Good Intentions Gone Rogue

Client: I’ve got an employee who’s constantly going above and beyond—but sometimes too far. They’re stepping into other people’s roles, taking over decisions they shouldn’t, and it’s starting to create friction. They mean well, but it’s getting disruptive. How do I handle it?

Consultant: It’s a classic case of over-achievement turned overstep. Their energy is valuable—and it needs direction. The goal is to keep their motivation without letting them derail roles, boundaries, or team trust.

Client: I don’t want to shut them down—they’re one of my hardest workers. But they’re stepping on toes.

Consultant: That’s the right instinct. You want to coach, not crush. Start by affirming their contributions—and then re-center the conversation on structure and roles.

Try this:
“I really value your initiative and the energy you bring to your work. At the same time, I’ve noticed you’re stepping into areas that aren’t part of your role, and it’s starting to cause confusion for others. Let’s talk about how to channel your drive while keeping clear boundaries.”

Client: What if they say, ‘I was just trying to help’?

Consultant: That’s likely—and it’s true. Reinforce that intent doesn’t cancel out impact.

Say:
“I know your intention is to support the team, and I appreciate that. And when roles get blurred, even with the best intent, it can lead to confusion and missed expectations. Let’s work together on where your role ends—and where support is still welcome.”

Client: Should I adjust their job to give them more responsibility?

Consultant: Only if it makes sense operationally. If they’re ready and the organization has room for it, explore it. But don’t reward boundary-crossing with promotion by default.

You might say:
“Let’s explore opportunities for growth in a structured way. If you’re interested in broader responsibilities, we can talk about what development or steps are needed to prepare you for that.”

Client: What if they’re intimidating others without realizing it?

Consultant: That’s a big flag. Overreach can feel like micromanagement or mistrust to coworkers—even when unintentional.

Address it with:
“I’ve heard some feedback that your involvement in certain areas is making it harder for others to own their work. That wasn’t your intent, but it is the impact. Let’s talk about how we can help you lead from within your role, without overstepping others.”

Client: What if they keep doing it?

Consultant: Then it shifts from coaching to correction. Document the behavior and clarify consequences.

Say:
“We’ve discussed boundaries and expectations, and I’m still seeing some overreach. I need you to stay within your role, and if that doesn’t happen, we’ll have to move to a formal discussion.”

Client: So, the message is: Stay ambitious—but stay in your lane?

Consultant: Exactly. Encourage drive. Reinforce structure. And when needed—draw the line.

Recap:
✔ Acknowledge intent, manage impact
✔ Clarify roles and expectations—early and often
✔ Offer growth paths, not free rein
✔ Address peer impact directly
✔ Coach first, correct if necessary

And if you need help drafting role clarity tools or coaching high performers—we’re here to support you.

Cheers to Your Workplace Besties

Work is more than just deadlines and meetings—it’s where we spend a big chunk of our time, and the best part? The people we share it with. Enter: the Workplace Bestie, the one who makes every workday smoother, more enjoyable, and full of inside jokes.

While we celebrate friendship in all forms today, let’s take a moment to appreciate the coworker-turned-friend who makes even the busiest days better.

Signs You’ve Found Your Workplace Bestie

1. Your Silent Meeting Language is Perfected
Who needs words when a well-timed eyebrow raise or side-eye says it all? You and your work bestie can sit across the room and have an entire conversation like:

“That was a bold idea—let’s see how this plays out.”
“We are 10 minutes over, but I know you’ve got my back if I make a ‘wrap-up’ comment.”
“Lunch after this? Obviously.”

2. The Instant Debrief Partner
Big news? Funny email? Unexpected policy update? They’re the first person you tell. Whether it’s a Slack message, a quick hallway chat, or the classic “Meet me in the breakroom,” your bestie is always ready for a recap and a good laugh.

3. The Unofficial Snack & Coffee Sponsor
Need a caffeine boost before the next meeting? Out of your favorite snack? Your work bestie already knows your go-to order. And when they come back from a coffee run with an extra one just for you? That’s true friendship.

4. The Productivity and Fun Balance
Workplace besties keep each other on track while making sure there’s room for fun, creativity, and those much-needed laugh breaks. Whether it’s tackling a project together or keeping the mood light with a funny GIF, work just feels better when you’re in it together.

5. The “We’ve Got This” Attitude
Challenges? Tight deadlines? Surprise assignments? It’s all manageable when you have the right people around you. Your work bestie is the one who says, “Okay, let’s make a plan,” and just like that, you’re back on track—with teamwork and a positive mindset.

Celebrate Your Work Bestie Today!
Having a friend at work makes everything more enjoyable—whether you’re collaborating, brainstorming, or just sharing a quick joke in between tasks. So today, give a shoutout to your workplace bestie with a coffee, a high five, or just a simple, “I appreciate you.”

Because work isn’t just about the job—it’s about the people who make it great. Happy International Day of Friendship!

No Policy for That

Client: I just got a request from one of my employees asking if they can receive donated leave from coworkers because they’ve run out of their own time. The thing is—we don’t have a leave donation policy. How should I respond?

Consultant: That’s a tough spot—and a common one. When people face health issues or personal crises, others often want to help. But without a clear program in place, approving informal donations opens up fairness issues, administrative headaches, and potential liability. You’re right to pause before saying yes.

Client: I don’t want to come across as unsympathetic, especially since others seem willing to donate. What do I say?

Consultant: Lead with compassion—and policy clarity. Acknowledge the difficult circumstances while being transparent about the limitations.

Try this:
“I appreciate that your colleagues want to support you, and I understand how difficult this situation is. At this time, we don’t have a formal leave donation policy in place, so we’re unable to accommodate that request.”

Client: Couldn’t we just allow it this one time, informally?

Consultant: Tempting, but risky. Allowing an informal leave donation without a policy creates precedent—and opens you up to favoritism claims or confusion about future requests. If you want to go down that road, it needs to be formalized first.

You can say:
“Because we don’t have a process or policy for handling donated leave, approving a request informally would be inconsistent and potentially unfair to others. If this is something we want to consider as an organization, it needs to be thoughtfully structured.”

Client: What about unpaid leave instead?

Consultant: That’s a reasonable alternative—especially if the need is temporary and the business can accommodate it.

Offer:
“While we can’t approve donated leave at this time, we can explore whether an unpaid leave of absence is possible. Let’s talk about the time you’re requesting and what coverage would look like.”

Client: Should I bring this up with leadership to explore creating a formal program?

Consultant: Absolutely. If employee support and organizational flexibility align, a leave donation policy can be a great addition.

Just make sure it includes:
– Clear eligibility rules
– Documentation and approval procedures
– Limits on donated time
– Privacy protections for recipients and donors

And—make sure it’s reviewed legally before implementing.

Client: How do I explain this to the team if others are asking to donate?

Consultant: Be transparent and consistent. Keep it general to protect privacy, but emphasize fairness and process.

You could say:
“We appreciate the generosity and willingness to support a teammate. Right now, we don’t have a policy in place that allows donated leave, and we need to be consistent across the organization. If we explore a policy in the future, we’ll be sure to communicate with everyone.”

Client: Got it. So, I can be kind without being inconsistent.

Consultant: Exactly. Empathy doesn’t require bending policies you don’t have. Offer what’s available, be honest about what’s not, and if there’s organizational interest in creating a program—move it forward the right way.

Recap:
✔ Acknowledge the request with empathy
✔ Say no clearly when there’s no policy
✔ Avoid one-time exceptions—they create risk
✔ Offer unpaid leave when appropriate
✔ Bring up policy development if it fits your culture

And if you need help drafting a leave donation policy or managing complex leave requests—we’re here to support you.

Trust Matters: What HR and Executives Must Do to Earn It

Trust isn’t just a nice-to-have—it’s foundational. Organizations built on trust experience 76% more engagement and 50% more productivity¹. Yet only about one in three employees say they trust their leaders. And when trust breaks down, so does innovation, morale, and commitment.

Trust Is a Two-Way Street

It’s not enough for employees to trust their leaders—organizations must demonstrate trust in return. Transparency, empowerment, and consistent support are critical, especially from HR and executive leadership. Trust is a shared effort, requiring alignment between what’s said and what’s done.

The Role of Emotional Intelligence in Trust

Building trust isn’t just about strategy—it’s about self-awareness and emotional intelligence. Leaders with high emotional intelligence can recognize their own emotions, understand how they impact others, and respond with empathy and intention. This ability to “read the room,” regulate reactions, and stay grounded during tough moments helps employees feel safe, respected, and heard. Emotional intelligence strengthens every trust-building interaction—especially during times of uncertainty or change.

4 Signals That Instantly Foster Trust

Adapted from Scott Hutcheson’s Fast Company article², here are four key behaviors that can make a leader more trustworthy:

  1. Stay Present – Leaders who align their facial expressions and tone of voice with what they’re saying communicate authenticity. When you ‘feel what you show,’ people are more likely to believe you.
  1. Use Open Body Language – Uncrossed arms, steady eye contact, and an upright, calm posture go a long way in signaling honesty and confidence. Body language speaks volumes—especially in high-stakes conversations.
  1. Keep Calm – A steady tone of voice and calm posture, even under pressure, signals emotional regulation. Remember to breathe! When leaders model composure, teams feel psychologically safe.
  1. Be Transparent (and Authentic) – Explaining the ‘why’ behind decisions builds safety and alignment. Transparency reduces uncertainty—but authenticity is what deepens trust. When leaders communicate with honesty and consistency—sharing not just information, but intention—employees are more likely to feel respected and included. People trust what feels real. And authentic leaders who acknowledge challenges, own mistakes, and show vulnerability foster deeper connection and credibility.³

Why It Matters for HR & Executives

  • Role modeling: HR and leadership set the tone for honest, respectful dialogue.
  • Culture: Trust underpins psychological safety, which unlocks performance and innovation.
  • Equity: Building trust is essential for inclusive, fair workplaces.
  • Recruitment and retention: Gen Z and younger workers expect leaders to be real, transparent, and trustworthy.

Coming Next: In Part 2 of this blog series, we’ll explore what organizations can do to systematize trust, build it across teams, and repair it when it’s broken. We’ll also look at what trust means in hybrid environments and how HR can lead the charge.

Citations

  1. Gupta, S. (2024). “Leaders: This is the impact trustworthiness has on your success.” Fast Company. Retrieved from: https://www.fastcompany.com/90685719
  2. Hutcheson, S. (2024). “5 signals that make you instantly more trustworthy at work.” Fast Company. Retrieved from: https://www.fastcompany.com/90994683
  3. Fast Company Editors. (2024). “Building trust through vulnerability and transparency.” Fast Company. Retrieved from: https://www.fastcompcom/91288298

It’s Time to Reapply for Paid Leave Oregon Equivalent Plan Approval

If your Paid Leave Oregon equivalent plan started on October 01, 2023, it’s time to reapply for approval. 

The Employment Department must receive your application for the equivalent plan reapproval no later than September 01, 2025. Please submit a separate application for each Business Identification Number or Federal Employer Identification Number. Each application must include:

  • The latest version of the insurance policy; and
  • Any required certificates or endorsements (if applicable)

 

How to submit your application:

        Paid Leave Oregon

        Oregon Employment Department
        875 Union St. NE
        Salem, Oregon 97311

 You can submit your application any time from now through the September 01, 2025 deadline. If you do not plan to continue offering a paid leave equivalent plan, you must send with a withdrawal request through Frances Online by September 01, 2025.

If the Employment Department does not receive your application or withdrawal request by September 02, 2025, they will end your equivalent plan on October 01, 2025.

Questions?

  • Call the Paid Leave Oregon Employer Programs Unit at 833-854-0166 (option 3) 
  • Send us a “Contact Us” request on Frances Online and choose the “Equivalent Plans for Employer” category

 

When Vacation Isn’t an Option

Client: I’ve got an employee who’s used up all their vacation and sick leave—but now they’re asking for additional time off to go on a vacation. I don’t want to be the bad guy, but this doesn’t sit right with me. How do I handle it?

Consultant: This is where boundaries meet fairness. When someone has used all their available leave, asking for more—especially for vacation—can create ripple effects. The key is to separate empathy from enabling and base your response on consistency and policy.

Client: So, what do I say without sounding harsh or unsupportive?

Consultant: Acknowledge the request and hold the line on the policy.

Try:
“I understand you’d like to take time off, and I want to support work-life balance. At the same time, you’ve used all of your accrued leave, and we can’t approve additional time off at this point.”

Client: What if they ask to take it unpaid?

Consultant: That’s a fair question—and it depends on your organizational policy. Some workplaces allow unpaid time off with approval; others don’t. What matters is being consistent.

You might say:
“We generally don’t approve unpaid time off for vacation when all leave has been used. If there’s a compelling reason, I can take it under consideration—but we also need to balance the operational impact.”

Client: What if they say they already booked the trip?

Consultant: That’s a ‘planning on permission’ move—not a best practice. You’re not obligated to accommodate it. Be firm.

Say:
“I understand the trip is already planned, and I wish the timing were different. Unfortunately, advance bookings don’t override our leave policies. If we allow this, it sets a precedent we can’t sustain.”

Client: Could I offer a compromise, like working extra hours to ‘make up’ the time?

Consultant: Only if it aligns with policy, job duties, and fairness to others. Allowing someone to bank time might be fine in salaried-exempt roles, but it’s riskier for hourly employees.

Try:
“We don’t have a flex system that allows ‘making up’ full days in advance. Leave policies are structured to ensure fairness, and we need to apply them consistently.”

Client: What if this turns into a morale issue?

Consultant: Sometimes saying ‘no’ causes frustration—but saying ‘yes’ causes confusion and resentment from others. Be clear, fair, and direct.

You might also preempt concerns by saying:
“We value time off, and we’re committed to managing it fairly. If someone needs additional time, they can plan ahead or save leave for future use. That ensures everyone’s treated equitably.”

Client: So, the message is—‘We care, and we also have to follow the rules’?

Consultant: Exactly. Supportive doesn’t mean soft. You can respect the request without approving it—and reinforce that policies exist to protect fairness and operations.

Recap:
✔ Acknowledge the request without guilt
✔ Review policy before responding
✔ Say no clearly if it’s not supported
✔ Offer limited flexibility only if consistent and operationally sound
✔ Reinforce fairness and planning going forward

And if you need help refining your time-off policies or communication strategies—we’re here to support you.

Post-Interview Pouting

Client: We just filled a position, and one of the internal candidates who wasn’t selected is now refusing to help onboard the new hire. They’re clearly upset, and it’s creating tension. How do I handle this?

Consultant: Ah, the classic case of post-interview pouting. Internal applicants who aren’t selected may feel embarrassed, overlooked, or even betrayed—especially when expected to train the person who did get the job. Still, disappointment can’t excuse unprofessional behavior. Let’s get ahead of this before it festers.

Client: I get that they’re hurt, but refusing to onboard the new person is hurting the team. What should I say?

Consultant: You’ll want to acknowledge their disappointment, while resetting expectations for their role. Stay calm, clear, and constructive.

Try:
“I understand this outcome was frustrating, and I appreciate your interest in the position. That said, part of your current role includes supporting onboarding efforts, and I expect you to follow through on that responsibility. Let’s talk about how you can do that professionally.”

Client: What if they say they don’t want to train the person who got the job they wanted?

Consultant: That’s honest—and not optional. They don’t have to like it. They do have to do it.

You could say:
“You’re entitled to feel disappointed, and you’re still responsible for fulfilling your duties. Onboarding isn’t a personal favor—it’s part of your job.”

Client: What if I didn’t give them feedback about why they didn’t get the job? Could that be part of the issue?

Consultant: Very likely. Internal candidates deserve timely, honest, and constructive feedback. If that didn’t happen, now’s the time.

Try:
“I realize I didn’t provide feedback after the decision was made. Let’s have that conversation now so you can understand what went into the choice—and what to focus on for future opportunities.”

Client: What if they’re passive-aggressively undermining the new hire?

Consultant: That’s a red flag. Document it and address it directly.

Say:
“I’ve observed comments and behavior that are making onboarding more difficult. That’s not acceptable. I expect you to contribute to a professional, welcoming environment. Let’s talk about what that looks like moving forward.”

Client: What if they just need time to cool off?

Consultant: That’s fine—as long as the work still gets done. If they need space, offer it. If they’re avoiding responsibilities, that’s a separate conversation.

Offer:
“If you need some time to process this, let’s talk about how we can support that while still meeting onboarding needs. The work can’t pause, but we can find a way forward that’s fair to everyone involved.”

Client: So, the key is to acknowledge the disappointment, hold them accountable, and course-correct behavior?

Consultant: Exactly. You don’t have to rescue their feelings—you just have to lead with clarity and fairness. The goal is professionalism, not perfection.

Recap:
✔ Acknowledge the disappointment
✔ Reinforce expectations—onboarding is part of their role
✔ Offer feedback if it was missing
✔ Don’t tolerate sabotage—document and act
✔ Balance empathy with accountability

And if you need help navigating the tough conversation—or crafting internal feedback and onboarding protocols—we’re always here to support you.

The Executive and HR Partnership: Building and Sustaining Workplace Culture

A thriving workplace doesn’t happen by accident. It is designed, built, and sustained through the leadership of executives and HR working together. While executives set the blueprint for workplace culture, HR sustains it through hiring, leadership development, employee engagement, and organizational policies.

When HR gets it right, organizations flourish, employees stay, and teams perform at their best. Getting it right takes deliberate effort, alignment with leadership, and a long-term commitment to people.

Let’s explore how executives and HR can work together to design and sustain workplace culture for long-term success.

1. Executives Are the Architects of Workplace Culture

The tone of an organization’s culture starts at the top. Executives are responsible for:

    • Defining the organization’s core values, mission, and vision.
    • Setting expectations for leadership behavior and decision-making.
    • Ensuring that workplace culture aligns with organization strategy.
    • Investing in HR as a strategic function, not just an administrative department.

Executives who prioritize culture as a key organization strategy create workplaces where employees feel valued, engaged, and motivated.

2. HR Sustains Workplace Culture Through Everyday Practices

Once the blueprint is set by leadership, HR is responsible for maintaining and strengthening workplace culture through daily interactions, policies, and long-term planning.

Key areas where HR sustains culture:

    • Hiring for cultural contribution—not just skill fit, alignment with values.
    • Developing leadership pipelines to ensure future leaders uphold the organization’s culture.
    • Building engagement programs that reinforce core values.
    • Designing policies and processes that reflect the organization’s mission.

When HR embeds culture into the employee experience, it becomes the foundation for success.

3. Hiring Decisions Build (or Break) Workplace Culture

Every hiring decision shapes the future of workplace culture—whether reinforcing what’s working or introducing challenges that need to be addressed.

    • Recruiting individuals who align with organization values.
    • Ensuring hiring managers assess more than just technical skills.
    • Onboarding new hires in a way that connects them to the culture immediately.

Great workplace cultures are built one hiring decision at a time. HR plays a critical role in selecting the right people to join and contribute to the culture.

4. Leadership Development is Culture Development

An organization’s culture is only as strong as its leaders. Executives and HR must prioritize leadership development to ensure that:

    • Managers understand how to lead with the organization’s values in mind.
    • Leadership decisions reinforce culture rather than undermine it.
    • Employees see clear pathways for growth, increasing retention and engagement.

When leaders are aligned with culture, they create teams that thrive. HR must work closely with leadership to ensure consistency and accountability at every level.

5. HR Policies Should Reflect (Not Contradict) Workplace Culture

Employees quickly recognize when organization policies don’t match stated values. HR must ensure that:

    • Policies and procedures reinforce the organization’s mission and culture.
    • Performance management systems reward behaviors that align with values.
    • Workplace policies (such as remote work, DEI, or professional development) reflect real organizational priorities.

Culture isn’t just words on a wall—it’s how organizations operate daily. HR must ensure that policies and processes support and sustain the desired culture.

6. Employee Engagement Is a Long-Term Commitment

An organization’s culture isn’t what leadership says it is—it’s what employees experience every day. HR sustains culture through intentional engagement strategies that:

    • Create opportunities for employees to connect with leadership.
    • Ensure employees feel valued and heard.
    • Foster a culture of feedback, communication, and collaboration.

When employees are engaged, they are more productive, more loyal, and more innovative. HR plays a key role in ensuring engagement remains a top organizational priority.

7. The Executive-HR Partnership: A Blueprint for Success

For workplace culture to thrive long-term, executives and HR must be fully aligned in their approach.

    • Executives must set the cultural foundation through vision and leadership.
    • HR must sustain and evolve that culture through hiring, leadership development, policies, and engagement.
    • Together, they must reinforce culture in every decision, policy, and action.

The strongest organizations recognize that culture isn’t a one-time initiative—it’s an ongoing commitment.

What’s Next?

At HR Answers, we’ve spent 40 years helping organizations design and sustain workplace cultures that drive success.

Join us next month for: The People Behind HR – Why Relationships Matter—where we’ll explore how HR professionals can build relationships with employees and leadership to create a culture of trust, engagement, and long-term success.

Because when HR and executives work together, organizations thrive.

 

Don’t Just Thank Them – Motivate Them

Two of the most powerful tools a manager can use are Recognition and Guidance.

Recognition reinforces what is working and motivates continued excellence. It is best when given in the moment, not months later, tied to impact, core values, or goals.

Appreciation needs to be visible, shareable, and specific. Think of it like a heartbeat—consistent, steady, rhythmic. Aim to recognize contributions at least once every seven days. The goal needs to focus on Purpose, Progress, Belonging, and it need to be Timely, Specific, and Meaningful to the individual. It really is a tool that reinforces the behaviors that you want to see more of.

Guidance builds clarity, trust, and ongoing performance improvement. This means regular coaching, not reactive criticism and the direction needs to be clear and actionable, and very much rooted in trust. One of the best delivery mechanisms is in structured one-on-one meetings and not just when things go wrong. We’ll talk more about guidance in another post.

Recognition is not a one-size-fits-all endeavor. We need to move beyond surface-level gestures and focus on your why. Why are you recognizing someone? What impact do you hope to create? What is the intent or impact you are looking for from your recognition? Of course, you also need to think about how you are going to do it.

A tool to help you dig deeper is McClelland’s Theory of (Motivational) Needs.

McClelland identified three primary motivational needs. Each can be present in varying degrees within an individual, and one is typically dominant. The dominant need influences how a person approaches goals, interacts with others, and responds to incentives. The three primary motivational needs are:

Need for Achievement

Individuals high in achievement motivation are driven by the desire to excel, solve problems, and attain high standards. They prefer tasks that involve personal responsibility and offer clear, measurable outcomes. They are often motivated by:

  • Moderate risk and challenge
  • Immediate feedback on performance
  • Opportunities to improve or master a skill
  • Personal accomplishment rather than external recognition

High Need for Achievement individuals tend to avoid both low-risk and high-risk tasks—low risk lacks challenge, and high risk introduces elements they can’t control. They are typically goal-oriented and self-motivated.

Need for Affiliation

Those with a high need for affiliation seek harmonious relationships and a sense of belonging. They are motivated by:

  • Acceptance by others
  • Warm interpersonal connections
  • Avoidance of conflict or rejection
  • Group cohesion and shared experiences

High Need for Affiliation individuals value cooperation over competition and often prioritize relationships above task outcomes. They tend to be sensitive to social cues and are often seen as loyal and collaborative.

Need for Power

The need for power refers to the desire to influence or control others, events, or outcomes. McClelland distinguished between two forms:

Personal power: Seeking power for individual status or dominance.

Institutional (or socialized) power: Seeking power to achieve organizational or group goals.

High Need for Power individuals are motivated by:

  • Impacting others’ behavior or thinking
  • Gaining recognition or authority
  • Organizing resources or people to accomplish goals
  • Competing for influence or outcomes

Those with a strong need for institutional power often make effective leaders when their focus is on collective results rather than personal gain.

Characteristics and Behavioral Tendencies

The theory holds that people behave differently depending on which need dominates their motivational profile:

  • High achievement-oriented people take calculated risks, seek feedback, and focus on task accomplishment. They may not enjoy delegation or group-based work that dilutes personal responsibility.
  • High affiliation-oriented people excel in roles requiring relationship-building, customer service, or team cohesion. However, they may struggle with conflict, tough feedback, or competitive environments.
  • High power-oriented individuals are drawn to leadership, influence, and persuasion. When guided toward organizational goals (rather than self-interest), they can be effective change agents.

This information reinforces why it is so important that Organizations and its Supervisors understand what motivates their employees. Creating rewards, recognition, or award systems that are not aligned with employee motivations leads to misalignment and mixed messages—and it can undermine your workplace culture.

Let’s be clear. It is not only the role of upper management to recognize the efforts and energy of an employee. There is a tremendous opportunity for peers to recognize each other. A few genuine compliments or kind words from a co-worker can go a long way. And they are free. So why aren’t compliments given so freely to everyone by everyone?

The reality is that a brief compliment that is about really noticing someone can make most days a lot better. Recognition isn’t just a feel-good gesture—it’s a strategic leadership practice. Start by training your supervisors to understand what truly motivates each individual on their team. Make recognition regular, intentional, and personal. Empower employees to recognize one another and create systems that support all three of McClelland’s motivational needs.

And most importantly, don’t wait. Start today with one genuine, specific expression of appreciation. It could change the trajectory of someone’s day—or their career. Talk about a movement!

Independence Day: Fireworks, Freedom, and a Few Workplace Shenanigans

Let’s be honest—when you think of the 4th of July, your first thought probably isn’t workplace celebration. It’s probably something more along the lines of “Is there enough ice for the cooler?” or “Did we get the good fireworks this year?” or even “Who volunteered me to make potato salad?”

And that’s fair.

But the 4th of July, officially known as Independence Day, is more than just backyard BBQs and neighborhood parades. It’s a reminder that bold ideas (like breaking up with a king via letter) can shape entire countries—and yes, even spark a little fun around the office before everyone heads out for a long weekend.

So, before you clock out early or light up the grill, here’s a quick read to honor the day with some quirky facts, cultural meaning, and ideas for bringing a little red, white, and blue into the workplace without burning down the break room.

Independence Day in 87 Seconds or Less
July 4 marks the adoption of the Declaration of Independence in 1776—basically the U.S.’s formal “It’s not you, it’s tyranny” breakup with Great Britain. It was bold, it was risky, and it launched a nation. And while not everyone got their freedom right away (and many are still fighting for equity today), the holiday is a marker of a promise—a messy, evolving, and determined one—that all people are created equal and deserve a voice.

Fun Facts to Casually Drop at the Office BBQ

  • It wasn’t always a party. July 4 became an unpaid holiday in 1870 and didn’t become a paid federal holiday until 1938. We’re late bloomers, apparently.
  • Presidential coincidences are real. Thomas Jefferson and John Adams both died on July 4, 1826. James Monroe joined the July 4th club in 1831.
  • You’re not imagining the hot dog overload. Americans eat about 150 million hot dogs on the 4th. If you’re wondering, that’s enough to stretch from D.C. to L.A. more than five times. Gross and impressive.
  • Fireworks are older than the U.S. The first 4th of July celebration featured fireworks in 1777—because nothing says independence like lighting things on fire in the sky.

Workplace Ways to Celebrate (Without Starting a Fire)

  • Red, White & Woohoo Day – Let your team wear their most festive patriotic outfits—bonus points for stripes, stars, and borderline costume-level commitment.
  • History, But Make It Fun – Post a “Did you know?” board with quirky July 4 trivia. Or better yet, create a Slack channel where folks can share their favorite weird U.S. facts or family 4th traditions.
  • Star-Spangled Snack Break – Organize a quick mid-day treat fest: red and blue berries, white cheddar popcorn, flag-themed cookies…and maybe a very clear sign next to the deviled eggs that says refrigerate immediately.
  • Freedom to Log Off Early – If you can swing it, nothing says “we value you” like a surprise early dismissal before a holiday weekend. Freedom and time off go hand in hand.
  • Playlist of the People – Let each team member submit one song for a collaborative July 4 playlist—play it in the breakroom or share it with your remote folks.

A Little Gratitude to Go With the Grub
Independence Day reminds us that progress takes time and courage, that democracy is always in motion, and that no great revolution starts without a little teamwork. In that spirit, it’s a great time to say thanks—to our colleagues, clients, and coworkers who keep showing up, bringing their full selves, and building better workplaces together.

So, raise a sparkler (metaphorically, please) to your crew and enjoy the heck out of your holiday. Whether you’re watching fireworks, sipping something icy, or just enjoying a well-earned nap—we wish you a safe and joyful Independence Day.

Need help lighting a spark in your workplace culture (figuratively)? HR Answers is here with expert advice, good humor, and no open flames.