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Why Your Org Chart Is Killing Innovation

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April 13, 2026

Why Your Org Chart Is Killing Innovation

By Karina Mangu-Ward

I keep a framed org chart on my office wall. Not because I think it’s useful. Because I think it’s one of the most beautiful lies in business.

It shows you who reports to whom. It signals seniority, span of control, the tidy logic of institutional order. What it does not show you is how work actually gets done: who calls whom when the real problem emerges at 4pm on a Thursday, which team has the actual authority to make the call, or why that promising initiative stalled for three months while two department heads quietly protected their turf.

In my work advising organizations on team performance, I’ve come to believe that most companies are trying to innovate using a management tool designed for a different era. The org chart was built for scale and optimization, for running a known process at volume. It was not built for the kind of creative, cross-functional, uncertain work that actually generates new value in today’s environment. And the gap between the two is where most innovation quietly dies.

  • The Tension No One Talks About

Here’s the uncomfortable truth I open with whenever I’m in a room with senior HR leaders: three quarters of cross-functional teams are dysfunctional. That’s not my number; it comes from Harvard Business Review research. But it maps exactly to what I see on the ground. And yet cross-functional teams are the engine of value creation in modern organizations. Almost every significant product launch, market entry, or transformation effort runs through them.

Think about what that means. The organizational mechanism most responsible for generating new value is the one most likely to fail. That’s not a talent problem, and it’s not a strategy problem. It’s a structure problem. And that structure problem starts with the org chart.

When companies assemble cross-functional teams, they typically do it by looking at who’s available, who reports to the relevant manager, and who’s been trusted before. It feels efficient. It’s actually limiting. Because the org chart was never designed to answer the questions that matter most for innovative work: What capabilities do we actually need here? Who has the authority to make which decisions? And what happens when this team’s priorities conflict with someone’s day job?

  • The Political Coordination Tax

I was talking recently with a leader at a Fortune 500 company about an innovation team that had every ingredient for success: the right talent, the budget, the executive sponsorship. And yet they were stuck. Moving too slow. Producing too little. When we dug in, the problem was clear: team members were getting conflicting instructions from their functional bosses. One person wasn’t even allowed to talk directly to a key stakeholder because that relationship had to be “carefully managed” through someone else. The org chart, with all its invisible chains of protocol and power, was overriding the team’s ability to function.

This dynamic is more common than most leaders want to admit. A huge proportion of what passes for meeting time in modern organizations isn’t really work. It’s coordination and political navigation. People meeting to figure out whose priorities win. People meeting to make sure the right person feels included before a decision gets made. People meeting because when the org chart doesn’t give you clarity, meetings feel like the next best substitute.

When I looked at this company’s calendar data, they weren’t short on time or effort. They were drowning in coordination overhead, a direct tax on innovation levied by structural ambiguity.

  • Roles, Not Souls

The mindset shift that I’ve seen unlock the most stuck teams sounds simple, but requires real discipline: start with the roles you need, not the people you know.

Most leaders build teams by asking, “Who do I trust? Who do I know? Who reports to me?” That instinct comes from a good place: familiarity reduces friction, shared history speeds things up. But what it actually produces is teams organized around comfort rather than capability. Teams that reflect the org chart rather than the challenge.

What I push leaders to do instead is start with the work. What is the purpose of this team? What does success look like in the next 90 days? And then: what roles (what specific capabilities and decision authorities) do we need to get there? Only once you’re clear on the roles do you fill them with souls.

This reframe changes everything. It forces you to be explicit about what the team actually needs. It opens the door to people who might not be in the usual network. And it creates the foundation for something that I think is the most underused tool in the innovation toolkit: a team charter.

  • When Clarity Replaces Certainty

A team charter is a living document that makes the implicit explicit. It captures why the team exists, what they’re trying to accomplish in a defined window, who holds which roles, and, critically, who has authority to make which decisions, even when others disagree. Even when that person’s boss disagrees.

For that Fortune 500 innovation team, the charter was the unlock. Once the team had documented what they were there to do, who could talk to whom, and which decisions lived with the team versus the hierarchy, the political noise dropped. They started shipping. The company was so struck by the result that they chartered 10 high-priority teams across the organization and sent them to work in the same way.

I’ve watched this happen enough times to believe something that sounds almost too simple: in a moment when we don’t have certainty, something we can have is clarity. The org chart won’t give you that. But a well-designed team charter will.

  • What HR Leaders Actually Can Do

The org chart isn’t going away, and it shouldn’t. Hierarchy has its place, in performance management, in scale, in the systems that keep complex organizations running. But when it comes to the work of innovation, HR leaders have a real opportunity to push for structures that organize around purpose rather than reporting lines.

That means advocating for team charters before high-stakes cross-functional projects launch. It means helping senior leaders hold the duality (hierarchy and agile teaming) rather than assuming one replaces the other. It means being willing to say out loud what most people only mutter in hallways: the org chart shows you who reports to whom, but it tells you almost nothing about how work actually gets done.

Innovation doesn’t fail because people aren’t talented or motivated enough. It fails because we ask talented, motivated people to do uncertain, creative work inside structures designed for something else entirely. The org chart isn’t the villain, but mistaking it for a roadmap is.

About the Author

Karina Mangu-Ward has a decade of experience partnering with leading non profits, foundations, city agencies, and community stakeholders. At August, Karina is an organizational design consultant who helps nurture more creative, self-managing and productive teams. She’s partnered with New York City’s Department of Education, Sundance Institute, Planned Parenthood, PepsiCo and Chanel. Prior to joining August, she worked for 10 years for nonprofits, foundations, government agencies, and community networks tackling complex organizational and social challenges. Her passion is helping groups navigate ambiguity, gain insight and unlock highly complex challenges. Her forthcoming book, Teams That Meet the Moment: 9 Practices for Unlocking Performance and Growth in Uncertain Times is available for purchase in May 2026.

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

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March 24, 2026

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

By Amy Leneker

The burnout cycle doesn’t start with collapse.

It starts with competence.

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

  • Three Dimensions of Burnout

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

  • Dangers of Chronic Stress

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

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

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

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

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

  • A Simple Un-Stressing Method

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

The three steps are as follows:

1. See stress differently.

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

2. Sort stress into five actionable categories.

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

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

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

3. Solve stress without spinning.

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

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

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

About the Author

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

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

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March 23, 2026

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

By Adam Stamm, Co-Owner, Online DISC Profile

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  • The Managerial Mandate: Transparency and Choice

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

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

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

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

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

About the Author

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

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

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

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From Friction to Feedback: Leaders on Turning Policy Pushback into Progress

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From Friction to Feedback: Leaders on Turning Policy Pushback into Progress

In the evolving landscape of work, where flexibility once felt like a hard-won victory, certain HR policies continue to stir quiet (and sometimes loud) resistance from employees. 

Why do rules that seem logical on paper—return-to-office mandates, rigid performance reviews, mandatory tech adoption—often land like unwelcome intrusions? 

On HRSpotlight, candid executives, CEOs, HR advisors, and culture builders open up about the single policy that reliably generates the strongest pushback in their organizations, and the thoughtful, human-centered ways they’ve turned friction into alignment. 

From return-to-office mandates met with pleas for autonomy, to annual reviews that feel disconnected from daily reality, to AI tool rollouts that threaten professional identity—these leaders reveal how resistance rarely stems from laziness or entitlement. 

Instead, it signals a deeper need for trust, voice, and purpose. 

Their shared strategies—transparent “why” conversations, employee co-creation, flexible compromises, continuous feedback models, empathy-led transitions—demonstrate that the most resisted policies can become the most embraced when handled with clarity, inclusion, and genuine care. 

Explore which approaches are quietly reshaping compliance into commitment.

Read on!

Najeeb Khan
Head of Training & Events, Teamland

At Teamland, where we collaborate with HR leaders to improve engagement and team performance, one of the policies employees often push back against is the annual performance review process.

Many employees find it outdated or anxiety-inducing, especially when feedback feels one-sided or disconnected from their daily work.

The resistance usually reflects a deeper desire for ongoing feedback and recognition, not opposition to accountability.

We recommend addressing this by shifting to continuous feedback models supported by regular team check-ins and coaching sessions.

This approach helps HR foster transparency, strengthen trust, and turn performance reviews into growth conversations rather than evaluations.

Continuous Feedback Ends Annual Review Dread

Rebecca Trotsky
Chief People Officer, HR Acuity

Policies that try to control where or how people work are the ones employees push back on the most.

But there’s nuance here: Our people aren’t resisting work; they’re resisting a loss of trust and autonomy.

The way to address that resistance is to give teams agency. Let them define their own moments that matter for collaboration, strategy and connection, whether virtual or in person. Back it up with clear intent and make the experience meaningful.

When presence is purposeful, not mandated, employees feel trusted and engaged.

The future of work isn’t hybrid or remote—it’s human.

When we design work around trust and autonomy, people don’t just show up, they show up with purpose.

Agency Over Control Sparks True Engagement

Marcus Denning
Senior Lawyer, MK Law

As the CEO of MK Law I have experienced both the legal aspects of managing an organization as well as the human element of managing a diverse group of professional staff members.

Combining my experience of Commercial Leadership and my knowledge of Criminal Law provides me with a unique understanding of how to handle employee complaints and develop successful methods for removing obstacles that are present at the workplace.

One of the primary reasons that employees resist implementing many HR policies is due to the strictness of the annual performance evaluation process.

Employees typically believe that they are separate from their daily job and therefore will be frustrated by the evaluations.

There is a disconnect between the type of feedback employees receive during their annual evaluation and the employees’ work over the course of the entire year within the traditional model.

Continuous feedback is the best method to reduce or eliminate the resistance to implementing a new HR policy such as a shift to a continuous feedback model.

Managers must continuously communicate with employees regarding their performance and recognize employees for their accomplishments on an ongoing basis.

This continuous communication results in an employee who is more engaged, motivated and productive in their role.

Ongoing Feedback Replaces Stressful Yearly Reviews

David Weisselberger
Entrepreneur, Erase The Case

A common area of resistance among the workplace policies developed by Human Resource departments has been the long-standing, rigid performance evaluation process.

Due to the fact that these reviews are traditionally conducted annually, employees view them as being separate from their daily work responsibilities, which can lead to frustration and a disengaged workforce.

In response to this, I suggest moving away from the traditional performance evaluation model and toward a continuous feedback model.

Under this model, instead of waiting until formal performance review times, managers will provide employees with continuous, timely feedback based on each employee’s performance.

Early recognition of accomplishments and identification of opportunities for growth and development creates an environment where employees feel comfortable communicating openly about their job, while also allowing employees to make proactive changes to their work assignments as needed.

Timely Feedback Stops Annual Review Pushback

Nathan Wadding
CEO, Kindling Culture Agency

One HR policy employees often push back against is mandatory technology adoption—especially around AI tools.

While these policies are intended to increase efficiency, they can feel threatening to people whose expertise and identity are tied to their work. The resistance isn’t really about technology; it’s about purpose, pride, and security.

To address this, leaders need to focus on how the change happens, not just the outcome.

Start by defining what AI means to your organization and connect it clearly to your mission. Identify early adopters to model success, provide extra support for those less comfortable, and create forums for open conversation.

Most importantly, honor the experience people bring.

If you respect their value and invite them to help shape the transition, they’ll be far more likely to embrace it.

Honor Expertise to Ease AI Adoption

Hassan Elbiali
Owner, Agendapedia

One HR policy that consistently encounters pushback is mandatory return-to-office requirements after extended remote work periods.

Many employees value the flexibility and autonomy of remote work; sudden shifts can feel restrictive or dismissive of individual needs.
To address this resistance, HR leaders should prioritize transparent communication—clearly outlining the business rationale and listening to employee concerns.

Incorporating flexible hybrid options, gathering regular feedback, and actively involving staff in policy discussions builds trust and fosters buy-in.

By demonstrating empathy and a willingness to adapt, companies can ease the transition and maintain morale.

Empathy + Options Soften Return-to-Office Pushback

James Bernard
Principal Owner, Alcatraz Escape Games

I run haunted attractions and escape rooms in Utah, so I’ve dealt with plenty of team resistance–especially around our actor training requirements and safety protocols.

The biggest pushback I’ve seen is against time restrictions during team activities.

When we introduced the 5-minute rule at Alcatraz Escape Games (if your team is stuck for 5+ minutes without progress, you must ask for a hint), corporate groups initially hated it. They saw it as admitting defeat. But when I showed them completion data–teams using hints strategically had an 87% escape rate vs. 34% for teams who refused help–the resistance melted away.

People want to win more than they want to be stubborn.

My approach is to frame policies around success metrics, not compliance.

Instead of “you have to ask for hints,” I positioned it as “here’s how winning teams manage their 60 minutes.”

At Castle of Chaos, when we mandated that actors complete improv training, I didn’t sell it as a requirement–I showed them footage of guest reactions when actors adapted in real-time versus following scripts. Suddenly everyone wanted that training.

The key is making the policy feel like a competitive advantage for them, not a restriction on them. Show the scoreboard, not the rulebook.

Show the Scoreboard, Not the Rulebook

Gerald Michaels
Owner, Adept Construction

I’ve been running a family roofing company in the Chicago suburbs since 1997, so I’ve seen my share of policy battles with crews.

The one that gets the most pushback? Mandatory pre-job site photos and documentation. When we required every team to spend 15 minutes before starting work photographing existing conditions–not just the roof, but landscaping, driveways, AC units–the complaints were instant. Guys saw it as wasted time when they could be setting up ladders.

I fixed it by showing them the insurance claim we avoided in Downers Grove.

A homeowner tried to say we cracked their driveway during a tear-off, but our pre-job photos proved that crack existed before we arrived.

That single documentation saved us a $3,200 repair bill and kept our insurance rates from spiking. I told the crew: “You’re not taking pictures for me–you’re protecting yourself from getting blamed for damage you didn’t cause.”

The real shift happened when one of our longtime foremen had a customer claim we damaged their gutter during a Villa Park job. He pulled up his time-stamped photos showing the gutter was already dented, and the complaint died immediately. Now the same guys who fought the policy are the ones who take the most thorough photos–they realize it’s 15 minutes of protection against weeks of headaches and disputes that could tank their reputation.

Fifteen Minutes of Photos Beats Weeks of Headaches

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

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Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

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March 09, 2026

Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

By Rachel Shaw

Leave management is one of the most frustrating and most predictable parts of human resources.

And that is exactly the problem.

Employers often feel caught off guard when an employee needs time away from work for a medical condition, family care or a personal matter. The process becomes emotional, reactive and operationally disruptive. But the reality is this: over the course of any employee’s tenure, leave is not an exception. It is an inevitability.

Every workforce will experience illness, injury, pregnancy, caregiving needs, mental health events and life transitions. These are not outliers. They are part of the employee lifecycle. Yet many organizations still treat leave as a one-off rather than building systems that anticipate it.

The issue is not that employees need leave. The issue is that too many organizations are not designed to handle it well when it comes up.

  • Leave Management Is a Systems Issue

Most employers have compliance mechanisms in place. They know how to issue an FMLA notice or respond to a doctor’s note. But compliance alone is not a strategy.

Where organizations struggle is in the absence of a clear, coordinated leave management program that addresses:

  • how leave is requested and tracked
  • how coverage is handled operationally
  • how supervisors respond in the moment
  • how leave interacts with ADA obligations and workplace accommodations
  • how employees are supported during and after the leave period

Without this infrastructure, every leave request becomes a disruption instead of a manageable workflow.

Proactive employers recognize that leave is a predictable operational reality and build programming around it.

  • Planning Reduces Stress for Everyone

When employers take the time to define their leave processes in advance, the experience changes dramatically.

Supervisors are no longer guessing what to do or reacting emotionally in the moment. HR is not reinventing the wheel with every request. Employees are not left feeling guilty, unsupported, or confused about their rights and responsibilities.

Clear programming allows organizations to respond consistently and with confidence. That includes:

  • clear expectations for how and when employees request leave
  • defined processes for job coverage and workload redistribution
  • structured communication points during leave
  • thoughtful return to work practices that support reintegration

This is not about eliminating the operational impact of leave. It is about managing it intentionally.

  • Flexibility Where It Works

One of the most effective ways to reduce the strain of leave is through thoughtful flexibility.

In some environments, that may mean remote work or modified schedules. In others, particularly in the public sector, healthcare or frontline environments, it may mean shift swapping, modified assignments, or creative scheduling.

Not every role can be done from home. But every organization can evaluate where flexibility is possible.

When employees can adjust schedules for medical appointments or caregiving needs without immediately moving into formal leave status, organizations often see reduced absenteeism and improved morale.

Flexibility, when structured well, becomes a pressure valve that supports both operations and employees.

  • Supervisor Frustration and the Culture of Leave

One of the most significant risks in leave management is not legal. It is cultural.

Supervisors often carry the operational burden when someone is out. That burden can lead to frustration, especially when leaves are extended, intermittent or complex.

Left unaddressed, that frustration can show up in subtle but damaging ways such as tone, comments, skepticism  or disengagement. Employees quickly pick up on this and it erodes trust.

At the same time, employers are right to be attentive to potential misuse. That is part of good program management.

The solution is not to ignore concerns or to assume the worst. It is to train supervisors to operate with professional judgment, to follow process, avoid assumptions, document appropriately, and escalate concerns through the proper HR channels rather than reacting emotionally.

Employees should not feel like they are doing something wrong when they use a benefit or protection they are legally entitled to.

The way supervisors respond in these moments defines the organization’s culture far more than any written policy.

  • ADA and the Continuation of the Conversation

Another common breakdown point is what happens when statutory leave ends.

When FMLA or state leave entitlements are exhausted, the conversation is not necessarily over. Employers may have additional obligations under the Americans with Disabilities Act to evaluate whether additional leave or other workplace accommodations are reasonable.

Too often, organizations treat the end of FMLA as the end of the process.

In reality, it is often the beginning of a different conversation, one that requires individualized assessment, interactive dialogue and thoughtful decision-making.

Organizations that build a coordinated ADA and leave management program, which I often refer to as programming the interactive process, are far better positioned to navigate these transitions consistently and defensibly.

  • Supporting Employees, Not Just Complying with the Law

At its core, leave management is not just a compliance function. It is a human one.

Employees request leave at some of the most difficult moments in their lives: a cancer diagnosis, a complicated pregnancy, a parent in decline, a mental health crisis or recovery from injury.

How an organization responds in these moments matters.

Employers that approach leave with clarity, structure and empathy see measurable benefits: higher engagement, stronger retention and increased trust in leadership.

Those that operate in crisis mode often see the opposite: burnout, resentment and turnover.

  • Mental Health and the Evolving Workforce

Mental health-related leave requests continue to rise across industries.

Employees are more willing to seek support, but they are still highly sensitive to how those requests are received. Stigma has not disappeared. It has just become quieter.

Supervisors need guidance on recognizing potential leave triggers, responding without prying into protected medical information and connecting employees with HR and available resources.

Organizations that treat mental health with the same seriousness and neutrality as physical health create a safer and more stable workplace for everyone.

  • The Cost of Not Planning

The cost of poor leave management extends beyond legal exposure.

It shows up in:

  • operational disruption
  • supervisor burnout
  • inconsistent decision making
  • employee disengagement
  • avoidable turnover

Replacing experienced employees is expensive. More importantly, it disrupts the organization’s continuity and culture.

When employees see that their colleagues are treated with fairness, respect and professionalism during leave, it reinforces their trust in the organization.

  • A Final Thought

Leave is not the problem.

The absence of planning is.

Organizations that move from reactive response to intentional design, build clear processes, train supervisors and align ADA and leave programming, are able to manage leave in a way that supports both operations and people.

That is the goal.

Not perfection. Not zero disruption.

But a workplace where employees can navigate life’s inevitable challenges without fear and where employers can respond with consistency, clarity and care.

That is what good leave management looks like.

About the Author

Rachel Shaw, founder of Rachel Shaw Inc., is a nationally recognized ADA and leave management expert and sought-after speaker known for helping organizations turn legal compliance into operational strength. With more than two decades of experience, she designs in-house systems that allow employers to manage accommodations with both legal precision and human-centered leadership. She is the creator of the ADA Interactive Process Hallway® protocol, now used by thousands of organizations to manage disability accommodation requests confidently, consistently, and with care.

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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

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

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

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

Read on!

Andrei Kurtuy
Co-Founder, Novorésumé

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

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

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

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

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

Positive Tributes Counter Layoff Rumors Fast

Dan Zautis
Director, Korn Ferry

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

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

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

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

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

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

Guide Laid-Off to Proven Career Paths

Tina Schust Robinson
CEO, WorkJoy

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


Start by communicating with empathy and transparency.


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


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


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

Empathy and Transparency Restore Team Stability

Andrew Martin
Founder & Senior Resume Writer, Crisp Resumes

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

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

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

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

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

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

Post-Layoff Forums Rebuild Morale Quickly

Lisa I. Perez
Founder & CEO, HBL Resources

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

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

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

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

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

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

Visible HR Presence Rebuilds Psychological Safety

Peju Akintorin
Founder, CareerThrive.com

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

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

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

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

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

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

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

Listening Sessions Ease Survivor’s Guilt

Crystal Brown-Tatum
Founder, Black Girl HR

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

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

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

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

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

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

Open Door Hours Let Teams Vent

Ed Madison
Co-Director, SOJC Media Innovation Lab

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

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

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

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

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

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

Future Fluidity Workshops Restore Agency

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

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

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

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

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

Honest Conversations Reawaken Team Resilience

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

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