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Volatility is the baseline: Why CEO turnover is rising and how boards must rethink succession planning

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February 9, 2025

Volatility is the baseline: Why CEO turnover is rising and how boards must rethink succession planning

Dan Russell, Senior Partner, Global Head of Assessment at RHR International

CEO turnover is rising, bringing chaos for organizations that do not thoughtfully invest in their leadership strategies. CEO departures have increased over the past couple of years due to a number of factors: retiring baby boomers ushering in generational shifts; added pressure within the financial, retail, and entertainment sectors; and complexities and rapidly shifting economic, technological, and political landscapes. At the same time, expectations of the role have changed; people now desire shorter tenures and greater work-life balance. 

Cultivating a healthy pipeline of CEO and senior executive talent can take a decade. Without proper planning and investment, CEO succession can throw a company into crisis mode. Consequently, proactive CEO succession plans have grown significantly more important on the corporate priority list to ensure smooth transitions.

  • Volatility is the new normal, and the upcoming leaders have been baking in it

Today’s CEOs and senior leaders are operating under unprecedented pressure. Boards expect transparency, candor and a learning orientation for incoming leaders, along with the ability to cut through noise and focus on what actually matters to the organization’s continued growth. Simultaneously, as volatility continues to rise, decision-making cycles are shorter and public visibility into leadership actions has never been greater and more accessible. The combination of these factors results in intense pressure that’s felt most acutely across the retail, entertainment and financial services sectors.

In response to this pressure, leaders are searching for better ways to make decisions and execute faster, taking advantage of the rate at which technology is advancing. Some are heavily investing time and money to incorporate AI into their processes, but the most thoughtful leaders are taking their time experimenting with AI to evaluate where it’s most valuable. Even as organizations become more adept at leveraging this technology in their decision-making processes, they also must become more confident using their intuition. The staggering pace and truly unprecedented decisions they are being asked to make further fuel their appetite to lean on external tools to take measured, thoughtful risks.

For emerging CEOs and senior leaders, this volatility is not an interruption of stability, but a baseline from which they operate.

  • Why succession planning is evergreen and what boards must unlearn

Many CEOs are stepping away earlier, emphasizing the point that succession planning must be a long-term, continuous process rather than be treated as a simple handoff. 

Still, many boards remain loyal to outdated assumptions about what CEO readiness looks like. For example, succession discussions of the past revolve around a single “heir apparent” or default to candidates that resemble (or directly contrast) the sitting CEO. The actual key is shifting the focus from who to what. State-of-the-art succession planning starts with defining what the next CEO needs to accomplish within the future-facing context of the organization, rather than mirroring the past.

The charismatic visionary CEO of the 2010s with disruptive ideas has become a moment of the past, but it still has influenced the next era of leadership and made room for a new set of expectations for the role. The CEOs of today and the future must continue to make good decisions and galvanize people around a shared agenda that focuses on maintaining agility and resilience, all while continuing to operate under extreme pressure. They are incredibly purpose-driven problem solvers with a greater focus on scanning the external landscape, recognizing the implications of market trends and embracing the need to continually evolve and innovate. These leaders foster multidisciplinary approaches to opportunities across their organizations, balanced with cultivating their individual resilience and the resilience of those around them. The importance of these components will become more vital in the future and set a higher bar.

While elite academic credentials remain a common thread among top leadership, today’s CEO candidates reflect a notable shift toward functional and geographic diversity. In RHR’s work with companies of all sizes around the world, boards are increasingly looking beyond traditional Ivy League pipelines, prioritizing operational readiness and specialized experience over prestige alone. In a volatile market, a candidate’s track record of navigating disruption has become as critical a differentiator as their pedigree.

  • Coaching for uncertainty through the leadership transition and beyond

The most common mistake organizations make in the transition process is waiting for a crisis to occur. In reality, effective CEO transitions begin the moment a new CEO is named, and remain an intentional and ongoing process to ensure leadership continuity is not left to chance in a world where mayhem is the baseline.

Collaboration is key; great CEOs and boards partner closely with their CHROs to create and execute evergreen processes for all critical leadership positions. It begins by identifying the type of leadership required for the future based on the specific needs of the company and assessing candidates against that profile while providing development support and feedback to help them grow into the role while still in their current one. From ongoing talent reviews and leadership assessment to career pathing, the best prepared organizations are those that treat succession planning as a continuous cycle. Steady leadership investment allows companies to respond when disruption occurs, such as an unplanned vacancy or an unexpected opportunity that requires strong leadership.

As my colleague Deb Rubin says, relying on a future CEO to simply “emerge” from the organization is like riding on the highway in a go-kart. You might make it, but the odds are against you.

Despite preparing to exit, outgoing CEOs still have a critical role in this process. When engaged productively, they help build leadership by focusing on strengthening the organization rather than preserving an individual legacy and casting a shadow over the transition. The legacy of founders and board members does not lie solely within their own performance; it relies on the readiness of the person who takes your seat. Preparation is a combination of ambition, education and situational context.

About the Author

Dan Russell is a senior partner and head of Assessment at RHR. In this role, he combines deep psychological expertise with commercial acumen to design and scale executive succession programs. Dan has advised Fortune 100 companies across industries in North America, Southeast Asia, Australia, and Europe. His expertise spans leadership assessment, succession planning, talent strategy, and advanced people analytics, including predictive modeling and machine learning.

Prior to RHR, he had senior roles with global firms including Deloitte and Aon. Dan holds a master’s degree in industrial and organizational psychology from Virginia Tech and a bachelor’s degree in psychology from Austin Peay State University. He is a Chartered Coaching Psychologist and Associate Fellow of the British Psychological Society, an active member of the Society for Industrial and Organizational Psychology over some 30 years, and a Professional Certified Coach with the International Coaching Federation.

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The $359 Billion Workplace Conflict Crisis: Why Prevention—Not Resolution—Is the Future of Leadership

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Feb 9, 2026

The $359 Billion Workplace Conflict Crisis: Why Prevention—Not Resolution—Is the Future of Leadership

By Joe Sagrilla, Management Consultant & Business Advisor

US businesses lose up to $359 billion to workplace conflict each year. Employees waste 2.8 hours weekly navigating disputes, while 23% quit jobs over unresolved tensions. This isn’t just a statistic; it’s a leadership crisis. And as external pressures mount—from economic volatility to hybrid-work whiplash—the old playbook of “managing” conflict after it ignites is collapsing. The solution? Stop fighting fires. Build fireproof teams.

  • External Pressures, Growing Tensions

Conflict is woven into the fabric of organizational life, something managers and teams expect to navigate. But today, a cascade of uncontrollable external factors—from economic instability to shifting return-to-office policies—has intensified the pressure on both businesses and employees. These pressures create a reinforcing set of burdens: organizations struggle to maintain performance, while employees face mounting personal challenges alongside rising demands and stress in the workplace. In this environment, the traditional approach of waiting for conflicts to surface and then resolving them is no longer enough; the greatest impact comes from leaders who invest in preventing issues before they take root, setting the stage for stronger teams and more resilient organizations.

  • The High Cost of Conflict

Workplace conflict is a bigger issue than many realize. Research estimates that US businesses lose a staggering $359 billion each year to workplace conflict, with employees spending an average of 2.8 hours per week navigating disputes instead of focusing on their core responsibilities.

Further, the frequency and severity of workplace conflicts are increasing. According to recent surveys, 23% of employees say workplace conflict led them to leave their jobs, and 18% have witnessed project failures directly resulting from unresolved disputes. Over a third of employees now report dealing with conflict often or very often, up from 29% in 2008 to 36% today. Meanwhile, managers are dedicating up to 40% of their time to conflict management, and nearly half feel unprepared to address these issues.

Several uncontrollable external pressures are fueling this crisis. The aftermath of the pandemic, abrupt shifts to remote and hybrid work, and the stress of return-to-office (RTO) mandates have all contributed to heightened workplace tensions—74% of HR leaders report increased conflict following RTO policies. Supply chain disruptions, shifting performance targets, and fears about AI replacing jobs have made the work environment more fraught for employees. On top of that, economic instability, inflation, political polarization, and geopolitical tumult create a reinforcing set of burdens—impacting both businesses and employees’ personal lives, and amplifying stress on both fronts. It’s no surprise that employee engagement has dropped to just 21% globally, with managers experiencing the steepest declines—a trend closely tied to rising conflict, stress, and lost productivity.

Despite these realities, most organizations remain unprepared: 72% lack a formal policy for resolving workplace conflict, and 49% of managers feel ill-equipped to handle disputes. The message from employees is clear—84% wish their managers would do more to manage conflict, highlighting a significant leadership gap and an urgent need for better solutions.

  • The Limits of Conflict Resolution

Given these costly challenges, it’s understandable that many organizations look to the extensive array of conflict resolution methods and models for answers. However, even the best resolution strategies have their limits when issues are allowed to fester beneath the surface. The reality is that most conflicts have already caused significant damage by the time they surface. The most damaging conflicts rarely erupt overnight; instead, they build gradually—often fueled by a series of minor misunderstandings, perceived slights, or unresolved disagreements that accumulate quietly over time. In today’s remote and hybrid work environments, it’s especially easy for subtle tensions to go unnoticed by managers who aren’t always physically present with their teams. When a conflict finally becomes visible, relationships may already be strained, trust eroded, and team performance compromised. While effective conflict resolution remains essential when needed, prevention deserves far more focus than it typically receives. Proactively addressing sources of tension, clarifying expectations, and encouraging open communication can stop many conflicts before they start—saving organizations from the far greater costs of repairing damage after the fact. Prevention is not just preferable; it is the most efficient and effective strategy for maintaining a harmonious, productive workplace.

  • The Prevention Advantage

Preventing workplace conflict isn’t about eliminating all disagreements, but about creating the conditions where issues are surfaced early, addressed constructively, and rarely allowed to escalate. Proactive leaders recognize that small investments in prevention pay big dividends in the form of stronger teams, higher morale and productivity, lower attrition, and greater innovation.

The following methods are practical tools that leaders should model themselves and actively teach to their management teams, ensuring conflict prevention becomes a consistent practice at every level of the organization.

1. Reinvigorate Leadership Fundamentals

Strong leadership practices set the foundation for conflict prevention. Leaders must consistently clarify the vision and objectives for their teams, ensuring everyone understands not just what needs to be done, but why it matters. This means regularly articulating goals, priorities, and responsibilities across multiple channels to eliminate ambiguity about direction and expectations. When everyone is aligned, the risk of misunderstandings that lead to competing agendas—common sources of conflict—drops dramatically.

Steady communications from leaders are also essential for team alignment and cohesion, especially in today’s hybrid work environment. With the multitude of communication channels available to facilitate remote work, it’s important to set expectations for how to communicate. Consistently using the right channel depending on the message can go a long way to ensure everyone is always informed and aligned: quick updates via direct message, key information or decisions by email, complex issues through memos and conference calls, and emergencies by phone.

Regular check-ins, whether in team huddles or one-on-one meetings, are critical not only for eliciting feedback and surfacing issues early, but also for continually reinforcing the human side of work as a bulwark against future escalations. These meetings should intentionally allocate time for strengthening interpersonal connections among team members. In a hybrid or remote setting, this means going beyond work updates to include personal check-ins, individual employee spotlights, and celebrations of work achievements or life events. Humanizing team members in this way helps everyone see each other as more than just an email address or a box on a video call. When potential conflicts arise, strong personal connections among team members make it much easier to approach disagreements with empathy and respect, reducing the risk of dehumanization or misinterpretation that can fuel unnecessary conflict.

Finally, leaders should always close the loop. After addressing a concern or potential conflict, follow up with those involved to reiterate the final decisions, confirm the resolution is working, and gather feedback on the process. This not only demonstrates commitment but also ensures everyone is clear on outcomes and next steps, reinforcing a culture of transparency and teamwork, even in the face of challenges.

2. Make Work about Work

Work should be centered on advancing the organization’s objectives—not serving as a platform for unrelated interests or causes. This doesn’t mean abandoning a healthy company culture or enforcing rigid conformity, but it does require drawing clear boundaries between professional responsibilities and personal interests. Leaders should make it explicit that while employees are encouraged to pursue their personal passions outside of work, the workplace itself is not the venue for social or political issues.

This principle comes into sharp focus when workplace boundaries are tested by real-world events. In 2020, Coinbase CEO, Brian Armstrong, noticed that employees were spending significant time on internal messaging platforms debating political and social topics unrelated to the company’s mission. This quickly led to distraction, division, and even pressure from employees for company executives to take public stances on contentious issues. Armstrong responded by instituting a policy of “political neutrality,” prohibiting political debates in company channels and clarifying that Coinbase’s focus would remain strictly on its business objectives. Employees who disagreed with this approach were offered severance packages.

When organizations allow workplace channels to become forums for non-work debates, they risk fueling persistent division and distraction, undermining both focus and cohesion. This kind of ongoing conflict is the very opposite of conflict prevention—it actively invites conflict and works against building a well-functioning workplace.

3. Observe Beyond Words

Sometimes the most powerful conflict prevention starts by noticing what isn’t said. Leaders should make a habit of deliberately observing employees’ body language, facial expressions, tone of voice, and overall engagement during meetings—including those held over video calls. While reading nonverbal cues can be more challenging in a virtual setting, it’s a skill worth developing; subtle signals like posture, micro-expressions, or changes in tone can reveal discomfort, skepticism, or unspoken concerns that might otherwise go unnoticed. More obvious signs, such as an employee turning off their camera mid-meeting, may indicate disagreement or disengagement. In group settings, take a few moments to focus on each participant—especially those most affected by the topic at hand—and gauge their reactions. If you notice signs that someone is holding back, follow up privately after the meeting. A simple prompt like, “I noticed you seemed hesitant after Jane’s proposal—was there something you wanted to add?” can open the door to candid feedback and address potential issues before they escalate.

4. Learn to Disagree without Making it Personal, or Taking it Personally

The most effective teams do not avoid disagreement—in fact, they welcome it as a way to integrate different perspectives and rigorously test important decisions. The key is ensuring that disagreements remain focused on the work, not on individuals. High-performing cultures encourage vigorous debate while maintaining the ability to make timely decisions and move forward. What sets these teams apart is their ability to challenge ideas without making or taking things personally; feedback is always aimed at the issue or opportunity, never at a coworker.

To foster a culture where disagreement drives progress rather than conflict, always clarify the shared objective and remind your team that everyone is working toward the same goal, even if approaches differ. When discussing problems, keep feedback centered on the work or the process, not the person—for example, say, “Let’s look at where our process might be breaking down,” rather than, “Who made this mistake?” This approach reduces defensiveness, encourages candid participation, and helps maintain a healthy team dynamic. Leaders should model these behaviors by asking open-ended, nonjudgmental questions that invite honest input—such as, “What risks might we be missing?” or “If this were to go sideways, how might that happen?” By consistently framing questions around issues rather than individuals, and by continually orienting the team around the common goal, you create an environment where team members feel safe to raise concerns and share feedback objectively—ensuring a diversity of perspectives is heard while reinforcing alignment and minimizing unnecessary conflict.

One of the most effective ways to operationalize these practices is to publicly acknowledge and recognize employees who respectfully raise concerns or suggest improvements. When constructive candor is visibly valued, not penalized, you not only avoid unnecessary conflict but also build a culture where everyone is willing to offer their ideas without fear of rejection or offending others. This unlocks the full potential of your team, driving both innovation and cohesion.

5. Handle the Early Stages of Conflict Masterfully

Mastering the early stages of conflict is essential for leaders who want to prevent minor tensions from escalating into major disruptions. The first step is to cultivate a mindset—both for yourself and your teams—of giving colleagues the benefit of the doubt. This is especially important in digital communication, where tone and intent are easily misinterpreted. Adopting a “best possible interpretation” mindset, as exemplified by Basecamp’s Rework team, means assuming positive intent in emails and messages by default. By modeling and teaching this approach, leaders can ensure that a poorly worded comment, whether written or spoken, isn’t taken personally or allowed to spark unnecessary conflict.

When tensions rise, effective leaders encourage their teams to “get curious, not furious.” Instead of reacting impulsively or assuming the worst, they foster a habit of pausing to consider what might be driving a colleague’s behavior. A brief cooling-off period—whether it’s a few hours or a full day—can de-escalate emotions, provide perspective, and pave the way for more thoughtful, constructive conversations. Recognizing these flashpoints before they turn into open conflict is a critical leadership skill. Approaching tense moments with objectivity and restraint allows teams to stay focused on solving problems rather than assigning blame. Leaders should resist the urge to jump to conclusions and instead explore all possible explanations. That chronically late teammate may be facing a personal challenge—not showing disrespect. Before jumping to conclusions, take time to cool down, gather the facts, and go directly to the source. A calm, open conversation often reveals context you didn’t have and helps resolve tension before it becomes conflict.

Finally, set a clear expectation against hallway gossip and private side conversations. In remote settings, this often shows up as private chats during video calls—messages that criticize people, policies, or decisions in real time, rather than addressing concerns constructively. While these chats may seem harmless, they can quietly undermine trust and sow discontent. Make it clear that concerns should be raised directly with the person involved or brought to you through the proper channels. If someone vents to you about a colleague, coach them to have a respectful, solution-oriented conversation and offer to support that dialogue. These practices are critical for addressing early signs of conflict before they grow into larger issues—and for building a culture where concerns are dealt with openly and constructively.

6. Formalize Helpful Policies and Guidance

Every workplace has its own rhythm, culture, and recurring points of friction. As a leader, pay attention to the conflict prevention practices that consistently work within your team—whether it’s how you debrief tough projects, manage tension in meetings, or handle sensitive feedback. When a method proves effective, don’t leave it to chance. Document it. Build it into your policies, onboarding materials, or team playbooks so that conflict prevention becomes further embedded in how your organization operates.

These policies don’t need to be complex, and they should evolve as your team grows. A few examples to consider: clear playbooks for handling recurring scenarios like client complaints or project transitions, anonymous feedback channels for surfacing novel concerns early, or cooling-off protocols to pause tense conversations and allow time for reflection. By formalizing what works and sharing it broadly, you create clarity, reduce ambiguity, and make conflict prevention a proactive, collective habit—not a reactive scramble.

  • Conclusion: Prevention is the Leadership Imperative

In today’s high-pressure environment, workplace conflict isn’t just inevitable—it’s accelerating. Left unaddressed, it drains productivity, fractures teams, and drives top performers out the door. The mounting influence of external stressors, from economic shocks to shifting workplace norms, means that waiting for problems to surface is no longer a viable strategy. Prevention is not only more effective than resolution; it’s essential. Leaders who prevent conflict early avoid costly fallout while simultaneously building a culture that fuels trust and innovation. The future of leadership is conflict prevention. Organizations that embrace it will be the ones that thrive.

 

Notes

Briana Contreras, “Workplace Stress, Conflict and Performance Pressure Are Rising in 2025,” Managed Healthcare Executive (April 22, 2025). 

Bryan Robinson, “Amid 2024 Mass Office Returns, Conflict Spikes And Productivity Drops,” Forbes (August 3, 2024). 

CPP Global, “Workplace Conflict and How Businesses can Harness it to Thrive,” CPP Global Human Capital Report (July 2008). 

Peaceful Leaders Academy, “Workplace Conflict Statistics in 2025,” Peaceful Leaders Academy Blog (January 5, 2025). 

Peaceful Leaders Academy, “The True Cost of Workplace Conflict in 2025,” Peaceful Leaders Academy Blog (January 5, 2025). 

Gallup, “State of the Global Workplace: 2025 Report,” Gallup (2024). 

Dr. Robyn Short, “State of Workplace Conflict in 2024: Insights and Solutions,” Workplace Peace Institute (August 21, 2024). 

Celesta Davis, “15 Essential Workplace Conflict Statistics for Leaders,” Evolve The Com (January 13, 2025). 

Jack Kelly, “Coinbase Won’t Allow Discussions of Politics and Social Causes at Work—If Employees Don’t Like It, They’re Free To Leave,” Forbes (October 1, 2020). 

37signals, “Principles of Communication,” The Rework Podcast (October 23, 2024).

About the Author

Joe Sagrilla is an independent management consultant and business advisor, top business school faculty, Board member, writer, and speaker. His specialties include business strategy, technology, transformation, process improvement, and organizational performance. He currently lives in Austin, TX.

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Building Trust in a Virtual World: Confronting Ghosting and Catfishing at Work

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Building Trust in a Virtual World: Confronting Ghosting and Catfishing at Work

In the new era of remote and hybrid work, where digital communication is the primary medium for collaboration, the integrity of professional relationships has never been more critical.

Yet, this very environment has created a new landscape for deception, with troubling trends like ghosting and catfishing quietly eroding the foundation of trust.

Ghosting—the abrupt disappearance of a team member or candidate—shatters project timelines and leaves teams in limbo.

Catfishing—the misrepresentation of skills, identity, or qualifications—can lead to costly errors and a complete breakdown of morale once exposed.

This HR Spotlight article compiles invaluable insights from business leaders and HR professionals, revealing the profound impact of these digital deceptions on team dynamics, accountability, and psychological safety.

Their perspectives offer a strategic blueprint for leaders seeking to build a culture of authenticity, transparency, and trust in a world where digital presence is paramount.

Read on!

Nir Appelton
CEO, The CEO Creative

Remote Ghosting Shatters Trust and Team Dynamics

Ghosting and catfishing have become major barriers to building trust and team cohesion, especially in remote settings. I recently had a new remote hire who stopped responding a week into onboarding, which left project timelines in limbo and the team scrambling to cover gaps.

It disrupts workflow and cultivates a sense of caution, and suddenly, team members second-guess new relationships and overcompensate, fearing another disappearance.

Catfishing, like applicants exaggerating skills or intent, can lead to even deeper breakdowns, and mismatched expertise goes unnoticed until critical deliverables are delayed, affecting morale and trust throughout the team.

Alex Schepis
Electrician & CEO, Lightspeed Electrical

Trust Crisis Threatens Electrical Business Success

Ghosting and catfishing are killing trust in remote and hybrid setups—and in my industry, trust is everything. As the owner of Lightspeed Electrical, I’ve seen firsthand how shaky communication can wreck a job before it even starts.

Let’s start with ghosting. We’ve had subcontractors and suppliers disappear mid-project. No warning, no explanation. In electrical work, that’s a disaster. Timelines blow out, inspections get missed, and clients lose confidence. You don’t just lose money—you lose your reputation. In a remote setup, where people aren’t face-to-face and accountability is spread thin, ghosting is harder to call out and even harder to fix. It makes the whole team hesitant to rely on one another. That kind of uncertainty kills momentum.

Now catfishing—same deal, different mask. You get people or so-called “experts” who talk a big game online, send over flashy proposals, maybe even fake portfolios. You bring them into your ecosystem expecting real value, but they can’t deliver. Sometimes they aren’t even who they say they are. I’ve hired remote help before—SEO guys, content writers, even admin support—and learned the hard way to verify everything. These fake profiles drain time, energy, and morale. Everyone ends up picking up the slack.

Remote and hybrid work can work—but only if people show up honestly. In my trade, you don’t survive by hiding. You show your license, do your work, and prove your worth. That needs to carry over into digital business too. You either build trust or burn it—and there’s no middle ground.

Mahesh Kumar
Spokesperson, Transcription Certification Institute

Digital Deception Undermines Remote Work Effectiveness

Ghosting and catfishing can have a significant impact on professional relationships and team dynamics in remote or hybrid work environments, where communication is often digital and trust plays a critical role.

Ghosting – the act of suddenly cutting off communication – can disrupt workflows and cause frustration among team members. In remote settings, where physical interaction is limited, ghosting leads to delays and confusion, lowering accountability and team morale.

Catfishing, where individuals create fake identities online, poses a unique challenge in digital work environments. It can undermine trust, mislead colleagues, and hinder collaboration, as team members may unknowingly interact with someone who misrepresents their skills or qualifications. This erodes the foundation of teamwork, leading to poor decision-making and conflict.

To address these issues, it’s essential to maintain open communication, set clear expectations, and ensure accountability. Promoting ethical online behavior through training can help maintain a trustworthy and cohesive work environment where everyone can contribute effectively.

Jared Bauman
Co Founder & CEO, 201 Creative

Digital Deception Requires Tighter Hiring Protocols

In remote and hybrid work settings, ghosting can create major trust gaps. When someone suddenly stops communicating without explanation, it leaves their team scrambling and unsure whether to wait, move on, or escalate. It erodes accountability and can quietly wreck morale.

Catfishing, while less common professionally, is a growing issue with freelancers or contract hires, especially when hiring remotely through platforms that lack proper vetting. Misrepresentation leads to wasted time, money, and frustration. In both cases, it’s a signal that companies need tighter hiring protocols and more intentional team-building efforts to foster real connection and accountability.

Sayak Moulic
Founder, Abroad For Better Future

Transparent Communication and Verification Build Remote Trust

Ghosting and catfishing undermine trust, which is essential for effective collaboration in any professional environment.

In remote or hybrid work models, where face-to-face interactions are limited, these issues exacerbate feelings of insecurity and reduce team cohesion. For example, a case where a team member was ghosted resulted in missed deadlines and project delays due to the breakdown in communication. Conversely, catfishing can lead to misrepresentation, causing conflicts when the true identity or capabilities of a colleague are revealed, impacting morale and productivity.

To mitigate these risks, companies should foster transparent communication and implement verification protocols during the onboarding process. Tools like video calls and regular check-ins help build authentic relationships, ensuring team members feel secure and engaged.

Hailey Rodaer
Marketing Director, Engrave Ink

Ghosting, Catfishing: Structural Liabilities in Remote Work

Remembrance is the key element in the trust and bond we build.

The problem with ghosting in remote and hybrid settings is that it disrupts the rhythm of work in addition to breaking accountability.

The silence that accompanies mutual responsibility is what does the harm and it is not a lack of a message. Once a team member disappears in a way that there is no follow-through or recognition, a chain of micro-abandonments begins and piles up. The vacuum is not impersonal at all. The work, the delay, the context switching and in many cases the confusion of emotions that accompanies being left in limbo, has to be soaked up by someone.

In four cross-functional projects, I have observed that an unnoticed exit increased delivery schedules by 11 days and 40 percent of error loops. It is well done but the relationship cost is there.

Catfishing in a professional environment hardly deals with fictional personas. Most of the time, what is seen in the virtual face does not match with the real input. Think of those profiles who claim to possess senior level of strategy experience and are quietly outsourcing the work to unproven freelancers. This type of dissonance is a break of rhythm and faith.

During one vendor review, we audited a creative partner that stated it was a two-person agency but all of the revisions were being funneled through five subcontractors whose names we could not even find. This resulted in tonal inconsistencies and slips in approvals and brand errors that cost us an additional 3,000 dollars in reworking.

Misrepresentation is not only a personal shortcoming in the hybrid world, where meeting new people can be your only foothold in direct human context. It is a structural liability that redefines the way teams identify expectations, the meaning of silence, and the person to trust next.

Ryan Grambart
Founder & President, World Copper Smith

Ghosting, Catfishing Destroy Team Trust and Unity

I believe ghosting and catfishing can greatly impact team dynamics in negative ways.

When a person ghosts, they effectively disappear without notice, causing team members to feel puzzled and occasionally undervalued. This may undermine trust and foster an environment of unpredictability.

Conversely, catfishing—which involves a person assuming a fake identity—may result in feelings of betrayal if the reality is revealed. Team members depend on authentic communication and connections to work together successfully. If they find out they were deceived, it can create conflict and obstruct team unity. In general, both actions interfere with the fundamental elements of collaboration, resulting in decreased morale and efficiency.

I think promoting a culture of openness and clear communication can address these challenges and enhance team connections.

Leah Miller
Marketing Strategist, Versys Media

Deception Erodes Trust and Psychological Safety

In remote and hybrid teams, ghosting and catfishing have started showing up as real threats to trust and collaboration. I’ve seen startups waste weeks communicating with freelance hires who disappear without warning, sometimes right before a key launch. That leaves the team scrambling and creates friction between departments.

Catfishing might sound dramatic, but it’s easier than ever to fake credentials, especially in industries like design or marketing. We’ve encountered “digital professionals” on hiring platforms with entirely fabricated portfolios. When someone’s capabilities don’t match their claims, the fallout hits the whole team. People lose trust in hiring processes, and collaboration slows because no one feels confident about who’s really handling what.

At a team level, any breakdown in accountability like this builds silent resentment. Over time, it erodes psychological safety, which is hard to rebuild once lost.

Gregory Shein
CEO, Nomadic Soft

Vetting and Authenticity are Remote Work Prerequisites

Ghosting and catfishing in remote work environments are no longer rare; they’re quietly eroding trust and productivity.

At Nomadic Soft, we’ve encountered situations where candidates passed multiple interview rounds only to vanish without explanation, leaving teams stalled and project timelines disrupted. Worse, we’ve seen cases where freelancers misrepresented their identity or qualifications, leading to subpar deliverables and internal friction once exposed. In both cases, the psychological toll on teams is real: it breeds suspicion, slows onboarding, and undermines morale.

The anonymity of digital workspaces creates a false sense of detachment, but the consequences are tangible. Remote teams must now adopt more rigorous vetting practices, including identity verification and work-history validation, alongside clear communication protocols.

In hybrid or remote settings, authenticity isn’t just a value it’s a prerequisite for operational integrity.

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

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Navigating Personal Branding: How Flexible or Restrictive Can You Get?

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Navigating Personal Branding: How Flexible or Restrictive Can You Get?

In an era where digital presence is paramount, the age-old reliance on a single, polished corporate voice is becoming outdated.

The most potent source of influence today often comes from a more authentic place: the individual voices of a company’s own people.

A single, genuine post from an employee can frequently generate exponentially more engagement than a meticulously planned corporate announcement, particularly on platforms like LinkedIn.

This paradigm shift presents a critical duality for business and HR leaders.

How to strategically empower employees to build their personal brands and share their expertise in a way that enhances the company’s reputation, all while carefully navigating the complex issues of oversight and confidentiality?

This HR Spotlight article synthesizes expert insights from industry leaders, revealing a playbook for cultivating a flexible, trust-driven culture that transforms employees into powerful, authentic brand advocates and leverages their personal influence for a collective competitive edge.

Read on!

Anupa Rongala
CEO, Invensis Technologies

Invensis Technologies Fosters Expert Voices for Mutual Growth

At Invensis Technologies, we genuinely encourage our team members to share their expertise and build their personal brands, even as they reference their current roles. We see it as a win-win situation.

When our professionals contribute to broader industry conversations, whether it’s through thought leadership articles, speaking engagements, or active participation on platforms like LinkedIn, they’re not just showcasing their individual talents; they’re also reinforcing Invensis’s position as a hub of deep knowledge and innovation in BPM, IT services, and digital transformation.

Of course, we have some clear guidelines in place to ensure that all shared content aligns with our core values, respects client confidentiality, and maintains the professional integrity we uphold. The aim is to empower, not restrict. We believe that when our employees are recognized as experts, it enhances the collective reputation of Invensis and ultimately contributes to our mission of providing cutting-edge solutions for businesses worldwide. It’s about fostering a culture where individual growth and collective success go hand in hand, and truly, that’s something we’re incredibly proud of.

Niclas Schlopsna
Managing Consultant & CEO, Spectup

Spectup Trusts Smart Team to Know the Line

At Spectup, we actually encourage personal branding—within reason. If someone on the team is sharing insight on LinkedIn, writing thought pieces, or speaking at events while mentioning their role with us, that’s seen as a win, not a risk. We trust our people to represent the company professionally because, let’s face it, they’re smart enough to know where the line is. What we ask is pretty simple: don’t disclose confidential client details, don’t imply company endorsement of personal opinions, and always be respectful of the spectup brand.

One of our team members built a solid following by sharing weekly breakdowns of startup investor decks—something they were already working on internally. We supported it, even plugged it from the company page a few times. It brought us leads and reinforced our positioning without a single paid ad. But if someone starts name-dropping clients or hinting at inside information, that’s where I step in.

Personal branding is a long game, and when it aligns with the values and discretion we expect, it’s a mutually beneficial strategy.

Shishir Dubey
Founder & CEO, Chrome QA Lab

ChromeQA Lab Views Personal Expertise as Strategic Asset

As the Founder and CEO of ChromeQA Lab, I view personal branding not as a risk but as a strategic asset.

We operate in a trust-driven, knowledge-centric industry. Our credibility as a QA partner stems not just from the company name, but from the depth of expertise our people carry. So yes, we actively encourage our team to share their professional insights, technical thought leadership, and real-world lessons across platforms like LinkedIn, Medium, or at conferences as long as it’s done with intention and alignment.

That said, there are a few non-negotiables. We have clear internal guidelines around confidentiality, client references, and IP-sensitive content. Employees are expected to avoid sharing any project specifics or sensitive architecture patterns unless cleared by the communications or legal team. We also ask that they distinguish personal opinions from official company positions especially when discussing QA trends or controversial tech topics.

In return, we support our team with resources like ghostwriting help, internal coaching, or speaking opportunities if they want to amplify their voice. Some of our best business relationships have come through content shared by mid-level testers or automation engineers reflecting on a hard QA lesson. That’s the culture we nurture. Personal growth fuels company growth.

Anthony Sorrentino
Owner, Pest Pros of Michigan

Pest Control Team Shares Knowledge for Community Benefit

We’re pretty flexible when it comes to team members sharing their expertise publicly—especially if it helps educate the community or showcase the work we do.

We actually encourage our technicians to post things like pest prevention tips or before-and-after photos of exclusion work, as long as it’s respectful and doesn’t disclose private customer information. I’ve even helped one of our team members draft a LinkedIn post when he solved a particularly complex rodent issue that had stumped other companies. It reflected well on him and on us.

We draw the line if someone were to misrepresent their role or use our name in a way that’s misleading or promotional without context. But overall, I think companies that clamp down too hard miss out on showcasing real talent. When a tech posts a quick clip showing how to spot carpenter ant damage, that’s helpful content—and it builds trust with the local audience. It’s a win-win, and it’s authentic.

Joel Miller
President, Miller Pest & Termite

TikTok Videos Turn Technician into Company Asset

I can say we’re not strict, as long as it’s honest and doesn’t compromise the company.

One of our senior techs started making quick educational videos on TikTok—just basic pest control tips from the field. He always mentioned he worked at Miller, and he kept it professional. At first, I wasn’t sure how it’d go, but turns out folks in Des Moines started calling in asking for “the guy from the videos.” That’s when I realized it was actually helping us.

So we leaned into it. I asked him to add a brief callout to our services and provided him with some pointers to ensure the messaging remained on-brand. It’s been great for both of us—he builds his reputation, and we get more visibility without spending ad dollars.

My take? If someone’s proud to rep your company publicly and they’re doing it right, let them run with it. Just set clear guidelines up front.

Jim Hicke
President, Perpetual Talent Solutions

Clear Boundaries Protect Data While Promoting Expert Voices

At Perpetual Talent Solutions, we encourage employees to build their personal brand and share their expertise, as long as it’s done within clear and respectful boundaries. Our policy is flexible in spirit but firm in structure: team members are free to reference their role, showcase their insights, and comment on industry trends, so long as they avoid sharing proprietary client information, confidential company strategies, or anything that could compromise candidate or client privacy.

Other businesses dealing with personal data should follow a similar strategy, because it can be highly tempting for workers to add details to social media or online posts in an effort to bolster engagement without realizing they are overstepping.

We’ve found that this approach supports both individual growth and firm-wide visibility. When our recruiters speak publicly or post on platforms like LinkedIn, it reflects positively on our brand — provided the content is thoughtful, ethical, and respectful of the guardrails we’ve put in place. It’s a balance of autonomy and responsibility, and it works.

Tony Ragan
President, Absolute Pest Management

Absolute Treats Employee Voices as Assets to Amplify

I’ve always encouraged our team to share their knowledge publicly — whether it’s on social media, in neighborhood forums, or at community events — as long as they’re respectful and accurate.

A few years back, one of our senior techs started posting short videos on Facebook explaining things like how to spot termite damage or what attracts rodents to your attic. He’d always mention he worked for us, and it actually brought in a wave of new customers.

We saw that kind of initiative as a win-win. It gave him a voice and built trust in the Absolute brand at the same time. So while we’ve got basic guidelines to avoid misrepresentation, our stance is flexible: if you’re knowledgeable and want to share what you know, we’re behind you. I’d tell other owners — don’t treat employee voices as a risk to manage. Treat them as assets to amplify.

Robert Chen
VP & CIO, DataNumen

DataNumen Balances Technical Leadership with Corporate Protection

As VP & CIO at DataNumen, we maintain a moderately flexible policy that encourages personal branding while protecting our company interests.

We actively support our data recovery experts in sharing their knowledge through industry publications, speaking engagements, and professional social media. When our engineers discuss RAID recovery techniques or emerging data threats, it showcases both individual expertise and DataNumen’s technical leadership.

Our key guardrails include: clearly separating personal opinions from company positions, protecting proprietary recovery methodologies and client information, and providing advance notice for major speaking opportunities where they’ll reference their DataNumen role.

We view personal branding as complementary to our corporate brand. When our team members are recognized as experts in file system recovery or database repair, it reinforces DataNumen’s reputation for attracting top data recovery talent. This approach has enhanced both our recruitment efforts and client confidence.

Rather than imposing restrictions, we provide clear guidelines that protect sensitive information while encouraging knowledge sharing that benefits the broader data recovery community. This balance has strengthened our industry relationships while maintaining appropriate corporate oversight.

Amber Moseley
CEO & Co-Founder, IWC

Wellness Consultants Empower Team as Thought Leaders

At Innovative Wellness Consultants, we take a flexible and supportive approach to employees sharing their expertise through personal branding – especially when it aligns with our mission of holistic wellness.

We encourage team members to speak on podcasts, post educational content, or write articles, as long as they represent the company respectfully and accurately. We see this as an opportunity to amplify both individual voices and the brand as a whole. Our only guidelines are to maintain professionalism, avoid disclosing confidential information, and clarify when opinions are personal.

This approach has helped our team grow as thought leaders while building trust and visibility for the company.

Empowered employees can become powerful brand ambassadors when given the right support and boundaries.

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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Online Clashes to Workplace Harmony: Key HR Leadership Moves

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Online Clashes to Workplace Harmony: Key HR Leadership Moves

In an interconnected world, the lines between personal online debates and professional workplace conflicts have become blurred.

As arguments from social media feeds spill into team discussions and digital communication channels, organizations face a critical imperative:

How can leaders effectively foster a positive work culture grounded in civility and mutual respect?

This challenge demands more than just conflict resolution; it calls for intentional leadership behaviors that model appropriate conduct and build a foundation of psychological safety.

This article distills invaluable insights from leading business executives and HR professionals, exploring key leadership actions that promote civility, transform conflict into constructive dialogue, and ultimately create a more harmonious and productive environment for all.

Read on!

Joe Spisak
CEO, Fulfill

Active Listening Unlocks Teams’ Full Creative Potential

In my experience leading teams across multiple ventures and now at Fulfill, I’ve found that modeling active listening is the single most powerful leadership behavior for fostering workplace civility, especially when online debates threaten to escalate into workplace conflict.

When team members see their leader genuinely listening—not just waiting for their turn to speak—it fundamentally changes the dynamic. I make it a practice to put my devices away, maintain eye contact, and verbally summarize what I’ve heard to confirm understanding before responding. This simple act shows respect and validates others’ perspectives, even when we disagree.

In the 3PL industry, where communication between fulfillment centers, carriers, and eCommerce brands can easily become tense during inventory discrepancies or shipping delays, active listening prevents minor issues from becoming relationship-damaging conflicts. I’ve witnessed heated debates over pick-and-pack strategies completely transform when leaders paused to truly hear the concerns beneath the arguments.

The ROI on active listening is remarkable. When we matched one apparel brand with a 3PL partner, initial integration meetings were fraught with tension over systems compatibility. By modeling active listening in those meetings—”Let me make sure I understand your concern about the API connection”—we defused defensiveness and created space for collaborative problem-solving.

Active listening doesn’t mean avoiding difficult conversations. Rather, it creates the psychological safety needed for productive conflict that drives innovation. In today’s increasingly polarized environment, the leader who masters this skill doesn’t just prevent toxicity—they unlock their team’s full creative potential by ensuring every voice is truly heard and respected.

Jonathan Dunnet
CEO, Enable Leaders

Create Belonging Through Listening and Curiosity

More than anything, I think you have to be willing to listen, and you have to be curious when you’re engaging with people. As online platforms and voices continue to shape our worldview, it’s imperative that we be open to hearing about different ideas in the workplace and not being quick to judge.

Fundamentally, there are people that are looking for belonging and safety and often the “teams” in these online debates offer those feelings of belonging for people. I see it as an opportunity to create similar experiences at work, and we need to be empathetic in order to create those opportunities and those interactions.

Anthony Sorrentino
Owner, Pest Pros of Michigan

Pause Before Response to Transform Workplace Relationships

The leadership behavior that’s served me best is pausing before I respond.

I learned this the hard way during a tough season when our team was overwhelmed and someone fired off a pretty snappy email. My first instinct was to reply with the same energy. But I waited until the next morning, cooled down, and called the person directly. That one phone call—not an email—completely changed the tone of our relationship. They were frustrated, not malicious. We both walked away with more respect for each other.

Now, I make it a point to remind the team (and myself) that tone gets lost in digital messages. If something feels off, pick up the phone or talk in person. That mindset shift—choosing clarity and calm over reaction—has helped shape a workplace where people feel heard, even when there’s disagreement. It’s not about avoiding conflict. It’s about leading with civility so that even the hard conversations move us forward instead of tearing things down.

Chris Rowland
Owner, Rowland Pest Management

Stay Curious When Tensions Rise

A leadership behavior that’s made a real impact in our workplace is staying curious when tensions rise.

Instead of jumping to conclusions or trying to “correct” someone in the moment, I try to ask questions like, “Can you walk me through how you see it?” That mindset came from a business coach who told me, point blank, “Your job isn’t to be right—it’s to stay open.” That advice stuck. It changed how I handle disagreements and team dynamics, especially when conversations start to get personal or heated.

I’ve seen firsthand how that approach defuses conflict. It turns what could’ve been an argument into a real discussion. And when your team sees you listening instead of shutting things down, it sets the tone for how they treat each other. Even when opinions clash, the goal stays the same: respect each other, and find a way forward together.

Jay Vincent
Owner, Smart Solutions Pest Control

Level-Headed Leadership Earns Team Trust

One thing I’ve learned running crews in this business is that the way you respond in tense moments matters more than almost anything else.

When conflict starts brewing—especially over misunderstandings or bruised egos—how you carry yourself as a leader sets the tone.

I remember a job in Smyrna where two of our guys got into it over who was supposed to seal the soffit vents. Instead of jumping in hot, I told them, “Let’s take a breather. We’re not figuring this out mad.” Then we picked it back up once they’d had time to cool off.

Keeping a level head in moments like that shows the rest of the crew that emotion isn’t how we run things. It sets a tone. Folks may not always agree, but if they see you handle tension with patience and respect, they’ll start doing the same. That approach helped me earn more trust from the team than any toolbox ever could. When people feel heard instead of shut down, they show up with more respect for each other.

Martin Weidemann
Owner, Mexico-City-Private-Driver

Challenge Ideas, Not People for Better Results

At one point, I needed to intervene when two of our drivers nearly quit over a WhatsApp group argument over road closures.

The argument was heated, and became personal. This moment was a valuable lesson for me – as the owner of Mexico-City-Private-Driver, my strongest leadership behavior is not control, it’s modeling civil disagreement.

Here is what I did – invited both for coffee-both separately. I was not going to chastise them, I was going to hear them, and then I created a shared Slack channel for solutions, not complaints with one rule of engagement “You can challenge ideas, not the person.” I also modeled the behavior myself daily; even if I disagreed, I acknowledged their perspective before providing my own.

That single change created a ripple effect.

In the months that followed we experienced a 34% decrease in internal driver complaints and a 22% increase in on-time coordination – why? Because civility did not only feel good, it made us faster.

Civility is not silence – civility is how we show up in a challenging conversation. And if we as leaders want our teams to debate ideas and not destroy relationships, we need to live by the same standard; listen first, respond with curiosity not combat and always anchor our team to a shared purpose not personal pride.

That one extraordinarily simple habit became the culture blueprint for my entire business.

Todd Stephenson
Co-founder, Roof Quotes

Open Communication Prevents Workplace Conflict

It is possible to establish a favorable working culture by establishing the norm of open communication by the leaders. This is not just dealing with conflicts as they occur but also building up an environment where employees can share their concerns early.

I made sure that all team members had an open line to discuss issues during my time growing my former businesses may it be during team check-ins or impromptu feedback sessions. This openness reduced the risks of conflicts and contributed to trust development in the team.

Modeling the professional and calm approach to resolving disagreements teaches the leaders to show employees how to behave. Employees will tend to apply the same practice by demonstrating respectful ways of dealing with tense situations, thus establishing a working environment that promotes healthy and productive conversations. This leads to a more unified and team-oriented group, in which civility is present.

Nagham Alsamari
Professional Speaker, Coach, & DISC Consultant, Imkan Leadership

Lead With Understanding; Nurture Human Thriving

The human aspect is missing in how we manage people. We call it Human Resources, but it’s far from being about the human—it’s more about the tasks they do. 

We conduct assessments to understand human behavior during interviews—but use them completely wrong. We label and assign blame instead of using assessments to try to understand the unique strength and capacity each individual brings, and putting them in a position that matches their energy. 

A leadership behavior that fosters civility is choosing to lead with understanding, not assumption. That means seeing people beyond their output, asking what they need to thrive, and being willing to adjust the system, not just the person. It requires self-awareness. It requires emotional intelligence. And above all, it requires patience. It will take time. It will look messy. But it will be human.

Stephen M. Paskoff
President & CEO, ELI Inc

Avoid Irreparable Communication; Preserve Trust

Avoid the Unfixable.

If everyone can avoid the kind of expressions that cause irreparable breaches between individuals then there’s still a chance for someone to speak up, work it out or get the appropriate assistance to resolve amicably and move on.

In this digital age, this includes spoken words, emails, IMs or texts, and even online postings away from work. And just like physical safety or cyber security, this should be presented —and enforced— as a non-negotiable standard to which everyone will be held.

With some comments, once they’re expressed, you simply cannot recover or repair the relationship.

They may not be illegal, but they often breach trust in ways that create ill will and long-term alienation that has lasting implications for the organization.

With no trust, there’s virtually no chance for collaboration or meaningful engagement, and if left unchecked, it can even have a corrosive effect on adjoining relationships.

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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Turning Conflict into Culture: HR’s Top Strategies for Workplace Civility

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Turning Conflict into Culture: HR’s Top Strategies for Workplace Civility

In an increasingly interconnected world, the lines between personal online debates and professional workplace conflicts have become blurred. 

As arguments from social media feeds spill into team discussions and digital communication channels, organizations face a critical imperative: How can leaders effectively foster a positive work culture grounded in civility and mutual respect? 

This challenge demands more than just conflict resolution; it calls for intentional leadership behaviors that model appropriate conduct and build a foundation of psychological safety. 

This article distills invaluable insights from leading business executives and HR professionals, exploring key leadership actions that promote civility, transform conflict into constructive dialogue, and ultimately create a more harmonious and productive environment for all.

Read on!

Miriam Groom
CEO, Mindful Career Coaching

Respectful Curiosity Transforms Workplace Culture

In today’s polarized climate—where online debates frequently spill into the workplace—it’s no longer enough for leaders to manage conflict reactively.

The ability to foster a culture of civility has become a critical leadership imperative. As differing viewpoints on politics, social justice, or generational values arise among employees, the workplace can either mirror society’s divisiveness or become a model of mutual respect. The differentiator? Leadership behavior.

One powerful leadership behavior that fosters a positive, civil workplace culture is modeling respectful curiosity. Rather than shutting down disagreement or ignoring tension, leaders who approach differences with curiosity—asking questions, listening actively, and acknowledging varied perspectives—create a psychologically safe environment where people feel seen, not silenced.

This behavior sets the tone for the organization. When a leader says, “Help me understand your perspective,” it invites dialogue. When they calmly redirect an emotionally charged conversation with, “Let’s explore that idea without making it personal,” it de-escalates conflict. When they openly admit they’re still learning or evolving, it models humility.

We’ve worked with companies where a single leader’s tone transformed culture. At a mid-sized tech firm, one manager introduced a “Pause + Reflect” practice during team disagreements. Before responding to opposing views, team members were encouraged to ask one clarifying question. This habit reduced misinterpretations and defensiveness, and the team’s engagement score improved significantly over the next six months.

A 2023 Harvard Business Review study found that teams led by managers who actively practiced perspective-taking were 45% more collaborative and reported 37% fewer interpersonal conflicts. The Civility in America Report (2024 edition) by Weber Shandwick also revealed that 69% of employees believe workplace civility starts with leadership behavior—not HR policies.

In a world where tension and division are only a scroll away, the workplace can become a refuge of civility—but only if leaders lead the way. By modeling respectful curiosity, leaders don’t avoid conflict—they transform it. They teach that we don’t have to agree on everything to work together with dignity and purpose. In doing so, they build cultures where civility isn’t just a value—it’s a lived, daily behavior that inspires everyone to show up at their best.

Temmo Kinoshita
Co-Founder, Lindenwood Marketing

Prioritize Relationships Over Roles for Workplace Civility

One of the most effective leadership behaviors for fostering civility is prioritizing real relationships over roles. When people feel seen as individuals, not just coworkers, they’re more likely to engage with empathy, even when they disagree.

That means checking in without an agenda, remembering details, showing up outside the context of conflict. Relationships don’t prevent disagreement, but they soften it.

When trust is in place, people give each other the benefit of the doubt. In tense moments, it’s not your authority that keeps things civil; it’s your connection. Invest in that early and often.

Niclas Schlopsna
Managing Consultant & CEO, Spectup

Model Calm Transparency to Defuse Workplace Conflict

One behavior I’ve found most effective—especially when tensions bleed from online into real-world settings—is modeling calm, consistent transparency.

At Spectup, we had a situation where a founder and a junior associate got into a passive-aggressive email chain that spiraled out of a disagreement on strategy. Instead of jumping straight into problem-solving mode, I called them both in and simply asked them to share how they felt about the situation, not just what they thought.

Sounds simple, but shifting the tone from reactive to reflective defused things fast. Leaders who show calm curiosity instead of authority in conflict signal that it’s okay to pause, ask questions, and de-escalate before reacting.

It creates space where civility becomes the norm, not the exception. And that becomes contagious—when your team sees you prioritize tone and listening over who’s right, they start doing it too, even when you’re not in the room.

Andrew Peluso
Founder, What Kind Of Bug Is This

Narrate Thought Process to Build Trust

One leadership behavior that’s made the biggest difference in keeping my team grounded is narrating my own thought process out loud during disagreements.

Instead of saying, “I disagree,” I’ll say, “Here’s how I’m looking at it,” or “Here’s what I’m trying to solve for.” It creates space for people to respond without feeling cornered or defensive. I started doing this more intentionally after two teammates clashed in a strategy meeting over tone in a campaign. Neither was wrong—they just had different end goals in mind. I stepped in, walked through how I was interpreting the feedback, and it shifted the conversation from blame to alignment.

The lesson? Tone at the top matters. If you model curiosity instead of combativeness, people follow suit. I’m not trying to “win” debates with my team—I’m trying to build shared clarity. And when people feel like they’re allowed to disagree without being dismissed or shamed, they bring better ideas to the table.

Narrating your thought process sounds simple, but it’s a small behavioral shift that builds long-term trust.

Derek Pankaew
CEO & Founder, Listening

Public Restraint: The Power of Leadership Silence

When it comes to fostering civility in the workplace especially in a time when online debates are bleeding into Slack threads and Zoom calls—the one leadership behavior that I’ve found most effective isn’t some fancy framework or HR initiative.

It’s public restraint.

Specifically: leaders choosing not to weigh in during emotionally charged debates—at least not right away.

Here’s what I mean: when a hot-button issue shows up in your workplace (and they will, especially in distributed teams), everyone watches how leadership reacts. But in many companies, the moment something controversial comes up—DEI, elections, cultural tension—the loudest leaders are the first to speak. And that sets the tone, whether they mean to or not.

But silence or rather, intentional restraint signals something powerful: that this is a space where thoughtfulness beats hot takes, and where people are allowed to gather their thoughts before reacting.

When I hold back my own opinion for 24-48 hours during tense moments, it creates room for others to come forward without fear of immediately contradicting the CEO. People don’t feel like they have to choose a side or align with leadership to stay in good standing. The dialogue stays more open, grounded, and—here’s the kicker—less performative.

It’s not about being passive. It’s about pacing the emotional tempo of the room. And when leaders model that kind of emotional regulation, it becomes culturally contagious.

Amy Mayer
Product Engineer, Shawood

Approach Conflict with Curiosity, Not Defensiveness

Championing a culture of civility starts with a leader’s ability to think the best of others.

When a leader approaches conflict with curiosity, instead of defensiveness—questioning why someone did that instead of claiming they’re wrong—it shows others how to react to that situation. It diffuses conflict and promotes sensitivity.

Over time, such moves nurture a compassionate atmosphere and avoid knee-jerk reactions, resulting in a fairer workplace where people are not afraid to speak up when they disagree.

Robbin Schuchmann
Co-founder & HR Professional, EOR Overview

Active Listening: The Core of Workplace Civility

One of the most effective actions that a leader can use to encourage civility at the workplace is listening. 

Listening to his or her team is one of the core ways through which leaders will instill a culture within his or her teams where leaders will respect and value every person. This is not to hear words but to know what emotions and concerns are behind the words. Through this, leaders avoid confusion and contain possible conflicts in time before they escalate.

Active listening allows the leader to navigate their team through the conflict without isolating anyone and making them feel respected. Rather than closing down the differing views, they facilitate employees to identify a common ground and pave the way to a solution. Not only does this help keep the discussion polite, but it helps team members become more relaxed when expressing their ideas. In its turn, such behavior fosters trust and the basis of a positive and productive working environment.

Tim Watson
Founder & Director, Oakridge Renovations

Clear Rules of Engagement Prevent Workplace Conflict

Respectful culture begins with effective communication in my work.

A leader must make rules of engagement clear among team members particularly in times of conflict. I experienced direct, honest communication with my own eyes, as it avoids misunderstanding. In case of disagreements, it is very important to resolve them and not to allow them to simmer, which indicates the importance of open communication.

We should also have an area where individuals can express their minds without any fear of being victimized.

I do regular team meetings where everyone is welcome to say anything they are worried or even happy about and this also keeps the team away from becoming toxic. By ensuring that the idea of agreeing to disagree with respect is not only acceptable but encouraged, the scene changes, from the silent fury or unspoken hostilities to knowledge and collaboration.

This type of leadership conduct facilitates responsibility and a civil supportive workplace.

Linda Chavez
Founder & CEO, Seniors Life Insurance Finder

Respectful Communication Sets Tone for Civil Workplace

Modeling respectful communication sets the tone for a civil workplace.

Actively listening to diverse perspectives demonstrates empathy and encourages open dialogue. Addressing conflicts promptly and constructively prevents escalation and builds trust. Recognizing and rewarding collaborative behavior reinforces a culture of mutual respect. Leading by example inspires teams to prioritize civility in every interaction.

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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