Author: Deborah Jeffries

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!

June is Pride Month—a time to honor the resilience, contributions, and ongoing struggles of the LGBTQIA+ community. It’s also a moment to reflect on what inclusion really means in our workplaces. More than just flags or hashtags, creating a truly inclusive environment means cultivating a sense of belonging.

What Is Belonging?

Belonging is more than inclusion. It’s the feeling of being seen, safe, valued, and accepted. It means you can be yourself at work—without having to hide who you are. Employees who feel they belong are more engaged, motivated, and committed.

And belonging isn’t just a nice-to-have—it’s a fundamental human need. This is something we all share and connects us all.

Why Pride Month Matters at Work

Pride is a time to celebrate progress, but also to acknowledge ongoing challenges. Consider these stats from Health Action Alliance:

• 47% of LGBTQ+ employees have faced discrimination or harassment at work.
• 63% of transgender employees have chosen jobs to avoid potential discrimination.
• 36% of LGBTQ+ workers are considering leaving their jobs in 2025, up from 21% in 2024.

But here’s the good news:

• 97% of LGBTQ+ employees with positive inclusion experiences plan to stay at their job another year.
• Inclusive workplaces can save Fortune 500 companies up to $4.2 million annually through reduced turnover.
• 72% of allies say they’re more likely to join businesses that support LGBTQ+ staff.

How to Bring Pride into the Workplace Year-Round

Workplace Culture

• Create Visible Symbols of Support: Display Pride flags, ally stickers, or inclusive signage.
• Celebrate Pride Collaboratively: Plan events with LGBTQ+ employees, not just for them. Offer panel discussions, film screenings, storytelling.
• Normalize Pronoun Sharing: Encourage pronouns in email signatures and Zoom names.

Policies & Benefits

• Review Dress Code Policies: Ensure freedom of expression in line with gender identity.
• Audit Job Descriptions: Use inclusive language and allow for nonbinary identification.
• Cover HIV Prevention and Gender-Affirming Care: Include PrEP, PEP, testing, and gender-affirming treatment in your health plans.

Free Tool: National HIV Testing Day Employer Toolkit

Mental & Emotional Support

• Prioritize LGBTQ+ Mental Health: Partner with culturally competent therapists. Normalize check-ins, especially during social unrest.
• Offer Inclusion Training: Provide workshops on LGBTQ+ terminology, allyship, and unconscious bias.
• Clarify Reporting Processes: Make sure employees know how to report bias or harassment.

Community & Belonging

• Support ERGs: Empower LGBTQ+ employee resource groups with funding and visibility.
• Partner with LGBTQ+ Organizations: Sponsor local Pride events or nonprofits.

A Final Word on Allyship

As author and advocate Rhodes Perry says: “Embodied allyship means showing up authentically and integrating values into action. When we do that, we foster trust and psychological safety—essential ingredients for true belonging.”

Explore more from Rhodes: Imagine Belonging on Substack

Let’s Get Beyond the Rainbow

Belonging isn’t performative. It’s personal. As employers, HR leaders, and colleagues, we all have the power to create workplaces where everyone—everyone—feels seen, safe, and celebrated.

This is the final post in the Mental Health at Work Series: Real Needs Real Solutions.

Workplace crises come in many forms. A traumatic event, a sudden loss, a mental health emergency, or even a violent incident in the community can create shockwaves throughout an organization. For employees, these moments are deeply personal. For HR professionals and leaders, they’re a test of the culture you’ve built.

The American Psychological Association’s “From Milestones to Crisis” report lists crisis response as one of the three major moments when employees need mental health support the most. And yet, many workplaces feel underprepared to respond.

Let’s change that.

What Does a Crisis Look Like?

Not every crisis makes the news. But even small-scale events can have a big impact on your people:

• An employee experiencing suicidal thoughts
• A death in the workplace or among a team member’s loved ones
• A natural disaster, local tragedy, or workplace accident
• A public-facing incident that threatens employee safety or security
• Sudden layoffs or internal restructuring

Crises bring fear, uncertainty, grief, and emotional overload. Left unsupported, employees often experience increased absenteeism, reduced engagement, or long-term psychological effects.

Where Employers Play a Vital Role

You don’t need to have all the answers. But you do need to:

• Communicate clearly
• Act with urgency
• Protect privacy
• Offer resources
• Create psychological safety

Here are steps every organization can take to show up in meaningful ways when crisis hits:

1. Be Proactive, Not Reactive

Don’t wait for a crisis to hit. Prepare ahead of time with a plan:

• • Create a critical incident response policy
  • Clarify who communicates what and when
  • Identify mental health and safety contacts
  • Train managers on trauma-informed leadership

The best time to prepare is before you need it.

2. Acknowledge the Human Impact

After a crisis, silence can feel dismissive. Address the situation directly and empathetically. Acknowledge that people may be grieving, angry, confused, or numb. Use language that centers humanity:

“We know this has impacted many of you deeply. Your feelings are valid, and you are not alone.”

3. Center Safety and Support

If the event involved violence, loss, or fear:

• • Reiterate what steps you’re taking to keep everyone safe
  • Remind employees of their EAP and counseling options
  • Consider offering trauma-specific support sessions or grief counselors

Make it easy for employees to access help without stigma or red tape.

4. Train Leaders on Crisis Response

Frontline supervisors are often the first point of contact when someone is in distress. Equip them to respond with care:

• • Provide scripts like: “I’m so sorry you’re going through this. You don’t have to face it alone. Can I help you get connected to support?”
  • Encourage them to check in with teams, even briefly
  • Normalize flexibility and time off when needed

5. Follow Up. Then Follow Through.

Check in again a few weeks after a crisis. Ask:

• • How are people coping?
  • Is there anything else they need?
  • What can we learn to improve our response next time?

Continuing the conversation shows your support isn’t performative—it’s real.

Individual Responsibility, Collective Culture

While employers carry a big piece of the puzzle, employees also shape workplace mental health. In a respectful culture, every person plays a role:

• Don’t minimize or mock someone’s response to a crisis
• Respect privacy when people share difficult news
• Offer to listen, support, or cover shifts as needed

Respect isn’t just about tone—it’s about being present, being kind, and being human.

Looking Ahead: Mental Health as a Strategic Priority
Responding well to a crisis isn’t just damage control—it builds long-term trust. In fact, organizations that support employees through trauma often see stronger loyalty and deeper engagement.

Yet, only 35% of HR professionals say their organization is prepared to address mental health needs after a traumatic event (Lyra Health, 2024).

Let’s do better.

Here’s how you can start:

• Add mental health crisis support to your training calendar
• Review your policies and EAP offerings (don’t have one, consider Canopy https://canopywell.com/Employee-Assistance)
• Host a table talk or lunch-and-learn on trauma-informed leadership
• Keep Mental Health Awareness Month conversations going year-round

Because when the worst happens, your people will remember how you showed up. Let’s make sure we show up with compassion, clarity, and care.

As HR professionals and business leaders, we’re wired to think ahead—to anticipate, plan, and guide change. But for the employees we serve, change isn’t just a strategic move. It’s personal. And it often comes with real mental health consequences.

May is Mental Health Awareness Month, a timely reminder that well-being isn’t just a personal issue—it’s a workplace one. This post is two of a series of three – Mental Health at Work the Real Needs and Real Solutions.

In the Modern Health Blog and APA’s report “From Milestones to Crisis,“ navigating major life transitions is identified as one of the three stages when employees most need mental health support. These aren’t always dramatic events. Sometimes it’s becoming a new parent. Taking on a new role. Experiencing a divorce. Or grieving a loss that nobody at work even knows about.

These changes rarely stay outside the workplace. They show up in mood, energy, and performance. They show up in turnover. And in today’s workforce, the expectation is growing: employees want their workplaces to acknowledge and support them through life’s transitions.

Why Change Is So Disruptive
Change isn’t inherently negative—but it is inherently destabilizing. Research from Lyra Health’s 2024 State of Workforce Mental Health Report shows that nearly 70% of employees have faced at least one significant life change in the past year, and more than half said it negatively impacted their mental health.

This includes:

• Organizational restructuring or layoffs
• Leadership changes
• Moving or changing commute
• New job duties or roles
• Relationship changes (divorce, caregiving shifts, loss)

When change is rapid or unsupported, employees are more likely to:

• Withdraw or disengage
• Experience increased anxiety or depression
• Report lower job satisfaction
• Leave for a more predictable work environment

How Employers Can Support Employees Through Change
If caregiving demands attention to flexibility, supporting employees through transitions demands attention to emotional safety. Here’s how employers can help:

1. Build Change Readiness Into Your Culture
Normalize that change is expected. Offer resources on resilience, adaptation, and emotional well-being as a standard part of development programs.

2. Train Managers on Emotional Intelligence
The quality of a manager’s response during change can make or break employee trust. Provide managers with talking points, empathetic communication practices, and referral steps when they sense someone is struggling.

3. Communicate With Compassion
Whether it’s a change in schedule or a reorganization, communicate early, clearly, and humanely. Use inclusive language and provide space for feedback.

4. Offer Mental Health Check-Ins
When transitions are happening, HR can play a proactive role by encouraging leaders to schedule one-on-one check-ins with direct reports, asking open-ended questions like, “How are you managing everything right now?”

5. Use EAPs and External Resources
Make sure your employee assistance program (EAP) is equipped to support common transition struggles: grief, burnout, anxiety, and relational issues. Promote these services often and without stigma. If you do not have an EAP, one that you connect with is Canopy https://canopywell.com/Employee-Assistance

A Word on Invisible Transitions
Not all transitions are obvious. A quiet employee returning from a miscarriage. A middle manager adjusting to a new diagnosis. A seasoned team member sending their last child off to college. These moments matter, even when unspoken.

Creating space for disclosure—without forcing it—is key. HR can model compassion by reminding leaders that just because someone “looks fine” doesn’t mean they aren’t navigating something difficult.

Moving From Reactive to Proactive
Supporting employees through change doesn’t mean stopping the change. It means leading it with empathy.

• Don’t just send out memos—host listening sessions.
• Don’t just give new tasks—explain the why.
• Don’t just notice performance dips—ask what might be happening behind the scenes.

Part 2 takeaway: When we normalize support during change, we improve retention, strengthen culture, and reduce the hidden costs of disengagement.

In Part 3 of this series, we’ll look at what happens when crisis strikes—and how organizations can prepare to respond with care, dignity, and urgency.

May is Mental Health Awareness Month, a timely reminder that well-being isn’t just a personal issue—it’s a workplace one. This post is one of a series of three – Mental Health at Work the Real Needs and Real Solutions.

According to the “2024 State of Workforce Mental Health Report” by Lyra Health, 86% of workers experienced at least one mental health challenge in the past year. What’s more, nearly 60% of employees say their mental health affects their ability to do their job well. These aren’t isolated issues. They are urgent signals that demand organizational attention.

One powerful truth stands out in the data: The most pressing employee mental health needs often show up during life’s biggest challenges. And caregiving—in all its forms—is one of the most common, most personal, and most disruptive of those challenges.

The Overlooked Weight of Caregiving
Caregiving isn’t just about raising children. Employees today are supporting aging parents, children with special needs, ill spouses, and friends navigating health crises. Some are doing it all at once. And while caregiving is often framed as a private matter, its impact doesn’t stay outside the workplace.

From the “From Milestones to Crisis” report by Modern Health, we learn that caregiving is one of three life-stage events most likely to trigger mental health strain at work. Caregiving responsibilities cause stress, fatigue, and scheduling challenges that bleed into performance, morale, and engagement.

Yet, only 44% of HR leaders say they have specific policies or programs that directly support caregivers.

The Cost of Doing Nothing
Ignoring caregiving responsibilities isn’t just unsupportive—it’s costly. Caregiver employees are more likely to:
• Miss work or arrive late
• Struggle with concentration and productivity
• Experience burnout or chronic stress
• Exit the organization for more flexible employment

In fact, the Lyra Health report shows that more than 1 in 3 workers have considered leaving their jobs due to mental health struggles, many of which stem from personal responsibilities that feel unsupported.
When employers fail to acknowledge or accommodate caregiving, they risk alienating some of their most dedicated workers.

What Employers Can Do Right Now
Creating a caregiver-supportive workplace doesn’t mean overhauling your entire benefits system. It means making mental health visible, flexible, and actionable. Here’s how:

1. Normalize Conversations Around Caregiving
Train managers to ask, “How can I support you?” without prying. Make it safe to discuss caregiving duties and connect those disclosures to support pathways.

2. Offer Flexibility Where You Can
Flexible hours, job sharing, and remote options aren’t just perks—they’re lifelines. Empower managers to grant schedule accommodations whenever feasible.

3. Reassess Leave Policies
Consider whether your leave policies (PTO, FMLA, personal days) adequately support caregivers. Add clarity and compassion in how they’re communicated and approved.

4. Promote EAPs and Mental Health Benefits
An Employee Assistance Program (EAP) is only helpful if employees know about it. Normalize its use and train supervisors to refer staff appropriately. Canopy is one of our partners and you can learn more here: https://canopywell.com/Employee-Assistance

5. Create Caregiver Resource Groups or Networks
Encourage peer support by establishing employee resource groups (ERGs) for caregivers, or offer spaces where shared experiences can be validated and supported.

Want to Go Further This Month?
In addition to building long-term support strategies, Mental Health Awareness Month is the perfect time to actively promote education and engagement across your organization.

Consider sharing a mental health calendar of daily activities and tips that employees can use throughout the month. One great resource is this Mental Health Awareness Month Calendar from Modern Health. This free tool offers creative ideas for participation and encourages conversations around mental health without requiring a major budget or lift.

Use it to:
• Promote a daily wellness activity
• Spark mental health discussions in team meetings
• Encourage employees to reflect, reset, and recharge

Pairing this type of engagement with practical caregiving support can turn May into a meaningful culture-building opportunity.

A Call to HR Professionals and Employers
This isn’t just about compliance or checking a box for Mental Health Awareness Month. This is about designing a workplace culture that understands that caregiving is a part of life, not a disruption from it.

When HR professionals advocate for caregiver-friendly practices, they improve morale, retention, and trust. They humanize the workplace. And in doing so, they help employees bring their full selves to work—even when life is hard.

In Part 2 of this series, we’ll explore how navigating change can disrupt mental health and what employers can do to provide meaningful support through transitions, losses, and uncertainty.

HR professionals—this is not just our time, it’s our transformation. The world of work has fundamentally shifted. Technology is moving fast, employee expectations are even faster, and organizations need strategic people leadership more than ever before. But being strategic isn’t about adding more to our plates—it’s about changing how we think, lead, and influence business outcomes.

From Reactive to Purpose-Driven Leadership
Strategic HR is future-focused. It’s about developing and implementing initiatives that align with long-term business objectives while solving today’s challenges. This requires moving beyond day-to-day administration to thinking bigger: designing the employee experience, forecasting talent needs and driving outcomes through culture and capability.

We’re not here to take orders. We’re here to architect culture, optimize people strategy, and co-lead the business.

The Gap Between Potential and Action
Let’s ground this in some real data: Only 29% of CHROs say they’re empowered to operate as strategic leaders—yet 89% of CEOs say HR should be a key driver of long-term growth. That disconnect isn’t just a statistic; it’s a signal to act. (1)

To move forward, we need to start asking better questions and using our influence intentionally.

Benefits of Strategic HR Planning
Strategic HR leaders help organizations:
• Anticipate and avoid costly disruptions
• Align talent decisions with business priorities
• Boost productivity and drive engagement
• Keep training, development, and compensation aligned with real-world demands
• Create workforce strategies that attract, retain, and develop the right people

But to do this well, we must move from “what do we need to fix now” to “where are we going, and how can we shape that future?”

The Questions That Change Everything

Every strategic plan starts by asking:
• Where are we now?
• Where do we want to be?
• How do we get there?
• How will we know we’re making progress?

If your HR initiatives don’t answer these questions—or better yet, anticipate them—you’re missing opportunities to lead in meaningful ways.

The Mindset Shift HR Needs

HR doesn’t just manage change—we catalyze it. To lead from the inside out, we must:
• Understand the business: Know how finance, sales, operations, and IT connect.
• Practice systems thinking: Recognize the long-term ripple effects of workforce decisions.
• Make data meaningful: Move beyond basic metrics to insight-rich, actionable analysis.
• Connect dots others miss: Use design thinking to reimagine policies and processes based on how they actually feel to employees.

Execution is Everything

Even the best strategic plan falls flat without solid execution. That means:
• Clear goals that align with the business
• Leaders at all levels who know their role in achieving them
• Strong, adaptive systems to support implementation
• Regular check-ins to monitor progress and pivot when needed

According to SHRM, HR professionals who engage in strategic planning are more likely to:
• Achieve greater alignment with business outcomes
• Navigate change successfully
• Proactively address workforce trends like retirement, DEI, and work/life balance

This Is the Work That Moves the Needle

Strategic HR isn’t about working harder—it’s about working smarter and braver. It’s about:
✅ Freeing yourself from low-impact work – Ask: Does this contribute to our business goals or improve employee experience? If not—delegate it, automate it, or stop doing it.
✅ Thinking (and speaking) like a business leader – Tie every initiative to a business outcome. Talent retention? Productivity? Innovation? Make the connection clear.
✅ Using the right data at the right time – Move beyond surface metrics. Show how your work influences engagement, performance, and retention—and what that means for the organization.
✅ Building business cases grounded in outcomes – Whether it’s a new benefit program or a tech investment, ensure your case is aligned with organizational priorities.
✅ Challenging the status quo – Even if it means questioning long-held assumptions (yes, even the CEO’s). Strategic HR requires bold, honest dialogue.
✅ Collaborating across the organization – Create cross-functional relationships and use them to build buy-in, gather better data, and design more effective initiatives.
✅ Designing better employee (human) experiences – Use design thinking to map out the reality of how people experience work—and reimagine it with empathy and purpose.
✅ Crafting workforce strategies that sustain growth – Align talent planning with the bigger picture. Strategic HR isn’t a department—it’s a lens through which success is built.

We’re not an afterthought in strategy—we’re the bridge between business goals and human impact.

Let’s stop asking for permission and start acting like the strategic leaders we already are.
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Article inspired by SHRM’s guide on practicing strategic HR and insights from Betterworks and Accenture on the future of HR leadership.

(1) The CHRO as a Growth Executive by Accenture, 2023, https://www.accenture.com/content/dam/accenture/final/capabilities/strategy-and-consulting/talent-and-organization/document/Accenture-CHRO-Growth-Executive.pdf

While the fundamental value of workplace diversity is well established, the landscape of how diversity drives organizational success continues to evolve. Right now, this concept is under fire in more ways than one. The next step in managing diversity isn’t just about hitting diversity numbers. It’s about building workplaces that can adjust and make the most of their diverse teams depending on the situation—while still treating everyone fairly and with respect. To succeed, organizations need to move past old ideas and start using new research and smarter ways of putting diversity and inclusion into practice.

Recent neuroscience research has revealed that cognitive diversity—the variation in how people process information and approach challenges—may be even more impactful than demographic diversity alone. A 2023 study in Organizational Behavior and Human Decision Processes found that teams with high cognitive diversity solved complex problems 45% faster than homogeneous teams, even when demographic profiles were similar (1).
Rather than focusing solely on traditional diversity metrics, leading organizations are now mapping cognitive diversity across teams. Tools like the Cognitive Process Profile (CPP) help identify thinking style distributions and potential blind spots in decision-making processes.

As organizations deepen their understanding of diversity, the focus has shifted from external representation to internal transformation. It’s no longer enough to track who is in the room; leaders must consider how individuals experience being in the room. And that starts with the environment leaders create. This is where the conversation moves from metrics to meaning, and from surface-level inclusion to a deep sense of belonging.

Belonging and employee engagement are key results of diversity, equity, and inclusion (DEI) strategies. Even though some leaders might be reluctant to talk about DEI, the proven outcomes will ensure that DEI will remain a priority—regardless of what it’s called. All business leaders can agree that they want their employees to feel comfortable and productive at work.

Organizations thrive when belonging is fostered and suffer when it’s absent. According to Great Place To Work, belonging in the workplace is “an employee’s sense that their uniqueness is accepted and even treasured by their organization and colleagues. [It] is an accumulation of day-to-day experiences that enables a person to feel safe and bring their full, unique self to work.”

Belonging starts with leadership—leaders doing inner work, showing up authentically, and modeling behaviors that build trust, inclusion, and psychological safety. It’s time to challenge leadership and HR to move beyond buzzwords and create workplaces where people truly feel seen, heard, and valued for their contributions.

Belonging Is Strategic, Not Just Cultural
A sense of belonging is directly tied to employee performance. In fact, employees who feel they belong are 75% more likely to thrive in their roles (2). For belonging to truly matter, it must be measured and woven into leadership evaluations—not just referenced in vision statements. HR leaders must highlight those who model inclusive behaviors, and offer coaching to those who don’t. A useful reflective question is: Would people choose to work for this leader again?

The Inner Work of Leadership
The journey begins with leaders being willing to put aside the need to appear perfect and instead engage in introspection. Understanding personal narratives around success, failure, and self-worth is not a “soft” skill—it’s a strategic imperative. When leaders do this inner work, they show up with greater clarity, compassion, and courage. While HR is well-known for supplying toolkits and training resources, the next step is to go deeper—asking the questions that prompt self-reflection, not just handing out materials.

The Human Side of Work
Employees want to be seen and treated as individuals. They aren’t asking for grand gestures, but rather consistent, daily acts of care. Empathy, feedback, praise, time, and trust—these are the true currencies of employee engagement. HR must reinforce that care and connection are not optional extras but leadership essentials.

HR’s Role in Accountability and Change
HR has the responsibility to act as cultural liberators, not simply enforcers. Belonging is not what’s printed on posters or walls—it’s what’s felt in the halls or in the small moments on a Zoom call. That’s why HR must audit culture for harm, not just performance. These audits need to happen especially at the frontline level, where culture is most lived. Thoughtful, revealing questions like “What did you appreciate about your last manager?” and “What didn’t work?” can surface valuable insights.

The Cost of Inauthenticity
Employees often feel the pressure to “cover” parts of themselves to fit in. This quiet conformity reduces trust, creativity, and overall engagement. Even worse, when organizations post values they don’t actively live, it breeds mistrust. Buzzwords like “we all belong here” can easily become camouflage for inaction if not backed by consistent behaviors.

Building True Belonging
True belonging means making room for nuance, discomfort, and even disagreement. It means creating intentional spaces for values-based dialogue—where employees don’t need to agree on everything to feel like they belong. Belonging is not achieved through slogans but through action. Expectations must be clarified and values must be embodied—not just written in handbooks but lived daily. Leading organizations are now going beyond basic psychological safety training to use “safety mapping,” identifying the specific emotional needs of different employee groups and designing solutions that truly support them.

We ALL Have a Call to Action
Now more than ever, HR must raise the bar for leaders and hold them accountable. Ask bold questions—like “If your workplace disappeared tomorrow, would anyone miss it?” Belonging is not about fitting in—it’s about making space for everyone to thrive. This work goes beyond leadership development or culture—it’s a movement. A meaningful one.
The message is clear: belonging starts with leadership at the top. It’s time to rethink how we define diversity and inclusion at work. This movement calls for courage, intention, and sustained action—not just words on a wall. HR professionals have the power and responsibility to lead this change—and in doing so, to help build the kinds of workplaces where people don’t just survive, but truly thrive.

(1), (2): Louis Carter, Best Practices Institute; Most Loved Workplaces 2024 

For many, the idea of bringing your human to work was once unfamiliar, even radical. Years ago, the notion of creating a more human-centered workplace was considered experimental—something nice to have, but not necessary for business success. Today, we know better. A workplace that prioritizes humanity isn’t just good for people—it’s good for business.

However, as the workplace evolves, some question whether we’ve gone too far. Conversations about vulnerability, psychological safety, and life balance have reshaped how we interact, but they’ve also introduced new concerns for HR professionals and leaders. Some feel overwhelmed by oversharing and blurred professional boundaries, while others perceive a growing sense of entitlement or shifting work ethics across generations.

This has left many HR professionals wondering: Are we experiencing compassion and vulnerability fatigue? Have we lost the balance between being human and driving performance?

Human Workplaces Still Need High Performance. A people-first workplace can result in higher retention, engagement, and job satisfaction. However, retention without accountability can lead to a lack of differentiated effort—meaning people stay but may not perform at their best. Employees need an environment where they feel valued, and they also need clear expectations and timely feedback to grow and contribute effectively.
So, how do you strike the right balance? How do you bring the “right amount” of human to work?

Three Ways to Lead With Humanity & Accountability
1. Don’t Over-Fixate on Vulnerability
Being human at work does not mean making vulnerability the cornerstone of leadership. Instead, think of human leadership as a recipe:
• 1 part vulnerability (authenticity)
• 1 part empathy (understanding)
• 1 part effort (accountability & action)
• On-going communication (whisked together)
You need all four to lead effectively in today’s workplace.

2. Define Outcomes Clearly
• What does high performance look like in your workplace?
• What key metrics drive success?
• How do you ensure fair performance evaluations, regardless of remote or in-person work?
Remember: Being physically present in the office doesn’t mean someone is productive. Likewise, working from home doesn’t mean they’re binge-watching TV or working out at the gym. Leaders must set clear expectations, track progress, and recognize contributions fairly.

3. Measure What Matters & Provide Timely Feedback
• Be intentional with performance metrics that align with business goals.
• Give real-time feedback to reinforce positive behaviors and address gaps.
• Remember: Everyone contributes to business success. Make sure they understand how.

But what happens when an organization must make difficult decisions that disrupt the workforce? How do we apply the same principles of leadership, communication, and fairness in times of uncertainty—like layoffs?

Leading With Humanity, Even in Difficult Moments
At HR Answers, we help organizations bring out the human where and when it’s needed most. Unfortunately, one of the most difficult moments for any business is making layoff decisions—a reality many organizations are facing or anticipating due to the economic shifts.

Layoffs are never easy, and how they are handled matters. Employees will remember not just that it happened—but how they were treated in the process. Leaders who bring clarity, compassion, and accountability to these conversations will help preserve trust, morale, and the organization’s reputation.

Before making this critical decision, organizations should:
✅ Explore all possible alternatives before deciding on workforce reductions.
✅ Plan for the full layoff process, ensuring fairness and transparency before, during, and after the announcement.
✅ Ensure legal compliance—including WARN Act requirements, severance considerations, and risk mitigation.
✅ Communicate layoffs with clarity and empathy—equipping managers with the skills to deliver difficult messages.
✅ Support both departing and remaining employees—providing career transition resources, outplacement services, and ongoing workforce engagement strategies.

When layoffs are necessary, separating employees respectfully is essential. HR Answers can guide you in making compliance-driven decisions while maintaining the right balance of humanity in the process.

If your organization is navigating layoffs, we’re here to help. We have two upcoming programs designed to support you through this process:
📅 April 2nd: HR Lunch Bunch – Navigating Layoffs
👉 Register here

📅 May 1st: Separation with Respect Webinar
👉 Register here

No matter the circumstance, let’s ensure we bring our human to work in a way that fosters trust, fairness, and respect.

One of the sweet spots for HR Answers is our training and development programs. For decades, we’ve been helping individuals at all levels within organizations grow their skills, particularly in leadership and supervision. Our clients trust us to provide practical, real-world training to ensure their supervisors are not just promoted, but prepared.

As a hiring manager, you will inevitably need to fill vacant supervisory roles. While it’s tempting to look externally for talent, there’s tremendous value in promoting from within. Naturally, many leaders turn to their most productive, hard-working, and initiative-driven employees as ideal candidates for leadership roles. But is high productivity the best predictor of supervisory success?

What Makes a High-Performing Individual Contributor?

Research from Zenger/Folkman (1), a leadership development consultancy, found that the top 10% of high-performing individual contributors consistently exhibit the following behaviors:

✔ Set stretch goals
✔ Show consistency
✔ Have knowledge and technical expertise
✔ Drive for results
✔ Anticipate and solve problems
✔ Take initiative
✔ Are collaborative

At first glance, these attributes seem like the perfect foundation for a strong supervisor. But are they?

Great Individual Contributors vs. Great Supervisors

While these qualities drive individual success, they don’t automatically translate into strong leadership and management skills. As Marshall Goldsmith famously wrote in What Got You Here Won’t Get You There, the skills that make someone excel in one role aren’t necessarily the same skills needed to thrive in the next.

Take a moment to reflect on your own career. Think about the best supervisors you’ve had:
• What made them great?
• What characteristics set them apart?
• Which ones did you respond to positively, and why?

Chances are their success wasn’t based solely on technical expertise or productivity. Instead, they demonstrated the following leadership behaviors:
✔ They listened and provided honest feedback
✔ They were patient with mistakes and encouraged learning
✔ They ensured their team had the resources needed to succeed
✔ They were trustworthy and built trust with employees
✔ They invested in their employees’ growth and career paths
✔ They treated everyone equitably
✔ They led with confidence during times of change
✔ They reinforced the organization’s mission, purpose, and values

Did you notice what’s missing? Boundless energy, technical mastery, and networking ability. While these traits can certainly help, the most effective supervisors lead with emotional intelligence, strong interpersonal skills, and a genuine commitment to developing others. In short, they lead with heart and they are “others-centered”.

Finding Your Future Leaders

Now, let’s turn this insight into action. Look at your current team—who stands out as a natural leader? Instead of defaulting to the most productive employees, identify those who:
✔ Navigate conflict calmly and professionally
✔ Foster strong working relationships with colleagues
✔ Have the ability to train, coach, and motivate others
✔ Understand and embrace the organization’s mission

These are the individuals who have the foundation for great leadership and serve as a cornerstone of the organization. They may not be the flashiest performers, but they are the ones who will build high-functioning, engaged, and successful teams in the long run.

Develop Supervisors Before They Become Supervisors

Here’s the challenge: Organizations must start training and developing future supervisors before they step into the role.

When we work with clients on leadership development strategies, we always ask: “Are you identifying and investing in your high-potential employees early?”
Supervisory skills aren’t developed overnight. Managers should start coaching and mentoring employees as soon as they recognize leadership potential, rather than waiting until they are promoted.

We Can Help

If you have employees who could benefit from supervisory development—or high-potential team members who are ready to start preparing for leadership—consider enrolling them in our upcoming program:
📅 Success for Supervisors: Virtual Series | March 2025
🔗 Register here

Let’s ensure your future supervisors have the right skills, mindset, and training to succeed—not just as individual contributors, but as effective, inspiring leaders.

Citation:

1. Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy. Joseph Folkman is the president of Zenger/Folkman. Prior to 2018 They collected data on over 7,000 people who were rated by their manager on their level of their productivity and 48 specific behaviors. Each person was also rated by an average of 11 other people, including peers, subordinates, and others. They identified the specific behaviors that were correlated with high levels of productivity — the top 10% in their sample — and then performed a factor analysis.