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4 Leadership Lessons From Unexpected Industries That HR Teams Can Apply Today

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May 13, 2026

4 Leadership Lessons From Unexpected Industries That HR Teams Can Apply Today

Strong people management is not limited to one sector. In fact, some of the best hiring, retention, and leadership lessons come from industries that operate under completely different pressures. Whether it’s staffing private family offices, navigating volatile energy markets, managing wellness brands, or helping families make life-changing housing decisions, every business faces the same challenge: building trust with people.

For HR professionals, there’s value in looking outside the traditional corporate playbook. The following insights from leaders across four very different industries reveal practical lessons that apply to hiring, culture, communication, and long-term employee engagement.

  • Hire for trust before skill

Stéphanie Benouari, Founder of Heritage Staffing, says many companies underestimate how much emotional intelligence matters during hiring.

“In family office recruitment, technical ability only gets someone through the first conversation. What determines long-term success is discretion, adaptability, and trustworthiness. Families are inviting someone into highly personal environments, so chemistry and judgment matter just as much as experience on paper.

I think HR teams across every industry can learn from that. Too many organizations still hire primarily based on résumés and keywords. The problem is that skills can often be taught, while attitude and emotional maturity are much harder to develop later.

The strongest hires are usually the people who can navigate ambiguity, communicate calmly under pressure, and make others feel comfortable. Those qualities improve collaboration, reduce turnover, and strengthen culture over time. Companies that prioritize human compatibility during recruitment tend to build far more resilient teams.”

Her perspective reflects a growing shift in HR toward values-based hiring, particularly as businesses place greater emphasis on culture fit and retention.

  • Employees need clarity during uncertainty

Adam Cain, VP of Marketing at ElectricityRates.com, believes one of the most overlooked leadership skills is communication during unpredictable periods.

“The energy industry changes constantly. Prices fluctuate, regulations shift, and consumer behavior evolves quickly. During uncertain periods, employees don’t expect leaders to have every answer immediately. What they do expect is transparency.

One mistake companies make is waiting until they have a perfect solution before communicating with their teams. In reality, silence creates anxiety. Employees fill information gaps with assumptions, and morale starts to decline.

The leaders who earn trust are the ones who communicate early and consistently, even if the message is simply, ‘Here’s what we know right now.’ HR departments play a major role in creating that stability because they help shape how information flows throughout the organization.

When employees feel informed, they stay more engaged and adaptable, even during challenging business conditions.”

For HR professionals managing hybrid teams, restructuring, or rapid growth, clear communication remains one of the most effective tools for maintaining trust.

  • Culture is built through consistency, not perks

Paul DiBrito, CEO of Kats Botanicals, says many businesses misunderstand what actually creates a strong workplace culture.

“A lot of companies focus on surface-level perks because they’re visible and easy to market. Free lunches, office events, and casual Fridays are fine, but they don’t create loyalty on their own.

Employees pay closer attention to consistency. They notice whether leadership follows through on promises, whether managers treat people fairly, and whether expectations stay consistent across the company.

In wellness-focused businesses especially, people can tell when a company’s internal culture doesn’t match its external messaging. That disconnect hurts trust very quickly.

The organizations that retain great employees usually have cultures built on reliability. 

Employees want to know where they stand, what success looks like, and whether leadership genuinely supports them during stressful periods. Small daily behaviors from management matter far more than occasional perks.”

His insight highlights a growing trend in HR toward authenticity and operational consistency as core drivers of retention.

  • People stay where they feel understood

Wendy Porter, CEO of New Home Atlanta, says empathy has become one of the most important leadership qualities in today’s workforce.

“Buying a home is one of the most emotional decisions people make. Our team works with clients who are excited, overwhelmed, stressed, and hopeful, sometimes all within the same conversation. That environment teaches you very quickly that listening matters more than talking.

The same principle applies internally with employees. People want to feel understood before they’re expected to perform at their best. Managers who listen carefully tend to build stronger, more motivated teams because employees feel respected rather than managed.

Empathy also improves retention because people are more likely to stay in workplaces where they feel psychologically safe. Employees remember how leaders respond during difficult moments, not just when things are going smoothly.

HR teams that encourage empathetic leadership often create cultures where communication improves naturally and workplace conflict decreases over time.”

Across industries, one lesson becomes clear: effective leadership always comes back to people. Regardless of the business model, organizations that prioritize trust, communication, consistency, and empathy are far more likely to build teams that thrive long term.

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How to Avoid the Most Preventable Form of Employee Turnover

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May 06, 2026

How to Avoid the Most Preventable Form of Employee Turnover

Clark A. Ingram, Founder and President, People Profits, LLC

Finding the right people committed to staying with your organization starts with making sure that you and the job applicant are on the same page. 

Many times, while working with an organization, I see employees who should never have been hired. Often it’s due to either the organization not identifying in detail their target candidate criteria or making unwise exceptions to their criteria. The excuse is always the same: “We need bodies — now.”

Job candidates make it even worse when they don’t have their own criteria for what they’re looking for in an employer. They say: “I need a job — now.”

It’s only a matter of time before the employee decides to move on or the organization decides they “don’t fit in.” 

This is amazing to me. They decide six months later that the employee doesn’t fit in? The organization should have known back when they reviewed the candidate’s application or during the interview that the person didn’t meet their criteria. Both the organization and the employee are hurt for the same reason — trading a short-term problem for a long-term one — and they’ve wasted a lot of each other’s time. 

In these cases, the organization has done a disservice to the employee by hiring them with a very real chance they won’t fit in. They’ve also damaged their organization by setting up a future problem that will need to be resolved.

  • Finding great candidates who won’t leave

Here are the real questions organizations need to address: What do our ideal candidates look like and how can we find them? Think of that old cliché that you can’t hit a target you can’t see. 

Finding quality people becomes a lot easier once you’ve identified your candidate criteria in detail. Then it’s a matter of finding the appropriate sources and determining how to get their attention. 

One company I knew of hired every Machinist Mate out of the Navy they could get their hands on. The reason was simple: given the skills those employees had obtained in the Navy, they already had most of the capabilities needed for the job when they started. They also had a work ethic and were revenue positive much quicker than other candidates. 

On the flip side, what about the candidates’ criteria? What are they looking for? Not knowing is a related root cause to employee turnover. 

Many candidates are looking for a “good job.” What does that mean? For that individual, it can mean many different things. The more information you can provide about your organization, the more the candidate can reflect. “Is what you’re hearing sound like something you want to do?” “Does the culture and environment feel comfortable?” Clarifying these aspects up front will help them think through what they’re looking for.

You should also look hard at their resumes and their answers to your questions. They may be giving you indirect clues as to what they’re after. If you get the feeling the candidate is just after a job, move on.

  • The better your employees, the fewer you will need

It’s much more prevalent now for people to try a job and then decide whether to jump. This means you must get them to see why they should stay. 

On the other hand, the better candidates are looking at how they’ll fit in, grow, and be challenged in the future. They’re looking for a “value path” showing them how they can bring value to the organization and how their increased value is rewarded. Good employees expect the organization to articulate and then provide this path.

Many companies struggle with establishing how employees will be challenged beyond what they were hired for originally. Employees want a clearly defined, well-thought-out path, in writing — including the training, experience, and accomplishment standards for success. When your organization has this as a recruiting tool, you’re able to recruit, hire, and retain the type of employees you want and need.

  • Good people bring better people; bad people bring worse people

This fundamental truth regarding good and unsuitable employees affects your employee turnover in so many ways. So how do you maximize the good and minimize the bad?

  1. Be able to spot the differences before the time of hire.
  1. Fully understand the multilevel cost of bad employees.
  1. Know your organizational opportunities and sell them to candidates.
  1. Recognize that hiring just to provide warm bodies is always detrimental in the long run.

Prevent employee turnover and gain control of your hiring process by clearly showing who you are. Be able to read between the lines of a resume and discover who candidates really are. Develop value paths to instantly show your candidates the opportunities available. Employing these strategies, you’ll begin to pull in who you need and fend off who you don’t.

Clark Ingram

About the Author

Clark A. Ingram is the Founder and President of People Profits, LLC, which focuses on the three greatest human capital problems affecting organizations: employee turnover, chronically open positions, and skills gap. He consults with a spectrum of companies and has consistently reduced turnover by more than 40 percent in the first year and achieved staffing at more than 90 percent. His new book is Churn: Proven Strategies to Overcome Failing Conventional Talent Management and Achieve Zero Turnover (People Profits, March 26, 2026). Learn more at peopleprofits.com.

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3 Myths That Will Derail Your Change Initiative

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May 04, 2026

3 Myths That Will Derail Your Change Initiative

Josh Cardoz, Chief Creative & Learning Officer, Sponge

In Formula 1, a pit crew can replace four tires in under two seconds. It’s a notorious example of precision, speed, and coordination. 

But that level of performance doesn’t happen because someone simply tells the team to move faster. It works because every role is clear, every movement is rehearsed, and every person understands exactly how they contribute to the outcome. 

Businesses are always looking to enhance their competitive advantage with that same level of speed and efficiency. With the rise of AI, constant digital transformation and pressure to do more means organizations expect employees to adapt as soon as possible. 

But today’s workforce is navigating more change than ever before. Economic uncertainty, technology shifts, digital overload, and constant transformation have created what we call Generation Numb — a workforce that has become desensitized to constant disruption. 

The success of any large transformation hinges on whether your workforce chooses to get on board or not. In this environment, what follows isn’t always resistance. Instead, it is something worse: apathy. People won’t push back. They’ll nod, attend the meetings, and continue delivering, but without real belief or energy behind the change. 

In today’s Generation Numb workplace, which is shaped by constant change and unclear priorities, employees have seen too many initiatives come and go. Unless something feels meaningfully different, they default to going through the motions rather than engaging. 

That’s why the first 90 days matter the most when introducing change or new initiatives. This is the window where leaders need to create clarity, relevance, and belief. If they don’t, the initiative won’t fail with fanfare. It will quietly stall, with teams appearing aligned but not truly changing how they work. Employees are 3.5 times more likely to be engaged when they understand how their work contributes to company goals.

  • The 3 Myths that Derail Change Momentum

#1 — KPIs Create Alignment 

No doubt, metrics are important to every business. And most transformation efforts begin with defining the KPIs leaders want teams to hit. The assumption is this: if everyone understands the numbers, the actions they need to take to reach them will follow. 

Wrong! The establishment of metrics alone rarely changes behavior. Rather, it ends up raising questions like: “What does success look like in my role?” and “What should I actually do differently tomorrow?” 

Leaders need to shift from KPI metrics to behavioral clarity. Instead of solely defining outcomes, leaders need to define the lead indicators — the specific actions and behaviors that produce those outcomes. Leaders often default to announcing the destination but don’t provide a map on how to get there. 

Alignment happens when strategy is translated into clear expectations employees can practice in real moments at work. When people understand what success looks like in their every day, momentum can start to build. But there’s more that comes along with it. 

 

#2 — Resistance is the Risk 

Resistance is not ideal during a time of transformation, but it’s also not the worst outcome you can get. In many ways, resistance is healthy. It shows your team is motivated enough to take a stance on something and have a conversation. Resistance allows you to be aware of where your people stand on certain issues – and it shows that they care. 

What’s more dangerous than resistance is apathy. With apathy, you don’t get questions or resistance. There is no warning sign. Your people are quietly disengaging and disinterested in what’s going on around them. From a leadership perspective, this is much harder to detect and even harder to reverse. 

The workers who are a part of Generation Numb report that they’re just surviving. Innovation, creativity, and customer experience require energy. And energy is the opposite of apathy. Leaders must consider whether teams actually have the capacity to deliver the transformation they’re asking for, because even the best strategy in the world won’t gain traction if their people are in survival mode. 

 

#3 — Productivity Equals Performance 

When transformation efforts start to ramp up, organizations start to push harder. More meetings, more reporting, more activity. 

But activity doesn’t always equal performance.  

Ever had a meeting about a meeting and nothing came from either conversation? In fact, employees spend nearly 60% of their time on “work about work” like meetings, emails, and status updates. 

Think back to the Formula 1 pit crews or even Michelin-star kitchens. In both cases, teams perform under incredible pressure and speed. Every second counts. That speed is possible because the conditions are right. Roles are clearly defined. Teams move in sync. Everyone understands their part in delivering the outcome. 

Leaders in those environments don’t simply demand results. They design systems that make high performance possible. As leaders, your job is to create the conditions for high performance, not simply demand higher productivity. 

When those conditions exist, teams can naturally move forward and faster.

  • What You Should Focus on in the First 90 Days
  • Clarity (The Me stage)– Employees need to understand their role and what success looks like in the new environment. 
  • Connection (The Us stage) – Build true community, where people work collaboratively and teams are invested in each other as well as the task.
  • Conditions for performance (The It stage) – Once clarity and connection exist, teams can focus on the challenge itself.

Organizations often chase pace during transformation. But the most effective leaders do something different: they create the conditions that allow teams to move together. With clarity, connection and conditions in place, the pace sets itself – and productivity, outcomes and impact follow.

About the Author

Josh Cardoz is Chief Creative & Learning Officer at Sponge Group, where he leads The Practice consultancy and The Studio. A recognised authority in learning and development, he has partnered with a wide portfolio of Fortune 500 and Interbrand organisations – with roles
in digital learning strategy, solutions design, business development, and creative leadership. Josh blends a strong strategic lens for connecting L&D to performance, while championing
moments of human resonance in the workplace

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Why I Wrote a Book About Confidence (And Why It Matters More Than Ever)

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April 29, 2026

Why I Wrote a Book About Confidence

And Why It Matters More Than Ever

By Advita Patel

CEO, Communications and Confidence Strategist, CIPR 2025 President

I never set out to write a book about confidence, and honestly, for a long time, I wasn’t sure I was the right person to write it.

But after years of coaching leaders and watching brilliant, capable people hold themselves back, I kept seeing the same pattern. It wasn’t a skills gap or an experience gap people struggled with, but a confidence gap. It was costing people, teams, and organisations far more than anyone was willing to name out loud and that’s what led me to write Decoding Confidence: The 7 Habits of Confident Leaders.

If you work in HR, people development, or organisational leadership, I think it might be one of the most practically useful books you’ll read this year.

  • What the book is actually about

This isn’t a self-help book that tells you to believe in yourself, and everything will work out. I have very little patience for that kind of advice, and I suspect you do too.

Decoding Confidence is grounded in research, including a survey of 507 professionals, and built from over a decade of coaching more than 150 leaders across sectors. What I consistently found is that confidence is not a personality trait you either have or don’t. It is a learnable skill, built through deliberate, repeatable habits.

Those habits form the BELIEVE framework: Boldness, Empathy, Learning, Integrity, Empowerment, Vulnerability, and Energy. Each gets its own chapter with real stories, honest reflection, and practical tools you can actually use and there is no jargon and definitely no fluff.

  • What makes it different

The book doesn’t prescribe a type of leader you should become but rather meets you where you are. Whether you’re a first-time manager wrestling with imposter syndrome, a senior leader who’s stopped taking risks, or an HR professional trying to build a more psychologically safe culture, there’s something in this book that will speak directly to your situation.

It also takes the structural and systemic dimensions of confidence seriously. There’s a reason some people have to work harder to be seen, heard, and believed in the workplace, and the book doesn’t shy away from that. McKinsey’s research tells us that employees who don’t see leaders like themselves are more likely to doubt their own capabilities, regardless of how qualified they are. Confidence doesn’t exist in a vacuum. The environment shapes it, and leaders have a responsibility to shape the environment.

  • Who it's for

Primarily, this book is for leaders at any level who want to lead more authentically and effectively. That said, I’d argue that this is essential reading for anyone in HR designing leadership development programmes, building culture, or trying to understand why certain people keep getting passed over despite being clearly capable.

The foreword is written by Juergen Maier CBE, Great British Energy Chair and former CEO of Siemens UK, who describes it as “a fabulous way to help us reflect on our own leadership styles.”

  • A personal note

Writing this book was its own exercise in confidence.

There were moments when I questioned whether my voice, my story, and my research deserved a place in the leadership conversation.

As we get closer to launch day, I can say I’m so glad I pushed through the doubt because one thing I know for certain, after everything I’ve researched and everyone I’ve coached, is that the world doesn’t need more leaders who perform with confidence, it needs more leaders who’ve actually built it.

That’s what this book is for.

  • Decoding Confidence: The 7 Habits of Confident Leaders by Advita Patel

Available from 5th May on Amazon and all major book sellers.

https://decodingconfidence.com 

About the Author

Advita Patel is an award winning business communications consultant and professional confidence expert. She is the founder of CommsRebel, a consultancy supporting organisations to build inclusive, high performing workplace cultures, and the co-founder of A Leader Like Me, an international agency focused on inclusive leadership and employee experience. Advita is the host of the Decoding Confidence podcast, which explores confidence at work through honest conversation and practical insight. Her forthcoming book, Decoding Confidence, will be published in May 2026. An international speaker and award winning podcaster, Advita regularly speaks on confidence, leadership, inclusion, and communications. In 2025, she was the President of the Chartered Institute of Public Relations in 2025.

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In Conversation with John Sansoucie

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In Conversation with John Sansoucie, Chairman and CEO of CogNet

Thank you for joining us, John! HR has been through the wringer lately. From being the ‘bad guys’ during layoffs to the ‘fun police’ during RTO, a lot’s been happening. If you could clear the air right now, what is the one thing you wish every employee understood about your job?

John Sansoucie:

I wish employees understood that HR is only as strong as the operational systems behind it. In my role working with PEOs, HROs and HRIS platforms, we sit in the infrastructure layer that supports payroll, benefits administration and workforce data. Most decisions are not personal or arbitrary. They are the result of how those processes are designed to function and what systems they require to stay accurate and compliant.

We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

John Sansoucie:

As a former CFO it normally reported to me, then as I realized the importance I became intrigued as to how little resources were put forth to such a critical function.  For me, it was less about a single moment and more about realizing I was naturally drawn to how HR systems and operations actually function behind the scenes. Working around payroll and workforce data showed me how much impact operational precision has on employees’ daily experience. I realized I was more interested in building and improving those systems than staying at the surface level of process execution.

HR requires a weird mix of skills. You have to be part lawyer, part therapist, and part data analyst. If we stripped away the job title, what is the one ‘superpower’ you rely on most when the office is on fire?

John Sansoucie:

The most important skill is the ability to translate operational complexity into something clear and actionable. When payroll issues, tax notices, benefits questions, or data inconsistencies escalate, there is usually confusion across systems. I focus on identifying where the breakdown occurred in the workflow and restoring clarity so the issue can be resolved at the source instead of repeatedly patched.

 If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

John Sansoucie:

Intentional. Across the HR service providers and systems we support, there is a clear shift toward more intentional expectations around compensation and accuracy in HR data. Employees and employers alike are expecting more transparency and reliability from the systems that manage workforce records, as well as the security of that data.

It is a common notion that an HR team is called upon by the leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system? 

John Sansoucie:

Yes and in the BPM space we often see that firsthand. HR service providers sometimes engage support teams like ours when processes are already breaking down across data workflows.  They may lack process documentation, measurement and an idea of their current baseline. The pressure to “fix” the issue is real, but the deeper work is usually redesigning the underlying process so the same breakdown does not continue to repeat.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

John Sansoucie:

I focus on separation between operational problem solving and personal time. In a role that touches payroll accuracy and benefits administration at scale, it is easy to carry that mental load. I make a deliberate effort to step away from systems and notifications so I can reset and return with clear thinking the next day.

We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to hiring, retaining, or promoting underrepresented talent?

John Sansoucie:

In the context of supporting HR service providers, I have seen situations where process restructuring impacted entire operational teams. What stood out was how much clarity and consistency in communication mattered. Even when the operational outcome is unavoidable, the way it is communicated directly impacts trust in the systems and leadership behind it. The advances in predictive hiring models is where this is all going, if only we could predict human behavior.

What is the biggest myth about working in HR that you wish would die?

John Sansoucie:

From a BPM perspective, investment in stronger HRIS integrations and automation is a good example. These improvements in payroll processing and workforce data management do not always produce immediate visible ROI, but they significantly reduce errors and downstream employee frustration. Over time, that stability becomes a cultural advantage.

If you could change one legacy process here that currently causes the most friction for employees, what would it be?

John Sansoucie:

The biggest opportunity is in eliminating disconnected systems across payroll and HRIS platforms. When those systems do not communicate effectively, it creates duplication and delays that affect both HR teams and employees. Integration would remove a major source of operational friction.

What is your formula for handling ‘brilliant jerks’—people who hit their numbers but damage team morale?

John Sansoucie:

In operational environments, performance cannot be evaluated in isolation. If someone consistently delivers results but disrupts team function or creates inefficiencies, it eventually impacts the entire system. Accountability has to include both output and how that output affects broader operational stability.  I am a “right seat on the bus” leader, and many times we succeed by moving a disruptor into another role and it works, but as a leader sometimes they need to gracefully be led to another home.

What is one task AI will never be able to replace in your people strategy?

John Sansoucie:

AI will not replace judgment in complex operational and people-related situations. When issues arise across payroll or workforce data that involve multiple stakeholders and competing priorities, it requires contextual decision-making that goes beyond automation.  We look for the Gaps, where a confluence of people and technology meet, that is where great value is added.

If you had an unlimited budget for one year but could only spend it on one area of the employee experience (e.g., wellness, learning, compensation, physical space), where would it go and why?

John Sansoucie:

I would invest in strengthening the operational backbone of HR through better systems integration and automation across payroll and workforce data management. When those systems are reliable and connected, it reduces errors and creates a smoother employee experience across every interaction. Better coffee is never bad either.

John Sansoucie is Chairman and CEO of CogNet, a business process management partner supporting HR service providers including PEOs, HROs, and HRIS platforms. He works closely with organizations to strengthen the operational backbone of HR, including payroll, benefits administration, and workforce data management. His focus is on helping teams reduce complexity, improve accuracy, and build the infrastructure needed to scale efficiently while maintaining a consistent and reliable employee experience.

Globe Linkedin

 

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Logistics, Culture and Connection: The Keys to Unlocking the Borderless Workforce

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April 20, 2026

Logistics, Culture and Connection

The Keys to Unlocking the Borderless Workforce

By Laura Maffucci, Head of HR, G-P

Global culture isn’t emerging, it’s here. 

In the first few months of 2026, we’ve seen it everywhere: the Winter Olympics and Paralympics uniting 90+ nations, Puerto Rican artist Bad Bunny‘s multicultural halftime performance at the Super Bowl and   the historic Oscars sweep for Sinners a film celebrating a fusion of Black, Irish, Chinese and Choctaw heritage.  The world’s biggest stages are now inherently multinational and multilingual, built for an audience that no longer views culture as confined by geography.

The workforce is following the same pattern. Global teams are no longer a competitive edge, but rather they are the reality of modern business. And with 84% of executives struggling to find skilled talent in their existing markets, global hiring has shifted from a strategic advantage to a baseline requirement for growth.

  • Logistical Considerations: Lessons in Global Coordination

The talent gap is driving the move toward global hiring, but the complexity of global employment remains a barrier for HR leaders. The challenge is no longer just finding talent, but navigating the fragmented landscape of labor laws, tax codes and shifting compliance requirements.

AI is often cited as the solution to this complexity, but we must be discerning. Not all tools are created equal. General-purpose LLMs that pull data from unverified public forums  (such as Reddit or Wikipedia) expose an organization to significant -compliance risk.

In the global arena, your “backstage” logistics must be as flawless as your front-facing growth strategy. To maintain integrity, HR leaders should prioritize platforms with curated, HR-specific knowledge bases – like G-P Gia, rather than the open web. By automating the first-line of compliance checks, we shift HR’s role from administrative gatekeeping to strategic workforce planning. This allows a company to enter a new market in days, not months, transforming compliance from a bottleneck into a speed advantage.

  • Intentional Design: Cultivating a Shared Mission

Building a global team requires more than just logistical coordination – it requires intentional cultural  bridging. A team spanning multiple continents and cultures cannot rely on physical proximity to build rapport. When global teams fail, it is rarely due to a lack of talent, but the lack of a shared mission.

Cultural friction is inevitable in a global environment, but should be treated as a communication challenge, not an irreconcilable difference. By anchoring every team member, regardless of their location, to a singular, well-defined organizational purpose, HR leaders can bridge cultural gaps. When the mission is clear, the diverse perspectives of a borderless workforce become a strategic multiplier rather than a source of confusion.

  • Daily Dedication: Overcoming the Visibility Gap

Even with robust logistics and strong culture, global teams face the persistent hurdle of proximity bias.  G-P’s research found that 86% of executives believe that an employee’s visibility and influence on decisions are still dictated by their physical location or time zone. 

Tools like Slack or Microsoft Teams can be vital for collaboration across global teams, they are not alone a strategy. With 69% of remote workers reporting feeling burned out from digital noise, the solution is not more messaging, its better synchronization. 

As leaders, we should try  to meet employees where they are and promote flexible working environments that prioritize high value connection. This means protecting overlapping hours for one-on-one mentorship or collaborative problem-solving, while moving  routine status updates to asynchronous channels. Influence should be measured by impact, not ‘green light’ availability.

  • The Borderless Advantage: Operationalizing Global Collaboration for Scalable Growth

G-P’s 2025 World at Work Report found that 64% of executives worried their companies aren’t equipped to handle today’s geopolitical, economic and technological disruptions. However, the organizations that thrive will be those that can operationalize  these disruptions, and use global teams and collaboration to build a more resilient workforce.

Whether it’s producing an international awards show or scaling a cross-border engineering team, the requirements are the same: rigorous logistics, intentional design and relentless dedication to equity. By solving the talent gap through a global lens, HR leaders won’t just navigate the new cultural and economic zeitgeist, we will define it.

Laura Maffucci

About the Author

Laura Maffucci is G-P’s Head of HR, overseeing the global workforce, talent, and employee experience with a people-first mindset. She values diversity of thought as essential for a healthy workspace. In her 20+ year career in HR, Maffucci has spoken on global and national platforms about compensation, employee well-being and mental health. She’s a staunch advocate for the employee experience and creating a culture of inclusivity. Maffucci is passionate about the future of work, normalizing the value of work everywhere, and enabling employees globally to be their best selves and add value wherever they go and whatever they do.

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