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The Geopolitical Hedge: Is Distributed Talent the Answer to Protecting Inclusion Goals?

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The Geopolitical Hedge: Is Distributed Talent the Answer to Protecting Inclusion Goals?

Navigating political upheavals that challenge diversity, equity, and inclusion goals requires innovative workforce strategies. 

This HR Spotlight article compiles insights from business leaders and HR professionals on whether a global remote workforce can safeguard DEI objectives. 

Experts highlight that global remote teams can enhance diversity by accessing talent across borders, buffering against regional instability. 

However, they caution that remote work alone isn’t enough without intentional inclusion policies, equitable resource access, and hybrid models to foster collaboration. 

By combining global hiring with robust cultural frameworks, these strategies ensure DEI goals remain resilient, creating inclusive environments where all employees feel valued despite external political pressures. 

Read on!

Sergiy Fitsak
Managing Director & Fintech Expert, Softjourn

Based on our experience, developing a global remote workforce can be an effective strategy to maintain diversity goals during political disruptions.

We’ve observed that remote work structures enable organizations to build teams across geographical boundaries, creating natural diversity that enhances both creativity and productivity.

However, remote work alone cannot address all the complex challenges posed by political upheavals, and organizations must also develop comprehensive policies that specifically address inclusion and equity issues regardless of work arrangement.

Global Remote Teams Buffer Against Political Diversity Threats

Justin Belmont
Founder & CEO, Prose

A global remote workforce can be part of the answer, but it’s not a silver bullet.
On the plus side, hiring globally means you’re not limited by one country’s politics—you can keep teams diverse even if local laws or social climates shift.

But the catch is, diversity on paper doesn’t equal inclusion in practice.

If you’re not building systems where remote employees actually feel heard, safe, and supported, you’ve just scattered people across time zones without solving the deeper issue.

The real win is combining global hiring with intentional culture work—otherwise you’re just exporting the same problems to new zip codes.

Remote Workforce: Beyond Geography to Genuine Inclusion

Wynter Johnson
CEO, Caily

It’s true that remote workers haven’t been cracked down on in the same way that domestic ones have, but that doesn’t mean there isn’t a risk here.

There’s no telling when or if the current administration will target remote outsourcing, putting companies in the spotlight again. Another key issue here is that remote workers, especially in an office that also has in-person workers, don’t integrate into the company culture in the same way.

Just because you make diverse hires doesn’t mean you’re actually including them in a meaningful way.

Remote Work Faces Potential Risks Beyond Cultural Integration

Mike Qu
CEO & Founder, SourcingXpro

Building a global remote workforce can be a strong buffer against political upheavals that disrupt diversity, equity, and inclusion goals.

When teams are spread across multiple countries, no single region’s instability can derail hiring pipelines or limit representation.

At SourcingXpro, we worked with partners in three continents, which allowed us to maintain balance when one market faced sudden restrictions.

However, remote structure alone is not enough. It must be paired with intentional DEI policies, transparent pay standards, and tools that ensure equal voice across time zones. Otherwise, existing inequities can simply shift online.

The real advantage comes when global remote teams are supported by systems that make inclusion sustainable regardless of local politics.

Global Teams Shield Diversity Goals Amid Political Upheaval

Illustrious Espiritu
Marketing Director, Autostar Heavy Duty

For a small business like ours, a “global remote workforce” isn’t a reality.

Our team has to be on the ground. But we do have to deal with unforeseen political upheavals that can affect our supply chain and our relationships with our customers.

So, is a global remote workforce the answer? No. The answer is to build a business that is a direct reflection of our values. The key is to see our business not just as a business, but as a community of people who are united by a shared sense of purpose.

When a political upheaval threatened our business, our response wasn’t to go remote. It was to be proactively transparent with our suppliers and our customers. From an operations standpoint, we called our suppliers and asked them how we could help. From a marketing standpoint, we created a new message that was a direct reflection of our values: “We’re a flexible, adaptable business that is here to help you get through any challenge.”

The impact this had was a massive increase in our business’s resilience. Our suppliers and our customers saw that we were a company that was honest and transparent. The biggest win is that we learned that the best way to handle a political upheaval is to be a company that is a direct reflection of its values.

My advice is simple: stop just hoping for the best. You have to be a person who is proactive and who is willing to build a business that is a direct reflection of your values. The best way to overcome a crisis is to be a leader who is honest and who is transparent.

Values-Based Business Trumps Remote Work During Crisis

Piotr Zabula
CEO, Feedink

While a global remote workforce can be part of a strategy to maintain diversity during political upheavals, our experience suggests it isn’t a complete solution.

When we implemented fully remote work, we encountered significant challenges including missed deadlines and ineffective mentorship for junior employees, particularly those from diverse backgrounds who benefit from direct guidance.

A more sustainable approach combines remote work flexibility with intentional in-person collaboration through hybrid models, ensuring both global talent access and the structured support needed for inclusive team development.

Hybrid Models Outperform Fully Remote for Inclusive Development

Jeremy Golan
HR Manager, Virtual HR Hub

DEI is a winner when it comes to divergent thinking and creativity, but the benefits are limited with a fully remote workforce.

Maybe you want to signal inclusivity when it comes to hiring, but the real magic is when different people come together and collaborate in person.

While virtual work attracts a higher volume of candidates—due to lifestyle benefits and traffic—colleagues rarely develop strong bonds that translate into increased productivity.

To benefit from both formats, consider a hybrid approach—with a minimum number of days in the office—paired with team-building activities.

In-Person Collaboration Maximizes Diversity Benefits Over Remote

Christopher Pappas
Founder, eLearning Industry Inc

At our company we understand that the political landscape can present challenges that impact diversity, equity and inclusion (DEI) goals.

While a global remote workforce offers flexibility it is important to note that it is not a standalone solution. Remote work can be a tool for inclusion, but it should not be the sole strategy.

Businesses need to look beyond just enabling remote work to truly support a diverse and inclusive workforce.

Achieving DEI requires a holistic approach that goes beyond offering remote opportunities. We must implement strategies that ensure equal access to resources for all employees including those in politically unstable regions.

We must foster a culture of inclusivity where all workers feel supported and valued. By focusing on equitable practices and creating opportunities for everyone to thrive we can ensure that our DEI efforts are comprehensive and impactful.

Remote Work: Tool Not Solution for DEI Goals

George Fironov
Co-Founder & CEO, Talmatic

Remote work has fundamentally transformed how we approach workforce diversity, creating opportunities to build truly global teams regardless of political circumstances.

We’ve observed that hiring has evolved into a global talent competition, with candidates now evaluating potential employers based on flexibility, culture, and remote work arrangements.

While a distributed workforce can help insulate organizations from some regional political impacts, it’s important to recognize that remote work alone isn’t a complete solution to complex DEI challenges.

Companies must still develop intentional strategies to foster inclusion across distributed teams.

Global Teams Expand Diversity Despite Political Constraints

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Leadership Habits: Dropping the Bad, Picking Up the Good

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Leadership Habits: Dropping the Bad, Picking Up the Good

Effective leadership hinges on evolving habits to meet modern challenges. 

This HR Spotlight article compiles insights from business leaders and HR professionals on one leadership habit they intentionally dropped and one they adopted in recent years, along with the tangible outcomes. 

From abandoning over-control to embracing empowerment, or shifting from reactive availability to strategic clarity, these leaders reveal how purposeful changes drive success. 

Their approaches foster stronger teams, enhance efficiency, and build innovative cultures, providing practical lessons for leaders navigating today’s complex business landscape with intentionality, trust, and sustainable impact.

Read on!

Alanna D’Antonio Garcia
Co-Founder & CEO, Evoke Realty

I have slowly had to reprogram myself from certain leadership habits.

One habit in particular that I dropped was making myself constantly available to our agents. Leaving my calendar wide open assuming they would make meetings with me, and then feeling deflated when no one scheduled time with me. It led to burnout, blurred boundaries and small resentment that started to fester. In turn, I replaced it with the habit of protecting my time and energy.

Now I set clear availability windows and require agents to get on my calendar via my assistant. This way I can prioritize deep, intentional conversations over constant accessibility.

The direct outcome ended up being a win-win for everyone. I was able to take control of my calendar with less frustration, protect my peace and it created a healthier dynamic with the agents and gave me the capacity to focus on vision, strategy, and scaling our brokerage.

Protecting Time Boosts Leadership and Results

Aaron Kenny
Founder & HR Delivery Consultant, A1HR Consulting

I consciously dropped the habit of over-explaining decisions to my team in an attempt to gain buy-in.

While transparency is key, I realised I was diluting clarity by over-justifying every move. In its place, I adopted a habit of framing decisions around clear business priorities and trusting my team to engage or challenge constructively if needed.

The outcome? Quicker alignment, less second-guessing, and a stronger culture of accountability. This shift allowed me to lead with more conviction, and my team responded by stepping up with greater ownership and initiative.

Clarity and Trust Replace Over-Explaining

Corina Tham
Finance & Sales Director, Cheap Forex VPS

One leadership practice I intentionally let go of was micromanaging my team.

I found it hindered innovation, dampened enthusiasm, and stopped my team members from reaching their true capabilities. Instead, I embraced delegating responsibilities with confidence and offering clear direction from the outset. This shift cultivated a sense of ownership and responsibility among the group.

The result was increased efficiency, better-quality results, and a more energized and committed team dynamic.

Delegation Replaces Micromanagement for Growth

Oleksii Kratko
Founder & CEO, Snov

The habit I buried was treating my calendar like a Tetris game of back-to-back meetings, jamming every gap with “efficiency.”

In our early days, I’d review minor code commits between investor calls, mistaking motion for momentum. This created a culture of performative busyness where engineers stopped proposing wild ideas, fearing I’d micromanage execution.

Now, I practice “trust sprints”: quarterly experiments where I delegate one mission-critical project with zero oversight. Last quarter, I handed our team a blank check to rebuild our compliance engine, no approvals needed for 90 days. They returned with an AI architecture so elegant it reduced customer onboarding by 40%.

My team now sends Loom updates titled “Look what we built without asking!”, which are some of the proudest notifications I receive.

Sometimes leadership means removing yourself from the equation so brilliance can breathe.

Trust Sprints Empower Team Brilliance

Karen Watts
Founder, DomiSource

Early on, I thought good leadership meant fast response times. Be available, be reactive, fix things in real-time. It nearly broke me. I was solving the same fires over and over because I wasn’t stepping back to notice why they kept happening.

Now, I log it. I watch for patterns. If it shows up more than once, it earns a place in the system. That shift is why DomiSource runs clean – and why I don’t get midnight calls anymore.

The direct outcome? Fewer “hero moments,” more sustainable execution. My team doesn’t need me in a panic. They need structure, and they get it.

Leadership is about being calm enough to build something that holds, with or without you.

Systematic Leadership Beats Fire-Fighting

Felicia Shakiba
CEO & Executive Coach, CPO PLAYBOOK

The habit I let go of: Always being available. I used to think responsiveness showed strong leadership, but it created bottlenecks and drained both me and my team.

The habit I adopted: Weekly time blocks for deep thinking—no meetings, no distractions. It’s now the most productive part of my week and has helped me make clearer, faster decisions.

That one shift set a new tone for how my clients lead too—especially during high-pressure growth or turnaround moments. When leaders model focus, the rest of the organization follows.

Time Blocking Improves Leadership Focus

Vanessa Anello
Certificate Program Strategist & Facilitator, Workforce Charm

I dropped the habit of trying to control team energy.

Not only was it ineffective, but it was exhausting. I used to try to micromanage momentum, especially as a Facilitator for live certificate programs and workshops (“Welcome, everyone! Let’s stay energized!”).

Now I lean into deliberately shaping the sensory and emotional cues of a room instead of dominating the conversation. This means using lighting, sound, spatial cues (props, material placement , camera angle, are my hands in the shot?- yes that matters, gallery view vs speaker view, using the reaction buttons, interactive tools, etc.) and even pauses to change how people feel.

It’s not just what they hear. I don’t harp on “Be on camera!!!”.

One unexpected benefit was that participation shot up in my workshops and our cert programs. The shift from message-driven to energy-calibrated leadership created more resonance and less resistance. It’s high-leverage, low-cost and almost never taught.

Energy-Calibrated Leadership Creates More Resonance

Nate Chang
Chief Marketing Officer, Sequel Brands

I dropped the habit of being the central problem-solver and instead adopted a leadership style rooted in trust and alignment. 

I thrive in fast-paced, high-pressure environments, but I realized that real momentum comes when the team moves in sync, not just quickly. 

We’ve built a culture of shared ownership by creating space for others to step up, contribute and lead within their roles. It’s not about individual decisions; it’s about shared clarity and collective direction. 

That shift has empowered my teams to move confidently, make smart calls and keep each other accountable. 

The result? More cohesion, faster execution and creativity that resonates because it’s built through collective purpose, not just individual drive.

Trust, Alignment Replace Central Problem-Solving

Jason Post
Founder & Director, Retirement Home Insider

When I started getting promoted into leadership roles of greater responsibility, I became uber focused on results.

In leadership meetings, it was regularly a conversation that started:
“Where are we on….”, “How are we doing…”? My meetings were always driven by questions around whatever project, or metric my department was chasing.

After a while, my messaging became stale and my team began to tune me out.

One day I was with a colleague and he was with a leader on a conference call. He started by saying – “How can I help you?”

I realized later he was focused on their needs, in order to get his objectives met.

It was a mic drop moment – stop being focused just on your goals – you can achieve more by helping your team as well.

Every conversation I have now, includes a standard question “What can I help YOU with?”

Lead With “What Can I Help You With?”

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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80% Employees Report A Positive Experience With AI At Work. How Can HR Build On That?

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80% Employees Report A Positive Experience With AI At Work. How Can HR Build On That?

By Mary Rizzuti, Partner at EisnerAmper

As the use cases for artificial intelligence in the workplace have multiplied, so have questions about how organizations can use this technology most effectively. A recent survey by EisnerAmper of 1,000 employees across a range of industries, who have used AI at work in the past year, found that 80% reported a “positive” experience. Furthermore, 64% of the employees said they are using the time saved through AI to do more work – confirming the potential of the technology to automate and accelerate repetitive tasks, while freeing users to focus on higher-value activities.

And yet, it is not clear that the majority of employers are building on these positive outcomes to maximize the benefits of AI platforms. Let’s look at some key reasons why this is the case – and what HR professionals can do about it.

One challenge is that a sizeable number of employees, 27%, claim they don’t know who is leading the AI efforts at their company. This “leadership vacuum” implies that employers could be doing more to actively encourage the use of AI, and to focus on its most relevant and productive applications.

Another obstacle to the wider adoption of AI is its underutilization in onboarding. Fewer than 20% of the survey respondents said their organizations use AI for onboarding. Yet, nearly 92% of employees who did experience AI during onboarding described the process as “very positive” or “somewhat positive”. This disconnect suggests that employees might be more comfortable using AI – and using it in ways most beneficial to their employers – if they experienced the technology from the “get go” at onboarding time.

Employees Outpace Employers in AI Adoption

There are a number of other complications related to the use of AI in a corporate environment. One of the most significant issues is whether the company plans to employ internally developed AI systems, or adopt off-the-shelf products. Employees need clear direction on what the corporate policy is in this case, and whether the use of externally sourced AI programs is permissible.

Last, but certainly not least, employees need to have greater clarity about the implications of AI for their jobs, in order to alleviate concerns and foster more “buy-in”. More than half of the employees surveyed (almost 52%) were “strongly” or “somewhat” concerned about potential job changes or displacement due to AI. And 74% said that “people should be compensated” for their AI experience and skill.

Clear Direction Needed from Company Leaders

Given the findings noted above, organizations should consider the following actions:
We strongly advise companies to establish a Steering Committee to take the lead in AI adoption. Ideally, the Steering Committee would consist of members from across the organization, representing a range of responsibilities and functional capacities. It is important to include employees at different levels of seniority, not just senior executives, as newer team members are more likely to be active users of AI.


– The Steering Committee should assess all the ways that AI may be (or is already) applied to the company’s operations and develop an appropriate deployment strategy, including clear priorities. For example, is AI being used for internal functions, such as an HR chatbot, or in external-facing roles, such as customer service, among other uses? Understanding how employees “on the ground” are utilizing these systems will be essential to adopting an effective AI strategy.


– Apply AI more broadly to the onboarding process so employees “get the message” early on that it is intrinsic to the organization. One caveat, however, is that the AI-driven onboarding process should not take place in a vacuum. Use of AI during onboarding will be most beneficial if the company is truly committed to and delivers on the use of artificial intelligence on an ongoing basis.


– Once the Steering Committee has established the AI strategy and top priorities, leadership needs to frankly assess the impact on employees. While some functions will likely be replaced by AI systems, there may be opportunities for upskilling some employees or shifting some team members to other areas. Over the long term, it will be important to implement clear processes for transitioning employees who AI displaces.


– As for whether or how to compensate employees who acquire advanced AI skills, an increase in base pay is probably not the best option, as it may lead to long-term structural salary inflation. A better solution might be a spot bonus or stipend, which would incentivize AI mastery without up-ending pay scales.


– As with all change, clear, consistent communication is key to managing concerns, encouraging engagement and acceptance, and soliciting input for continued improvement.

The above observations show that, in many cases, employees are actually ahead of their employers in unlocking the value of artificial intelligence. To realize AI’s vast potential, organizations would be well-advised to take a more strategic and intentional approach to deploying the technology in the workplace.

Assess, Prioritize and Communicate

Mary Rizzuti is a Partner at EisnerAmper and Practice Leader of HR Advisory and Outsourcing and Compensation Resources. With over 25 years of experience in compensation and human resources consulting, Mary has gained significant expertise in evaluating, designing, and developing creative compensation and human resources programs across all industries and business sectors.

Mary coordinates and executes business development initiatives while building strong working relationships with clients and strategic partners. With extensive experience within the not-for-profit and private company sectors, Mary provides clients with comprehensive consulting in executive compensation, salary administration, sales compensation, and performance management. Also included in her scope of expertise is interpreting market data and providing guidance to senior leadership and boards of directors on applying best practices and aligning market data to each company’s unique environment.

About Mary Rizzuti

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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From Autopilot to Purpose: Transformative Habit Shifts

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From Autopilot to Purpose: Transformative Habit Shifts

Leadership habits shape organizational success, and adapting them intentionally can yield transformative results. 

This HR Spotlight article gathers insights from business leaders and HR professionals on one habit they consciously dropped and one they adopted in recent years, along with the direct outcomes. 

From abandoning micromanagement to embracing delegation, or shifting from over-efforting to seeking ease, these leaders reveal how small changes drive big impact. 

By fostering trust, empowering teams, and prioritizing clarity, their strategies enhance collaboration, boost efficiency, and create thriving cultures, offering actionable lessons for leaders navigating today’s dynamic business landscape.

Read on!

John Baldino
President, Humareso

I have pushed back on leader-centric branding. As a founder, it is a default for an organization to focus on the high-profile leader.

This often created bottlenecks in workflows, business development and customer success.

Being deliberate in pushing leadership to others in the organization and doing so in outward ways has proven valuable to both individual contributor development and brand identity.

Distributed Leadership Builds Brand Identity

Brittany Rogars
Founder & CEO, SKF Practice Solutions

I’ve been that manager. The one who caused good people to quit. If I am honest, that’s a pretty hard pill to swallow, but it’s true.

So when I started my own business in 2022, I made myself a promise: I will never be the reason someone dreads coming to work. But saying it and living it were two very different things. To actually become the kind of leader I wanted to be, I had to make two major shifts:

– I had to let go of the belief that I had to know everything. Somewhere along the way, I picked up this idea that being a leader meant having all the answers. Spoiler alert: it doesn’t. What does it mean?

It means hiring people who are better than you in areas where you’re weak. Trusting them. Learning from them. And genuinely celebrating when they shine… even when (especially when) they surpass you.

– I had to give my team clarity and trust. We did that by building our rulebook, not a dusty policy binder, but our core values: Authenticity, Knowledge, Efficiency, Accuracy, Gratitude, Integrity. These aren’t just words we stuck on the website. They are everything. We talk about them in daily huddles. We hired them. We fire them. Every single person on my team knows where we’re going and how we’re getting there, because our values are committed to memory and engraved on their hearts.

Those two shifts changed everything. My business took off. Our goals stopped feeling like wishful thinking and started becoming reality. And my team? They became more confident, capable, and engaged than ever.

As the CEO of a growing consulting company, this evolution didn’t just help the business grow, it gave me the space to lead with vision instead of just managing chaos.

If you’ve ever looked around and thought, “This isn’t working”… it might be time to look inward. Because real leadership? It’s not about control. It’s about clarity. It’s about trust. And it’s about building something people are excited to be part of.

Leadership Shifts from Control to Clarity

John Krewson
CEO, Sketch Development

One habit I’ve intentionally adopted is asking a subset of the team to develop even deeply impactful strategies without my direct involvement. On the flip side, I’ve quit trying to be involved in every brainstorming session. I used to be so involved in shaping our messaging that I’d read every blog post before it got published (and edit heavily).

The hands-on approach got us where we are, and I don’t regret it. It won’t get us where we’re going though. We have a strong brand and team in place, so there’s no reason to let my own bandwidth limit either.

The team will do things I won’t like. Occasional failures are inevitable. We won’t let the fear of failure prevent us from putting things into production so we can gather market feedback. This is exactly what I discuss in my book, and what we teach our clients.

Trusting the Team for Growth

Dr. Jaime Goff
Founder of The Empathic Leader and author, The Secure Leader

My team and I design and run our company’s flagship executive leadership program, a high-profile initiative with a large budget.

In the early cohorts, I tried to empower my team by delegating key pieces, yet as launch dates loomed my anxiety and perfectionism kicked in. I slipped into micromanagement, asking them rapid-fire questions that felt like interrogations. I was projecting my stress and undercutting their confidence.

Recognizing this pattern, I turned the spotlight inward. When visibility and pressure rise, I now pause, breathe, and use quick reflective prompts to challenge the story in my head. I still check progress but with curiosity and support rather than control. The result is a calmer leader, a more capable team, and a richer learning experience for our future executives.

Curiosity Beats Micromanagement for Leaders

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

As a result of the pandemic I stopped spreading myself too thin by overscheduling/hitting multiple overlapping networking events, etc.

I learned to disconnect from technology and focus on cultivating human/face-to-face relationships.

Meeting for coffee/lunch even virtually not only allows you to refuel/recharge but it also accomplishes so much more than e-mail/social media posts.

I now give myself permission to say no. Whether it means sleeping in (no to an alarm clock), meditating, taking a walk, or just turning off the phone/computer (no I will respond later on my own schedule), simple acts of letting myself relax and enjoy the moment are the very best gifts I can give myself.

What I have come to appreciate and realize is that “me time” is not a luxury or pampering like it was in my youth, now it is maintenance! Doing less can be more impactful.

Disconnecting and Learning to Say No

Jeff Williams
President & CEO, Aptia Group US

One leadership habit I consciously let go of was tolerating people who lacked integrity.

I call it my personal “no jerks” rule.

I made a promise to only build and lead alongside people of real fabric, people I trust and respect. If I’m going to pour myself into building something, it has to be with people I believe in and in a culture I’m proud of. Why give myself to anything less?

On the flip side, one habit I’ve intentionally adopted is what I call the power of a little bit more.

In a world that can feel fragile and uncertain, I’ve developed a mindset of giving just a bit more to my work, to my people, to my life.

I work out a little bit stronger, love a little bit harder, hug my wife a little bit tighter.

That small shift has created a life and leadership style driven by purpose, not just productivity. It has helped me build not only successful teams but meaningful ones.

Integrity and Purpose Define Leadership

Angela Justice
Founder & Executive Coach, Justice Group Advisors

I used to believe that if I wasn’t exhausted, I probably wasn’t doing enough.

So I overfunctioned. Took on too much. Made things harder than they needed to be. And I called it leadership.

The habit I dropped was over-efforting. What I adopted instead was asking: What would make this easier?

That question changed everything. It helped me see that effort ≠ impact. Now, before I take something on—or when it starts to feel heavier than it should—I pause and ask:

– What’s the simplest path to the outcome I want?

– What would this look like if it were 20% easier?

– What might I be making harder than it needs to be?

Now I move faster, lead better, and make more space for the people around me to do the same.

Ease isn’t lazy. It’s leadership without the drag.

And when other leaders hear that, they exhale—because they’ve been carrying too much for too long.

Ease is Leadership Without the Drag

Sarah Williams
Founder & Principal, Recruit Healthcare

In recent years, I made a conscious decision to let go of micromanaging.

It was actually a family member who first said something. We were making dinner together, and (as usual) I was trying to control everything from the oven temperature to the garbage collection. What I thought was just good advice was actually undermining her abilities, and suddenly, it hit me — I do this to my employees, hovering over them, and unintentionally limiting their independence.
And, just like in the kitchen, the habit wasn’t doing me any favors.

Since then, I’ve consciously replaced micromanagement with intentional delegation.

I’ve learned to trust my team with real ownership of their work and to give them the space to make decisions and solve problems without me hovering over every detail.

The change has been transformational. The team moves faster, takes more initiative, and genuinely feels empowered in their roles when less supervised.

Intentional Delegation Replaces Micromanagement for Growth

Sheena Yap Chan
Wall Street Journal Bestselling Author, The Tao of Self-Confidence

One leadership habit I consciously dropped was over-explaining myself to be “liked” or validated.

As an Asian woman, I was taught to soften my voice and over-justify my decisions to avoid conflict or judgment. Letting go of that habit allowed me to lead with more clarity and self-trust.

The habit I intentionally adopted was listening more deeply without immediately reacting. Instead of rushing to fill space or provide answers, I now give others room to process and speak fully. That shift created stronger relationships, better collaboration, and more empowered conversations.

Real leadership isn’t about controlling every outcome—it’s about holding space and showing up with intention.

Leading with Clarity, not Over-Explaining

Harry Morton
Founder, Lower Street

One leadership habit I’ve intentionally adopted is being honest, especially when I don’t have the answers.

If someone comes to me with a problem I can’t immediately solve, I don’t bluff or pretend like I know it all, but simply tell them I’ll find out.

The same goes for mistakes that I will always own, and I expect the same from my teams. You will be amazed at how powerful mistakes can be as a leader.

I’ve also consciously dropped the habit of always trying to provide solutions.

I used to think offering quick fixes showed competence, but it actually discouraged creative thinking and added to my own stress. Now, I just focus on creating space for my team to bring their own ideas. And that has resulted in a more confident, creative team, plus a much healthier dynamic for everyone involved, including me.

Honesty And Humility Empower Great Teams

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Transparency Without Chaos: Leaders Share How to Satisfy Gen Z at Work

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Transparency Without Chaos: Leaders Share How to Satisfy Gen Z at Work

A transformative shift is reshaping the workplace, driven by Gen Z’s demand for flexibility, with nearly half seeking adaptable schedules, per EY’s findings. 

This push for diverse, flexible arrangements is essential to empower a multi-generational workforce. 

Leaders face a complex challenge: meeting Gen Z’s needs while ensuring fairness across generations and achieving business goals. 

This HR Spotlight article gathers insights from business executives and HR experts, exploring innovative policies and digital tools they use. 

Their experiences offer a strategic roadmap for building an agile, inclusive, high-performing culture that benefits all.

Read on!

Anatolii Ulitovskyi
Founder, UNnmiss

Narrate the Why, Not the What

Narrate the ‘Why’, Not Just the ‘What’

In my view, companies best achieve Gen Z’s expectation of transparency by explaining decisions rather than just announcing them.

Whether detailing pay bands, promotion paths, or changes to strategy, if you communicate the reasons behind your decisions, you build trust with your employees, even if the news is bad.

We have helped clients with short internal videos or Q&A sessions led by real execs to explain decisions in unglossed English.

This type of disclosure isn’t about sharing absolutely everything about the decision; rather, it’s about making a statement that management truly respects the workers and is willing to tell them the truth and involve them early on.

CLARITY BEATS PERFECTION, a process-visibility approach is preferred by Gen Z over polished spin.

Isvari Maranwe
CEO, Yuvoice

Transparency and Boundaries Build Respect

My best practice is to train everyone in the workplace, including GenZ, to know the boundaries of appropriate and inappropriate work behavior. They know they can ask people and culture (HR) or the CEO (me) any questions they have and we will do our best to share. But they also know to respect a statement that “this is what we can share right now.”

We both foster a lot of opportunity to disagree and give feedback and clarity on who is ultimately responsible for the final decision, which should then be respected. I learned this from working at the Department of Defense. We do err on the side of updates and transparency in monthly townhalls, so everyone has the opportunity to get caught up.

Janice Kuz
Owner, Flinders Lane Cafe

Transparency and Feedback Build Gen Z Trust

After 20+ years in hospitality and taking over Flinders Lane Café, I’ve learned Gen Z responds best to transparent feedback loops.

When we expanded from 3 to 7 days of kitchen service, I openly shared our weekly revenue numbers and customer feedback scores with the entire team, including our younger staff.

The game-changer was creating monthly “reality check” sessions where anyone could question decisions or suggest improvements without hierarchy getting in the way.

One Gen Z team member pointed out our social media felt too polished—they helped us start posting behind-the-scenes content that actually showed our daily struggles and wins.

When organizational constraints do exist (like budget limits for wage increases), I’ve found being brutally honest about the numbers works better than vague promises. I show them our actual costs, profit margins, and growth targets. They appreciate seeing the real business challenges rather than getting corporate speak.

Nick Norris
Partner, Watson & Norris

Clear Policies Build Trust With Gen Z

My two decades representing employees reveal a fundamental need for clear, consistent workplace policies. Gen Z’s demand for transparency often stems from a lack of clarity in how decisions, especially about progression and rewards, are truly made. This ambiguity creates distrust and can lead to perceived unfairness.

The best practice is to implement thoroughly documented and universally applied performance-based reward and evaluation systems. My firm frequently sees issues from arbitrary measures; instead, rewards should be tied to easily measured work, with clear examples of expectations and outcomes communicated upfront.

This approach ensures employees understand precisely what is expected for advancement and compensation, fostering trust and showing tangible equity.

Clearly explained policies, with established penalties for violations and explicit non-retaliation clauses for reporting issues, build genuine transparency.

Ty Francis
Chief Advisory Officer, LRN Corporation

Generationally Aware Training Builds Gen Z Trust

I recommend building more generationally aware, context-driven training and communication that bridges the gap between Gen Z’s demand for transparency and the realities of organizational constraints. Gen Z is more values-driven, but also highly skeptical. Our search shows fewer than half believe their managers hold themselves to the same ethical standards they expect from others. That kind of mistrust erodes engagement and makes ethics programs feel performative.

This is why training needs to go deeper. The key is to use real workplace dynamics, perhaps including WhatsApp exchanges, and offhand comments in hybrid meetings to highlight the nuances of digital-first communication.

When people see their own experiences reflected and understand why certain information is shared (or withheld), they’re more likely to trust leadership and middle management. It’s about clarity, consistency, and context. That’s how you build credibility and a sustainable culture.

Jennifer Barnes
CEO, Optima Office

Strategic Transparency Builds Gen Z Trust

Think of transparency like a GPS for your workplace – except Gen Z wants to see EVERY pothole ahead.

The best practice? Strategic transparency with context. Instead of saying “we can’t share that,” try “here’s the bigger picture and why some details are classified (no, not CIA-level, just Tuesday budget meeting-level).”

Give them the route overview – where you’re headed, what obstacles you’re dodging, and how their role matters. Share the ‘why’ behind decisions. Gen Z doesn’t need to know everything, but they need to know you’re not hiding everything. It’s the difference between “trust us” and “here’s why you should trust us.”

At Optima, we help you design transparency frameworks that turn generational friction into competitive advantage. Because when your people understand the journey, they’re more invested in the destination – and less likely to jump ship at the first stop.

Jared Bauman
Co Founder & CEO, 201 Creative

Structured Transparency Builds Gen Z Trust

One best practice is to embrace “structured transparency.” That means giving Gen Z employees more insight into decision-making processes, even if you can’t share every single detail.

You don’t have to reveal all the numbers or internal politics, but you can walk them through how and why a decision was made, who was involved, and what the intended impact is.

Gen Z doesn’t just want outcomes. They want context.

Framing communication this way builds trust without putting the company at risk. It also shows respect for their desire to understand the bigger picture, which goes a long way in today’s workplace.

Rameez Ghayas Usmani
Director of Link Building, HARO Services

Honesty Builds Respect With Gen Z

One thing that’s helped us bridge that Gen Z transparency gap is just being honest about what we can explain. If something can’t be shared, I don’t dodge it. I say that upfront, but I always explain why.

For example, if a campaign strategy isn’t fully open, I still walk the team through how decisions are made and what goes into it.

Most of the time, they’re not looking for full access. They just want to know they’re not being kept in the dark. That kind of honesty builds a lot more respect than trying to polish over things.

Diana Babaeva
Founder & CEO, Twistly

Transparency that Doesn’t Overwhelm

Structured visibility offers the best compromise for Gen Z expectations and business limits.

This entails recurring, lightweight rituals such as short weekly Loom updates from leaders or open dashboards with project progress, so people feel in the know, yet not having access to everything.

The Gen Z type doesn’t want full exposure; they just want to feel on the inside, not on the outside.
So, rather than just sharing more, make sure what is shared feels real and current, if imperfect.

Format and frequency mean more than volume, authenticity goes a long way with Gen Z.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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The Case for Unpaid Internships: Leaders Share Ethical Contexts

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The Case for Unpaid Internships: Leaders Share Ethical Contexts

Unpaid internships spark debate, but in specific cases, they can be fair when prioritized as educational experiences. 

This HR Spotlight article gathers insights from business leaders and HR professionals across industries like tech, law, and manufacturing, exploring when unpaid internships are justified. 

From short-term, mentorship-driven programs in startups to observational roles in niche fields like military justice, these experts highlight scenarios where learning trumps labor. 

Emphasizing transparency, structured training, and tangible skill-building, they reveal how to design internships that benefit interns without exploitation, ensuring mutual value in competitive sectors. 

Discover when unpaid internships can ethically bridge education and career growth.

Read on!

Margaret Buj
Principal Recruiter, Mixmax

Unpaid Internships Must Offer Tangible Learning

In tech and SaaS specifically, I believe unpaid internships should be the exception, not the rule – but there are a few niche situations where they can be fair and mutually beneficial.

One example is when an early-stage startup genuinely lacks funding but can offer tangible, structured learning in exchange for the intern’s time. For instance, if the internship provides mentorship, exposure to real-world projects, and measurable deliverables that the intern can showcase later — and the duration is short and clearly defined (e.g., 4–6 weeks) – it can be appropriate.

However, in my 20 years hiring across Europe, LATAM, and the U.S., I’ve seen too many unpaid internships that exploit candidates without giving them meaningful skills or experience.

My rule of thumb: if the company benefits from the intern’s work, the intern should be compensated — but when the primary value flows to the intern’s learning and portfolio-building, a short unpaid placement can make sense.

Belle Florendo
Marketing coordinator, Sunny Glen Children’s Home

Unpaid Internships Work When Education Trumps Labor

An unpaid internship can be appropriate when it is structured as a short-term, skills-focused experience that directly benefits the student rather than the organization.

For example, a social work or child development student might participate in a summer program where they shadow case managers, attend training workshops, and observe family support services without being asked to shoulder essential responsibilities. In this case, the purpose is not to replace staff but to give the intern exposure to real-world practices in a supervised, educational setting.

Fairness comes from transparency and boundaries.

The internship must be clearly presented as a learning opportunity with defined outcomes, limited hours, and mentorship built in.

If the arrangement is designed around the student’s academic growth and offers access to training or professional connections that would otherwise be difficult to obtain, then it can serve as a valuable bridge into the field. Anything beyond that—particularly if the organization relies on the intern for ongoing work—should be paid.

Josh Qian
COO & Co-Founder, LINQ Kitchen formerly BestOnlineCabinets

Learning-Focused Design Internships Create Mutual Benefits

As I see it, an unpaid internship is a good experience if considered an opportunity to learn, rather than work.

If a prospective designer wanted to witness a luxury cabinetry and closet program, a period of unpaid internship could be a positive initiative for both parties.

The intern would receive real experience, hands-on exposure to design software, customers, and project management. At the same time, the firm could mentor and educate candidates without putting them into a position with an obligation of production.

It is a mutually beneficial relationship that emphasizes skill development over direct financial contributions.

Internship goals would include specific learning objectives and direction roles for mentoring.

We aim to avoid turning the internship into a role-filling exercise and instead foster the development of the next generation of professionals in the industry.

By allowing students to work in a framework that is facilitated but flexible, we can help the intern to develop their portfolio work, and the company gets to experience their energy and outlook.

Peter Shogun Trnka
Founder & CEO, Mr. & Mrs. Shogun

Personal Growth Becomes Valid Currency in Fair Internships

Fair internships are those where the experience itself becomes a form of meaningful compensation

At Mr. & Mrs. Shogun, we work in the field of personal growth and conscious living, where people don’t only learn by gathering information—they grow through experience, reflection, and transformation.

That is why an internship with us is not about filling a role cheaply, but about creating space where someone can immerse themselves in this process while contributing to our mission.

Our interns receive full access to our tools, guidance sessions, and the same safe environment we use within our team to explore sensitive issues and personal growth.

This creates a unique exchange: while they support us with their skills, they also benefit from deep, structured learning and a chance to understand themselves on a much more conscious level.

We believe payment comes in many forms. Financial reward is one, but equally valuable is the exchange of energy, presence, and growth.

An unpaid internship can be fair when it is clearly built as a transformative learning experience—one where the intern leaves not only with new skills, but with deeper clarity, self-understanding, and inner resources that will serve them far beyond the time spent with us.

James Shaffer
Managing Director, Insurance Panda

Shadow-Only Roles Define Ethical Unpaid Insurance Internships

Here’s the only case I think unpaid internships are fair in: when the role is explicitly shadow-only, short-term, and framed as education, not labor.

I’ve had college students ask to shadow me for two weeks just to see how the auto insurance quoting business works. They sat in on calls, watched how we build campaigns, and asked blunt questions about commissions, compliance, and lead buying. They didn’t handle client accounts, they didn’t generate billable work. It was exposure, nothing more.

That’s the line. If the intern is producing assets that make the company money, pay them. If they’re literally observing, taking notes, and getting an inside look into an industry most schools never teach, then I see unpaid as acceptable, provided it’s brief, clearly defined, and the value exchange is obvious.

In my shop, the shadow interns left with something tangible: access to raw performance dashboards, a peek at how quote funnels are tested, and time with staff across departments. They weren’t fetching coffee, they were pulling back the curtain on a business model.

Anything beyond that, and “unpaid” becomes exploitation dressed as opportunity.

Mark Hirsch
Co-founder & Personal Injury Attorney, Templer & Hirsch

Law Externships Offer Real Experience Through School Credit

When a law student seeks to earn school credit through an externship program, it may be fair and proper to offer them an unpaid internship.

I’ve helped dozens of these interns over the past 30 years. They’re not doing office work; instead, they’re watching depositions, helping get ready for trial, and watching real talks. Their law schools and the ABA have strict rules about these jobs.

One of my interns went on to work for a top plaintiff’s firm in Miami. He still thanks me for giving him the chance to “see the trenches.” The essential things are being open, teaching others, and not letting paid workers go. It’s not free work; it’s legal schooling.

Always follow the rules set by the federal and state governments about work to stay honest and legal.

Steven Rodemer
Owner & Attorney for Law Office of Rodemer & Kane DUI & Criminal Defense Attorney

Military Justice Internships Offer Unique Value

For law students interested in military justice, an unpaid internship in this setting can be uniquely valuable. Many defense attorneys in Colorado handle cases involving service members facing courts-martial or administrative actions.

An intern can observe these proceedings, learn the differences between civilian and military courts, and study how legal strategy adapts in this environment. The internship’s fairness comes from the rare opportunity to access a niche field that students often cannot see firsthand.

Because military cases involve sensitive issues, these internships remain observational and educational.

Wendy Makinson
HR manager, Joloda Hydraroll

Fair Internships Provide Insight, Not Just Labor

Unpaid internships can be more than fair if the businesses are providing insight and experience into relevant job roles, departments and real-life scenarios for those who have an interest in working within that sector.

Whether they are performing work experience through their high school, a longer internship as part of a university degree or an unpaid work agreement for a career change – if the person gains knowledge and confidence in the area, it is advantageous for them.

When a company is demanding free labour from an intern, and not doing their part of educating, training and enabling them to flourish it – becomes unfair.

Within our specific industry of manufacturing, we see that a fair internship will enable the person to be exposed to multiple processes of the chain – from planning and procurement, engineering and development, marketing and sales, the factory floor and warehouse and logistics.

Their internship is fair if they are provided with the opportunities to experience and learn the full journey and process and leave with an understanding of the whole business.

Michał Bieńko
Recruiter & HR Generalist, Omni Calculator

Internships: A Smart Hiring Funnel

Unpaid internships can only be fair when they work like a boot camp or mentorship program, where interns gain skills directly relevant to today’s job market. In that case, as an intern, you get great value in exchange for your time.

However, the employer has to generously invest in developing skills that an intern can, and most likely will, use in another company. In the short term, that might seem like wasting money. Yet an employer who uses this as a recruiting tool has enormous leverage in finding the most promising performers.

Using an internship for this purpose reveals interns’ learning agility, openness to feedback, and culture fit for the company. With this knowledge, it’s easy to make an excellent long-term hire.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

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?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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