.
Lab Quality Management Certificate
The Lab Quality Management certificate is more than training—it’s a professional advantage.
Gain critical skills and IACET-approved CEUs that make a measurable difference.
While AI tools have made some processes faster, we use them carefully. The goal isn’t to replace collaboration; it’s to free up time for more meaningful work. By streamlining repetitive tasks, we give our team more bandwidth to think, connect, and innovate.
Q: You’ve spoken about how trust and empathy can outperform rigid systems. Can you share an example of how that philosophy has played out at NU Media?
A: Early on, we had a campaign that ran into serious delays. My first instinct, like many new leaders, was to tighten the process. But instead, I decided to ask the team what was really blocking progress. The answer wasn’t lack of discipline; it was miscommunication and unclear expectations.
That experience taught me something essential: rules don’t solve human problems—listening does. So instead of adding more checkpoints, we focused on clarity and trust. I made it clear that accountability didn’t mean surveillance; it meant alignment. From then on, we created systems designed to empower, not restrict.
Since that shift, our teams have become more proactive. They flag challenges early, take ownership of outcomes, and collaborate across departments without fear. I’ve seen firsthand that when you lead with empathy, performance follows naturally.
Q: As a Gen Z leader and female founder, how do you think younger generations are reshaping expectations of work, leadership, and company culture?
A: Our generation is redefining success. It’s no longer about titles or tenure; it’s about meaning, impact, and balance. We value authenticity over hierarchy, flexibility over rigid structure, and transparency over perfection. I think this shift is healthy. It challenges leaders to show up as real people, not distant executives.
As a Gen Z leader, I’ve found that honesty resonates more than authority. I’m comfortable admitting when I don’t have all the answers because that honesty builds trust. The new generation of leaders isn’t afraid to learn in public, to talk about mental health, or to prioritize well-being without guilt. That openness creates stronger, more loyal teams.
Q: What advice would you give managers who want to build a high-performing, purpose-driven team in today’s workplace?
A: Start with clarity and care. People need to know what they’re working toward and why it matters. Be transparent about challenges, listen actively, and create space for ownership.
Purpose-driven teams aren’t built overnight; they’re built through consistent communication, shared values, and mutual respect. Celebrate collaboration, not competition. When people feel their work contributes to something meaningful, performance takes care of itself.
Above all, lead with empathy. Technology and strategy will evolve, but human connection remains the most powerful driver of engagement and growth.
