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When Good Intentions Backfire

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April 15, 2026

When Good Intentions Backfire

Why DEI Efforts Get Misclassified and Misunderstood

By Megan Fuciarelli, Chief Empowerment Officer at US² Consulting

Most organizations don’t set out to get DEI (Diversity, Equity, and Inclusion) wrong.

In fact, the intent is usually the opposite. Leaders want to build inclusive environments, support diverse talent, and create cultures where people feel seen and valued. But despite those intentions, many organizations are finding themselves facing internal confusion, external scrutiny, or initiatives that no longer land the way they were intended.

The issue isn’t DEI.

It’s how organizations oversimplify it.

When complex, nuanced work gets reduced to vague labels, it creates space for misinterpretation, misclassification, and ultimately, decisions that don’t reflect what’s actually happening inside the organization.

  • The Risk of Vague Definitions

One of the biggest challenges I see is a lack of precision.

Organizations use broad terms like “equity,” “inclusion,” or “belonging,” but often without clearly defining what those mean in practice. That leaves room for interpretation at every level.

Internally, this leads to inconsistency. Externally, it can lead to misunderstanding or misrepresentation, especially when decisions are made based on surface-level descriptions rather than actual outcomes.

When definitions aren’t clear, everything becomes easier to mislabel.

  • The Danger of Checkbox Categorization

In an effort to move quickly, many organizations fall into what I call “checkbox categorization.”

Programs get grouped and labeled in simplified ways that make them easier to track, but harder to understand. A mentorship program becomes a “DEI initiative.” A leadership pipeline effort gets categorized under diversity. A community partnership gets reduced to a single label that doesn’t reflect its purpose.

These shortcuts create a false sense of clarity.

Once something is labeled, it’s rarely questioned. That label becomes the reference point for decisions, reporting, and perception, even if it’s not accurate. Over time, this creates a disconnect between what an organization is doing and how that work is understood.

  • How Bias Shapes These Decisions

This is where bias comes in, often quietly.

Implicit bias, or what I call our “first thoughts,” operates in the background. It’s shaped by our experiences and influences how we interpret information, especially when we’re moving quickly.

In organizational decision-making, this shows up in a few key ways:

  • Stereotype bias influences how we associate certain initiatives with specific groups
  • Confirmation bias reinforces what we already believe about DEI efforts
  • Anchoring bias causes us to rely too heavily on the first label applied
  • Affinity bias shapes which initiatives we support or prioritize

Under pressure, these biases become even more influential. Leaders rely on mental shortcuts, and classification becomes less about accuracy and more about speed.

That’s when misclassification happens, not because of intent, but because of how decisions are made.

  • When Misclassification Becomes a Business Risk

What starts as a labeling issue quickly becomes a business issue.

Decisions get made based on incomplete or inaccurate information. Programs are evaluated against criteria they were never designed for. Leaders question the value of work that was misunderstood from the start.

Over time, this leads to misalignment, eroded trust, and reputational risk.

Because it’s not just about the label, it’s about the decisions that follow it.

  • What HR Leaders Should Do Instead

This is fixable, but it requires more discipline in how decisions are made.

Start here:

  • Define initiatives clearly before labeling them
  • Tie programs to measurable business outcomes
  • Audit internal language and assumptions regularly
  • Challenge initial classifications instead of defaulting to them

Small shifts in how work is defined and evaluated can prevent much larger issues down the line.

  • Moving Forward with More Precision

The goal isn’t to step away from DEI.

It’s to approach it with more clarity, more precision, and a deeper awareness of how decisions are actually being made.

Because when we take the time to question our first thoughts and define our work more intentionally, we create space for better decisions.

And better decisions are what drive meaningful, lasting impact.

Megan Fuciarelli

About the Author

Megan Fuciarelli is a speaker, author, and trusted advisor recognized for her work in ethical leadership, organizational effectiveness, and sustainable impact. She brings a human-centered, systems-aware approach to helping leaders and institutions navigate complexity with clarity, accountability, and purpose.

As the Founder & CEO (Chief Empowerment Officer) of US² Consulting, Megan partners with organizations to strengthen trust, communication, and culture while supporting long-term performance and responsible decision-making. She is known for helping leaders move beyond performative values toward aligned action that serves both people and outcomes.

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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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From Layoff to Launchpad: Leaders on Choosing Your Next Move

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From Layoff to Launchpad: Leaders on Choosing Your Next Move

In the raw uncertainty following a layoff, when every option feels like a gamble—stay in the familiar lane or leap into something new—the mind races between fear of regret and the pull of possibility. 

But what if the real decision isn’t about choosing a path right away? 

What if it’s about creating small, low-risk experiments that let reality, not anxiety, reveal the answer?

On HRSpotlight, founders, CEOs, physicians, coaches, and career strategists share the hard-won guidance that helped them (and others) navigate this exact crossroads. 

They talk about asking better questions: What would you regret not doing in five years? Where do your unfair advantages lie? Which conversations make time disappear? 

They advocate quick, tangible tests—shadowing, side projects, micro-consulting, 30-day sprints—while auditing past frustrations for hidden clues to future fit. 

Their collective experience shows that clarity rarely arrives through endless analysis or panic applications; it emerges when you start moving, measuring traction, and trusting the signals your energy and the market send back. 

Discover how to turn a painful pause into deliberate momentum.

Read on!

Joseph Depena
Owner, VP Fitness

I got laid off from my corporate job before starting VP Fitness in 2011, and honestly, I was terrified. But instead of jumping into another corporate role just for security, I asked myself one question: “What would I regret NOT doing five years from now?” That clarity led me to open my first gym.

Here’s what actually helped me decide: I made a spreadsheet with two columns–one for staying in my industry (corporate wellness consulting) and one for pivoting to gym ownership. I didn’t just list pros and cons; I wrote down specific numbers: potential income year 1, year 3, year 5, plus hours per week I’d actually enjoy the work. The pivot column had lower initial income but 90% “work I’d love doing” versus 40% in my old field.

My advice? Give yourself 2 weeks to test your pivot idea in the smallest way possible before making it official.
I started training 3 clients at 6am before my corporate job to see if I actually liked it day-to-day, not just in theory. By week 2, I was waking up excited instead of hitting snooze–that told me everything.

One thing nobody talks about: sometimes “sticking with your path” IS the pivot.

When I franchised VP Fitness in 2023, people said I was changing direction, but really I was just scaling what already worked.

Don’t assume you need to blow everything up–sometimes the next chapter is already written in what you’ve already built.

Regret Test Guides Bold Career Moves

Lucas Simmons
CEO, Gener8 Media

I got laid off from the Navy in a way–my contract ended and I had to choose between re-enlisting as a submarine engineer or jumping into content creation with zero safety net.

I chose the scary path, and here’s what made the difference: I didn’t wait to feel “ready.”

The pivot vs. stay question is actually the wrong frame. The real question is: where are you already spending your mental energy? After my service, I was reading marketing books at 2am and studying creators obsessively–my brain had already voted. I just needed to trust that signal instead of forcing myself back into what felt “safe” but soul-draining.

What helped me move fast: I gave myself one micro-project to prove capability in the new space. I produced one short documentary for a local nonprofit while still taking “normal job” interviews. That single project became my proof of concept, landed me three paying clients, and showed me I could actually do this.

You need one small win in the direction you’re curious about–not a business plan, just proof you can execute.

The decision made itself within 90 days because I was *doing* instead of *deciding*.

If your new path experiments feel like work, go back to your industry. If they feel like playing you’d do for free, you’ve got your answer.

Trust Energy, Prove It with Action

Sonny Da Badger
Content Creator, Support Bikers

I’ve pivoted multiple times in my life–from commission sales at Six Bends Harley Davidson to building Support Bikers into a nationwide directory connecting bikers across 18+ states.

The sales job taught me something crucial: when you’re struggling on commission and need results, you either find your lane or you starve.

Here’s my take–don’t decide based on fear of starting over.

When I had to sell my bikes twice because “life happened,” I could’ve given up on riding entirely. Instead, I came back stronger each time because motorcycles were always my true path.

Ask yourself if you’re genuinely done with your industry or just done with that specific job.

The pivot decision gets easier when you look at what you naturally gravitate toward during tough times.

When I worked Harley sales and money was tight, I didn’t retreat–I leaned in and became “The Badger” so customers would remember and ask for me. That hustle taught me I thrive when I’m building community, which is exactly what Support Bikers does now.

Test your new direction before burning bridges. I didn’t quit my day job to start Support Bikers–my wife Angie and I built it as volunteers first, grew it into Facebook groups across multiple states, then brought on sponsors and moderators. By the time it became my focus, I already knew it had legs.

Lean Into Your True Path Fast

Lou Ezrick
CEO, Evolve Physical Therapy

I’ve completely rebuilt my career twice–once moving from Israel to New York, then again when I left traditional PT clinics to start Evolve in 2010.
Here’s what made the difference: I didn’t leave because I was lost. I left because I knew exactly what was broken.

When I worked at high-volume clinics in Brooklyn, I watched patients get 15-minute sessions with generic exercise sheets while billing ran the show.

I had already spent years in Tel Aviv treating terror victims and soldiers–I knew what real rehabilitation looked like.

The gap between what I could do and what the system allowed was eating me alive. That’s when I knew I had to build something different.

If you can articulate the specific problem you want to solve in your next move, pivot.

When I started Evolve, I could tell you exactly what would be different: one-on-one hour-long sessions, manual therapy instead of exercise handouts, taking complex cases other clinics rejected. Fourteen years later, that clarity is why we’re still here.

But if you’re just angry at your boss or tired of your commute–that’s not a vision, that’s just a bad Tuesday.

I’ve hired people fleeing corporate jobs who thought PT would be “more meaningful” but had no idea what treating chronic pain actually requires.

They quit within six months because meaning without skill match is just daydreaming.

Fix What Broke, Then Build Better

Chase McKee
Founder & CEO, Rocket Alumni Solutions

I got laid off from investment banking before starting Rocket Alumni Solutions, and honestly, the decision wasn’t about staying versus pivoting–it was about following where I’d already been experimenting.

I’d been tinkering with recognition software concepts on nights and weekends because I was genuinely curious about the problem, not because it was a calculated career move.

Here’s what actually mattered: I looked at which conversations made me lose track of time. When I talked to school administrators about donor recognition challenges, three hours felt like twenty minutes. When I discussed financial models with former colleagues, I was watching the clock. That attention pattern told me everything.

The practical test I used was spending $2,400 on a prototype before quitting anything.

We built a basic interactive display and got it in front of five schools. Two said they’d pay for a real version. That signal–people willing to give you money, not just encouragement–is worth more than any pros-and-cons list.

One thing nobody tells you: your current path gives you pattern recognition that transfers weird ways.

My banking background seemed useless for ed-tech, but those skills in reading financial statements helped me spot which schools had budget authority to buy quickly.

Sometimes the “pivot” is just pointing your existing toolkit at a different problem.

Test Ideas Before Committing Fully

Holly Gedwed
Owner, Southlake Integrative

I’ve worked with countless clients facing this exact transition, and what I’ve learned is that career uncertainty rarely exists in isolation–it’s usually tangled up with deeper questions about identity and self-worth.

When you lose a job, you’re not just losing income; you’re losing structure, purpose, and often a huge piece of how you define yourself.

Here’s what I see consistently: people who rush to “figure out the right path” without processing the actual loss end up making decisions driven by anxiety rather than values.

I had a client who’d been in finance for 12 years and got laid off–he immediately started applying to similar roles because that’s what he “should” do.

In our sessions using CBT and Narrative Therapy, we uncovered that he’d been miserable for years but couldn’t admit it because his career was his identity.

The breakthrough came when we worked on separating who he was from what he did. We identified his core values (creativity, autonomy, helping others) versus the external validation he’d been chasing. He ended up pivoting to consulting work that aligned with those values–not because it was the “safe” choice, but because he’d done the internal work first.

My practical advice: spend two weeks journaling every morning about what you actually want your days to look like, not what sounds impressive or safe.

Write down the activities that made you lose track of time in past roles. That pattern works–identifying what genuinely energizes you versus what drains you–is how you’ll know whether to pivot or stay.

The right career decision flows from knowing yourself first, not from analyzing market trends.

Journal Values to Unlock Clarity

Margaret Phares
Executive Director, PARWCC

I’ve spent over three decades watching thousands of professionals steer this exact crossroads at PARWCC, and here’s what the data shows: 82 million Americans are unhappy in their jobs (Statistica, 2024), and most got there because they never asked one critical question before accepting their role.

Before you decide to pivot or stay your course, ask yourself: “What must I be seen doing on the job to be acknowledged as the go-to expert by my boss, colleagues, and most importantly, myself?”

If you can’t–or don’t want to–do those specific things in your current field, no amount of job titles or salary will matter. You’ll just be serving time, not building a career.

I coach clients through this by having them conduct what I call “due diligence exploration.” Pull 10-15 job descriptions in both your current field and potential pivot areas, then identify the patterns in required competencies and daily tasks.

The O*Net database is gold for this. You’ll quickly see whether you’re genuinely excited about the work itself or just romanticizing the idea of change.

Here’s the honest part nobody wants to hear: most pivots fail because people focus 90% of their energy on the problem (fear, uncertainty, job loss) instead of solutions.

The hurricane survivors I worked with in Tampa who rebuilt successfully had written plans, assembled teams, and maintained hope-filled visions.

Your job search needs the same structure–a daily action plan, not a “winging it” approach.

Define Your Expert Role First

Jason Roberts
Owner, 12 Stones Roofing

I got laid off from my last job before starting 12 Stones Roofing, and honestly the military taught me something crucial: sometimes you need to assess the terrain before you decide which direction to move.

I spent two weeks doing roof inspections with a buddy for free just to see if I actually liked the work or just the idea of being my own boss.

Here’s what nobody tells you: sticking with your current path only makes sense if the fundamentals are still solid. When I transitioned from active duty to contracting, I didn’t abandon my core skills–leadership, accountability, attention to detail. I just found a new application.

If your industry is dying or you genuinely hate the work itself, no new role will fix that. But if you loved the work and just had a bad employer, staying in your lane with better standards might be the move.

The real test is this: can you name three specific things you’d do differently in a new industry versus three specific companies you’d want to work for in your current one? Whichever list comes faster and feels more authentic is probably your answer.

I could rattle off exactly how I’d run a roofing company with military precision before I ever had a single contract–that clarity told me everything.

One practical thing: take on a small project or consultation gig in the industry you’re considering.

I did storm damage assessments on weekends before committing full-time. Cost me nothing but time, and it proved I could handle the technical side and the customer-facing pressure.

Don’t make a permanent decision based on theoretical interest.

Test New Paths Without Burning Bridges

Mitch Johnson
CEO, Prolink IT Services

I’ve seen this exact situation play out dozens of times with clients over 20+ years in IT–and honestly, the answer isn’t about choosing between staying or pivoting.

It’s about testing your assumptions fast with minimal risk.

When COVID hit, I watched businesses freeze trying to make the “perfect” decision about their future.

The ones who survived didn’t pick a lane immediately–they ran quick experiments.

One restaurant client repositioned their catering service into meal kits within 72 hours. Another retail shop founded corporate gift boxes as their main revenue. They found out by *trying* small things, not planning forever.

Here’s what I’d do: spend one week identifying three problems you could solve in your current industry and three in a potential new one. Then spend the next week reaching out to 5-10 people in each space–former colleagues, LinkedIn connections, whoever–and ask what’s keeping them up at night. You’ll know within 10 days which conversations energize you and where people actually need help right now.

The market will tell you the answer faster than any career coach.

During the pandemic, we saw companies that took two months to “strategize” lose opportunities to competitors who tested and adjusted weekly.

Your layoff just gave you permission to move faster than you ever could while employed–use that advantage before it expires.

Quick Experiments Reveal the Real Answer

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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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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

In the wake of layoffs, when the office air thickens with unspoken fears and survivor’s guilt, a lingering question hangs: how can organizations mend the invisible fractures left among those who remain, rebuilding not just productivity but genuine trust and resilience? 

On HRSpotlight, empathetic founders, HR directors, professors, and consultants illuminate HR’s pivotal role in navigating this emotional terrain—offering compassionate, actionable strategies that go beyond platitudes. 

From preempting rumors with factual, positive narratives about departed colleagues and facilitating small-group listening sessions, to equipping managers with tools for one-on-one check-ins, promoting EAP resources, hosting open forums for venting, and fostering “future fluidity” through skill-building workshops—these experts emphasize empathy, transparency, and proactive support to restore psychological safety. 

Their insights reveal that true recovery stems from acknowledging loss while guiding teams toward shared purpose and stability, transforming a painful chapter into an opportunity for deeper connection and renewed commitment.

Read on!

Andrei Kurtuy
Co-Founder, Novorésumé

Layoffs spread through a company like fast-moving “bad memes.” Word travels quickly, and uncertainty fills the gaps. The best way to counter this is to get ahead of the narrative with positive, factual communication.

When someone is laid off, share something respectful and genuine about them, ideally right away. This could be a short post on an internal social channel or the company intranet.

If those channels aren’t effective, managers should bring up the positive context directly in their one-on-one meetings.

HR can also prepare brief, compassionate communications that highlight the employee’s contributions and send them shortly after the layoff announcement.

This helps the team remember their colleague positively and reduces unnecessary anxiety.

Positive Tributes Counter Layoff Rumors Fast

Dan Zautis
Director, Korn Ferry

Human Resources teams that help with offboarding following layoffs can provide support and inspiration by offering direction to explore short- and long-term income opportunities, as well as career paths.

Organizations throughout the marketplace focus on placement of roles including blue collar, white collar, and entry level through senior executives.

Directing employees to appropriate, proven firms is a smart and considerate offering, allowing them to review interim, interim-to-hire, and permanent roles.

Several national and global organizations welcome talent to inquire about opportunities and submit resumes.

In today’s gig economy, the interest in short-term engagements across all industries and functions has never been higher.

Examples of experts in the space include Korn Ferry, Heidrick & Struggles, Adecco, and Manpower.

Guide Laid-Off to Proven Career Paths

Tina Schust Robinson
CEO, WorkJoy

In the aftermath of layoffs, HR’s role is to help employees regain trust, stability, and focus.


Start by communicating with empathy and transparency.


People need to understand what’s happened and what’s next. Equip managers to hold steady, human conversations that acknowledge loss while reinforcing connection and purpose.


Create space for reflection and recovery, whether through coaching, listening sessions, or facilitated team check-ins.


Most of all, focus the organization on moving forward with grace: honoring those who’ve left, supporting those who remain, and rebuilding confidence in the future.

Empathy and Transparency Restore Team Stability

Andrew Martin
Founder & Senior Resume Writer, Crisp Resumes

As the founder of Crisp Resumes, I regularly support clients who have lived through large restructures.

In my experience, HR plays its most important role after the announcement, not during it.

Employees who remain often feel anxious, guilty, and unsure about their own future. HR can stabilise morale by being transparent about the reasons for the layoffs, the organisation’s forward plan, and what support will be offered.

Open forums, one-on-one check-ins, access to EAP, and clear communication around role security make a significant difference.

Practical career support for impacted employees, such as resume help or interview coaching, also reassures remaining staff that the company is acting responsibly and humanely.

When HR leads with empathy and clarity, teams recover faster and trust is protected.

Post-Layoff Forums Rebuild Morale Quickly

Lisa I. Perez
Founder & CEO, HBL Resources

When layoffs occur, HR’s first responsibility to remaining employees is to acknowledge the loss and not rush past it.

Provide a clear, honest explanation of the business reasons and confirm whether additional reductions are anticipated, because transparency in these moments is crucial.

Invite questions in small group meetings and equip managers with talking points so they can listen, normalize emotions, ensure consistent messaging, and reduce speculation.

Offer resources such as EAP support, job-stability FAQs, and guidance on workload changes so people do not feel abandoned, especially when layoffs may mean more work and less support.

Finally, be visibly available. As I often say, “An open door should swing out, not just in.”

Get out of your office, walk the floor, and be present where employees are working so brief check-ins and sincere appreciation can start to restore psychological safety and trust.

Visible HR Presence Rebuilds Psychological Safety

Peju Akintorin
Founder, CareerThrive.com

Effective communications: HR should share reasons for the layoffs and what could be ahead, so that employees are not left trying to figure out things on their own.

Create an environment conducive to this by hosting listening sessions, providing clear talking points to leadership and being responsive to communications from concerned employees. “Ghosting” is not an option.

Providing emotional support: Survivor’s guilt post layoffs is a real thing. It causes significant emotional distress.

Equip managers with tools to lead with empathy, check in on team morale, and help employees refocus on what they can control.

Guide them to external counseling and EAP services (where applicable).

Visibly reinforce employees’ value: Recognize contributions and give employees clear insight into how their role will function post-layoff and whether any responsibilities are changing.

Be direct about it. It’s important to create a sense of safety and direction as the organization moves forward.

Listening Sessions Ease Survivor’s Guilt

Crystal Brown-Tatum
Founder, Black Girl HR

HR can provide emotional support and encouragement to employees during a co-worker layoff.

Transparency is limited but I do feel that if the Company had to make those decisions based on financial metrics or performance, being open and honest about that can be a motivator for employees to work harder to reach goals.

I also heavily promote the EAP (employee assistance program) to provide a safe space for those who need to discuss issues such as anxiety or abandonment with a professional.

While it may seem unconventional, create an Open Door Policy or Open Office Hours and allow people to just come in and talk or vent about it. This is a great opportunity to hear what the concerns are and effectively address them.

HR can coach managers to reassure employees that heavy workloads won’t just be dumped on them without proper recognition, appreciation or even compensation.

It is critical that the remaining employees understand the business decision, what is expected from them and to buy into the organizational changes.

Open Door Hours Let Teams Vent

Ed Madison
Co-Director, SOJC Media Innovation Lab

HR can play a steadying role when employees feel shaken by layoffs.

People need honest communication, emotional support, and a sense of direction. As I often say, “Employees don’t just need to know what happened—they need help understanding how to move forward.”

One useful idea is Future Fluidity, a plain-language approach to adapting in uncertain times.

It means helping people understand changing workplace trends, adjust to new expectations, and stay emotionally grounded.

HR can support this through brief workshops, open office hours, and practical skill-building resources.

In moments like these, “The most important thing HR can offer is a feeling of agency—reminding employees they still have choices and a path ahead.”

Future Fluidity Workshops Restore Agency

Amanda M. Main
Chief Innovation Officer, University of Central Florida

When layoffs strike, the real aftershock isn’t in the numbers—it’s in the narrative. People start rewriting the story of who they are and where they belong. That’s where HR becomes the storyteller-in-chief.

Don’t rush to spin optimism; invite truth. Host small, human conversations where employees can unpack what happened and rebuild meaning together.

When people find language for loss, they rediscover power. Do that well, and the company doesn’t just recover—it reawakens.

Because resilience isn’t born from comfort; it’s born from clarity, connection, and the courage to face what’s real and still believe in what’s next.

Honest Conversations Reawaken Team Resilience

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

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