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Workplace Conflicts: Leadership Tips for a Positive Work Culture

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Workplace Conflicts: Leadership Tips for a Positive Work Culture

Online arguments no longer stay online—they leak into Slack threads, meeting rooms, and water-cooler chats, turning differing opinions into outright tension.

In a world where a single heated comment can fracture team trust, what single leadership behavior can pull workplaces back from the brink and rebuild civility?

In this HR Spotlight roundup, we asked executives, pastors, veterinarians, communication strategists, and organizational coaches one focused question: “As digital discord spills into daily work, what’s the one leadership move you swear by to keep culture respectful and productive?”

Their answers converge on a surprising truth: civility isn’t enforced with new rules or mandatory training.

It’s modeled, moment by moment, through behaviors like curiosity-driven questions, story-driven listening, managerial courage, and even protecting a morning self-care ritual.

These leaders prove that one consistent habit from the top can ripple outward, turning potential conflicts into stronger connections.

Read on!

Cathy Dolan Schweitzer
President, Health Well Done

If I had to identify the single most important leadership behavior, it would be maintaining a morning
ritual of self-care: exercise and meditation.

These combined intentional practices of mindfulness and Being grateful allows a leader to be more positive and grounded.

When leaders protect their morning routine, they’re better equipped to manage stress and respond thoughtfully than reactively throughout the day.

This is a powerful example of how personal habits directly impact professional behavior that
ripples into team culture.

The path to a civil, thriving workplace culture begins with one leader’s commitment to their morning ritual.

When we recognize that our personal wellness directly impacts our professional effectiveness, we unlock the power to transform not just ourselves, but our entire organizational ecosystem—one mindful morning at a time.

Morning Ritual Saves the Day

Dr. Meg Adams
Co-Founder, Homeplace Creative

One of the most powerful leadership behaviors to foster civility is story-driven listening.

When leaders ask thoughtful questions and create space for team members to share their perspectives, they signal that people matter.

This behavior helps to humanize the workplace, reduce polarization, and deepen mutual understanding.

Story-driven listening isn’t passive; it’s an intentional act of empathy. Story-driven listening requires leaders to slow down, withhold judgment, and reflect on what they hear.

When practiced consistently, it diffuses tension, increases psychological safety, and encourages open dialogue, even when people disagree.

In short, leaders who lead with listening cultivate cultures where people feel seen and respected, which is the foundation of civility.

Listen to Their Story First

Dr. L. Todd Thomas
Associate Academic Dean, Devos Northwood

Demonstrating humility and curiosity can be a powerful leadership behavior to support a culture of civility.

When workplace tension and conflict mirrors the polarized tone we see online, leaders who ask questions, rather than take positions or make assumptions, can immediately set a different tone.

For example, if two employees clash over a political issue that surfaced on a company’s Slack channel, a leader might step in not to shut it down, but to inquire about the thought process behind the viewpoint.

That curiosity de-escalates emotion and encourages reflection.
When the leader also shows humility, admitting to having to rethink her or his own stance at times, it models openness and self-awareness.

This approach reframes conflict as a chance to understand rather than to win, and provides a model of what civil disagreement can look like.

Humility Disarms Heated Debates

Samantha Bateman
BA, Integria Consulting

Managerial courage is the leadership behaviour I’d recommend every time.

As online discourse spills into the workplace, civility needs to be modelled—and protected. Leaders should be having regular one-on-one conversations with their team, using those moments to call in behaviour that’s misaligned with company values and open the door for reflection and growth.

But there are also times when it’s necessary to call out and nip things in the bud, right in the moment—especially when behaviour risks harming team dynamics or psychological safety.

Avoiding discomfort might feel easier in the short term, but it erodes trust and clarity over time. Culture is shaped by what leaders choose to address—and what they choose to ignore.

Courage Calls Out Toxicity Fast

R. Karl Hebenstreit
Organization Development Consultant, Performandfunction

Practicing, role modeling, and rewarding emotional intelligence in general, and empathy, specifically, is the key to fostering civility in the workplace and the world.

Once we realize that we don’t see the world the way everyone else does, and that our perspective is just a minute lens into reality, we can then become more open to the perspectives, worldviews, and ideas of others.

True empathy for others’ lived experiences and learned perspectives, and incorporating/integrating them into our own worldviews and practices, results in a more inclusive, psychologically-safe environment that fosters real understanding and honoring of others’ diverse perspectives, respect and civility, and innovation … and, fortuitously, also produces optimum business results.

Empathy Is the Ultimate Model

Dr. Misty D. Freeman
Founder, Mocha Sprout

One powerful leadership behavior that fosters civility at work is inclusive decision-making.

When leaders intentionally invite diverse voices into the decision-making process, especially early on, they signal that every perspective holds value.

This cultivates a culture where respect is not just encouraged but expected. Inclusive decision-making reduces workplace tension by addressing the root causes of disengagement.

These causes are usually invisibility, exclusion, and lack of psychological safety.

It strengthens trust and empathy among teams while modeling how to navigate disagreement with dignity.

In my work at Mocha Sprout, I’ve seen that belonging and innovation thrive when people feel seen, heard, and empowered to shape outcomes.

We have to remember that civility isn’t a byproduct but a behavior that is practiced daily.

Layoff Is Forced Margin for Clarity

Jacquelin Connelly
BFA, CPHR, Certified Organizational Coach, Coaching That Belongs

One leadership behavior that can interrupt, often even prevent, conflict in the workplace is to take a coach approach.

Leaders who lead with curiosity instead of control or correction foster more civility.

That might sound like: “What’s important about this to you?” or “What would a constructive conversation look like here?”.

Asking thoughtful, open-ended questions invites reflection over reaction. It encourages team members to pause, think, and respond with intention rather than impulse.

This approach also allows self-awareness and agency of team members to show up because they’re being invited to support finding a solution.

Over time, this approach models psychological safety, and when people feel safe enough to stay in conversation, they’re far more likely to stay kind.

Coach Questions Defuse Conflict

Beth Boyd
Director, TalentLab

Active listening is a cornerstone of workplace civility, yet it remains one of the most underdeveloped & undervalued leadership skills.


In today’s workplaces, constant notifications and competing demands often pull our attention away from colleagues, whether they’re in front of us in person or on a screen.


This distraction can unintentionally signal that their presence & input are less significant than our devices or to-do lists, and we’re missing more than half of their communication.


Elevating civility begins with a conscious commitment to be fully present in every interaction. This means silencing distractions & focusing on the whole person: their words, tone, & non-verbal cues.


When we truly listen, we demonstrate respect, foster trust, & create a culture where everyone feels seen, heard, &valued.


Prioritizing attentive, empathetic listening sets a standard for respectful interactions.


This simple shift can transform workplace dynamics, reduce misunderstandings, & elevate the overall sense of civility & collaboration.

Full Presence Beats Notifications

Jeff Bogue
Senior Pastor, Grace Church & President, Buildmomentum

Dropped: Conflict avoidance and hoping issues would resolve themselves.

Early in my pastoral leadership, I’d let team tensions simmer rather than address them directly.

Adopted: Immediate curiosity-driven conversations when I sense workplace friction.

At Grace Church with our 150+ staff across eight campuses, I now approach conflicts by asking genuine questions like “Help me understand your perspective” rather than making assumptions or taking sides.

The change was remarkable. Our staff turnover dropped significantly, and cross-campus collaboration improved dramatically.

When our Philadelphia and Los Angeles Urban Centers faced communication breakdowns last year, this approach helped us resolve issues in days rather than months.

The key insight: curiosity disarms defensiveness faster than any other leadership tool. When people feel heard before being corrected, they’re exponentially more likely to find common ground.

Sometimes the most civil thing you can do is admit you don’t have all the answers.

Curious Now, Drama Gone Tomorrow

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 Habit Swap: What Leaders Dropped and the Outcomes

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The Habit Swap: What Leaders Dropped and the Outcomes

Every great leader has a graveyard of old habits: the ones they buried on purpose because they finally admitted the cost was higher than the payoff.

We asked founders, CEOs, and VPs a deceptively simple question: “In the last few years, what leadership habit did you consciously kill—and what did you replace it with?”

The answers are refreshingly unpolished. No one brags about working harder. Instead, they confess to dropping the very things they once wore as badges of honor: constant cheerleading, answering every message themselves, micromanaging $50 repairs, forcing consensus, back-to-back 15-minute meetings, and the guilt of not always being “on.”

What replaced them isn’t softer leadership—it’s sharper, more human, and dramatically more effective.

The proof is in retention jumps of 34–40%, revenue growth of 40%, and leaders who finally have bandwidth to think instead of just reacting.

Read on!

Meghan Calhoun
Co-Founder, Give River

Dropped: The exhausting habit of trying to be everyone’s cheerleader all the time.

As a former TV host, I thought constant enthusiasm was leadership—celebrating every small win, sending motivational messages daily, and being the eternal optimist even when teams were struggling.

Adopted: Strategic recognition tied to core values. Instead of generic praise, I started using our Team Tags system at Give River to acknowledge specific behaviors that align with company values.

When someone demonstrates collaboration, I call it out specifically rather than just saying “great job.”

The shift was dramatic.

Our client teams report 32% higher performance when recognition is value-specific versus generic praise.

More importantly, I stopped burning myself out trying to manufacture positivity.

My energy became authentic, focused on meaningful moments rather than surface-level cheerleading.

The cemetery sales experience taught me this—grieving families didn’t need fake enthusiasm, they needed genuine recognition of their loss and specific guidance.
The same principle applies to workplace leadership.

People crave authentic acknowledgment of their actual contributions, not empty motivation.

Fake Cheerleading Is Exhausting Leadership

Dave Brocious
Executive Leader, Sky Point Crane

Dropped: Trying to respond to every customer inquiry personally within minutes.

I used to pride myself on answering my phone immediately and handling every quote request myself – it was killing my ability to focus on strategic growth at Sky Point Crane.

Adopted: Building systems that let my team be responsive without me being the bottleneck.

We implemented CRM automation and trained multiple team members to handle quotes and customer communications with the same urgency I demanded of myself.

The outcome was dramatic – our quote response time actually improved from hours to under 30 minutes, while I gained 15+ hours weekly to focus on major account development.

Revenue grew 40% year-over-year because I could finally spend time on the relationships and deals that truly needed executive attention, rather than micromanaging every customer touchpoint.

The lesson: Being responsive doesn’t mean being personally involved in every interaction. Systems-driven responsiveness scales; personal heroics don’t.

Heroic Availability Killed Growth

Daniel Rivera
Owner, Proactive Property Management

Dropped: Micromanaging maintenance requests. I used to want approval on every repair, even $50 plumbing fixes, thinking it showed fiscal responsibility.

Adopted: Empowering my team with pre-approved spending limits up to $300 for urgent repairs.

When a tenant in Newark reported a Sunday evening plumbing emergency, my team dispatched help within an hour without waiting for my approval.

The outcome was dramatic – our average repair response time dropped from 2-3 days to same-day service.

Tenant retention jumped 40% because residents felt prioritized.

Property owners actually preferred this approach since faster repairs prevent small issues from becoming expensive problems.

The key insight: trying to control every decision creates bottlenecks that hurt everyone.

Setting clear boundaries and trusting your team delivers better results than hovering over every choice.

$50 Repairs Don’t Need My Signature

Sean Swain
Owner, Detroit Furnished Rentals LLC

Dropped: Micromanaging every detail of my short-term rental operations.

I used to personally handle every guest message, cleaning schedule, and maintenance request across all seven Detroit properties, thinking I was maintaining quality control.

Adopted: Implementing automated systems while focusing on strategic partnerships.

I invested in property management software that handles 80% of guest communications automatically, and built relationships with local hospitals and corporate housing agencies for steady bookings.

The results were immediate and measurable.

My occupancy rate jumped to 100% for budget rooms under $50/night, and I secured consistent corporate contracts with traveling nurses.

Most importantly, I freed up 15+ hours weekly that I now spend on expanding the business and improving guest experiences rather than answering repetitive check-in questions.

The automation didn’t hurt the personal touch—it improved it.

Guests now get instant responses 24/7, while I can focus on the unique touches that matter, like our custom neon signs and arcade game areas that guests rave about in reviews.

Micromanaging Messages Lost Me Weekends

Joseph Lopez
Founder, AZ IV Medics

Dropped: Micromanaging our mobile IV nurses’ daily schedules and appointment approaches.

I used to obsess over every patient interaction detail, thinking tighter control meant better outcomes.

Adopted: Trust-based autonomy with clear outcome metrics.

Our RNs and paramedics now manage their own routes and patient care approaches, while I focus on tracking what matters—patient satisfaction scores and treatment effectiveness.

The results were immediate and measurable.

Our customer retention jumped 34% within six months, and we expanded from Phoenix to five states.

Our team now handles 40% more appointments weekly because they’re not waiting for my approval on routine decisions.

Most importantly, our online reviews improved dramatically—patients started specifically mentioning how confident and empowered our nurses seemed.

When you stop hovering over skilled professionals, they deliver their best work naturally.

Hovering Nurses Hurt Patient Love

Erin Talbot
Founder, Farrell Talbot Consulting

I consciously dropped the habit of feeling guilty for not always being “on.”

As a business owner, I used to tie my value to that, but I realized that sustainable leadership means setting boundaries, prioritizing family and personal time and that has made me more present, creative, and strategic for my clients.

At the same time, I adopted a consistent habit of daily touchpoints with clients.

I know this might seem contradictory to what I just said.

But, whether it’s sharing an idea, checking in on media results, or flagging an opportunity. It’s a small gesture that builds trust and reminds them I’m thinking about their business.

It has built stronger ships, better client retention and a more grounded version of leadership.

Drop Guilt, Embrace Daily Wins

Neel Somani
Founder & CEO, Eclipse

One leadership habit I dropped was scheduling back-to-back 15 minute meetings.

I used to do this in an effort for efficiency. What I found is that meetings were often rushed or cut short, and we were better off without the meeting at all.

Now, if I schedule a meeting, it’s still 15 minutes, but they’re not back-to-back, and I’m prepared to run over.

After all, I minimize how many meetings I take to begin with. I’ve found greater depth in my interactions.

A habit I adopted was the principles in the book “Nonviolent Communication”. This book is widely recommended by Satya Nadella at Microsoft.

The book encourages the reader to identify and share what they are feeling, and also to guess how their conversational partner is feeling. I’ve had fewer misunderstandings since then.

Back-to-Back 15s Were Fake Efficiency

Monika Malan
Leadership Roles, She Leads Boldly

After my baby was born, I realized I could no longer rely on sheer grit and long hours to get things done.

I consciously dropped the habit of doing everything myself and started prioritizing more ruthlessly, focusing only on what truly moved the needle.

I also began relying more on others: delegating, trusting, and shifting from being the doer to being the leader.

The outcome? My team grew in confidence and capability, and I became a more strategic, less overwhelmed leader.

Letting go wasn’t easy, but it made me better.

Now, as a coach, I help other emerging female leaders do the same – trade perfectionism for clarity, and hustle for healthy leadership habits that actually move their careers forward.

Motherhood Forced Me to Delegate

Julia Epstein
VP, Estee Lauder Companies

From Consensus-Seeking to Clear Decision-Making

I let go of the need to build consensus on every decision.

Instead, I adopted a habit of clarity: stating when I needed input from the team vs. when a decision is final and the rationale behind it.

This built trust, increased transparency, and accelerated delivery timelines while still honoring collaboration.

Consensus Was Slowing Everything Down

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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Restoring Order: How HR Can Address a Decline in Workplace Discipline

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Restoring Order: How HR Can Address a Decline in Workplace Discipline

Somewhere along the way, “discipline” became a dirty word in workplaces: it sounded punitive, old-school, even toxic.

Yet when tardiness, missed deadlines, and half-hearted effort creep in, everyone feels the pain, teams, customers, and bottom lines.

For this HR Spotlight feature, we went straight to the people who actually fix it: HR leaders, CEOs, and consultants who have turned around slipping standards without turning into wardens.

Their answers are surprisingly unanimous: the fastest way to restore discipline isn’t more rules or write-ups, it’s clearer expectations, better-equipped managers, and systems that make the right behavior the easiest behavior.

Punishment is the last resort, not the starting point.

The real levers are transparency, coaching, recognition, and (yes) automation that removes friction instead of adding shame.

Here’s exactly how they did it, step by step, with zero corporate jargon.

Read on!

Marc Ragsdale
CEO, Kaamfu

The key to improving employee discipline is shifting away from reminders and reprimands by supervisors which frustrate everyone, and toward automated monitoring, coaching, and performance gamification.

The most effective approach is to implement a system that continuously tracks performance against clear expectations and reports insights back to employees in real time.

When workers can see their progress and receive guided feedback, discipline becomes self-driven rather than enforced.

This turns managers from enforcers into coaches and transforms discipline from a burden into a culture of continuous improvement.

At Kaamfu, we’ve built AI-driven supervisory mechanisms that automate accountability without depleting morale.

Let AI Supervise, Humans Coach

John Baldino
President, Humareso

When discipline drops, the issue often isn’t the employees.

It’s the clarity and confidence of their leaders. Supervisors and managers haven’t always been equipped to handle discipline well, and that gap shows.

HR’s first step should be helping them think in terms of corrective action rather than punishment.

We’re still addressing behaviors that need to change, but we’re doing so in a way that builds direction instead of resentment.

Start by reinforcing expectations through transparent conversations, consistent feedback, and modeled accountability from leadership.

When people understand the why behind standards and see correction as support, not a penalty, discipline naturally improves

Discipline Starts with Confident Leaders

Kyle Lagunas
Founder & Principal, Kyle & Co

If performance is slipping, don’t jump to blame employees—start by asking if managers have what they need to lead.

Too often, managers are caught between policy and practice with little support.

HR can’t just hand over a handbook and expect consistency. We have to equip managers with the tools, training, and trust to lead conversations around performance—early, clearly, and with empathy.

Accountability doesn’t happen from the top down. It’s modeled in the middle.

When managers are confident and supported, they can lead with intention—and what used to be a disciplinary moment becomes a trust-building opportunity.

That’s how we create consistency. That’s how we lead with impact

Managers Need Tools, Not Just Rules

Katherine Hosie
CEO, Powerhouse Coaching

The key is advance transparency and consistent follow-through.

When people know the consequences in advance, they can make informed choices and live with them.

Second chances are only appropriate when expectations weren’t clear; a “boundary error”. If expectations were clear and someone still crosses the line, that’s not a misunderstanding – it’s a “boundary violation”.

This approach is fair, reduces ambiguity, and restores respect.

When needed, consequences should be public.

This reinforces standards, reduces ambiguity, and reminds others that expectations apply to everyone.

Not to shame anyone, but so others understand the line that was crossed and what followed.

Clear Lines, Public Consequences

R. Karl Hebenstreit
Organization Development Consultant, Perform & Function

As a certified executive coach, leadership/team/organization development consultant, and Enneagram practitioner, I look at this through a motivation and engagement lens.

If an employee is not passionate about the work they’re doing (or being asked to do), and there are no meaningful incentives to do or not do the work, they are unlikely to do it.

Daniel Pink broke down the motivation formula into: autonomy + mastery + purpose, where autonomy is the freedom and entrustment to do the work without micromanagement and constant authoritarian direction; mastery is the opportunity to grow, develop, and become an expert in your chosen area/field/discipline; and purpose is the alignment of the work to your own values and raison d’être.

I like to break it down even further, by deep diving into the individual nuances and insights provided by the Enneagram.

Each one of us will resonate with one/some of these more than others, based on our lifelong core motivation.

Ensuring that the work is aligned to the one(s) of greatest importance to each employee, will result in an engaged, motivated, productive, and satisfied workforce:

– Alignment with core values, ensuring that they are doing the right thing with a focus on quality and excellence

– Opportunities to help others (colleagues, customers, stakeholders) and see the impact of that contribution

– Alignment, understanding, and resonance with the ultimate expected goal to be achieved, and the rewards associated with doing so

– Opportunity to be, and appreciated for, unique, authentic, genuine, different, special, creative

– Opportunity to master chosen discipline, field and continue growth and learning within it

– Feeling safe, comfortable, secure, included in the safety of a tribe, and trusting of leadership

– Opportunities to pursue options of interest and excitement, without feeling stifled or constrained

– A clear span of authority/control, with the autonomy to execute/expand accordingly

A sense of peace, harmony, and balance, without conflict.

Motivation Beats Micromanagement Every Time

Scott Purcell
Co-Founder, Man of Many

When discipline falters, clear and consistent communication about expectations is the first line of defence—HR should pair this with open feedback channels and recognition for positive conduct.

At Man of Many, we’ve found that a well-defined set of values, regular check-ins, and professional development opportunities can shift the culture back towards accountability and pride in results.

Discipline is less about punitive action than it is about cultivating alignment and clarity at every level.”

My credentials include being a CFA Charterholder and being named Publish Leader of the Year, and our publication, Man of Many, has won Website of the Year.

I focus on team management, business strategy, and workforce culture in a fast-paced publishing environment.

Values + Check-Ins Fix Sloppy Standards

Tina Schust Robinson
CEO, WorkJoy

Start by defining what “discipline” means in your organization.

Think beyond rule enforcement to the everyday behaviors that keep your mission and strategy on track.

HR can help managers translate that definition into action by coaching them to set clear expectations and give feedback that’s specific, behavioral, and linked to outcomes.

When improvement doesn’t happen, consequences must follow so accountability holds weight.

When it does, acknowledge it publicly and meaningfully.

Recognizing progress strengthens the very habits that drive execution.

Discipline, at its best, is how an organization stays aligned, consistent, and focused on results.

Define Discipline Before You Enforce It

Peju Akintorin
Founder, Career Thrive

When employee discipline declines, it is imperative that HR look beyond the surface behaviours and address the root causes.

Using the S.H.I.F.T framework, there are 5 clear steps that HR can implement to address and improve the issue.

S – Set clear expectations – (Re)establish expectations by reviewing policies, performance standards, and codes of conduct to ensure they’re communicated and consistently enforced.

H- Hone in on leadership – Discipline issues can stem from inconsistent leadership or unclear priorities.
Equip leaders to model accountability and have constructive conversations with their teams.

I – Identify positive behaviours – Create systems to recognize and reward positive behaviours

F – Feedback analysis – Gather the facts, analyze underlying issues. Identify patterns and implement required changes.

T – Training and coaching – Help employees rebuild engagement and ownership, especially if poor discipline stems from burnout or low morale.

Using this 5-step framework helps to establish clear structures and systems and maintain sustainable results.

Five Letters to Rebuild Accountability

Janine M. Mathó
Founder & CEO, Janine Mathó International

If ’employee discipline’ is declining, the real question HR should ask is: What conditions are contributing to disengagement, inconsistency, or underperformance?

Blaming employees only hides the real problems.

Instead, look systemically: Are expectations clear?

Are leaders modeling both accountability and care?

Are employees burned out, checked out, or unclear on priorities?

Rather than defaulting to punitive measures, HR can lead a reset—clarifying values and behaviors, co-creating norms with teams, investing in development that fosters trust and accountability, and, critically, supporting leaders in cultivating a psychologically safe environment.

When people feel seen, respected, and connected to a shared purpose, discipline becomes less about enforcement and more about alignment.

Fix the System, Not the People

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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Employee Resistance: HR Policies Suffering Push Back

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Employee Resistance: HR Policies Suffering Push Back

Every company has that one policy that makes even the best employees groan: daily equipment inspections, return-to-office mandates, mandatory progress check-ins, non-competes, documentation rules, report deadlines, phone bans, or transparent promotion scorecards.

In this HR Spotlight roundup, nine founders and CEOs who’ve actually enforced these “hated” rules reveal the surprising truth: the pushback almost never comes from laziness—it comes from feeling micromanaged, distrusted, or robbed of something they value deeply (time, autonomy, recognition, privacy).

More importantly, they share exactly how they flipped the script: by showing the personal upside (fewer breakdowns, faster promotions, no 2 a.m. emergencies, protected paychecks) instead of preaching compliance.

The result? Resistance didn’t just quiet down—it vanished.

Here are the raw stories and tactics that turned policy villains into team heroes.

Read on!

Jeffrey J. Miller
President & CEO, Kelbe Brothers Equipment

I run a fourth-generation equipment company in Wisconsin, so I’ve dealt with plenty of policy resistance over the years.

The one that gets the most pushback? Mandatory daily walkaround inspections before operating any equipment.

Operators hate it because they see it as paperwork that slows them down when they could be working.

They think they know their machine well enough to skip the checklist.

But we tracked downtime costs and found that crews doing daily inspections caught small issues early–saving an average of $3,200 per incident versus emergency repairs.

When a hydraulic leak gets spotted during a walkaround instead of mid-job, that’s the difference between a $150 seal replacement and a $4,000 pump failure plus lost rental revenue.

I addressed it by showing operators the actual repair invoices from machines that skipped inspections versus those that didn’t.
I also pointed out that they’re the ones stuck waiting when a machine goes down unexpectedly, losing productive hours.

Once they saw it wasn’t about compliance but about avoiding sitting around while a tech drives out for an emergency call, resistance dropped significantly.

The key was making it about their time and their day, not company policy. Nobody wants to be the operator who caused a three-day shutdown because they didn’t spend two minutes checking fluid levels.

Two Minutes Saves $3,200 Breakdowns

Charles Blechman
Founder & Coach, Manhattan Coaching Associates

I’ve coached dozens of tech leaders through organizational change, and the policy that creates the most friction is return-to-office mandates.

I watched one Director nearly quit over it–not because he hated the office, but because the policy ignored why remote work mattered to him: picking his kids up from school and being present during their formative years.

The resistance isn’t really about the policy itself.

It’s about what the policy steps on–autonomy, trust, family time, work-life integration.

When I work with leaders implementing these changes, I ask them to get curious instead of defensive: What values are being threatened here? What’s the fear underneath the pushback?

One client shifted their approach by asking employees directly: “What would you need to feel supported if we move to hybrid?”

They found people weren’t against collaboration–they were against losing flexibility without gaining anything meaningful in return.

So they redesigned the policy around team anchoring days and core hours, giving people choice within structure.

The fix isn’t better communication of the policy.
It’s co-creating a solution that honors what people actually care about.
When employees feel heard and see their values reflected in the outcome, resistance drops dramatically.

RTO Died When They Co-Created Hybrid

Lisa Martinez
Founder, TX Cash Home Buyers

Honestly, non-competes are our biggest hurdle, especially with a small team where people want freedom to move on.

I stopped just handing them the contract.

Now I explain exactly what we’re protecting, like our client list or specific methods.

If someone has a good reason, like moving across the country, we’ll adjust it.

People are way more receptive when they understand the business reason behind the rule.

Non-Competes Work When Explained Honestly

Joseph Depena
Owner, VP Fitness

I run a boutique fitness franchise in Providence, and the policy that gets the most pushback is mandatory progress tracking and check-ins.

Members sign up excited to train, but when we require regular weigh-ins, body measurements, or goal reviews, some push back hard–they see it as intrusive or feel judged.

Here’s what changed the resistance: I stopped framing it as accountability and started showing members their own data trends over 8-12 weeks.

When someone sees their strength gains climbing even though the scale hasn’t moved, or their body fat percentage dropping while weight stays flat, suddenly tracking becomes their favorite thing.

One member was ready to quit after “no progress” until we pulled up her metrics–she’d gained 4 pounds of muscle and lost 2 inches off her waist.

The trick is making the data work for them, not against them.

I tell my trainers to celebrate non-scale victories, first–better sleep, more energy, clothes fitting differently–then layer in the numbers as proof of what they already feel.

Once people realize tracking protects them from quitting prematurely, resistance drops to almost zero.

Hated Weigh-Ins Became Victory Proof

Divyansh Agarwal
Founder, Webyansh

I run a web design agency, not an HR department, but I’ve watched clients struggle with one surprising policy pushback: requiring teams to document their work processes.

Developers and designers especially hate it because it feels like busywork that slows them down.

When we rebuilt Hopstack’s website, their team initially resisted documenting the CMS transfer process–they just wanted to move fast.

But we insisted on creating a simple handover doc, and it saved them weeks when they needed to train new team members six months later.

The 99.8% order accuracy they maintain now partly comes from that documentation culture we helped establish.

The fix isn’t selling it as “policy compliance”–it’s showing immediate personal benefit. For Hopstack, we framed it as “so you don’t get 2am calls about broken features you built months ago.

When people see documentation as protecting their own time rather than feeding corporate bureaucracy, resistance drops fast.

I’ve noticed this same pattern across healthcare and SaaS clients–the policy itself isn’t the problem, it’s that nobody explains what’s in it for the individual employee.

Make it selfish, make it practical, and suddenly compliance isn’t a fight anymore.

Docs Sold as “No 2am Calls”

Joshua McAfee
CEO & Founder, McAfee Institute

I’ve trained thousands of investigators and law enforcement professionals, and the policy that gets the most resistance? Mandatory reporting documentation requirements.

Investigators especially hate being told they need to submit detailed reports within 24-48 hours of an incident when they’re in the middle of active casework.

When I built Amazon’s Loss Prevention program from scratch, we tracked what happened when investigators delayed their reports.

Cases that got documented within 24 hours had a 76% prosecution success rate.

Cases documented after 72 hours? That dropped to 41%.

The resistance vanished when investigators realized they were the ones stuck in court explaining gaps in their own timeline months later.

I addressed it by showing actual court transcripts where delayed documentation killed cases they’d worked for weeks.

Then I implemented voice-to-text report templates that cut documentation time from 45 minutes to under 10.

Suddenly it wasn’t about compliance–it was about not watching their own hard work get dismissed because they couldn’t remember exact details three months later during testimony.

The shift happened when people saw that the policy protects their credibility, not just the organization’s liability.

Nobody wants to be the investigator who loses a case on the stand because their notes were too vague to defend.

24-Hour Reports Saved 76% of Cases

Christina Imes
Founder, Tru Integrative Wellness

I run two integrative wellness clinics, so I’m managing clinical teams across multiple locations–and the biggest pushback I consistently see is around our strict patient confidentiality and personal phone policies.

Staff want to snap before/after photos or share success stories on their personal social media, but in medical aesthetics and hormone therapy, that’s a legal and ethical minefield.

When I took over operations at Tru Integrative Wellness in 2022, we had team members who didn’t understand why they couldn’t post a great GAINSWave result or weight loss change–even with verbal permission.

The resistance was intense because they genuinely wanted to celebrate patient wins and felt the policy killed their ability to market our work.

What actually worked was giving them an approved outlet.

We created a formal content process where patients could consent through proper medical release forms, and then our marketing team handled all posts through official channels.

I also showed staff the actual dollar cost of a HIPAA violation ($50,000+ per incident) during onboarding.

Once they saw we weren’t blocking their enthusiasm but protecting everyone’s livelihood, compliance jumped to near-100%.

The trick is replacing what you’re taking away. Don’t just say “no personal posts”–give them a compliant way to share wins and explain the real financial risk in concrete numbers they’ll remember.

$50K Fines Killed Personal Patient Pics

Matthew Pfau
Curriculum Developer & Educator, Paralegal Institute

I run a personal injury law firm and hire a lot of paralegals, so I’ve seen this from the employer side. The policy that gets the most pushback? Structured career advancement criteria.

When I implemented clear promotion requirements with specific skill benchmarks, my experienced paralegals initially resisted because it felt like being “graded” again after years of proven work.

The resistance came from a place I didn’t expect–they thought documenting their skills somehow diminished the value of their experience.

One senior paralegal told me straight up: “I’ve been doing this for 8 years, why do I need to check boxes now?”

What changed everything was when I showed them the other side.

I had been promoting people inconsistently based on gut feeling, and it meant some high performers were getting overlooked while others advanced just because they were more vocal.

When I laid out the transparent criteria, three paralegals who’d been stuck at the same level for years suddenly had a clear path forward–and two of them got promoted within six months.

Now when I hire, I show candidates the advancement scorecard on day one. The pushback disappeared because people realized it protects them more than it restricts them.

Without clear criteria, career growth is just a popularity contest.

Scorecards Ended Promotion Popularity Contests

Cyrus Partow
CEO, ShipTheDeal

My remote team used to stumble through handoffs. We were basically working on different planets.

So we tried setting two hours every day when everyone had to be online. It fixed everything.

Handoffs went from a chain of emails to a quick chat.

My advice is to not frame it as a management thing. Just say it’s to make their day easier, then stick to it.

Short, consistent, and it helps everyone.

Two Overlap Hours Fixed Handoff Hell

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?

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Unpopular HR Policies: Turning Pushback Into Progress

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Unpopular HR Policies: Turning Pushback Into Progress

What if the HR policy you’re defending with spreadsheets and compliance checklists is secretly the biggest threat to the culture you’re trying to protect?

Across industries, one uncomfortable pattern repeats: the rules designed to safeguard organizations often feel like handcuffs to the very people they’re meant to empower.

This HR Spotlight dares to ask the question most leaders avoid: are we enforcing policies—or are we enforcing distrust?

From mandatory reporting to bilingual mandates, from weekend response rules to personal goal-setting programs, seasoned leaders reveal the policies that ignite the fiercest pushback—and the surprisingly human fixes that flipped resistance into ownership.

Their stories prove one thing: when employees understand the “why,” see the win, and feel the respect, even the toughest policies become the glue that holds high-performing teams together.

In 2025’s war for talent, these lessons are pure gold.

Read on!

John Howley
Managing Partner, Howley Law Firm

After 30+ years in litigation, the policy that gets the hardest pushback is mandatory harassment reporting–especially when employees think they’re protecting a colleague by staying quiet.

I’ve seen these cases that should’ve been slam-dunks, because by the time people finally report, the evidence is stale and witnesses have scattered.

I had a case where a harassed nanny eventually won $1 million, but it took two years longer than it should have because her friends at the agency knew what was happening and said nothing.

They thought they were being loyal.

When we finally built the case, those same coworkers became crucial witnesses–but if they’d reported early, she could’ve been protected immediately and avoided months of hell.

What works is showing the math.

In my $80 million race discrimination case against Sodexho Marriott, the company’s own failure to enforce their reporting policy created a paper trail that made our job easier.

I tell HR: frame reporting as protecting coworkers, not snitching on them, because silence lets bad actors hurt more people.

When employees see that early reporting actually shortens investigations and gets faster resolutions, resistance drops fast.

Report Early, Protect Everyone

Lucas Simmons
CEO, Gener8 Media

I ran production teams at Gener8 Media and honestly? The biggest pushback wasn’t an HR policy–it was the creative approval process.

Directors and editors hated having clients review cuts at multiple stages, saying it “killed the creative vision” and added weeks to timelines.

The breaking point came during our Unseen Chains documentary about human trafficking.

One of my editors wanted full creative control until final delivery, but I insisted on showing rough cuts to Drive 4 Impact throughout.

He pushed back hard, saying it would compromise the artistry.

Then during a mid-production review, the nonprofit caught a factual error about trafficking statistics that would’ve destroyed our credibility if it made the final cut. That one catch saved the entire $180K project.

I started showing the team our client retention numbers–we had 87% repeat business specifically because clients felt involved in the process, not surprised at the end.

When crew members saw that their jobs existed because of this policy, not despite it, resistance dropped fast.

Now I frame client reviews as “insurance against expensive reshoots” and suddenly it’s not an annoying policy, it’s protecting everyone’s paycheck.

The shift happened when I stopped defending it as policy and started showing real money saved. Numbers change minds faster than principles.

Client Reviews Save Jobs

Jeff Bogue
President, Momentum Ministry Partners

Leading a 150+ person staff across eight campuses, the biggest pushback I’ve consistently seen is around scheduling flexibility–specifically when we implemented mandatory all-staff gatherings.

People want autonomy over their calendars, and asking ministry professionals to block out non-negotiable meeting times felt controlling to many.

What shifted the resistance was changing how we communicated the “why.”

Instead of announcing “mandatory staff meetings,” we reframed them as “team days” and showed our budget–we were investing $12,000 in bringing everyone together because we believed in them.

When people saw we were spending real money because we valued unity and development, attendance jumped from 70% to 94% within three months.

The real breakthrough came when I started sharing specific stories of what happened because we gathered.

A youth pastor met a finance team member at one of these events, which led to a conversation that solved a budget problem plaguing his department for months.

Staff started seeing these gatherings as networking gold rather than time theft.

My recommendation: stop defending the policy and start showcasing the tangible wins that come from it.

Collect three stories in the first 60 days of implementation where the policy directly solved a problem or created an opportunity. Resistance fades when people see proof, not principles.

Team Days Beat Mandatory Meetings

Seth Yingling
Owner, Yingling Builders

Hey, I run a custom home building company in West Central Illinois, and while I don’t deal with traditional HR policies, I’ve steered plenty of pushback on construction standards and building protocols–the parallels are pretty similar.

The biggest resistance I see is when people don’t understand why a rule exists.

When I introduced stricter quality checkpoints and required more frequent inspections with our builds, my team initially saw it as slowing them down.

But once I explained that these steps prevented costly callbacks and protected our reputation (which directly affected their job security), the pushback disappeared. People resist what they don’t understand.

My recommendation: involve your team in the conversation before rolling out the policy.

When we switched to Wausau Home Products in 2021, I didn’t just announce it–I showed the crew actual examples of how it made their work easier and reduced errors. That buy-in made all the difference.

Also, admit when something isn’t working and adjust.

We tried a new scheduling system last year that looked great on paper but created chaos on job sites. I scrapped it within two weeks.

Your credibility goes way up when people see you’re willing to listen and adapt rather than forcing something that clearly isn’t right.

Explain Why, Resistance Dies

D.J. Hearsey
Principal Agent, Select Insurance Group

I’ve built Select Insurance Group from the ground up with 12 locations across the Southeast, and the HR policy that creates the most friction? Mandatory bilingual capability requirements for customer-facing roles–especially in markets where we’re expanding.

When we moved into new territories in Georgia and the Carolinas, some existing staff pushed back hard on needing Spanish-speaking team members at every location.

They’d argue “this isn’t Miami” or question why we couldn’t just route calls elsewhere. The tension was real because it felt like their advancement opportunities were being limited.

What changed the conversation was showing them our Orlando retention numbers.

At our Florida offices where agents like Natalie Rivera and Diana Estrada handled both English and Spanish clients seamlessly, our customer lifetime value was 2.3x higher than English-only locations.

More importantly, those bilingual agents were closing 40% more policies per month because they could serve walk-ins that other agencies in the area were turning away.

I made it a growth opportunity instead of a gate.

We started offering paid Spanish classes during work hours and gave bonuses for certification milestones.

Three agents who initially complained the loudest are now our top performers in Virginia because they invested six months learning conversational Spanish.

When your team sees bilingual colleagues getting bigger commission checks and better reviews, resistance turns into enrollment.

Bilingual Bonus Ends Complaints

Orrin Klopper
CEO, Netsurit

I’ve been running Netsurit for nearly 30 years with over 300 employees across three continents, and the policy that creates the most friction?

Personal goal-setting programs–especially when they’re mandatory.

When we launched our Dreams Program, about 40% of our team initially resisted.

They’d say “I don’t want my boss in my personal life” or “my goals are private.”

The pushback came from fear that we’d judge their ambitions or use personal information against them in performance reviews.

What changed everything was making it employee-owned, not management-driven.

We let staff choose their own accountability partners (not their direct managers), and we funded their goals without requiring detailed justifications.

One team member wanted to learn guitar–we paid for lessons, no questions asked. Another wanted to run a marathon–we covered the training program and race fees.

The key was proving through action that this wasn’t a corporate manipulation tactic.

When people saw coworkers actually achieving personal dreams with company support, and zero strings attached, resistance dropped to almost nothing.

Now it’s one of our most valued benefits, but only because we gave up control and made it genuinely about them, not us.

Fund Dreams, Resistance Vanishes

Pleasant Lewis
Owner, Fitness CF

I’ve been running fitness centers in Florida for over 40 years, so I’ve seen my share of policy pushback.

The one that gets the most resistance? Mandatory customer feedback collection after every member interaction.

My front desk staff and trainers initially hated it because they felt like they were being constantly watched and judged.

They’d say “I already know my members are happy, why do we need another survey?”

But when we implemented our Medallia feedback system across Fitness CF locations, we found members were reporting issues staff assumed were fine–like equipment wait times during peak hours or confusing class schedules.

I sat down with the team and showed them real member comments where someone said “I almost cancelled, but then Sarah helped me find morning classes that fit my schedule.”

Suddenly they realized feedback wasn’t about catching mistakes–it was about celebrating wins and spotting problems before members walk out the door.

Our retention jumped because we could fix things in real-time instead of wondering why people didn’t renew.

The key was reframing it from “Big Brother watching” to “here’s proof your work matters.”

When a trainer sees a member specifically mention them in positive feedback, that changes everything.

Now my staff asks members to fill out surveys because they want that recognition.

Feedback Becomes Paycheck Proof

Brooks Humphreys
Founder, 614 HomeBuyers

People complain the most about attendance policies that mess with their flexible schedules.

At least around here. From our time in real estate, we learned that if you give people autonomy with clear expectations, you get fewer problems and they seem more into it.

My advice? Explain why the policy exists, then ask for their input. It almost always leads to a solution everyone can live with.

Flexible Schedules Beat Rigid Attendance Rules

Matthew Runyon
Partner, EMC Remodeling

I run a family roofing and remodeling company in Temple, TX, and honestly, the policy that gets the most pushback isn’t what you’d expect–it’s our mandatory 24-hour response acknowledgment for emergency calls, even on weekends. My guys hated it at first because they felt like they could never fully disconnect.

The real issue was they thought “acknowledgment” meant immediate dispatch.

I fixed the resistance by being crystal clear: acknowledge within an hour, but actual emergency work gets assigned by rotation and severity.

We track it simply–a quick text saying “Got it, evaluating now” counts. Since making that change, our complaint rate dropped to almost zero because the crew realized it’s 30 seconds of their time, not their whole weekend.

What made it stick was showing them our Google reviews. Before the policy, we had angry customers posting about “no one picking up during storms.” After? Our reviews jumped from 4.2 to 4.8 stars in six months, and I tied a quarterly bonus directly to maintaining that rating.

Suddenly everyone was fast on responses because it literally showed up in their paychecks.

The pattern I’ve seen: people resist policies when the “why” feels like it only benefits the company.

Link it to something they personally win from–reputation, tips, bonuses, fewer angry customer interactions–and resistance turns into buy-in fast.

Quick Texts Save Weekend Peace

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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After the Party Ends

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After the Party Ends: Guidance for handling unwanted sexual behaviours at the Christmas party

By Dr Enya Doyle (The Harassment Doctor™)

The company end of year “Christmas” party is supposed to be a time for celebration and connection; a chance for colleagues to unwind and enjoy each other’s company outside the pressures of daily work. Sounds idyllic. Nowadays, though, the work Christmas party has become synonymous with drunken disorder and unwanted sexual conduct in many organisations. And for HR leaders, that means the festive season often brings a spike in reports of unwanted sexual behaviours.

In many ways, investigating reports of sexual harm doesn’t change because it’s Christmas. But it’s fair to say that the context often makes it far more complicated. During holiday gatherings, when employees are in a more relaxed and celebratory state after what has been for many companies a challenging year, the potential for harm and organisational pressure seems to rise. These incidents have become so normalised at festive events that there can be added pressure, scrutiny, and emotion surrounding any subsequent investigation.

It’s likely too late for you to consider radical reframes of your company’s event this year which might make it safer going forward (alcohol-free, daytime, on site etc.). So, instead I’m sharing with you a couple of parts of the conversation I have most often with leaders in January. Because how you respond in those first hours and days matters. Not just for the individuals involved, but for the trust, safety, and culture of your entire organisation. Employees, especially vulnerable ones, are watching closely: Will you take concerns seriously? Do you act with care and consistency? Do you uphold your values even when it feels uncomfortable? When everyone’s tired? …or do you just shrug it off as an inevitable risk of having work parties?

A transparent, people-centred, timely and fair approach isn’t simply ‘best practice’, then – it’s a signal of what your organisation stands for all year round. Bearing that in mind, here are some reminders or reframes for you to bookmark:

How sure are you that your processes are trauma-informed in practice not just on paper?

It’s important that you respect the autonomy and agency of the person who has reported harm throughout. Don’t tell anyone in the organisation who doesn’t absolutely need to know, without their consent (e.g. their line manager, or someone who is managing a project they’re currently on).

When considering putting proportionate interim measures in place, we’re focusing on the impact on the vulnerable person(s), rather than any intent at this stage. You should of course communicate that any measures are not necessarily permanent or going to be used as evidence of ‘guilt’ in the investigation process, for everyone’s sake. Keep communication grounded (but not vague), calm and consistent. Everyone involved (including any witnesses, where relevant) should get signposting towards help including but not limited to your EAP, MHFAs, and importantly to relevant local/national helplines.

Being trauma-informed is a practice not a theory


At the end of the investigation, will people say that it felt like a maze to navigate?

Providing clear information about the investigation process, expected timelines, and who will be involved is the easiest win. Opacity breeds mistrust and speculation. You can work backwards with the people involved – reporting and reported person(s), witness(es) – in terms of potential outcomes of the investigation, how many meetings they’re likely to have and what the purposes of those meetings will be. Providing clarity and welcoming anyone involved to bring a supportive person with them to these conversations is important.

I really recommend that you take time to outline early that an outcome of not founded doesn’t mean malicious. In sexual misconduct cases, this is paramount given how prevalent the myth around false reports is. Even if the outcome isn’t a positive one for the reporting person(s), they shouldn’t feel like the investigation process retraumatised them or made it worse.

It’s always worth reminding people that they can withdraw their report at any time, and they don’t have to go through with the investigation – but be careful that it doesn’t sound like you’re coercing them to rescind the report because you’re busy or because it’s Christmas.

Be transparent from the outset

Does your policy allow for flexibility at high intensity times of the year?

Start the investigation promptly if you’re able to: secure evidence (which in 2025/2026 includes photos, screenshots and any online evidence like apologies sent via text or Slack), schedule interviews, and set realistic timelines for your organisation and the time of year. If you’ve got zero time before everyone is on mandatory break, then say that. Show awareness that it’s a high stress period of the year for them too and recognise the impact of this being unresolved over the break (if that’s the case). Timeliness shows seriousness and reduces stress for all parties. Nobody wants to be part of an investigation that should have been completed weeks or months ago. At the same time, no-one wants to be part of a botch investigation because it happened at the wrong time of the year.

Act quickly, without rushing


Even if they don’t like the outcome, will they say the investigation was done fairly?


Ensure the internal investigator is a good person to do it – they should be trained in investigations, preferably in ones that involve sexual harm, and they shouldn’t be a witness or a line manager of anyone involved. When we’re under the quash at high intensity periods, best practice can fly out the window. It’s important that each party is treated with the same care. The investigator should feel able to apply policies consistently (so they should understand them!) and avoid hierarchy or social dynamics to dictate the outcome.

If you’ve got checklists and processes for investigating, this is where they come into their own. If you don’t, put that on the to do list for January 2026.

Maintain fairness as your foundation

If everyone seems to know about it, what signal does it send when leadership say nothing about it?

So many investigations of sexual harm in the workplace do not involve witnesses. Your Christmas party is likely to be one of the only times where there might be witnesses, or where a colleague is told almost immediately after it happens. If this was witnessed or discussed publicly at the Christmas party, you’ve got a secondary issue to manage here. And this becomes an important opportunity to show awareness that it is likely that other members of your team will have experienced unwanted sexual behaviours – that this is not an abstract issue.

Employees notice how leaders respond to harm. This is where your awareness of whether you’ve got a gossip culture comes into its own. How you handle a situation that everyone knows about is objectively more difficult than handling one that is kept confidential. Share only what is necessary (which is usually very little if there are no witnesses or if you don’t have a “everyone knows everything about everyone” culture) but do so in a way that reinforces values like safety, accountability, and respect.

Under these circumstances especially, a well-handled investigation becomes a culture signal, and ultimately a prevention method.

Communicate thoughtfully with the wider organisation or team


About the Author

Dr Enya Doyle (The Harassment Doctor™) is a leading consultant on harassment prevention and workplace culture. Since completing her PhD in 2020, she has partnered with world-renowned brands to dismantle systemic barriers and build workplaces where people are safe, supported, and able to thrive.

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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