Culture by Design: MJ Johnson on Leading People-Centered Organizations

Before her career in organizational leadership began, Marrisa “MJ” Johnson was on a very different path: studying nursing, drawn to the idea of helping people in meaningful, human-centered ways.

“Two anatomy classes in, I realized my strengths might be better used elsewhere, preferably without the sight of blood,” MJ laughs.

That shift sparked a career-long fascination with how people work, grow, and connect within organizations. Today, as Markham’s Vice President of People & Culture, MJ brings over 20 years of experience in HR strategy, inclusion, and leadership development, always grounded in empathy, structure, and a deep belief in people.

At a fast-moving, creative agency like Markham, where no two days are the same, MJ sees culture as more than a department. It’s a living system shaped by how teams listen, collaborate, and lead.

We sat down with MJ to talk about trust, inclusion, growth, and what it means to design a culture that supports people at every level of the organization.

Listening Before Leading

MJ’s approach to leadership starts with curiosity.

“Markham is shaped by the people who make it,” she says. “It mattered to me to understand their rhythm before stepping in to support and lead.”

Rather than rushing into policies and playbooks, MJ spent her first months listening, observing, and immersing herself in how the team worked.

“I wanted to create a sense of trust and belonging from day one,” she explains. “People need to know their voice matters. That they can bring their whole selves to work.”

That early groundwork helped shape key systems around onboarding, feedback, and communication. “The foundation is strong,” she adds. “Now it’s about evolving together and scaling intentionally without losing what makes us… us.”

MJ with the Markham team before an event in Los Angeles, CA. (2023)

Inclusion as Everyday Culture

As a certified DEI practitioner and woman of color, MJ understands that real inclusion is deeper than a single hire or quarterly initiative. It’s about the everyday systems and signals that tell people they belong.

“It’s not just who’s in the room,” she explains. “It’s who feels safe enough to speak. Who feels seen. Who’s actually shaping decisions.”

For MJ, inclusion has to live in the details: how meetings are led, how feedback is shared, who gets stretch opportunities, and how teams are built and supported. “Those small, consistent moments show people what’s truly valued.”

And when done right, she adds, “inclusion becomes culture. And culture is what powers performance, retention, and innovation.”

Leading with Empathy, Transparency, and Accountability

MJ’s leadership philosophy rests on three core principles: empathy, transparency, and accountability.

“I believe people do their best work when they feel seen and trusted,” she says. “Empathy keeps me grounded in the human side of leadership, while transparency builds credibility and connection. Accountability is what turns all of that into action.”

She also emphasizes flexibility and nuance, especially when supporting creative teams across different cities, time zones, and personality types. “Every team and situation is different, and great leadership is about reading the moment and adjusting your approach. Whether I’m building teams, navigating change, or helping others grow, I try to lead with clarity, compassion, and a genuine belief in people’s potential.”

People Strategy is Business Strategy

For MJ, HR is far more than a support function.

“I see it as a strategic partner that drives growth, performance, and culture,” she says. “Before launching any initiative, I focus on understanding the full picture: what success looks like, where the gaps are, and how people strategy can move us forward.”

Whether she’s evolving leadership frameworks or preparing the team for scale, MJ balances insight with data. “The heart and the numbers both matter,” she says. “When those things move in sync, that’s when organizations thrive.”

MJ at a Walton Family Foundation event in New Orleans, Louisiana. (2024)

Lessons from the Field

MJ’s experience isn’t confined to strategy meetings. Supporting major events onsite has given her a front-row seat to how the Markham team operates under pressure.

“I’ve seen people troubleshoot in the moment, jump in for one another, and find joy in the chaos,” she shares. “That’s when you really see the strength of a team: not just in how they plan, but in how they show up when things don’t go as planned.”

Those moments, she explains, are as informative as any metric. “It’s one thing to talk about values. It’s another to feel them at 3 a.m. during a show build when people still lead with generosity, grit, and a sense of shared purpose.”

Scaling Culture with Intention

Since joining Markham, MJ has focused on designing systems that support a healthy, evolving culture. That means building infrastructure that’s as people-first as it is process-driven.

“We’ve built frameworks that track everything from staffing to project data and travel,” she explains. “The goal isn’t to replace people with systems, but to give them the tools and clarity to do their best work.”

From onboarding and performance reviews to growth conversations and burnout prevention, MJ sees culture not as a one-and-done initiative, but as an ongoing design process. “Culture is something you nurture, protect, and redesign as you grow,” she says.

MJ with the Markham team at the Hiring Our Heroes Gala in Washington, D.C. (2025)

What Makes Markham Different

When MJ reflects on what truly sets Markham apart, she points to something deeper than pace, clients, or capabilities.

“For us, it’s about building an environment where people can actually grow. We don’t expect you to show up fully formed. We expect you to show up willing to learn and we meet you there.”

At Markham, growth isn’t a buzzword. It’s baked into how teams work, give feedback, and support one another. People are trusted to experiment, ask questions, try things, and refine their craft not in isolation, but alongside colleagues who want to see them win.

“It matters to me that people feel challenged in the best ways, and supported in the moments that feel hard,” MJ explains. “I want people to feel like Markham stretches them, recognizes them, and treats them like whole humans. Excellence matters here but so does heart. You shouldn’t have to choose between the two.”

Advice for the Next Generation of People Leaders

After 20+ years in the field, MJ’s advice for the next generation of HR and people leaders is refreshingly down to earth:

“Stay curious. Stay human. And never lose your sense of humor.”

In an industry that’s evolving faster than ever, she emphasizes listening more than speaking, understanding the business inside and out, and never mistaking policy for impact.

“Real impact comes from how you connect with people. How you help them see their value. How you bridge the gap between strategy and empathy. That’s where the magic happens.”