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The Un-Stressing Method: Three Simple Steps to Break the Burnout Cycle

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March 24, 2026

The Un-Stressing Method: Three Simple Steps to Break the Burnout Cycle

By Amy Leneker

The burnout cycle doesn’t start with collapse.

It starts with competence.

It starts with being the one people rely on. With saying yes because you can handle it. With pride in being dependable, capable, and composed under pressure. This is the burnout cycle in its most seductive form: High functioning on the outside. Hollowed out on the inside. Burnout among working Americans has surged to a six-year high—evidence that the way we’re working isn’t working.

  • Three Dimensions of Burnout

Burnout isn’t just “being tired” or having a bad week at work. The World Health Organization defines burnout as an occupational phenomenon with three distinct dimensions: emotional exhaustion, mental distance or cynicism toward one’s job, and reduced professional efficacy. In real life, that looks like feeling drained before the day even starts, becoming detached or numb toward work that once mattered, and quietly questioning whether what you do makes any difference anymore. Burnout isn’t a motivation problem—it’s chronic workplace stress that hasn’t been managed.

  • Dangers of Chronic Stress

The U.S. Department of Labor reports that chronic stress doesn’t just hurt individuals—it harms performance and culture. The ripple effects are felt across entire organizations:

  • Increases absenteeism. Ongoing stress takes a toll on physical and mental health, leading to more sick days, unplanned absences, and extended leaves;  
  • Diminishes productivity. High-stress environments overload the brain, reduce focus, increase mistakes, and decrease overall performance;
  • Elevates risk of workplace incidents. Stress-related fatigue slows reaction time, clouds judgment, and increases the chances of accidents or safety violations; and
  • Erodes morale and exacerbates turnover. Chronic stress chips away at engagement and commitment, leaving employees dissatisfied and disengaged

And stress isn’t just a performance problem today; it’s a leadership problem for tomorrow. Stress is reshaping careers and leaving leadership pipelines at risk. The State of Stress and Joy at Work national study reports that large numbers of working Americans are opting out of leadership altogether due to stress. American workers report that due to work stress:

  • 63% have considered leaving their career
  • 61% avoid managing others
  • 45% have lowered their career goals
  • 44% have avoided promotions

It’s time for less stress and more joy at work—and beyond.

  • A Simple Un-Stressing Method

Here’s a simple un-stressing method 96% of American workers report as helpful in understanding and managing their stress. 

The three steps are as follows:

1. See stress differently.

It all starts with two tiny questions that change everything: Is this important? and Do I have control over it? Most of our stress lives in the space where we skip the questions and jump straight to worry. But clarity changes that. When you pause to name what really matters and release what’s not yours to carry, everything changes. Based on your answers to the two questions, you place the stressor in the appropriate quadrant of The Un-Stressing Matrix™.

2. Sort stress into five actionable categories.

Not all stress is created equal and workplaces need to stop treating it like it is. There are five distinct types of work stress: Schedule, Suspense, Social, Sudden, and System.

  • Schedule Stress is from having too much to do and not enough time.
  • Suspense Stress is stress from waiting for what’s uncertain or looming and the anticipation causes stress.
  • Social Stress is from tension in relationships and team dynamics.
  • Sudden Stress is the stress that arrives unannounced and demands a response, such as an urgent request or a last-minute change.
  • System Stress is stress from structures, processes, and culture.

Each has its own behaviors, patterns, and solutions. Naming the type of stress allows you to solve the root problem of stress, not just a symptom.

3. Solve stress without spinning.

This is where we trade overthinking for doing. The matrix makes the next step visible without overthinking or analysis paralysis.  

And then for the best part – celebrate the shift! The goal isn’t just less stress—it’s more joy. When you start using this method, you’ll free up time, space, and energy. You don’t need to earn joy or find joy. It’s been there all along—you just couldn’t see it behind the stress.

It’s time to stop the cycle of burnout and start leading your life.

About the Author

Amy Leneker is an optimistic, joy-seeking, recovering workaholic. She’s also a leadership consultant with over 25 years of leadership experience, including a decade in the C-suite, who has helped over 100,000 leaders, teams, and organizations (from Fortune 100 companies to the public sector) thrive at work through keynotes, coaching, and training, centered on less stress and more JOY. A first-generation college student, Amy earned both her undergraduate and graduate degrees while working full-time and later raising a family. She has studied leadership at Yale, neuroscience at the NeuroLeadership Institute, and stress resilience at Harvard Medical School. Amy has appeared in Fast Company, Inc., CEOWORLD Magazine, and other prestigious outlets. She is the author of the first national study on joy at work, The State of Stress and Joy at Work 2026: America’s Joy Problem, and Cheers to Monday is her first book.

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Women’s History Month Series – In Conversation with Michelle Burton

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HR Spotlight Interview

Michelle Burton

Women's History Month Interview Series

In Conversation with Michelle Burton

Our special guest today is Michelle Burton, founder of North Star People & Leadership Advisory. With over 20 years of experience in people, culture, and leadership strategy, Michelle helps scaling businesses transition from founder-driven operations to sustainable, resilient models. A third-generation HR professional raised in a farming family, she brings a uniquely grounded, systems-thinking approach to the corporate world.

In this interview, Michelle challenges the stereotypes that frequently pigeonhole women in HR as the “office mom” or “policy police,” advocating instead for the role of the strategic business architect. She explains why the 2026 workforce is currently “recalibrating,” shares her structured approach to fixing the notorious “broken rung” of leadership, and reveals why she wants to ban the buzzword “bandwidth” forever.

Thank you for joining us, Michelle! If you could clear the air right now, what’s the one thing you wish every employee understood about your job?

Michelle Burton:

If I could clear the air on one thing, it’s this: HR’s role is not about enforcing rules for the sake of it; it’s about enabling organizations and their people to perform at their best as the business grows.

At its core, HR creates the structure, clarity, and leadership capability that allow teams to succeed in a scaling environment. My role is to balance the needs of the organization with the growth, well-being, and engagement of its employees.

From the outside, some decisions may feel transactional. But behind every policy, process, or difficult conversation is an effort to create fairness, consistency, and stability across the business.

It’s also important to understand that HR isn’t there to take sides. Our responsibility is to steward the long-term health of the organization by protecting the business while ensuring employees experience an environment where they can contribute and grow.

When HR functions well, it becomes a strategic driver that helps organizations move from reactive people management to intentional leadership, which is essential to scaling companies.

Nobody plans to go into HR. They usually get dragged into it because they’re good at listening. Is that true for you? What was the moment you realized you were meant to do this?

Michelle Burton:

Listening is certainly foundational, but for me the turning point was realizing how deeply people strategy shapes an organization’s ability to grow.

 

Early in my career, I supported a team navigating significant change as the business expanded. What became clear was that the challenge wasn’t just operational, it was structural and leadership related. Roles were evolving, expectations were unclear, and leaders were learning how to manage at a new level.

Being part of the process that helped bring clarity, strengthen leadership capability, and stabilize the team showed me the real impact HR can have. That was the moment I realized HR isn’t just about supporting employees, it’s about helping organizations mature and scale in a sustainable way.

That intersection of people, leadership, and growth is what drew me fully into this field.

HR requires a mix of skills—part lawyer, part therapist, part data analyst. If you strip away the job title, what’s the one superpower you rely on most when the office is on fire?

Michelle Burton:

Strategic Perspective.

In moments of conflict or crisis, it’s easy for organizations to become reactive. My role is to step back and look at the broader system, what’s actually driving the issue, what the organization is trying to achieve, and how the decision we make today will affect the culture and leadership environment long term.

That perspective allows me to move beyond simply solving the immediate problem and instead strengthen the systems around it, whether that’s leadership capability, role clarity, or decision-making structures.

The ability to connect people challenges to broader business strategy becomes one of the most valuable tools HR can bring to the table.

If you could describe the current mood of the workforce in 2026 using just one word, what would it be and why?

Michelle Burton:

Recalibrating.

Over the past several years, employees and organizations alike have experienced significant shifts, from remote work debates to economic uncertainty and evolving expectations around leadership and culture.

What we’re seeing now is a recalibration. Employees are reassessing what they value in work, while organizations are redefining what effective leadership, productivity, and culture look like in a modern workplace.

For HR leaders, this moment is less about returning to old models and more about helping organizations design workplaces that are clearer, more intentional, and better aligned with how people actually work today.

The conversation has shifted to the ‘glass cliff,’ where women are promoted during times of crisis. Have you ever felt that pressure to be the fixer in a broken system?

Michelle Burton:

It’s a dynamic many leaders, irrespective of gender identity, experience at different points in their careers.

Often those opportunities arise during moments of instability or transformation, when organizations need someone who can step in, stabilize the environment, and create a path forward.

While that pressure can be significant, I tend to view those moments through a strategic lens. Challenging environments often reveal the underlying structural issues within an organization including but not limited to unclear leadership layers, decision-making bottlenecks, or misaligned expectations.

When approached thoughtfully, those situations become opportunities to build stronger systems, strengthen leadership capability, and create more sustainable foundations for growth.

In many ways, those are the moments where HR leadership can have its greatest long-term impact.

Women in HR are often pigeonholed as the “office mom” or the “policy police.” How do you dismantle those stereotypes and ensure you’re seen as a strategic business architect first?

Michelle Burton:

The most effective way to dismantle that stereotype is by consistently operating at the level of business strategy, not just policy administration.

In my work, I focus on helping leadership teams think about how people strategy directly supports growth, whether that’s building the next layer of leadership, clarifying decision-making structures, or designing systems that allow teams to scale without chaos.

When HR is positioned as the function that brings clarity to how work happens, how leaders lead, and how organizations evolve as they grow, the conversation naturally shifts. You are no longer seen as the person enforcing rules, you’re seen as someone helping architect the organization itself.

HR professionals are the first responders of the corporate world, handling grief, layoffs, and conflict. What is your protocol for protecting your own peace after absorbing everyone else’s stress?

Michelle Burton:

One of the most important disciplines in HR is emotional boundaries.

You have to be deeply empathetic while also recognizing that you cannot personally carry every situation you support. My approach is to treat difficult situations with full presence in the moment by listening intently, responding thoughtfully, and ensuring people feel heard, but once the decision is made or the conversation is complete, I deliberately step back.

I also rely on reflection and perspective. In HR, the work is meaningful precisely because it involves real human experiences. Protecting your own well-being allows you to continue showing up with clarity and composure for the next challenge.

Without naming names, tell us about a time you had to deliver tough news that taught you something profound about leadership or empathy.

Michelle Burton:

Early in my career, I had to communicate a restructuring that impacted a small but close-knit team. Naturally, the immediate focus was on the operational change, but what stayed with me most was the emotional response from employees who felt uncertainty about their future and their value within the organization.

What that experience taught me is that leadership during difficult moments isn’t just about the message, it’s about the dignity with which people experience the process. Clarity, honesty, and respect matter enormously.

Since then, I’ve approached difficult conversations with the understanding that how organizations treat people in their hardest moments defines the culture far more than how they operate when things are easy.

Have you ever felt pressure to soften your delivery or be “nice” in ways male counterparts may not? How do you balance empathy with the need to be firm on policy?

Michelle Burton:

There can sometimes be an expectation that women in leadership communicate in a softer or more accommodating way. Over time, I’ve learned that empathy and clarity are not mutually exclusive.

My approach is to be direct, transparent, and respectful. People generally respond well when expectations and decisions are communicated clearly, even if the message is difficult.

Empathy comes from understanding the human side of the situation, while firmness comes from ensuring consistency and fairness across the organization. When both are present, the conversation tends to feel balanced rather than confrontational.

The age-old tension is between people and profits. Can you share an example where you had to advocate for something that didn’t have an immediate ROI but was critical for culture?

Michelle Burton:

There are moments when investing in people systems doesn’t produce an immediate financial return, but it creates the conditions for long-term performance.

One example was advocating for leadership development during a period when the organization was scaling quickly. At the time, some viewed it as a discretionary expense. However, the reality was that many of the organization’s challenges such as communication breakdowns, decision delays and team friction were rooted in leaders who had been promoted quickly without the tools to lead effectively.

Investing in leadership capability didn’t show up as an instant ROI line item, but it strengthened decision-making, improved team cohesion, and ultimately allowed the organization to scale more sustainably.

Sometimes the most valuable investments in an organization are the ones that build the leadership and cultural foundations for long-term growth.

We talk a lot about gut feeling in hiring. How are you using data to challenge biases—your own or hiring managers’—when it comes to promoting women and underrepresented talent?

Michelle Burton:

Gut instinct can be valuable, but when it becomes the primary decision-making tool in hiring or promotions, it often reinforces existing biases.

The way to counter that is by introducing structured decision frameworks. That means clearly defined competencies for each role, standardized interview questions, established career path frameworks and tracking promotion and hiring patterns over time. When you look at the data on who is being considered, who is advancing, and where people stall, you start to see patterns that aren’t always visible in individual decisions.

For leadership teams, that data becomes a mirror. It shifts the conversation from personal judgment to evidence-based decision-making. The goal isn’t to eliminate human judgment, but to ensure that judgment is applied consistently and fairly so that talented people aren’t overlooked simply because they don’t fit an unspoken mold.

Statistically, women often get stuck at the first step up to manager. As an HR leader, what is one systemic change you’ve implemented—or want to—that actually fixes this broken rung?

Michelle Burton:

One of the biggest barriers at that first promotion level is that organizations often rely on informal sponsorship and visibility to identify future managers. The problem is that informal systems tend to benefit the people who are already closest to leadership.

A systemic solution is to make leadership readiness more transparent and intentional. That means defining what ‘ready for leadership’ actually looks like through clear leadership competencies, leadership expectations, and development opportunities that employees can actively pursue.

Several years ago, I developed a Leadership Potential Assessment and Feedback Report that I still use as a practical tool in organizations. I have refined this leadership potential assessment over the years across the changing business landscapes. The purpose of the assessment is to move the conversation about leadership potential from subjective impressions to more structured evaluation. The tool evaluates emerging leaders across a set of core leadership dimensions.

What makes this tool valuable is the feedback component. Instead of simply labelling someone as a ‘high potential leader’ or ‘not ready’, the report highlights specific strengths and development areas tied to leadership expectations. It provides clear insights into where they already demonstrate leadership behaviours and where they may need further development. The report also outlines practical development actions that help individuals intentionally build the skills required for their first, or next leadership role.

For more seasoned leaders, I administer a Leadership Effectiveness Analysis and Feedback Report. While the Leadership Potential Assessment focuses on readiness for a first leadership role, the Leadership Effectiveness Analysis looks at how leaders are actually showing up once they are in the role and how their leadership is experienced by others.

When organizations create structured leadership pathways rather than relying on informal nominations, it opens the door for more people to see themselves as potential leaders and to prepare for that role in a meaningful way. It transforms leadership development from something exclusive into something accessible.

What is the biggest myth about working in HR that you wish would die?

Michelle Burton:

The biggest myth is that HR is simply an administrative or compliance function.

In reality, HR is one of the few functions that has visibility into how the entire organization operates, how leaders lead, how teams collaborate, and where structural issues are slowing the business down.

When HR operates strategically, it becomes a critical partner in organizational design. It helps leadership teams think about how to scale decision-making, develop stronger leaders, and build cultures that support sustained performance. That’s a very different role than the traditional perception of HR as just managing policies or people administration.

If you could ban one corporate buzzword forever, what would it be?

Michelle Burton:

Probably the word ‘bandwidth.’

It’s often used as shorthand for workload, but it can obscure the real conversation organizations need to have; which is about priorities, resources, and leadership clarity.

When teams constantly say they don’t have the bandwidth, it’s usually a signal that expectations aren’t aligned or the organization has outgrown its current structure. Instead of relying on buzzwords, leaders should focus on creating clearer priorities, clear communication through ALL levels of the organization and more sustainable ways of working.

HR is often described as a thankless job. You’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the moment that reminds you this is why you do this?

Michelle Burton:

For me, the most meaningful moments happen when you see the long-term impact of the work.

It might be a leader who once struggled with managing their team but, after developing the right skills and support, becomes someone their employees genuinely respect and trust. Or an organization that once operated in constant reactive mode finding a rhythm and clarity as its leadership  and operational structure matures.

Those moments don’t always make headlines, but they represent real transformation. Seeing individuals grow and organizations become healthier, more effective environments for people to work; that’s what makes the work worthwhile.

“Empathy and clarity are not mutually exclusive.”

That powerful insight from Michelle Burton is a masterclass in modern leadership. Her approach reminds us that true empathy isn’t about softening the truth to avoid discomfort; it is about treating people with dignity, transparency, and respect, especially during an organization’s most difficult moments.

As we celebrate Women’s History Month, Michelle’s dedication to building stronger leaders and healthier organizational systems serves as a vital blueprint for the future of work. Thank you, Michelle, for sharing your strategic vision and grounded wisdom.

Michelle Burton is the founder of North Star People & Leadership Advisory, a developing advisory focused on helping scaling businesses strengthen leadership capability and align people strategy with growth. She is currently establishing the firm to partner with founders and executive teams navigating the complexities of expansion, including building the next layer of leadership and creating clearer organizational structures. Michelle has more than 20 years in people, culture and leadership strategy. A third-generation HR professional raised in a farming family, she brings a grounded work ethic and practical approach to developing leaders and building resilient organisations. Michelle’s work centers on practical, strategic guidance that helps companies transition from founder-driven operations to more sustainable, scalable leadership models that support long-term growth.

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The Human Side of the Algorithm: Why Personality Dictates AI Adoption

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March 23, 2026

The Human Side of the Algorithm: Why Personality Dictates AI Adoption

By Adam Stamm, Co-Owner, Online DISC Profile

The rapid integration of Artificial Intelligence into the modern workplace is often discussed in terms of technical capability, processing power, and economic disruption. However, as we move past the initial novelty of generative tools, a more nuanced reality is emerging: the success of AI adoption depends less on the software itself and more on the psychological makeup of the people using it.

In a recent study of over 4,000 employees conducted by Online DISC Profile, we found that 76% of workers are now comfortable using AI in their daily roles, and perhaps more surprisingly, given the headlines regarding automation, is that 71% of respondents feel secure in their positions and are not worried about AI taking their jobs. Yet, despite this general comfort, there remains a significant friction point: one in five employees (22%) indicated they would likely leave a job due to “excessive” AI use.

To understand this mixture of attitudes towards AI, we must look at the workplace through the lens of personality. Using the DISC methodology, we can see how different behavioral types perceive AI not just as a tool, but as a digital colleague.

  • The Efficiency Paradox: The Dominant (D-Type)

Individuals with a “Dominant” personality type are driven by results, speed, and control. For a D-type, AI is a natural ally. Because these tools work instantaneously, they allow D-types to complete tasks at an accelerated pace, enabling them to stay in control while managing a multitude of complex projects.

However, this relationship is not without its tensions. The D-type’s inherent need for autonomy means they may view AI with caution if the tool begins to dictate how they work rather than simply assisting them. If the AI becomes a bottleneck or operates in a way that feels restrictive, the D-type may reject it in favor of maintaining their own methodology.

  • The Social Conundrum: The Influence (I-Type)

“Influence” types are characterized by their social nature and need for interaction. On the surface, Large Language Models (LLMs) appeal to I-types because they are inherently conversational and often programmed to provide “cheery” or high-energy responses.

The risk for I-types is rooted in social approval. These employees are highly attuned to the culture of their peer group. If a team’s prevailing sentiment is skeptical of AI, an I-type is likely to avoid using it to maintain social cohesion and alignment with their colleagues. For them, AI adoption is a communal decision rather than a technical one.

  • The Systematic Teammate: The Steadiness (S-Type)

Employees who fall into the “Steadiness” category value systems, processes, and consistency. They often gravitate toward AI because of its systematic nature; they view the technology as a reliable, process-oriented teammate that can handle repetitive structures.

But the S-type is also the most empathetic of the personality groups. They place a high emphasis on the needs of others. If they perceive that increased AI usage is leading to staff reductions or harming the well-being of their colleagues, they are likely to opt out of using the technology as a matter of principle. Their loyalty lies with the people, not the process.

  • The Risk Manager: The Conscientious (C-Type)

The “Conscientious” personality type is defined by a desire for accuracy and a deep-seated aversion to risk. For a C-type, AI is a double-edged sword. It can be an invaluable asset for identifying human errors and performing “extra steps” in quality control.

Conversely, the well-documented tendency for AI to “hallucinate” or provide confidently incorrect information is a deal-breaker for many C-types. Because they fear being associated with incorrect data, they may avoid AI entirely rather than risk the fallout of a machine-generated error.

  • The Managerial Mandate: Transparency and Choice

As businesses navigate this transition, leaders must recognize that a “one-size-fits-all” AI mandate will likely backfire. 

Jeannie Bril, industrial/organizational psychologist, says that if a person feels forced to use AI, this may challenge their identity and impact their psychological well-being: “Individuals in creative jobs may experience negative impacts on their psychological well-being if they are forced to use AI tools at work because they previously had the freedom to choose how to do their jobs.”

To manage a workforce with differing personalities, managers must prioritize two things: transparency and choice.

  • Transparency: If a company uses an automated note-taker in meetings, this must be communicated clearly. Some employees may feel uncomfortable being recorded or monitored by an algorithm, and their privacy concerns must be respected.
  • Choice: Employers should evaluate which AI applications are “imperative” and which are “optional”. Giving employees the agency to decide how AI fits into their workflow, rather than mandating its use, preserves their sense of identity and prevents the “AI burnout” that leads to turnover.

Ultimately, the goal of integrating AI should be to augment human capability, not to override human personality. By understanding personality types within a team, businesses can move away from a “tech-first” approach and toward a “people-first” strategy that respects the diverse ways we think and work.

About the Author

After spending seven years in various Advertising and Marketing positions, Adam Stamm left his corporate job and joined his family’s business.

Here he regularly has opportunities to support products and services that focus on professional development, self-awareness, and improving workplace culture.

Adam is passionate about connecting with others and solving problems. Outside of his day job, he serves on the board of directors of the Greater Philadelphia Chapter Association of Talent Development where he works to provide educational programming around talent development to chapter members.

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In Conversation With Nicholas Wyman

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In Conversation With

Nicholas Wyman

Author

Attract, Retail & Develop: Shaping a Skilled Workforce for the Future

Hi Nicholas, thank you for joining us! Before we dive into “Attract, Retain & Develop”, please tell us about yourself and your current role.

Nicholas Wyman:

Thank you, it’s great to be here.

I’m Nicholas Wyman, a workforce practitioner and CEO of the Institute for Workplace Skills & Innovation America, where I focus on building skills-based career pathways that connect people to meaningful employment.

My work sits at the intersection of business, education, and public policy, helping employers solve talent shortages while creating opportunities for individuals. Over the past two decades, I’ve worked with employers across industries, and both private companies and government agencies, to rethink how they attract, develop, and retain talent.

What drives me is the belief that talent is universal, but opportunity is not. Employers have a powerful role to play in closing that gap.

What’s the origin story for your latest book, Attract Retain & Develop: Shaping a Skilled Workforce for the Future? How did it evolve from an idea to a tangible title? Tell us more about this journey.

 

Nicholas Wyman:

The idea for my latest book came directly from the frustrations I was hearing from employers everywhere. They were struggling to find talent, yet often overlooking capable people because of outdated hiring practices.

I realized there wasn’t a practical playbook that combined real-world workforce strategies with leadership and culture in a way that business leaders could immediately apply.

The book evolved over several years as I gathered case studies, tested ideas through our programs, and refined what actually works in practice.

My goal was to create something actionable rather than that leaders could use to build resilient, future-ready teams.

Your book argues that traditional hiring models are outdated. What specifically is broken in the way most organizations recruit today, and what mindset shift do HR leaders need to make first to truly “disrupt” their approach?

 

Nicholas Wyman:

The biggest problem is that many organizations hire based on traditional proxies for talent, like degrees, credentials, and job titles, instead of actual capability.

This approach unintentionally filters out incredible candidates who have the skills but not the traditional ‘pedigree’. It also slows hiring and contributes to persistent talent shortages.

The mindset shift is moving from credential-based hiring to skills-based hiring, asking, “What can this person do, and how can they grow?” rather than “Where did they go to school?”

Once leaders make that shift, they open the door to a much broader, more capable talent pool.

Your own career path, from chef to global workforce practitioner, is unconventional. How did that experience shape your philosophy on talent, and what can employers learn from non-linear career journeys when evaluating candidates?

 

Nicholas Wyman:

Starting my career as a chef taught me things that you can’t learn from a text book: soft skills like time management, communication and team-building, and critical thinking. Kitchens are performance-based environments, you either deliver or you don’t, and that shaped how I view talent.

My transition into workforce development reinforced that many of the most capable people willing to take initiative and problem-solve come from non-traditional backgrounds. Employers who overlook non-linear career paths miss out on adaptable, resilient, and highly motivated individuals.

Today’s workforce is far more dynamic, and hiring practices need to reflect that reality.

Through your work with the Institute for Workplace Skills & Innovation America, you’ve helped create thousands of skills-based career pathways, including apprenticeships for people with disabilities. What lessons from those programs can HR leaders apply to build more inclusive and effective talent pipelines?

 

Nicholas Wyman:

One of the biggest lessons is that inclusive hiring isn’t charity, it’s actually smart business with a proven ROI for both individual businesses and for the economy, and our society, at large.

When employers focus on skills and provide structured pathways like apprenticeships, they uncover talent that was previously overlooked. We’ve seen firsthand that with the right support and mentorship, individuals thrive and become highly loyal, high-performing employees.

Another key lesson is that partnerships matter. It’s key to work with community organizations and training providers, as that reduces the burden on employers. Inclusion expands your talent pool and strengthens your organization at the same time.

Many employers are concerned about automation and AI reshaping jobs. Based on your research and workforce experience, what skills should organizations be prioritizing now to future-proof both their workforce and their business?

 

Nicholas Wyman:

AI is transforming work, but the real challenge that comes with utilizing this technology is ensuring trust, good judgment, and human capability. The risk isn’t just that AI will replace tasks, but that people may over-rely on it without critical thinking.

That means the most important skills are human skills: adaptability, communication, ethical judgment, and problem-solving. Technical literacy is important, but the ability to question, interpret, and apply technology responsibly is what creates value.

Organizations that invest in these durable human skills will be far better positioned to navigate whatever comes next.

As an author, what are 3 other books you’d recommend to our audience? Why?

Nicholas Wyman:

As someone who works at the intersection of workforce strategy, business performance, and human capability, I tend to look beyond mainstream HR titles. Talent systems rarely fail because of policy. They fail because of behavior, stress, culture, and leadership blind spots.

Three books that have shaped my thinking:

Atomic Habits by James Clear

Clear’s central argument is simple: outcomes are driven by systems, not willpower. That applies directly to organizations. Engagement, productivity, and inclusion are the result of repeated behaviors reinforced over time. If leaders want change, they must design better systems and reward the right daily actions. Culture is not a slogan. It is an institutionalized habit.

The Mindbody Prescription by John Sarno

This book explores how chronic stress manifests physically. In organizations, that same stress shows up as burnout, disengagement, and turnover. Too many workplaces wear chronic pressure as a badge of honor. It is not. It is a performance tax. Sustainable output requires healthier environments and leaders who understand the cost of hidden strain.

The Gifts of Imperfection by Brené Brown

Brown’s work on vulnerability and courage is ultimately about trust. And trust drives performance. Innovation, accountability, and retention depend on psychological safety. High standards and empathy are not opposites. The best organizations combine both. When people feel safe to speak up and grow, performance follows.

For me, workforce strategy is not just about hiring models or talent pipelines. It is about energy, resilience, and behavior at scale. Organizations that understand that outperform those that treat talent as a transactional process.

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Author of Attract, Retain & Develop, Nicholas “Nick” Wyman began his career as an award-winning chef. Transitioning from the culinary arts to the business world, Nick leveraged his leadership experience to become a globally recognized workforce practitioner. As the CEO of the Institute for Workplace Skills and Innovation Group (IWSI), he redefines career pathways, transforming how the modern world views skills and success. Under his leadership, IWSI has ignited over twenty thousand skill-based career paths. Nick is the author of two books and contributes to Forbes, Fast Company, the MIT Press Journal, and CNBC.

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Women’s History Month Series – In Conversation with Stephanie Davis Neill

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HR Spotlight Interview

Stephanie Davis Neill

Women's History Month Interview Series

In Conversation with Stephanie Davis Neill

Our special guest today is Stephanie Davis Neill, Chief Operating Officer at Click Boarding. With over 25 years of leadership experience spanning agile startups to Fortune-ranked companies, Stephanie brings a uniquely structural perspective to HR technology. A lifelong operator and Georgia Tech graduate with deep expertise in Lean/Six Sigma methodologies, she proves that the most effective way to solve complex people problems—such as employee engagement and workload reduction—is through robust, repeatable processes.

In this episode, Stephanie shares her playbook for protecting her peace through structural clarity, explains why she describes the 2026 workforce as “cautious,” and offers critical advice on how to strategically pivot after surviving the “Glass Cliff.”

Thank you for joining us, Stephanie! We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

Stephanie Davis Neill:

As a lifelong operator, I still find myself surprised when I describe my role in HR Technology.  I wasn’t initially sure it was the right fit until I thought about the challenges we solve, like engagement, accelerating readiness to work, and workload reduction for support teams and I thought, “this is what I have been doing my whole career!”. It’s true, when you really do pay attention, you can often clearly see the way forward.

You’ve worked in everything from furniture retail to global logistics. What have you learned about transformation?

Stephanie Davis Neill:

The fundamentals of managing transformation remain remarkably consistent from a startup to the Fortune 100: it is always about people and process. Whether you are hiring seasonal labor or highly specialized skill sets, transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.

If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Stephanie Davis Neill:

Cautious.

As the pace of change continues to accelerate, particularly with macro economic pressures, adoption of AI, and shifts in company remote work policies, many employees remain uncertain about what comes next.  I suspect this is directly impacting the motivation for risk taking and job mobility.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Stephanie Davis Neill:

Shining during a time of crisis can be a great way to get noticed and to accelerate leadership opportunities. I challenge women who rise during these periods to pivot quickly when the crisis is over to demonstrate strategic leadership. It can be very easy to fall into the trap of being the go-to person in every crisis. I once had responsibility for literal crisis management (weather and other disaster response functions) and because it ran so smoothly, it stayed with my team for several years instead of appropriately moving to the risk management team. After that, I learned to not only fight for what I wanted to manage, but also for passing along what I shouldn’t.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Stephanie Davis Neill:

My protocol involves creating repeatable systems and routines that “anchor” the work. I rely on fixed organizational process, like our bi-weekly product and client discussions, to ensure everyone is on the same page and working toward the same priorities. This structural clarity helps prevent the “chaos” of absorbing everyone else’s stress because we have a clear, shared path forward.

HR is often described as a thankless job—you’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the specific moment that reminds you ‘This is why I do this’?

Stephanie Davis Neill:

I stay because I love helping facilitate how people, tools, and resources come together to deliver something amazing. The “why” becomes very clear when you see the personal connection our teams make with clients. We recently finished a large implementation where the client didn’t want to let their consultant go and even asked for his personal information just to send a thank-you note. Hearing that our team has made that kind of impact, even at the very beginning of a partnership, is incredibly exciting.

“Transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.”

That operational philosophy from Stephanie Davis Neill is a powerful reminder that at the core of every successful business transformation, the fundamentals of people and process remain entirely constant.

A huge thank you to Stephanie for sharing her expertise and proving that the best HR strategies are built on solid operational foundations.

As COO, Stephanie Davis Neill leads efforts to retain and grow Click Boarding’s customer base while optimizing operations for scalable growth. With over 25 years of experience in operations across startups, private-equity-backed firms, and Fortune-ranked companies, she is a proven change leader, most recently serving as VP of Customer Success & Direct Sales at Aaron’s. Passionate about building efficient processes, she applies Lean/Six Sigma methodologies to drive strategic problem-solving and cross-functional collaboration. Her expertise spans B2B account management, customer experience, and service management. A Georgia Tech graduate, Stephanie enjoys traveling and volunteering when not at home in Marietta, Georgia, with her family and rescue dog, Peanut.

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Women’s History Month Series – In Conversation with Advita Patel

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HR Spotlight Interview

Advita Patel

Women's History Month Interview Series

In Conversation with Advita Patel

Joining us is Advita Patel, an award-winning business communications consultant, professional confidence expert, and the 2025 President of the Chartered Institute of Public Relations. As the founder of CommsRebel and co-founder of A Leader Like Me, Advita specializes in building inclusive, high-performing environments. She is also the host of the Decoding Confidence podcast, with her highly anticipated book of the same name launching in May 2026.

In this interview, Advita breaks down the exhaustion of the modern workforce, the amplified pressures of the “Glass Cliff” for women of color, and why true empathy in leadership requires active practice, not just assumption. From setting non-negotiable boundaries to challenging the dangerous reliance on “gut feeling” in hiring, Advita provides a masterclass in leading with clarity and intention.

Thank you for joining us, Advita! If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Advita Patel:

Tired. The last six years have felt relentless for many people: constant change, new technology, economic uncertainty, and very little space to breathe or reflect. That’s why taking charge of the things we can control and prioritising our wellbeing matters more than ever. When you’re running on empty, you simply can’t show up properly for anyone else.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Advita Patel:

Absolutely, and not just as a woman but also as a woman of colour, that pressure is amplified. There’s this unspoken expectation that you have to constantly prove yourself, outperform, and somehow fix what others couldn’t. You’re pitted against each other, and you genuinely believe you need to give twice as much just to be seen as half as capable. What makes it worse is that when you can’t fix a broken system, you internalise it as personal failure. It’s no wonder so many women burn out.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Advita Patel:

Strong boundaries, and I don’t negotiate on them. My laptop stays in my office, and I don’t check anything work-related after 6pm. I know how tempting it is, especially when there’s an on-going issue. But if you don’t model your own boundaries, you can’t expect others to respect them either. Burning yourself out helps no one, and the long-term cost of not protecting yourself can be devastating.

Without naming names, tell us about a time you had to deliver tough news (a termination, a restructuring) that actually taught you something profound about leadership or empathy.

Advita Patel:

I was once asked to send out a restructure email just before a Bank Holiday weekend. The thinking was that it would get ahead of the rumours without leadership having to field questions straight away. I pushed back. Dropping news like that with no context, right before people disconnect for a long weekend, is unfair and causes unnecessary anxiety. The response from senior leadership? “Everyone’s an adult, they’ll understand.” That moment crystallised something important for me: empathy isn’t instinctive for everyone. It has to be actively practised, not assumed.

Have you ever felt pressure to soften your delivery or ‘be nice’ in a way that male counterparts aren’t? How do you balance empathy with the need to be firm on policy?

Advita Patel:

Yes. I was told my tone came across as aloof and cold, which genuinely surprised me because warmth is a big part of who I am. But I noticed the feedback only surfaced when I challenged or disagreed with something, and that told me a lot. Real empathy isn’t about backing down or over-softening to avoid discomfort. It’s about recognising that people aren’t difficult, they’re just different. It means understanding someone’s perspective without needing to agree with it, and holding your position without becoming defensive. Giving people space to be heard is empathy. Disappearing into agreeableness is not.

The age-old tension is between ‘People’ and ‘Profits.’ Can you share a specific example where you had to fight for a budget or a benefit that didn’t have an immediate ROI, but you knew was critical for the culture?

Advita Patel:

How to fight for a budget without a clear ROI? That’s practically a book I could write. In the work I do, it’s rarely possible to show an immediate return because it forms part of a much bigger picture. So, alongside attaching metrics to spend, I always talk about the consequences of not doing something, not just what success looks like if we do. That reframe gives budget holders the full picture rather than just our version of it.

We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to promoting women and underrepresented talent?

Advita Patel:

Gut feeling is based on your lived experiences. And if your lived experiences have been sheltered and you haven’t had much interaction with people who are different from you, the bias you show in your gut will be aligned to your version of what good looks like. That’s why so many teams and boards have similar faces. This, in many cases, isn’t intentional. People will generally believe they have hired the best. But what they may not realise is that they are measuring best to their personal criteria. And if someone who is different or looks different is being interviewed, the natural reaction is that they are not a good fit. This is why data and evidence are needed to help slow your thinking down and help you tap into your reflective side of the brain.

If you could ban one corporate buzzword forever, what would it be?

Advita Patel:

Leverage. We don’t use that word at home, in conversation, in real life. I genuinely have no idea why it became so embedded in workplace language.

“Giving people space to be heard is empathy. Disappearing into agreeableness is not.”

That powerful distinction from Advita Patel fundamentally challenges how women are often conditioned to operate in corporate spaces. Her insights remind us that true leadership isn’t about fixing fundamentally broken systems at the expense of our own well-being; it is about establishing non-negotiable boundaries and using data to dismantle the biases hidden within our “gut feelings.”

A huge thank you to Advita for her candor and for giving us practical tools to protect our peace while driving meaningful organizational change.

Advita Patel is an award winning business communications consultant and professional confidence expert. She is the founder of CommsRebel, a consultancy supporting organisations to build inclusive, high performing workplace cultures, and the co-founder of A Leader Like Me, an international agency focused on inclusive leadership and employee experience. Advita is the host of the Decoding Confidence podcast, which explores confidence at work through honest conversation and practical insight. Her forthcoming book, Decoding Confidence, will be published in May 2026. An international speaker and award winning podcaster, Advita regularly speaks on confidence, leadership, inclusion, and communications. In 2025, she was the President of the Chartered Institute of Public Relations in 2025.

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Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Individual Contributors:

Answer our latest queries and submit your unique insights: https://bit.ly/SubmitBrandWorxInsight

Submit your article: https://bit.ly/SubmitBrandWorxArticle

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Answer the latest queries and submit insights for your client: https://bit.ly/BrandWorxInsightSubmissions

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