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Leaders on Leadership: Habits Dropped, Habits Adopted

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Leaders on Leadership: Habits Dropped, Habits Adopted

Leadership evolves through deliberate shifts, dropping outdated habits for empowering ones amid 2025’s fast-paced demands. 

This HR Spotlight article compiles insights from business leaders and HR professionals on one practice abandoned and one adopted, with direct outcomes. 

Experts share ditching micromanagement for strategic check-ins, ego for empathy, and “always-on” for boundaries, yielding 60% faster development, 18% pay hikes, and doubled engagement. 

By modeling calm, prioritizing sleep, and trusting teams, they foster innovation and retention. 

These changes prove small adjustments amplify impact, turning personal growth into organizational strength in hybrid, AI-driven workplaces.

Read on!

Luca Dal Zotto
Founder, Convert Bank Statement

As the entrepreneur of Convert Bank Statement, I’ve experienced tremendous leadership development that directly affected my company’s growth curve and employee productivity.

Abandoned Practice: Micromanaging all development decisions. I used to review all code commits and sign off on minor feature tweaks, believing this ensured quality. This did slow things down and discouraged my talented developers.

Habit Developed: Weekly strategic check-ins with defined outcome expectations. Instead of micromanaging tasks daily, I established formal weekly check-ins regarding project milestones, problems, and resource requirements.

I shifted from “how are you doing this?” to “what do you need to be successful?”

Direct Results: Development rate was boosted by 60% over three months. Team satisfaction ratings increased from 6.2 to 8.7 out of 10.

My developers began coming to me with suggestions I never would have considered, leading to two patent-pending features.

Most importantly, this freed up 15 hours a week for me to focus on strategic partnerships and business development, leading to 40% revenue growth over six months.

Ditch Micromanaging, Unleash 60% Speed

Dan Salganik
Managing Partner, VisualFizz

In recent years, I consciously dropped the habit of immediately saying “yes” to every request and opportunity that came my way.

I realized this scattered my focus and often led to my team feeling overwhelmed by a constant stream of new priorities.

Instead, I intentionally adopted the practice of pausing and evaluating requests against our core objectives, asking “Does this align with our most important goals right now?”

This shift has had a direct and positive outcome: our team’s work is now more focused and impactful.

We’re making more significant progress on key projects, and there’s a greater sense of shared purpose and less burnout.

It has empowered us to dedicate our best energy to what truly matters.

Say No to Chaos, Yes to Focus

David Naylor
President & CEO, Rayburn Electric Cooperative

One leadership habit I dropped was being the first to speak. Earlier in my career, I believed decisive input from the top was essential.

But I’ve learned that when a CEO fills the space, it limits what others feel empowered to contribute. Today, I speak last—if at all. I’ve found that better ideas surface when people aren’t trying to guess what the boss wants to hear.

What I adopted instead was presence, both physical and relational.

I want our team to know that leadership isn’t detached, and that no one is too senior to listen, learn, or lend a hand.

That approach paid off during Winter Storm Uri, when rapid trust across teams helped us act decisively and protect the communities we serve.

As I say in my book Status Quo Is Not Company Policy, leadership isn’t posture. It’s proximity.

And showing up, even when it’s uncomfortable, has reshaped how I lead and how others lead alongside me.

Speak Last, Unlock Team Brilliance

Alexis Braly James
Founder & Principal Consultant, Construct the Present

As a founder and former educator, I’ve learned that leadership is as much about what you stop doing as what you start.

Habit I dropped: I stopped checking email first thing in the morning. It was pulling me into reaction mode and draining my focus before I had a chance to set an intention. Letting that go has allowed me to start my days with clarity, purpose, and presence.

Habit I adopted: I now take quarterly solo retreats and intentionally block out time for strategic thinking each week. These moments help me stay grounded in our long-term vision, rather than just responding to what’s urgent.

The outcomes:
1. I make decisions that are more aligned with my values and long-term goals.

2. My team has clearer direction and less confusion about priorities.

3. Our client engagements are more intentional, rooted in strategy, not urgency.

4.I experience less stress and more capacity to hold space for deep, meaningful work.

By giving myself space to think, I’ve become a more present leader, a better strategist, and a stronger advocate for the kind of culture we’re helping others build.

Ditch Email Mornings, Ignite Clarity

Pooja A. Patel
Founder & Elder Care Consultant, Pooja Patel OT

In 2023, I made a pivotal shift: I stopped micromanaging and started consciously trusting the people I hire, employees and external partners alike.

Instead of hovering over every task, I now set clear goals, supply resources, and then step back.

The time I once spent on status checks is now invested in business-development conversations, creative planning, and forging new partnerships.

Team members feel genuine ownership, volunteer innovative ideas, and move projects forward without waiting for my sign-off.

Personally, I’m lighter and far more strategic, and the organization enjoys a steadier pipeline of fresh initiatives and quicker decision-making.

Stop Hovering, Spark Innovation Surge

Lori Bruhns
Leadership & Performance Development Coach, Lori Bruhns

As an executive coach and leadership developer I believe a habit to adopt is Get To Know Your People. What does this exactly mean?

An effective and efficient leader is a servant leader. They know that their role as leaders is to develop those they lead.

When a leader knows their people they are able to lead them with ease.

Knowing your people is being aware of who they are both at work and outside of work.

Don’t get me wrong… it’s not imperative to be best friends with those you lead and it is imperative to know them well enough that when something looks off with them you are in tune with it and cultivate a relationship that affords you the opportunity to be curious with them enough to support them where they are at.

What habit to drop… one’s Ego. When leaders drop their ego they lead with intention and purpose vs self-interest.

Ego-lead leadership has potential to create toxic work environments, low morale, and high turn-over within an organization.

Leaders who drop their ego are self-reflective, empathetic, lead with humility and focus on the overall team and organizational success.

Drop Ego, Ignite Servant Leadership

Scott Hutcheson
Author, Biohacking Leadership

A leadership habit I consciously dropped was relying on intuition alone during high-stakes decisions.

In fast-moving environments, what feels instinctive can be a residue of past bias or urgency.

I replaced that habit with a more biologically grounded one: deliberate pause.
Even a brief pause lowers cortisol, increases heart rate variability, and improves access to prefrontal thinking.

That one shift—just a few seconds of controlled breath before responding—made me more effective in conflict, more trusted in feedback conversations, and better able to model calm under pressure.

The direct outcome? Higher-quality decisions, more resilient teams, and clearer alignment between intention and impact.

Sometimes the smallest change—like a pause—is the most powerful.

Pause Powerfully, Boost Decision Magic

Latif Hamilton
CEO& Founder, Spirit Hoods

Playing the “always-on, superhero CEO” role was one of the leadership habits that I was happy to leave behind.

I think I used to believe that a great leader was one who was constantly on caffeine and responding to email at midnight. It’s not—spoiler alert: it’s daily password forgetting and burnout calendars.

Rather, I learned about ruthless prioritization and unapologetic boundary-setting.

Sleep is my job description, and I now believe that mental clarity is a superpower (because it is).

The reward? Better creative decision-making, a happy team, and fewer Slack messages composed in a haze at three in the morning.

Leadership, I’ve learned, is doing the right things, with a full battery and perhaps a dance break in between. It’s not doing everything.

Ditch Superhero Mode, Recharge Creativity

Dr. Noah St. John
Founder & CEO, Meet Noah

One leadership habit I dropped was trying to do it all myself, driven by what I call ‘head trash,’ the subconscious belief that says, ‘If I want it done right, I have to do it myself.’

That mindset kept me overworked and my team underutilized.

The habit I adopted instead was empowering others.

By letting go of control and trusting my team, I created space for bigger growth and less burnout.

As I teach my clients: your business can only grow as fast as you let go.

Let Go Control, Skyrocket Growth

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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Pivot or Persevere? Leaders on Your Next Move After a Layoff

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Pivot or Persevere? Leaders on Your Next Move After a Layoff

Layoffs force tough choices: pivot industries or refine current paths? 

This HR Spotlight article compiles guidance from business leaders and HR professionals for the recently unemployed. 

Experts advise testing both routes via 90-day experiments, auditing transferable skills, and prioritizing passion over safety. 

They share stories of monetizing networks, repackaging expertise, and using value audits to avoid regretful jumps. 

By documenting energizing moments, seeking adjacent roles, and validating demand through conversations, professionals uncover clarity amid uncertainty. 

In 2025’s volatile market, these strategies transform disruption into deliberate reinvention, boosting fulfillment and income without blind leaps.

Read on!

Tim Johnson
CEO, BIZROK

I’ve been laid off before and made the mistake of thinking it was purely a financial problem when it was actually a direction problem.

I left my registered investment advisor role not because of money, but because I felt completely unfulfilled helping small business owners with traditional financial planning. That misalignment was costing me more than any paycheck could fix.

Here’s what changed everything: I stopped asking “which path pays better” and started asking “which problem am I obsessed with solving?”

For me, it was watching my dad miss every out-of-town tournament because his business trapped him. That clarity led me to build BIZROK around scalability instead of going back into finance.

The pivot made sense because the problem consumed my thinking anyway.

My specific test: spend one week documenting what frustrates you most about your previous industry versus what excites you about a potential new one.

I filled an entire notebook with scalability problems I noticed everywhere–that’s when I knew pivoting wasn’t risky, it was obvious.
If you can’t stop thinking about problems outside your current field, that’s your answer right there.

One warning though–pivoting to “anything different” fails just as hard as staying in the wrong industry out of fear.

I’ve seen dentists leave clinical work to open restaurants and regret it within months. The question isn’t stay or go, it’s whether you’re running toward something specific or just running away.

Solve Obsessive Problems Post-Layoff

David Fritch
Attorney, Fritch Law Office

I’ve been through career transitions from multiple angles–Big 8 accounting firm to running my own law and CPA practices for 40 years, plus 20 years as a registered investment advisor.

The pattern I’ve seen work best is what I call the “adjacent move” rather than a complete pivot or staying put.

Look at what you already know deeply, then shift the application rather than starting from zero.

When I left Arthur Anderson, I didn’t abandon tax and accounting knowledge–I just moved it into serving small business owners directly instead of through a corporate structure.

That preserved my expertise while giving me a completely different lifestyle and income model.

Here’s what I tell coaching clients facing this: spend two weeks documenting every problem you’ve solved in your current role, then research which industries are desperate for those exact solutions but can’t attract talent.

A procurement specialist might find construction companies dying for supply chain help. A corporate trainer could find medical practices that need patient communication systems. You’re not pivoting–you’re repackaging.

The biggest mistake is treating this as binary. Take a bridge role that pays bills while you spend 10 hours weekly building credibility in the adjacent space–write LinkedIn posts, do free consultations, join industry groups.

I’ve watched too many people either jump blindly or stay frozen. Test your pivot hypothesis with real market feedback before you commit fully.

Repackage Skills Adjacent Industries

Dr. Elizabeth Barlow
Founder & CEO, Kinder Mind

I’ve worked with dozens of clients in this exact situation–recently laid off, stuck between familiar and new.

What I’ve learned from supervising clinicians nationwide and teaching in the UK is that the real question isn’t about the path itself, it’s about why you’re hesitating.

Most people I see are drawn to pivot because they’re running from something (burnout, toxic culture, feeling undervalued) rather than running toward something meaningful.

One client switched from finance to real estate after a layoff, only to recreate the same stress patterns in a new industry because we hadn’t addressed what was actually broken. Six months later, they were back in my office more anxious than before the change.

Here’s what works: spend two weeks documenting when you feel energized versus depleted in your current skillset.

I had a client track this and realized she loved the client-facing parts of marketing but hated the analytics.

She stayed in marketing but pivoted to a consultancy role focusing only on strategy sessions. Her income dropped 15% initially but her reported life satisfaction jumped significantly, and within a year she’d matched her old salary.

Test before you leap. Take a contract gig in your field while spending evenings volunteering or freelancing in the new space you’re considering.

At Kinder Mind, we’ve had interns find they actually hate clinical work once they’re in it–better to learn that through a practicum than after a costly degree pivot.

Give yourself permission to gather real data instead of making a fear-based decision during financial stress.

Track Energy, Test Options

Gerald Michaels
Owner, Adept Construction

I’ve been running Adept Construction since 1997, and here’s what I learned after nearly going under twice in my first five years: don’t abandon what you’re good at just because the market shifts–find a new angle on it instead.

When residential roofing work dried up during one recession, I didn’t jump ship to another industry.

I pivoted to commercial property management clients while keeping my core roofing expertise. That move actually became 40% of our business and brought stability through the next downturn. Same skills, different customer base.

The best indicator? Look at what former clients say when they refer you.

Our customers kept mentioning “Gerry explains everything clearly” and “no surprises on the bill”–that told me communication and transparency were my real product, not just shingles.

Those skills transfer anywhere, but they’re most valuable where you’ve already built credibility.

If you’re getting callbacks and referrals in your current field, that’s your answer. Stay and adapt your approach to serve a different segment.

If you’re hearing crickets after years of effort, that’s when pivoting makes sense.

Adapt Core Skills New Markets

Maxim Von Sabler
Director & Clinical Psychologist, MVS Psychology Group

I’ve worked with hundreds of people navigating transitions like this, and the pattern I see most often is people rushing the decision because unemployment feels uncomfortable.

From a psychological standpoint, this discomfort actually clouds judgment–your brain is in threat mode, which narrows your thinking rather than expanding it.

Here’s what I recommend: implement rigid structure first, worry about direction second.

When I helped clients through COVID unemployment, those who maintained daily routines–exercise at 8am, skill-building from 10-12, networking after lunch–reported 60% less anxiety within two weeks.

Structure creates the mental space to actually evaluate your options clearly instead of just reacting to panic.

Use this forced pause to test both paths simultaneously in small ways. Spend one week doing a side project in your current field, the next week exploring the pivot through online courses or informational interviews.

Your emotional and energy response will tell you more than any pros-cons list.

I’ve seen people realize they were burned out on their job, not their career–or find the opposite.

The real question isn’t pivot versus stay–it’s what gives you flow and meaning.

Go back to my framework from managing COVID depression: when did you last feel fully engaged and stretched in a good way?

If that’s been absent from your recent work regardless of the layoff, that’s your signal. Most people already know the answer; they just need permission to admit it.

Structure First, Decide Later

Jodi McConnell
CEO, Uniform Connection

I’ve owned Uniform Connection for 27+ years, and here’s what nobody tells you about career uncertainty: the skills you already have are more transferable than you think.

When I started in healthcare retail with my marketing degree, I had zero apparel experience.

But my BBA skills in customer relationship building became our foundation–now we do on-site group fittings for entire medical facilities because I understood how to serve organizations, not just sell products.

Here’s my actual framework: write down three problems you solved really well in your last role, then find industries desperately needing those specific solutions.

I was good at making purchasing decisions easy for busy people. Medical professionals are insanely busy and hate shopping for work clothes. That match created our “personal shopper” model that drives our business today.

One concrete move that worked for me: I talked to people in adjacent industries before committing.

When we expanded into culinary apparel, I spent weeks just listening to restaurant managers complain about their uniform headaches. Those conversations showed me the gap was real before I invested a dollar.

Do 10 of those conversations in any field you’re considering–you’ll know fast if there’s a fit.

The biggest mistake I see is people waiting for perfect clarity before moving.

I started small, tested with one hospital group, learned what worked, then scaled.

Your next role doesn’t have to be your forever role–it just needs to teach you something valuable while paying bills.

Transfer Skills, Test Demand

Christian Daniel
Video Editor & Web Designer, Christian Daniel Designs

I got laid off from a stable corporate gig early in my career and faced this exact decision.

I had video editing skills but was unsure whether to chase another in-house position or gamble on freelancing and eventually running my own studio.

I chose to pivot–not to a totally different field, but to a different structure.

I went independent, started Christian Daniel Designs, and focused on hospitality and dining clients where my storytelling skills had the most impact.

That pivot led to projects like the Park Hyatt video that generated $62,000 in bookings from a $6,000 ad spend, and eventually a NYX Video Award for The Plaza Hotel.

Here’s what helped me decide: I asked myself where my current skills could create the most value and give me control over my career.

For you, that might mean staying in your industry but switching to consulting, or taking your expertise to a sector that’s underserved.

The key is finding the intersection of what you’re good at and where there’s genuine demand–not just chasing what feels safe or trendy.

If you’re unsure, test both paths simultaneously. Take a contract role in your field while exploring side projects in a new area.

I did that early on–client websites during the day, passion video projects at night–until one path proved itself. You don’t have to burn bridges to explore new territory.

Test Both Paths Simultaneously

Charles Blechman
Founder & Coach, Manhattan Coaching Associates

I coach tech leaders through exactly this crossroads, and here’s what I’ve learned: the decision isn’t about the market or the role–it’s about alignment with your values.

I use a three-step process with clients: uncover what matters most by looking at moments you felt alive in your work, distill those into 4-5 core values, then map those against your current path versus potential pivots.

I worked with a Director who felt stuck and came in thinking she needed a new job.

Through values work, we found autonomy and mentorship were non-negotiables for her.

She ended up staying in her role but restructured how she led–took on cross-functional projects, started mentoring junior engineers.

Six months later, she got promoted to senior leadership without changing companies.

The layoff gives you something rare: forced permission to reassess without the pressure of daily firefighting.

Before updating your resume, spend time identifying what you actually need from work–not just what sounds good or pays well.

One client realized he valued craft over scale, which led him from a FAANG to a boutique consultancy where he’s thriving.

If you’re genuinely drawn to solving different problems in a new industry, that pull is data.

But if you’re just exhausted or bitter about the layoff, changing industries won’t fix what’s actually broken–your relationship with how you define success and worth.

Align Values Before Pivoting

R. Couri Hay
Co-Founder, R. Couri Hay Columns

I’ve reinvented myself multiple times over 40 years–from Andy Warhol’s Interview magazine to becoming a publicist, then royal commentator, and now columnist.

Each shift happened because I followed what excited me rather than what felt safe.

When you’re laid off, you have something most employed people don’t: permission to experiment.

I started writing my column not because I planned it strategically, but because I had stories nobody else could tell from four decades of front-row access. That authentic expertise became my differentiator.

Here’s what matters: Can you monetize your relationships rather than just your job title?

When I transitioned from magazine editing to PR, I wasn’t selling skills–I was selling my rolodex and reputation. Your network from your old industry is worth more than any resume update.

Test both paths simultaneously for 90 days. Pitch three companies in your field as a consultant while exploring one completely different opportunity that genuinely interests you.

Whichever generates either money or genuine enthusiasm first–that’s your answer.

I’ve watched too many people at galas who stayed in soul-crushing roles because they theorized instead of tested.

Experiment Both Paths 90 Days

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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Policy Pushback: Why Employees Resist and How Leaders Should Respond

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Policy Pushback: Why Employees Resist and How Leaders Should Respond

HR policies often spark resistance, from mandatory meetings to time tracking, eroding morale despite good intent. 

This HR Spotlight article compiles insights from business leaders and HR professionals on the most contested policy and how to counter pushback. 

Experts highlight documentation demands, on-call duties, and rigid leave rules as top friction points, recommending transparency, data-driven proof, and employee involvement to align policies with realities. 

By linking rules to personal gains like higher pay or trust, and modeling compliance, leaders turn resistance into buy-in. 

In 2025’s hybrid era, these strategies foster ownership, boosting engagement 18-30% and retention without sacrificing standards.

Read on!

Amy Mosset
CEO, Interactive Counselling

Running a team of therapists, I found mandatory meetings were a constant battle. Everyone’s client schedule is different.

Once I let go of fixed times and moved to async updates, the groaning stopped. The best move was letting the team vote on core meeting hours themselves.

Listening to their real complaints and actually changing the policy made all the difference in whether they showed up ready to work.

Async Updates End Meeting Gripes

Mike Townsend
Chief Visionary Officer, Veteran Heating, Cooling, Plumbing & Electric

The biggest pushback I’ve gotten is around structured post-job documentation.

My techs would finish a furnace repair or plumbing job and want to move straight to the next call, but I required them to spend 10 minutes photographing their work and logging details in our system.
Guys with 15+ years in the field saw it as bureaucratic nonsense that cut into their productivity.

I flipped the script by showing them our warranty data. In Q3 2023, we had seven callbacks where customers claimed we didn’t complete work we’d actually done.

Without photo evidence, we ate the cost of return trips–around $340 per callback in lost labor.

The moment I showed them we were losing $2,380 in a single quarter because we couldn’t prove our work, they got it.

Now our team uses it as a selling tool. When a homeowner questions a repair recommendation, our techs pull up photos from similar jobs showing exactly what failure looks like.

One of our electricians used documented photos from a panel upgrade to help a Parker homeowner understand why their insurance required the work–closed a $4,800 job on the spot because trust was already built through transparency.

The resistance disappeared when documentation became their shield, not my requirement.

Data Proof Wins Documentation Buy-In

Lawrence Irby
President, Bay Area House Buyer

My team always hated having to wear safety gear for inspections. I saw this pushback at two different companies.

But when I brought the gear in for them to try on and told stories about accidents I’d seen, that’s when it clicked.

People will wear equipment that’s comfortable and doesn’t get in the way. Long memos never worked.

Comfort Gear Reduces Safety Pushback

Peter Kim
Owner, Odigo Real Estate Club

Real estate agents at ODIGO Realty always complain about lead distribution. They think it’s rigged for senior agents.

Here’s what worked for us: we made the whole process visible.

We either use a simple rotation algorithm or let agents claim neighborhoods they know best.

When agents can see exactly how leads get assigned and why, they stop complaining and focus on selling.

Transparent Leads Calm Agent Complaints

Mike Wislinsky
Owner & President, Denver Floor Coatings

I’ve managed teams of 100+ at 3M and run multiple businesses since 2004, so I’ve seen plenty of HR policies that create friction.

The one that consistently gets the most pushback? Requiring detailed time tracking and project documentation from skilled tradespeople and technicians.

At my previous business, our installers absolutely hated filling out detailed job reports after every project.

They’re craftsmen who want to focus on the work, not paperwork.

We were losing 30-45 minutes per job just on documentation resistance–guys would sit in their trucks delaying it, or rush through and give us garbage data we couldn’t use for estimating future jobs.

I fixed it by showing them their own money. I pulled our profitability data and showed the crew that detailed job reports let us quote more accurately, which meant we won more bids at better margins.

Better margins meant I could pay them more–our average installer compensation went up 18% once we had solid data to price jobs correctly.

Suddenly the same guys who fought me on paperwork were texting me photos and notes from job sites without being asked.

The key was connecting the annoying policy directly to their bank account, not just company goals.

Nobody cares about “operational efficiency” but everyone cares about take-home pay. I made the math visible and let them see how their 15 minutes of documentation was earning them real money.

Pay Links Ease Paperwork Resistance

JP Moses
President & Director of Content, Awesomely

My teams were always skeptical of unlimited PTO, worried it would look bad to use it.

Things changed when we started tracking days off and managers began taking vacations first.

People finally started taking breaks. Just giving the policy doesn’t work.

Leaders have to actually use it and make it normal.

Leaders Model Unlimited PTO Usage

Yoan Amselem
Managing Director, German Cultural Association of Hong Kong

Teachers especially hate rigid leave policies. We had a strict sick day rule that everyone fought until we let educators cover for each other’s classes.

If you want people to follow a policy, get them involved in writing it.

They’ll come up with practical solutions that actually work on the ground, and they’ll be more likely to stick to them.

Co-Created Leave Rules Gain Traction

Mack Blair
Owner, Blair & Norris

I’ve grown Blair & Norris from a one-truck operation to a multi-million-dollar well drilling and septic company over 30 years, so I’ve dealt with plenty of policy resistance–especially in a 24/7 emergency service business where guys want flexibility.

The biggest pushback I get is on mandatory after-hours phone availability.

Nobody wants to be on call when they’re off the clock, especially our senior techs who’ve earned their stripes.

But when you run wells and septic systems, a failure at 2 AM can flood someone’s basement or leave them without water–I can’t just tell customers to wait until Monday.

I fixed it by rotating the on-call schedule fairly and paying a flat daily stipend whether they get called or not–not just hourly when the phone rings.

Guys stopped complaining when they realized they were getting paid $75 just to carry the phone on a quiet Tuesday, and our response times stayed under 90 minutes.

The real breakthrough was when I started taking rotation shifts myself–when the owner’s phone rings at 3 AM too, suddenly it doesn’t feel like you’re dumping on your crew.

The key was making it both fair and financially worth their time.

People will accept tough policies if they see you’re in it with them and compensating them properly, not just demanding sacrifice while you sleep.

Stipends, Fair Rotation Soften On-Call

Joe Davies
CEO, Fatjoe

Leading a remote SEO team, I’ve found that tracking hours is the fastest way to kill morale.

We stopped counting hours and started looking at the work getting done instead. Team engagement went up and the constant friction with management just disappeared. Set clear expectations for what needs to be delivered, then trust people to do it.

If you’re facing resistance, start with an honest conversation about results, not hours.

Outcome Focus Replaces Hour Tracking

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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Discover the latest HR Tips and trends with our weekly newsletters!

Fostering Civility: The HR Behavior That Builds Positive Work Culture

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Fostering Civility: The HR Behavior That Builds Positive Work Culture

As online debates spill into workplaces, fostering civility is key to positive cultures amid rising tensions. 

This HR Spotlight article compiles one leadership behavior from business leaders and HR professionals to promote respect. 

Experts advocate self-regulation to manage reactions, curiosity through phrases like “Help me understand” to defuse defensiveness, and owning mistakes publicly to model accountability. 

They emphasize empathy, active listening, and human vulnerability to bridge divides, creating psychological safety. 

By prioritizing presence over ego, these behaviors shift from confrontation to collaboration, rebuilding trust and engagement in polarized environments.

Read on!

 Naomi Shammas-King
Lead at Global Employment Platform, Oyster

Effective leaders let themselves be seen as multifaceted individuals rather than positions of authority.

Respect, and therefore real civility, come from feeling a genuine sense of connection to the individual you’re working for – transcending traditional hierarchical boundaries.

People talk a lot about authenticity, but the word has become overused; authentic can mean so many things in a corporate setting now.

The behavior that truly matters is to be human: someone with flaws, interests, and depth.

We all have our unique traits, and by showing that it’s okay to bring yourself to work, the leader encourages the introduction of who an employee is – beyond the 9-5 – across the company.

As a result, people treat each other with deeper respect, because they know someone not by their title or role, but as the person they are.

Civility in the workplace means listening, respecting views, and being open-minded regardless of who you’re interacting with.

This deeper connection creates stronger professional relationships – and I’ve seen that produce great work time and time again.

Authentic Leadership Drives Deeper Respect

Kevin Judge
CEO, iNOBLl

Leading with curiosity is a foundational skill that all leaders (all people actually) should work on strengthening.

When something happens at work our mind kicks into high gear trying to find a reason for it. Without all the data and facts, which we often don’t have, our minds turn to creative storytelling. Unfortunately, our brains are masters at creating fictional horror stories.

For example, if someone’s late for work 3 times, that might be interpreted as lazy or disrespecting the team. Alternatively, the facts might tell us that the person is dealing with extraordinary circumstances at home and showing up late is almost heroic… most others wouldn’t show up at all in the same scenario.

Before letting our brains jump to conclusions, get curious. Ask questions. Assume people have positive intent. Ask them what’s going on.

Most people wake up in the morning wanting to do good.

Curiosity Counters Negative Assumptions

Richard Mews
CEO, Sell With Richard

Engage in active listening and acknowledge each person in every interaction. Listen to your team with genuine attention.

Ask clear questions and recognize their input before you reply. Put away devices when talking. Keep eye contact and repeat what you hear for proper understanding. Follow up on their issues.

Even if you can not solve problems or agree with suggestions right away, it’s important to respond.

This behavior builds psychological safety. Employees feel safe sharing ideas and feedback. They do not fear dismissal.

Respecting and caring for others shows your team that good communication matters. Employees show this behavior with their colleagues.

This builds mutual respect as a key principle. The acknowledgment itself demonstrates that you value their voice and perspective.

This leadership practice changes workplace dynamics. It shows that everyone’s input matters. This builds respect, which spreads across your organization. As a result, it drives positive cultural change.

Active Listening Fosters Psychological Safety

Samantha Reynolds
Account Manager, Helpside

Taking ownership of mistakes publicly and personally in 1-1 connections.

When a leader consistently demonstrates the integrity and humility necessary to take account for their actions, their team sees someone listening, someone taking another perspective, or simply owning up to a mistake or miscommunication.

Then, they see the conversation and effort shift back to the work. How do we come together as a team to accomplish our goal?

It also shows in real time how to step out of ego in the workplace, step out of the attachment that can happen with workplace conflict, attachment to being right, or to an outcome.

It can be very challenging to admit to a mistake, much less take responsibility, fix the issue, and ensure it never happens again.

When a team sees its leaders take ownership of their actions, it creates a culture of personal responsibility and accountability.

Own Mistakes to Model Accountability

Sara Gilbert
Strategist Business Development, Business Strategist & Keynote Speaker

One powerful leadership behaviour to foster civility is modelling curiosity through language, more precisely by asking “Help me understand…”

In moments of tension or disagreement, this simple phrase defuses defensiveness, creates psychological safety, and demonstrates a willingness to listen rather than react.

It shifts the conversation from confrontation to collaboration. When leaders use this phrase, it sets a tone where exploration replaces assumption and clarity becomes more valued than being right.

Civility isn’t just about being kind, it’s about creating space for others to be heard, seen, and recognised, even in disagreement.

Curious Questions Promote Collaboration

Martha A.Burich
Speaker & Author, Yes You Can Raise Happy Responsible Children

I’ve taught child psychology in college classrooms and special education in high school. Now I teach parenting to people who want more peace in their homes. And here’s what I know for sure: the same leadership skills that help kids thrive work wonders in the workplace.

When emotions run high, real leaders don’t power up and bark orders. They stay calm. They listen. They respond with clarity and respect, even when they disagree. That’s what we teach our kids, right? Don’t scream. Don’t be ashamed. Speak up, but do it kindly.

I once worked with a team where tension felt like walking on eggshells. What changed it? One person, a new manager. This leader refused to engage in blame. She stayed grounded and modeled emotional maturity.

People followed her lead, because they respected and admired her poise and emotional maturity.

Whether you’re raising children or leading a team, remember: people take their emotional cues from whoever’s in charge. Be the one who stays steady. Be a good example.

Stay Calm to Set Emotional Tone

Genevieve Piturro
Founder, Genevieve Piturro

Be open about why this situation matters to all involved. When your team is reminded of the heart-felt vision fueling the impact you all want to make, they will connect emotionally rather than commit reluctantly.

Listen between the lines. Often, what’s not said is more important to the team’s camaraderie. Look past the words and respond with empathy; these are your team members, not just staff members.

Don’t try to persuade anyone to drop their idea of a resolution, invite a new solution. People are far more likely to follow when they feel part of something that matters. When you make it about us, their hearts and actions follow.

Invite Solutions for Shared Commitment

Evan White
Chief Marketing Officer, ERIN

When online tension seeps into the workplace, the most impactful leadership behavior is modeling curiosity over combativeness. Instead of reacting to a disagreement with defensiveness, leaders should lean into open dialogue.

Ask questions. Invite perspectives. And most of all create space for understanding before looking for a place of resolution.

Civility isn’t just about avoiding conflict, it’s about creating a shared commitment to each other’s success.

Curiosity Drives Understanding

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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Mastering Micro-Moments: Employee Recognition for Maximum Impact

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Mastering Micro-Moments: Employee Recognition for Maximum Impact

Making employees “feel seen” combats disengagement, with 79% of workers citing lack of appreciation as a quit reason per Gallup 2025. 

This HR Spotlight article compiles recognition practices, feedback rituals, and daily gestures from business leaders and HR professionals. 

Experts recommend personalized shout-outs, “Impact Journals” for real-time wins, and pet-themed acknowledgments to honor whole lives. 

They advocate weekly “win shares,” anonymous praise channels, and milestone celebrations beyond performance. 

By embedding empathy, specificity, and inclusivity, these low-cost strategies boost morale, retention, and productivity, fostering cultures where contributions—visible or behind-the-scenes—are valued, turning recognition into a competitive edge in talent-tight markets. 

Read on!

Dr. Marquette L. Walker
CEO, MarquetteL Walkerministries

One practice I recommend to help employees feel truly seen is what I call the “1 Thing” practice.

At the beginning of team meetings, each person shares one thing they are grateful for that day. It could be personal or professional, big or small.

After each share, I paraphrase their response back to them; this is not only to validate that they’ve been heard, but to extract the key theme or lesson for the group.

This simple ritual shifts the tone of the meeting, builds positivity, and creates an environment where people feel acknowledged beyond their job titles.

Over time, it fosters a culture of connection and recognition. Employees don’t just feel like contributors; they feel like valued human beings.

Leaders who prioritize small, consistent practices like this will see greater trust, engagement, and creativity from their teams.

Gratitude Shares Build Connection

Garrett Yamasaki
CEO, WeLoveDoodles

We’ve made “feeling seen” part of our daily rhythm through pet-personalized recognition. Every Friday, our “Paw of Appreciation” Slack channel features employee shout-outs narrated by their dogs (e.g., “Rex’s human saved 40 doodles with that supply chain fix!”).

For milestones, we give custom portraits of their pets as office murals or donate to the animal rescue of their choice.

But the real magic is in the small gestures: remembering each team member’s dog’s birthday with a toy delivery, or letting pups “paw-approve” new ideas in meetings.

Since launching these practices, our retention has jumped, proof that when you honor the whole person (and their furry family), loyalty follows.

Pet Praise Boosts Morale

Alex Ugarte
Digital Operations Manager, London Office Space

Managers at our company are encouraged to acknowledge employees’ personal wins, not just their professional ones. It could be congratulating them for completing an online qualification, or half-marathon for the first time, or even just moving house.

These casual comments often come via the Team’s main chat or in passing in the office, but they land well because they’re genuine and specific.

It reminds everyone, not just those receiving the acknowledgment, that they’re seen as more than just productivity metrics.

It also sets the tone internally: being a high performer shouldn’t mean being a robot. That’s a message worth getting across to your employees.

Personal Wins Gain Recognition

Chris Bajda
Founder, Grooms Day

We congratulate milestones in a very low-key form. We try to always celebrate the less visible but important victories that occur every day.

We send a short email at the end of the day to thank someone for solving an issue, or send a team message to recognize an employee who helped a coworker.

We have a win of the week session taken on Monday mornings as part of our meeting. We spend this time together discussing achievements from the past week.

It is not necessarily connected with sales volume, but we celebrate when one figures out how to use a new software program or drives an extra two hours to create an excellent gift box design.

It makes everyone feel that their daily efforts are not overlooked.

Daily Thanks Celebrate Efforts

Liam Derbyshire
CEO & Founder, Influize

Making Recognition Personal and Practical

A practice that works well for us at Influize is giving recognition in the flow of work, not only during regular reviews of performance.

Once, a developer solved a development issue for a customer while under duress to meet very tight timelines, and we actually paused the meeting for a couple minutes, so we could recognize this team member and let the team ask about the solution.

A simple moment that proved our value placed skill and effort recognition in the flow of work, not just a formal review.

We host a monthly forum called “learning shares” for employees to present something they learned or conquered professionally where we follow with employee feedback.

It serves as recognition as well as valuable growth. The biggest thing is frequency!

When employees have gratitude as part of the day to day culture process, employees do not feel invisible.

Real-Time Praise Drives Impact

Robbert Bink
Founder, Crypto Recovery Specialist

In my experience as a leader, I have found that effective communication is essential for making employees feel seen and valued in the workplace.

This includes not only providing clear and direct answers, but also taking the time to personalize each response and address questions with confidence and technical expertise.

Including feedback in team meetings or one-on-one chats can boost employee satisfaction and help them feel listened to.

This could be as simple as checking in on how they feel about their work or having structured performance reviews where they can share concerns.

These practices show employees that their opinions matter, encouraging open communication and ongoing improvement.

Feedback Fosters Employee Value

Dr. Thomas W. Faulkner
Principal Consultant, Faulkner HR Solutions

Look, recognition doesn’t need to be elaborate. We just need to treat the people who work for us as people, not as titles in an org chart.

At the end of the day, employees aren’t begging for a pat on the back. They’re asking to be seen and being seen means more than “thanks for showing up.”

It means knowing the work they do has meaningful impact, not only to the organization but to you as their supervisor.

The best practices I push are simple: call out specific contributions in context, give feedback tied to outcomes, and make space in check-ins for employees to share what’s working or what’s blocking them.

Employees are so much more than just a headcount. If you see it, they will too.

Specific Feedback Shows Impact

Shykeria Lifleur
Founder & CEO, Simply Shykeria

To help employees truly “feel seen,” create personalized recognition practices that go beyond generic praise.

One unique approach is to implement “Impact Journals” – a shared digital or physical space where both employees and managers document small daily wins, personal milestones, and feedback in real-time.

Each entry could highlight a task well done, but also personal achievements or moments that made a difference to others.

At the end of the week or month, these journals can be reviewed, with the opportunity for peer-to-peer acknowledgments or manager-led reflections during one-on-ones.

In addition, implement “Invisible Impact” recognition, where employees are celebrated for their behind-the-scenes contributions—whether it’s quietly supporting a colleague or streamlining a process without fanfare.

Recognizing these often-overlooked efforts publicly shows employees that their work, no matter how small, is valued. This fosters an inclusive, empathetic culture where every contribution feels significant.

Journals Honor Daily Wins

Aarish Akrama
Marketing Head, Harobuilder

Acknowledging employees through varied and inclusive methods can significantly enhance the sense of value among all individuals.

I believe it’s important to honor different milestones, not solely those based on performance. Work anniversaries, personal achievements, or involvement in community service can all serve as excellent chances to highlight individuals.

Creating a “Recognition Committee” consisting of employees from various departments may foster new ideas for uniquely celebrating diverse cultures and accomplishments.

I think arranging monthly team-building activities where everyone can discuss their recent achievements can foster a feeling of togetherness and shared recognition.

Moreover, utilizing digital platforms for acknowledgment can assist in closing gaps in remote or hybrid work environments.

These small interactions, whether online or face-to-face, play a crucial role in fostering a culture where individuals feel acknowledged and valued.

Milestones Foster Inclusive Recognition

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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From Doubt to Trust: Practical Steps for a Stronger Workplace

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From Doubt to Trust: Practical Steps for a Stronger Workplace

The 2025 Edelman Trust Barometer signals a trust crisis, with only 75% of employees believing employers “do the right thing,” down 3 points, amid rising disengagement. 

This HR Spotlight article compiles practical steps from business leaders and HR professionals to bridge this gap. 

Experts advocate radical transparency, regular Q&A forums, and anonymous surveys to foster accountability. 

They stress auditing communications, empowering managers with 1:1s, and involving employees in decisions for genuine inclusion. 

By owning mistakes, aligning actions with values, and addressing “open secrets,” leaders can rebuild psychological safety, boost morale, and drive retention. 

These strategies transform trust from a buzzword to a measurable driver of performance in uncertain times.

Read on!

Dr Alison Edgar
Motivational Speaker, Alison Edgar Ltd

Trust is the foundation of every high-performing team. When it breaks down, so does performance.

The biggest culprit is broken promises. If you say you are going to do something and don’t deliver, you chip away at trust.

That is why I always say: know your own boundaries. It is better to say no upfront than to overpromise and underdeliver.

Building trust means being reliable, consistent, and clear. As leaders, we need to role model that.

When everyone in the business follows through on what they say they ll do, that is when trust is built and results follow.

Consistency Builds Reliable Trust

Alina Samchenko
COO, Roof MySpace

I’ve witnessed just how quickly employee trust can break down when leadership prioritizes numbers and loses sight of the humans behind them.

One action that significantly impacted us was having regular “unfiltered check-ins” where team members were able to speak candidly about what’s working, and not working, to anyone, without disruption or defending anything.

At first, it was difficult, but where even small pieces of feedback were followed up upon, trust began to be rebuilt.

Human beings anticipate consistency, not perfection. If you promise to listen, do it. That straightforward cycle—listen, act, follow up—is what rebuilt trust faster than any training or HR program could have done.

Unfiltered Check-Ins Restore Morale

Belize Hans Polloso
Vice President, Dog Academic

Last year, I witnessed firsthand how trust impacts workplace dynamics when our remote team’s engagement scores dropped unexpectedly. This challenged me to completely reimagine our approach to transparency and communication.

We implemented three key changes that transformed our trust metrics within six months: First, we established ‘Open Book Fridays’ where we share detailed company performance data and upcoming decisions with all employees.

Second, we created anonymous feedback channels that actually lead to visible changes – every suggestion gets a public response and action plan.

Third, we introduced ‘Shadow a Leader’ days where team members can observe executive meetings, understanding how decisions are made.

The results were remarkable: employee trust scores rose 27%, and voluntary sharing of concerns increased by 64%.

The key lesson? Trust isn’t built through grand gestures, but through consistent, visible demonstrations of transparency and accountability.

Open Book Fridays Boost Scores

Steven Rodemer
Owner & Attorney for Law Office, Criminal Defense Attorney

Trust in the workplace depends on consistency and accountability. When workers question the honesty of leadership, doubt spreads. To establish trust again, there needs to be transparent communication. Avoid vague messages. Explain decisions and their impacts directly to your team.

Accountability drives trust. Own mistakes openly and provide a clear plan for correction. One organization improved trust by holding weekly forums where leadership answered tough questions without deflecting.

Another implemented an anonymous reporting system, ensuring employee concerns received prompt responses.

Leading by example sets the tone. If employees see leaders ignoring rules or breaking promises, trust erodes quickly.

Demonstrating integrity through consistent actions rebuilds confidence. Rebuilding trust demands effort and time, but starts with clear communication, accountability, and leadership that follows through.”

Transparent Communication Drives Accountability

Dr. Chad Walding
Co-Founder, NativePath

With my professional background in physical therapy and nutrition, I have a solid understanding of how small actions and consistent habits contribute to predetermined outcomes, or overall wellness, of an individual, encompassing many things including company culture and organizational trust.

Transparency is the first step to rebuilding trust.

When leaders communicate frequently and honestly about organizational goals, challenges, and decisions, people feel included and appreciated.

I do this by providing weekly updates to my company so that we are all on the same page, knowing what is happening and why. This eliminates guessing and uncertainty, as well as further connecting the team as people feel included as we all learn from the same source.

Consistency is also important.

Trust is deepened when an organization can show up consistently in a similar way every day and frequently and consistently follow through on its commitments.

I often explain this in terms of building a fitness regimen – when people see someone consistently demonstrate the actions required together over time, change sticks.

I would encourage leaders to show up as far as making commitments, even small commitments, so that people are engaged and feel like there is a solid structure, and the integrity resides in those people.

Weekly Updates Eliminate Uncertainty

Laura Bouttell
Managing Director, Quarterdeck

Rebuilding employee trust requires deliberate actions that demonstrate integrity rather than mere statements of intent.

Start by practicing radical transparency—share both successes and challenges openly, involving employees in problem-solving.

Active listening is crucial; create psychological safety where concerns can be voiced without fear of repercussion.

Consider implementing regular “trust pulse” surveys to measure progress objectively.

Leaders should focus on developing emotional intelligence to understand employee perspectives (seeking first to understand before being understood).
Consistency between words and actions is non-negotiable—employees observe behavior, not intentions.

Address trust issues through adult-to-adult communication, avoiding parent-child dynamics that breed resentment.

Remember that trust is built in small moments: keeping commitments, acknowledging mistakes, and celebrating contributions authentically. These micro-interactions, not grand gestures, create the foundation for sustainable trust.

Radical Transparency Fosters Inclusion

Moattar Ali
VP of Marketing, HARO Link Builder

After rebuilding trust in three crisis-ridden institutions, I’ve found these counterintuitive approaches are most effective:

Radical Pay Transparency. We have every pay grade and promotion standard. This removed 87% of pay grievances and boosted internal movement by 40%.

“Failure Forums”. Weekly sessions where leaders visit to discuss their biggest mistakes. When our CEO admitted that a losing product bet would cost us $2M, employee trust scores rose by 22 points.

Two-Way Performance Reviews. Employees now rate managers quarterly. We fired two toxic managers after repeated poor ratings, showing we listen. Surveys don’t rebuild trust – they are built on brutal honesty. Our current eNPS score of 82 shows that this is effective.

Pay Transparency Cuts Grievances

Dr Enya Doyle
The Harassment Doctor, Enyadoyle

Accountability is the number one way to increase trust. People are bored and let down by the 100th rewrite of the zero-tolerance policy, and the eLearning module, that doesn’t reflect the reality within your business.

People need to see that their reports when things go wrong – including bullying and harassment – are going to be handled well. They need to see a lack of retaliation for reporting.

They need to know that the senior leaders and Board are investing in listening to their people – and not just for PR.

Colleagues want proof that everyone from intern on month 3 to senior leader in their 18th year will be held accountable.

Employers ought to be more curious about what “open secrets” are driving down trust in the company values and culture.

Ask yourself: “Which colleague would not surprise me to hear had been reported for harassment or violence?” Go from there.

Accountability Tackles Open Secrets

Abhishek Shah
Founder, Testlify

To rebuild trust, start by auditing your internal communication, employees lose trust when they hear company news externally first. Share business goals, metrics, and tough decisions in real time, and explain the “why” behind them.

Set up quarterly leadership Q&A sessions where no topic is off-limits. Make managers the frontline of trust: train them to have regular 1:1s focused on employee growth and concerns, not just performance.

Give employees a say, form cross-functional trust councils or involve them in decision-making on policies that affect their work. Implement anonymous pulse surveys monthly, and publish follow-up action plans to show you’re listening.

Finally, fix inconsistencies, if leadership says one thing but rewards another, trust erodes. Trust isn’t built through perks, but through clarity, consistency, and shared accountability.

Pulse Surveys Show Listening

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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