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In ageing labour markets, the question isn’t whether you can afford to retain experienced people it’s whether you can afford not to. The paradox Across Europe, statutory and effective retirement ages are rising often toward 67 years as governments respond to longer life expectancy and the fiscal pressure on pension and healthcare systems.  Yet inside companies, few employees remain on the payroll into their mid‑60s once you exclude owner‑operators and listed-company executives. Many experienced professionals exit voluntarily or via restructurings long before pension age taking institutional knowledge and process know‑how with them. The result is a loss for the company, the individual, and society. When are employees perceived as “senior”? In practice, many firms begin treating people as “senior” at 50+ often with subtle signals: slower salary growth, fewer promotions, and reduced access to training. That pattern isn’t unique to one country; European bodies have long flagged ageism as a barrier to participation and progression at work. Why this matters now? At the same time, European productivity growth has slowed, making workforce experience, knowledge transfer, and upskilling critical levers to regain competitiveness What senior employees uniquely bring? Research and official guidance consistently highlight the upside of retaining older talent: expertise, institutional memory, lower error rates, strong safety behaviour, and cross‑generational mentoring.  Mixed‑age teams and formal mentoring have been shown to improve development and performance when actively designed and measured. So what are the possible solutions for organization ? – Examples of Company best practices. BMW’s in one of his German plant staffed one line with an average age of 47 (to mirror future demographics), then implemented ~70 ergonomic and process changes (e.g., better flooring, larger-font screens, task rotation, assistive seating). With a modest investment (≈€40,000), productivity increased 7% in one year matching younger lines. Manager takeaway: Co‑design changes with the team; low‑cost tweaks compound. Since 1999, Bosch Management Support GmbH has engaged retired associates globally on short‑term expert assignments retaining specialist knowledge (e.g., setting up manufacturing lines, quality assurance) and ensuring structured, compensated knowledge transfer. The pool now exceeds 1,500 senior experts who contribute ~50,000 days annually. Manager takeaway: Create an internal senior‑expert marketplace for advisory projects and surge capacity. The EU‑OSHA “Healthy Workplaces for All Ages” e‑guide offers practical tools for age‑sensitive risk assessment, workplace health promotion, and age management from job design to organisation of time. Manager takeaway: Use the e‑guide for checklists on ergonomics, work ability, and reintegration. Surveys and employer case studies show structured mentoring and reverse mentoring programs enhance performance and workforce readiness, especially as AI and digital tools evolve. Manager takeaway: Treat mentoring as a performance system (with goals, cadence, and metrics), not a casual activity. An 2025 analysis calls for a “new reskilling era” to help older workers remain employable as roles change with A. It finds that over‑55s report less access to strong skills development than younger peers, urging modular learning, mid‑career pathways, and higher training investment. Manager takeaway: Prioritise personalised learning paths for 50+ (micro‑credentials, job rotations). How managers can retain senior talent and build on expertise Offer phased retirement, part‑time, seasonal or project‑based contracts; prioritise task redesign and assistive tech to reduce strain while keeping seniors on high‑value tasks. What to avoid A practical quarterly Manager’s Checklist Conclusion The “senior paradox” is real: at the very moment societies need longer working lives, businesses often nudge experienced professionals out too early. But the solution isn’t simply raising retirement ages it’s redesigning work to unlock seniors’ enduring value: expertise, judgement, and reliable execution. Companies that embrace age‑inclusive design, flexibility, knowledge transfer, and learning for 50+ will build a resilient, innovative, and productive organisation in a shrinking labour market.

Leaders: is your team’s work environment psychologically safe? When you hear the phrase ‘safe working environment’, you’ll probably be reminded of the last Safety, Health and Environmental (SHE) presentation or meeting you sat through. Today, though, I’d like to talk about a much more personal and – in my view – urgent aspect of workplace safety: psychological safety in your team and the role of you as a leader Leaders play a vital role in creating an environment where employees feel comfortable to unleash their full potential and apply their problem-solving capabilities to any business challenge that comes your way. That’s the ideal situation. In many organisations, however, we see employees who are disengaged, holding back, or afraid to speak up. While it may be tempting to blame this on a lack of self-confidence, something much more insidious may be at work. The secret of an effective team Psychological safety is the knowledge that you won’t be punished for being vulnerable, taking a risk or making a mistake. This principle has been proven to act as a springboard for both well-being and productivity and is the foundation of the most successful teams in the world today. However, when a team or work environment is psychologically unsafe, the complete opposite is true. Whether it manifests as concern about making career-limiting comments, being blamed for ineffective proposals or simply being misunderstood, a real or perceived feeling of threat from colleagues or superiors is a symptom of a psychologically unsafe work environment. The results of this creeping toxicity can be catastrophic, both for employees’ well-being and for the wider organisation. Companies must be willing to address this problem by creating a culture in which everyone feels comfortable enough to be themselves. There’s no excuse for inaction. Turning the tide Psychological safety in the workplace is not only a moral responsibility but a financial necessity. According to US analytics company Gallup, a minimum of $960 billion is lost every year due to employee disengagement. Missing out on the contributions of talents who feel limited by a psychologically unsafe work environment, therefore, means losing a chunk of the potential turnover that would otherwise have been generated by those employees. This is especially significant for millennials and Gen Z workers, who will quickly disengage from work if they sense a lack of purpose, personal development and support. Given the threat posed by poor psychological safety, but also the benefits to be reaped from strong employee engagement, one of the most important questions you can ask yourself as a leader is what you can do to foster and encourage a psychologically safe work environment. Here are five essential actions you can take today: While it’s certainly important to acknowledge the huge variety of leadership styles that exist, especially in global organisations, there is only so much benefit to be gained from the often generic and unhelpful learnings offered by large-group leadership seminars and one-off behavioural assessments. What they lack is your team’s specific context. It’s therefore essential that every leader in your organisation commits to regularly reflecting on their own leadership style, strengths and development needs in relation to their team. This means opening yourself up to direct feedback from colleagues, peers or team members. While this might feel uncomfortable at first, it will allow you to put yourself in your team members’ shoes and adapt your leadership style accordingly. This feedback must be regular, open and honest if you want to see long-term improvements. Even if that means using anonymous feedback channels, make reflective learning a priority. Interactions with team members should go beyond work discussions to include more personal topics, forming the basis for strong emotional connections. This type of sharing will allow you to relate better to your team members and, in turn, become more accessible to them. As a leader, you also need to identify common interests and focus areas within your team. For example, it’s much easier to foster interpersonal connections when each member of the team can articulate what the organisation’s purpose means to them. As a result, communication will be more direct and open within the team with more clarity and less fear, creating an environment of openness and trust. A leader needs to be humble, practise active listening and put their ego aside. This does not require a complete change in leadership style; rather, it requires adjustments to fit the team’s profile and needs. The first key task is to emphasise trust within the team continuously – the opposite of the discomfort that can be created in an overly hierarchical team. One of the best ways to achieve trust is to empower your team by letting go of some of your own ‘power’. This means delegating decision-making and taking responsibility for the outcomes. It’s not about taking unnecessary risks but about encouraging, developing, giving opportunities and – as we noted earlier – creating a springboard for growth. A good leader should feel confident enough to accept delegation, but this is far from always the case. I have seen many leaders start out with good intentions in this area, but when the first unexpected challenge arises, they take full control again and revert to their previous micro-management habits. Even worse are managers who do not take ownership of their team members’ mistakes and place full responsibility on them instead. It is key for leaders to review their approach to reward and recognition. In fact, to engage everyone and keep a positive team spirit, it is vital to find a balance between individual recognition and team encouragement. On one hand, individual awards may lead to competition between employees, which can have a disruptive effect on team cohesion. On the other hand, recognition of team achievements can be an effective way of involving everyone in the group in the team’s success. The introduction of a system for peer recognition can also pay dividends. Encouraging a robust team culture can help overcome fear in those who are hesitant to speak up. By

Too often, companies open roles externally without first reviewing their internal talent pipeline or even confirming whether the position truly needs to exist. Even worst,  roles are opened without being clear or aligned on the requirements for the position, or only considering one side of the role for example technical skillset is in focus but behavioural attributes are neglected or simply ignored. In today’s job market, where opportunities can feel scarce, this practice creates a flood of applications for roles that may later be paused, redefined, or cancelled altogether. For candidates, a job posting or a message from a recruiter is not just another notification. It represents hope the possibility of stability, growth, or change. Applying takes time and emotional energy. That investment deserves acknowledgment. Ignoring it sends a message that their aspirations don’t matter. Yet many organizations struggle to manage this flow of candidates responsibly. In practice, three behaviours dominate recruitment communication: 1. Full Acknowledgment – The Best Practice Every applicant receives a response, often through automated systems or AI-powered tools. Even a rejection is better than silence. This simple act signals professionalism and respect and strengthens the employer brand. Candidates remember companies that close the loop. According to Talent Board research, 63% of candidates who receive no feedback report a negative perception of the employer, and 35% share that experience publicly. Silence doesn’t just hurt feelings; it damages reputation. 2. Selective Communication – The Minimum Standard Companies clearly state that only shortlisted candidates will be contacted. While not ideal, it offers clarity. Applicants know the rules of the game and can move on without waiting. Transparency even when limited reduces frustration and preserves trust. 3. Silence – The Most Common and Most Harmful No response. No update. No explanation. Candidates are left guessing whether the role is still open, whether they are still being considered, or whether the process has simply disappeared. Companies often underestimate the damage this causes especially in niche markets where talent is limited and word travels fast. Research shows that organizations with poor candidate experience pay up to 10% higher salaries to attract talent later. Silence is expensive. Communication gaps don’t stop at applications. Even candidates deep into the process can suddenly be left in the dark. Interviews are completed, next steps are promised and then nothing happens. Roles are redefined, budgets change, priorities shift, and candidates are never informed. What remains is frustration and a lasting negative impression. Who is responsible for this silence?  It is easy to point fingers at HR, but in reality, HR is often a facilitator not the decision-maker. The real bottleneck lies with business leaders. Many delay decisions because priorities shift, budgets change, or they fear making the wrong hire. Others simply fail to make recruitment a priority, leaving interviews unscheduled and candidates waiting. When leaders do not commit time or clarity, the process stalls and the silence begins. This is not an HR problem; it is a leadership accountability issue. Recruitment Is More Than Filling Positions It is a company’s first real interaction with the talent market. Every unanswered application, every stalled process, and every broken promise shapes how an organization is perceived. In a competitive hiring landscape, silence is not neutral it is a message. And it’s rarely the one companies intend to send. Respect and transparency are not just HR best practices they are reflections of a company’s culture and integrity. They also deliver measurable business benefits: companies with strong candidate communication see up to 50% higher offer acceptance rates and reduce time-to-hire by 20%, according to LinkedIn’s Global Recruiting Trends. The Bottom Line Proactive communication is not optional. it’s a differentiator. It protects your brand, reduces hiring costs, and builds trust in the market. In recruitment, every interaction counts. Make sure yours sends the right message.

As the year begins, many employees focus on receiving feedback about their previous year’s performance and setting objectives for the upcoming year. But one of the most sensitive and important questions often arises: What will be my salary increase? While this question is crucial for many, the topic of pay can be delicate for both employees and organizations. Interestingly, in some industries, it’s sometimes overlooked that personnel costs are just a small fraction of the total operating costs of a business. Despite this, salary increases remain a central topic during performance reviews. Is pay philosophy clear in organizations? It’s no secret that organizations often do not clearly communicate their approach to compensation, leading to unrealistic expectations from employees. Many workers assume that a salary increase is a given, but that’s not always the case. In some companies, salary increases happen automatically each year, regardless of the company’s performance, because the decision is made at an industry-wide level. This could be due to a collective bargaining agreement or other top-level decisions that apply uniformly to all employees in that sector. However, this practice can create a disconnect. Employees in such companies may receive increases without their individual performance being evaluated, which can sometimes lead to complacency. On the flip side, high performers might feel undervalued if they don’t receive recognition commensurate with their efforts. Pay philosophy influences Company Culture and Employee Behaviour An organization’s pay philosophy is often shaped by the CEO, with the support of the CHRO  and CFO, and endorsed by the board through a Remuneration Committee (Remco). In smaller companies, the CEO alone may have the final say. This philosophy plays a significant role in defining the culture of the company and the behaviours it wants to encourage. For example, does the company place greater value on individual performance and reward top achievers, or does it focus on recognizing team success? Pay philosophies are often formalized in a Compensation & Benefits (C&B) Framework, which sets clear rules for how salary increases should be distributed. These frameworks provide transparency, ensuring that employees understand the criteria for raises and bonuses, and help to align compensation with company values and objectives. Why Salary Increases Matter ? A salary increase is not just a financial boost for employees; it carries deeper implications for the company. Here’s why it’s essential to recognize employees with pay raises: How to Define a Salary Increase: Technical Aspects In my view, a salary increase should be a combination of two key factors however based on experiences, i saw some organizations who are only considering inflation setting accordingly their increase budget  : Companies that align salary increases with both internal performance and external market trends are more likely to maintain competitiveness while still paying highest attention to internal equity. Market Benchmarking: The Role of External Data One of the most technical aspects of salary increases is benchmarking salaries against external market data. Companies need to ensure that their compensation packages are competitive and aligned with industry standards. This is where market benchmarking comes in. Should Everyone Receive a Salary Increase Every Year? My answer is: no—but it requires context. While it’s important that every employee receives some form of recognition for their work, a blanket salary increase for everyone may not always be appropriate. The following External factors should be considered beyond the pure internal equity. The keys to handling salary increases responsibly are communication and courage. I did tackle those topics already in other blogs. Leaders must ensure that employees are well-informed about why they are or are not receiving a raise. This transparency fosters trust and helps employees understand their role within the organization. Business Performance and Salary Increases In addition to individual performance, company-wide performance plays a critical role in determining salary increases. When a company has met or exceeded its financial targets, it’s easier to justify salary increases. However, what happens when a company fails to meet its targets? It might seem logical to withhold raises if the company misses its goals, but this approach may not always be the most effective. A “one-size-fits-all” policy may backfire, especially if it negatively impacts key employees who have contributed significantly to the company’s success at their level. During tough times, leaders who have the highest accountability should face consequences, but those who have played a critical role in executing the company’s strategy should still be recognized. This balance is crucial for employee retention and maintaining morale. The Role of HR in Salary Decisions The HR function plays an essential role in ensuring that salary decisions are fair, balanced, and aligned with both business performance and employee contributions. While it might be tempting for companies to reduce costs by cutting back on pay increases during tough times, this approach can be damaging in the long run. Employees are the driving force of any organization, and cutting back on their compensation can ultimately harm the business. HR professionals also help to ensure that internal equity (fairness across roles) is maintained alongside external competitiveness (how the company compares to the market). They play a pivotal role in guiding leadership through decisions on pay increases, taking into account both financial constraints and employee expectations. A thoughtful and strategic approach to salary increases, even in challenging times, can reinforce loyalty and strengthen the company’s ability to weather difficult periods. Conclusion Salary increases are an essential tool for motivating employees, retaining talent, and maintaining a healthy company culture. While they should not be guaranteed every year for everyone, they should be thoughtfully considered based on both individual performance and overall business health. Companies that foster clear communication, fairness, and a well-structured compensation strategy backed by market data will not only retain top talent but will also create an environment where employees feel valued and invested in the company’s success.

Companies are constantly undergoing transformation, whether it’s in reaction to competitive pressures in a “red ocean” environment, in response to a black swan event, or proactively driven by leadership seeking to accelerate growth. These transformations can manifest in a variety of ways, such as the introduction of new go-to-market models or an M&A strategy. In each case, a multitude of functions within the organization are involved to some degree. Depending on the nature of the transformation, some functions are more heavily engaged than others. For example, HR plays a pivotal role during restructuring, finance takes centre stage in M&A activities, and commercial or tech operations lead the charge during new product launches. However, one crucial function is often overlooked or underestimated in these processes: internal communication. Despite being an integral part of any sizeable organization whether as a standalone department or merged with functions like HR internal communication is frequently absent or underutilized during transformation efforts. Throughout my career, in the last 10 years beyond my role as CHRO, I’ve been tasked twice with leading the rebuilding of the communication function. In both instances, I had the privilege of working alongside two fantastic professionals (Jordan Berman and Neil Moorhouse)  who helped me understand just how critical internal and external communication are in driving organizational transformation. While external communication certainly has its place especially for listed companies where the public eye is a constant presence I’ve found that internal communication is the true linchpin in successful transformation, particularly in large, complex organizations. What is the role of internal communication? At its core, internal communication acts as the bridge between leadership and employees, ensuring that everyone in the organization is aligned with the company’s vision, goals, and ongoing initiatives. It’s about creating a transparent, engaged, and informed workforce, fostering a culture where change is understood, accepted, and embraced. Whether it’s communicating about strategic shifts, new product launches, or leadership changes, internal communication ensures that all stakeholders especially employees understand the “why” and the “how” behind decisions. Why is internal communication so important? Internal communication isn’t just about sending out newsletters or posting updates on the company intranet. It’s about driving alignment, minimizing resistance to change, and empowering employees with the knowledge and tools they need to succeed. During times of transformation, employees often experience uncertainty, fear, and confusion. Effective internal communication can serve as a guiding light, alleviating these concerns and ensuring that employees feel connected to the company’s mission and values, regardless of the changes taking place. Moreover, internal communication fosters trust. In a time of transformation, employees need to feel that their leaders are transparent, authentic, and committed to their well-being. When communication is handled poorly, it can lead to scepticism, rumours, and disengagement. But when it’s handled with care and purpose, it can inspire loyalty, commitment, and a sense of ownership in the company’s success. Internal communication supporting leaders, not replacing them One of the key roles of internal communication is to support leaders in conveying the right messages, ensuring that the company’s strategic direction is communicated clearly and effectively. Internal communicators are there to craft the message, fine-tune it for the audience, and choose the best channels for dissemination. However, this does not mean replacing leaders. Instead, internal communication professionals act as trusted partners to leaders, helping them refine their narrative and communicate it in the most impactful way. Leaders still need to own the message, as employees look to them for direction and inspiration during times of change. Internal communication’s job is to ensure that message resonates across the organization, making it clear, relatable, and actionable. Internal communication as the expert in crafting the message Internal communicators are the experts in crafting the right message, especially during times of change. They understand the nuances of tone, timing, and audience, tailoring communication to address the needs and concerns of various employee groups. By leveraging data, feedback, and deep knowledge of organizational culture, they are able to deliver messages that resonate and move the needle. This expertise ensures that the company’s vision, goals, and changes are communicated in a way that engages employees, aligns them with the company’s objectives, and reduces ambiguity. The right message, when crafted by internal communication professionals, helps build the trust and clarity needed for employees to not only understand the changes but also to be fully invested in driving them forward. Can internal communication be replaced by AI? As AI continues to advance, many are questioning whether certain functions, including internal communication, can be replaced or enhanced by technology. It might be about doing much better, faster or even saving costs by cancelling a support function.  While AI can certainly assist with certain aspects such as automating routine communications or analysing employee sentiment it cannot replicate the human touch that is vital to effective communication. Internal communication is fundamentally about empathy, understanding, and connection qualities that AI, at least for now, lacks. While AI can provide insights and help optimize communication channels, it cannot replace the need for human judgment, emotional intelligence, and strategic vision in the messaging process. Conclusion: In the fast-paced world of corporate transformation, the importance of internal communication cannot be overstated. It’s not just a support function; it’s a driving force that shapes the way employees experience change, how they understand their roles within the organization, and how they contribute to its success. Internal communication is not about replacing leadership; it’s about empowering leaders to effectively connect with employees, ensuring the right message is delivered and received. Internal communicators act as the architects of the message, carefully crafting it to ensure clarity, alignment, and impact. Without this expertise, even the most well-intentioned transformations can falter. As organizations continue to evolve in response to new challenges, leaders must recognize that strong internal communication is not just beneficial—it’s essential for unlocking the full potential of transformation. Internal communication is the linchpin that connects vision with execution, strategy with action, and, most importantly, leaders with their people. Without it, the risk of

In recent years, leading institutions such as McKinsey, Deloitte, and Gartner have consistently emphasized the expanding expectations placed on the Chief People Officer (CPO) or Chief Human Resources Officer (CHRO). The role has evolved from a traditional HR custodian into a strategic architect of organizational performance. Today’s CHRO is expected to operate as a full-fledged business partner, collaborating closely with the CEO and CFO to translate corporate ambitions into people strategies that are both executable and measurable. And even when the CHRO isn’t directly shaping strategy, they are ultimately accountable for ensuring that strategy takes root in the organization’s culture, capabilities, and workforce behaviours. Yet among the many leadership capabilities often highlighted: strategic acumen, digital fluency, influence, systems thinking . One critical competency remains undervalued: resilience. What does resilience really mean for a CHRO? It’s easy to assume that resilience is about staying calm or “toughing it out.” But in the CHRO’s context, the definition is far more nuanced. As example is resilience about: For me, the answer is no. Resilience for a CHRO is the ability to absorb setbacks, manage pressure, and guide others through uncertainty without losing clarity, direction, or composure. It’s knowing when to push, when to pause, and when to let go without compromising your core values. It’s not about winning every argument. It’s not about always being right. And it’s certainly not about taking professional disagreements personally. Often, the challenge comes from the persistent perception of HR as a “support function” rather than a strategic driver. In those moments, the resilient CHRO becomes a persistent believer someone who continues to advocate for long-term organizational value even when the impact isn’t immediately recognized. It means: Resilience is the steady centre of gravity in a role that naturally attracts conflict, emotion, and competing interests. As research from the MIT Sloan Management Review highlights, CHROs consistently face some of the highest levels of emotional labour among executive roles. That pressure magnifies the importance of psychological stamina and adaptive capacity. So is resilience part of a CHRO’s DNA, or can it be developed? The truth is: resilience is both an innate disposition and a cultivated skill. Some leaders naturally possess a calm temperament, emotional distance, or a big-picture mindset that helps them stay grounded. For them, resilience may seem like a built-in trait. But for most, resilience is something that grows over time shaped by experience, reflection, and deliberate practice. Every moment of resistance, political complexity, or organizational change becomes an opportunity to strengthen it. Resilience evolves as CHROs learn to: It is a professional muscle one that becomes stronger through repeated use. Why resilience is always a non-negotiable for CHROs The modern HR landscape is defined for example by: This volatility makes the CHRO role one of the most exposed roles in the C-suite arguably second only to the CEO. Research by McKinsey even identifies CHROs as one of the most central connectors in executive team dynamics. In this environment: But resilience is what keeps the CHRO effective when everything else becomes unstable. Resilient CHROs don’t just navigate complexity they stabilize it. They model the leadership behaviours expected across the organization. They uphold the long view when the business gets pulled into the short view. They turn HR from a function into a force. Conclusion  Strategies shift. Priorities compete. Markets fluctuate. Yet through it all, resilient CHROs keep one truth unwavering: people are the engine of sustainable performance. Their balance and resilience, steady leadership ensures that organizations not only survive change they thrive because of it.

Economic uncertainty is everywhere. In recent weeks, I’ve heard the same concern echo across organizations: “The current climate is impacting performance.” And the response? It usually follows a predictable playbook: These actions may ease short-term financial pressure, but they come with a price: So, what’s the alternative? Do we launch expensive retention programs? Train leaders on retention strategies? Increase rewards and recognition? Enhance the Employee Experience and EVP? Sure, these can help, but do they really work, or just make leaders feel better for “doing something”? The truth is simpler and far less costly. It rests on two timeless principles: The Social Dimension of Leadership: Back to Basics This is where the real magic happens. Leadership isn’t just about strategy and execution, it’s about human connection. The “social dimension” means communicating authentically and empathetically with your team, from onboarding through every stage of their journey. In times of crisis, this matters even more. Leaders must show up, be present, and increase communication honestly and transparently. History is full of examples of leaders who inspired engagement and loyalty simply by being visible and real. At its core, this is about knowing your people, building emotional connections, and adapting your style while respecting boundaries. Yet, I’m often amazed by how many leaders have only transactional, task-oriented conversations with their teams. No active listening. No casual check-ins. No pause to ask, “How are you doing?” The result? Poor engagement, weak retention and often poor execution. Misunderstood expectations, unchecked resources, and absent feedback lead to performance gaps that could have been avoided with better communication. But What About Remote Work? Some argue that remote work makes this harder. I disagree. I would say being a little provocative It’s an excuse. Channels for connection are everywhere such as video calls, chats, virtual coffee breaks. If strong routines are in place, opportunities for “social leadership” are abundant. Nobody stops a leader from starting a meeting with a genuine question before diving into the agenda. As long as feedback and human interaction are seen as a “waste of time,” engagement and retention will remain hot topics. The Real Call to Action The formula is simple: Act on the social dimension of leadership every day.Care. Listen. Communicate. Be present. Retention and engagement aren’t about expensive programs; they’re about human leadership !

During a recent leadership workshop I was facilitating, a participant asked me a deceptively simple question: “From your perspective, what is the main reason leaders fail in their roles?” Before answering, I asked her how she defined “failure.” She responded that, in her view, leaders fail when they do not deliver against financial expectations. Her definition was clear but surprisingly narrow. It reduced the essence of leadership to the management of a P&L. Financial results certainly matter, especially to investors, but they represent only one dimension of leadership impact. A leader’s true value extends far beyond financial indicators and includes the ability to shape culture, accelerate talent, mobilize teams, foster innovation, and create sustainable long-term value. After reflecting on her question and drawing on years of experience working with leaders across industries, I concluded that the primary reason leaders fail is rarely a lack of business acumen, strategic intelligence, or operational capability. These are important, but they are not typically what brings a leader down. The fundamental reason leaders fail is a lack of courage. Understanding Courage in Leadership Courage, in this context, is not dramatic heroism. It is the moral strength to face difficulty, uncertainty, or discomfort without being overwhelmed by it.It is the willingness to act even when the risks are real, the consequences unclear, and the outcome uncertain. This is particularly true in the realm of people leadership. Consider the situations in which leaders frequently hesitate: These moments often determine whether a leader moves an organization forward or allows dysfunction to take root. On the other end of the spectrum, some leaders exhibit the opposite behaviour: acting with excessive boldness, ignoring risks, or being blind to the human consequences of their decisions. This is not courage it is overconfidence, sometimes even arrogance, and it can be equally damaging. Real courage lies in the balanced ability to act decisively while remaining acutely aware of the human, strategic, and ethical implications. How Do We Build Courageous Leaders? If courage is so essential, the natural question becomes: How do we help leaders develop and sustain it? Below are five proposed evidence-informed recommendations to strengthen courageous leadership based on my years of experiences and practices. 1. Normalize Discomfort as Part of the Role Courageous leaders understand that discomfort is not a sign of weakness it is a sign of responsibility. Organizations should explicitly acknowledge that leadership involves uncomfortable decisions and equip leaders to embrace, rather than avoid, those moments. 2. Build Decision-Making Muscles Through Practice Courage grows through repeated action. Simulations, role plays, and scenario-based learning help leaders practice tough calls in a safe environment, strengthening their ability to act under pressure when the stakes are real. Now Avatar based trainings or coaching are great resources. 3. Strengthen Self-Awareness and Emotional Regulation Many leaders avoid difficult decisions because of internal fears: being disliked, being wrong, or damaging relationships. Developing self-awareness, understanding emotional triggers, and learning how to regulate stress through coaching, reflection, or feedback enables leaders to manage fear instead of being controlled by it. 4. Foster a Culture That Supports Candor and Accountability Courage is easier when the environment encourages truth-telling and constructive challenge. Teams thrive when expectations are clear, feedback is normalized, and accountability is shared. Leaders should not carry the burden alone; culture can either reinforce or erode courageous behaviour. 5. Reframe Mistakes as Learning, Not Failure A fear of being judged often paralyses leaders. When organizations treat mistakes as learning opportunities rather than career-defining failures, leaders gain the psychological safety needed to make timely, principled decisions even when outcomes are uncertain. The role of board toward CEOs for example is key there. Final Thought Leaders are not defined by their titles, technical skills, or strategic brilliance.They are shaped and ultimately judged by their willingness to act with integrity and courage when it matters most. Courage is not innate. It can be developed, supported, and strengthened through deliberate practice and the right organizational environment. If we want stronger organizations and more impactful leadership, we must invest not only in developing leaders’ minds but also in fortifying their moral backbone. At the end of the day, leadership without courage is simply management. Leadership with courage is transformation. Leaders do not typically fail because of insufficient strategic or operational capability. They fail because of insufficient courage.

Because i have recently seen several cases where leaders believe AI is the answers to productivity enhancement in HR, i have decide to bring my 2 cents contribution to this topic.  AI in HR: Beyond the Hype – Prerequisites for Success HR has become a popular testing ground for AI implementation across many organizations. The promise is compelling: AI handles repetitive, time-consuming tasks while freeing people for higher-value work. However, successful deployment requires careful consideration of organizational readiness and realistic expectations. The True Nature of HR Work While portions of HR are transactional and process-driven making them suitable for AI automation much of HR’s core value stems from human capabilities: emotional intelligence, leadership expertise, and the ability to provide clarity, consistency, and coherence that drive organizational execution. AI can enhance HR effectiveness, just as it does other functions, particularly through tools like real-time translation, meeting summaries, and sentiment analysis that improve global collaboration and decision-making. But enhancement, not replacement, is the operative word. Three Critical Prerequisites for AI Success in HR 1. Organizational Scale and Standardization AI-driven HR solutions require sufficient scale to justify investment. A sizable employee base within a given country is essential; otherwise, productivity gains become marginal due to task fragmentation. Equally important is operational stability and standardization. Organizations with multiple sites operating under different shift models or bargaining agreements face significant challenges in implementing unified AI solutions. For global HR organizations that lack critical mass, standardization of policies including benefits management must precede any AI deployment. The dogmatic belief that AI automatically improves HR effectiveness overlooks these fundamental requirements. 2. Cost-Benefit Reality Whether deploying AskHR platforms, HR chatbots, avatar-based learning, or coaching apps, the economics often prove less favorable than anticipated without sufficient scale. These solutions carry both one-time implementation costs and recurring annual licensing fees. The return on investment hinges entirely on change management execution and organizational adoption rates. A fundamental principle applies: AI will not solve your problems for you. You must first solve the problem, then deploy AI to enhance the solution. 3. The Training and Adoption Curve The assumption that AI implementation generates immediate, significant savings is flawed. While savings may materialize over time, organizations often underestimate the critical training phase. Users need comprehensive preparation to maximize AI capabilities and understand proper usage boundaries. Training implementation must be holistic and deliberate, deployed over a sufficient timeframe to ensure genuine organizational integration and avoid creating a two-tiered workforce. The Bottom Line AI can generate meaningful productivity gains in HR operations and employee interactions but only when prerequisites are met. One-size-fits-all approaches fail. Savings and improvements emerge only from well-conceived strategies that recognize a fundamental truth: AI is most powerful when designed to support human creativity, empathy, and judgment, not replace them.

One thing is constant between the generations: older adults’ cynicism about the habits and behaviours of young people entering the workforce for the first time. This year, Gen Z is in the spotlight, criticized for their sensitivity, their distractibility, their dependence on shortcuts. That criticism has some foundation. Two years of intermittent lockdowns robbed early career talents of their opportunity to observe and adopt the office etiquette that most of us take for granted. But while experienced colleagues adapted to working from kitchen tables or topping up office hours after the kids were in bed, Gen Z started their professional careers during some of the most tumultuous years in our history, and they took this completely within their stride. It’s this adaptability – this ease with new situations – that will be one of the most in-demand skills in the workplace in 2024. Agility and curiosity We are working in an environment that would have been unrecognizable just ten years ago. The way we interact in the workplace has completely changed. For example, in an international company like Centrient, business air travel used to be relatively commonplace. When the pandemic came, we learned to live without it through necessity. When the option to fly regularly was gone, we discovered that not only could we live without most business air travel, but we could also cut costs and reduce harmful emissions. Or consider how recently it was normal to work exclusively on a desktop computer, which would make today’s hybrid working close to impossible. Navigating change requires two important skills: agility, and curiosity. Agility, to quickly adapt to changes with minimal disruption. And curiosity, so we can anticipate change and absorb fresh ideas through asking what things are, how they work, and exploring what drives ourselves and others. This is particularly true at Centrient. In a highly competitive, VUCA environment, we are continuously adjusting our plans to remain competitive and serve our customers. We must be ready to adopt new technologies and processes that can advance our way of operating, and we must do it faster than our competitors. Agility and curiosity are also important in our hiring practices. To attract people with the qualities we want, we are continuously listening to people’s needs and coming up with a proposition that reflects what we hear – whether it’s non-gender contingent parental leave, or flexible hours that demonstrate that agility goes both ways. We’ve also adapted our onboarding process to be more aligned with Gen Z newcomers. New hires of all ages start with a digital “pre-onboarding” experience. As soon as they sign their contract, they have access to apps where they can discover what they need to know about the company, at their own speed and convenience. Gamified digital learning programs put career development at employees’ fingertips in a way that’s accessible and engaging, and with an added incentive of rewards and recognition. We are listening and modifying our approach year on year. Looking forward Of course, we cannot always hire for curiosity and agility: we have to embed them in our existing workforce. For older adults, that can present a challenge. Society values curiosity now, but that hasn’t always been the case. Many of us were brought up in an education system that favoured unquestioning compliance and preservation of the status quo. Asking questions, changing direction, and challenging authority were not welcome attributes. Now, this ability to challenge, to process, blend and remix ideas, are the very qualities we are looking for in our new hires. Experience brings many advantages, but it can also blind us to possibilities. Samuel Taylor Coleridge said, “The light which experience gives is a lantern on the stern, which shines only on the waves behind us!”. That is to say; to move forward in the right direction, we should be focusing on the path ahead. Outside in Curiosity and agility are challenging to teach. This is partly because they are only now revealing their value, and partly because these skills are driven by mindset, and changing mindset is a highly personal endeavour. But I strongly believe we can make progress. At Centrient, we have mentoring programs in place to connect early career talent with Executive Committee members. Each of our senior leaders has at least two mentees who benefit from their guidance. This is a two-way exchange, and is cross-functional: for example, an HR leader can mentor a growing sales talent. This gives both parties a regular channel to hear a fresh perspective. As much as possible, we get employees out of their typical workday, participating in conferences and training in their field of expertise or beyond. For example, if we send two people to a training focused on Artificial Intelligence, we might send someone from Sales and someone from HR, to ensure a range of perspectives. And we also challenge employees to participate in speaking opportunities and educational programs with engineering and business schools who can bring the outside into our company. There are many advantages of a multi-generational workforce. Older colleagues bring unique insights and experiences to their work. They have confidence, leadership skills and empathy, and that brings enormous richness and value to Centrient. By layering agility and curiosity on top of these skills and offering an environment that keeps people challenged and fulfilled, we set up our best team to manage the challenges of the dynamic years ahead.