CulturWorks | Growth Strategies

At CulturWorks, we help organizations see, understand, and transform their workplace culture through AI-powered intelligence — turning what used to take months into actionable insight in just 21 days.

We built CulturOS, our proprietary AI system, to decode the hidden patterns in organizational trust, engagement, and leadership. It pinpoints where culture thrives, where it’s at risk, and exactly how to rebuild it — using science, data, and behavioural insight.

Our work bridges AI analytics with human empathy, helping leaders move from dashboards to real behaviour change. We’ve supported 600+ organizations and 400,000+ employees around the world — from the factory floor to the executive suite.

As CEO, I lead a global team of innovators who believe HR deserves tools as advanced as the challenges they face.
We help HR and People Leaders look like the superstars they truly are — delivering workplaces that employees love, leaders are proud of, and boards can confidently stand behind.

Because culture isn’t soft. It’s smart, strategic, and now — AI-powered. It’s the system that drives trust, performance, and growth — the foundation of every organization’s bottom line.

Skills: AI Strategy · Workplace Analytics · Organizational Culture · Leadership · Transformational Change · Leadership Development · People Development · Policy Analysis · Human Rights Law · Employment Law

Chief Executive Officer

Canadian Lawyer Magazine

✅ Generated compelling columns and features related to workplace diversity and inclusion, behavioural change, assessment, including essential aspects training, unconscious bias, and de-biasing the hiring and promotion process. Shared my research and practical approaches for global workplaces on anti-racism, sexism, homophobia and diversity & inclusion

📌 Key Impact: proved to be a creative, consumer-focused storyteller with a passion for the D&I topics, and a particular obsession with human rights and labor law. Exhibited excellence in strong copywriting, content development and editing.

Culture and DEI Coach and Regular Columnist

The Lawyer's Daily

Columnist (Culture & DEI)

ART Realty Investments

A successful private investment and equity group centered on long-term, equity and capital growth, through real estate, real estate partnerships and joint ventures.

Various Regional, National and Global Media Outlets

✅ For over a decade, I have been invited to provide expertise to inform essential conversations across the Globe on Diversity,  Inclusion, the law, immigration and migration policy, the legal profession, and corporate social responsibility with over 500 speaking events and media engagements.  

Media interviews, engagements include:

CBC Newsworld
CBC Radio One
CTV News
CTV Power and Politics
CP24
Aljazeera 
Toronto Star
The Globe and Mail
Reuters
Associated Press
The Kitchener-Waterloo Record
The Straight.com
Le Devoir
The Hamilton Spectator  
Canadian Lawyer Magazine  
The Law Times

Media Contributor/Speaker/ Panelist

The BlackNorth Initiative

✅ I was privileged to be invited to support the great work of the Black North Initiative.  I get to leverage my experience engaging technology, data, science and metrics related to Diversity, Inclusion, Safety, Belonging, anti-racism & anti-oppression.  Together we will eradicate systemic anti-Black racism and anti-Blackness within Canadian companies and organizations!

Measurement & Metrics Committee Lead

✅ Invited to be a Peer-to-Peer Leader/Facilitator for DEI professionals from a wide variety of industries, sizes, market capitalization, and experience whose employers are signatories to the Black North Initiative
✅ An opportunity to utilize my coaching and facilitation skills to support Black North Initiative signatories achieve their pledge goals, including the elimination of anti-Black racism

Peer to Peer Lead

MESH/diversity

✅  Brought on board by Canada's largest full-service Diversity & Inclusion company with the mandate of working with organizations of all sizes to drive them towards there diversity and inclusion goals using, data, metrics, education and technology. 

➡️	Embedding anti-racism, anti-oppression, and all facets of diversity and inclusion into the culture of the organizations.

📌 Key Contribution: world-class diversity and inclusion/anti-racism/anti-oppression educator, coach, facilitator, strategist and speaker working with the C-Suite, the board, leaders, and executives.

Chief Legal Officer

United Food and Commercial Workers (UFCW Canada)

General Counsel

✅ Recruited by Canada's largest private sector union as a Legal Counsel – rapidly progressed through organization ranks, achieving the role of a Director of the Human Rights, Equity, and Diversity Department in 2008. Worked closely with provincial, federal & international governments on issues facing foreign migrant workers & integration into workplace

➡️	Conducted one of the largest D&I audits of any membership organization to establish the disparity between staff, leadership and membership, which formed the foundation for effective policies relating to diminishing bias in hiring and promotion
➡️	Spearheaded a team to developed and deployed a multi-year education, multi-phase education programming (in-class, online) to over 1000 staff at local unions based on anti-racism, anti-sexism, and D&I.
➡️	Developed a D&I system based on metrics, data, and meaningful community engagement and internal "in-reach". 

Key Contributions:

📌   Mentored, coached and managed a team that has established and executed complex multi-year, multifaceted diversity and inclusion strategy for the over 250,000 members - one of the largest and most robust diversity and Inclusion initiatives in Canada.
📌   Built a positive National profile recognized and engaged by governments, employer groups, and National International NGOs for advice on diversity and inclusion policy and programming.
📌	Developed meaningful National Partnerships with National and International human rights organizations such as EGALE Canada (Helen Kennedy), the First Nations Child and Family Caring Society (Cindy Blackstock), WOMEN\'S LEGAL EDUCATION AND ACTION FUND (LEAF), Centre for Sexual and Gender Diversity.
📌	Increased the representation of women in leadership from zero to just over 50 percent in my time in this role. Augmented the number of people of colour in leadership roles nationally.

Director of Human Rights, Equity and Diversity

Chairperson, National Council Human Rights Equity and Diversity Committee

The Broadbent Institute

http://www.broadbentinstitute.ca/en/staff/naveen-mehta

I am honoured to be part of this diverse, multidisciplinary group of distinguished scholars, policy experts, and leaders from the Canadian business community and civil society. They inform the Institute’s research and policy agenda and contribute their knowledge and analysis to further the institute’s efforts to impact public debate in support of progressive change.

Policy Fellow -  Diversity & Inclusion -  Immigration/Migration Policy

Canadian Labour Congress

Member, Legal Challenges Committee

Vice-President, WOC, Canada Council

Vice-President, Executive Committee Member

Chairperson, National Human Rights Committee

We Empower People to Build Thriving #DEI Businesses | The Business of #DEI Newsletter | #Diversity Entrepreneur | 2 Million LinkedIn Views | Human Rights Lawyer | Nominated Top 25 Most Influential Lawyers | @culturworks

The law can be rough. After 20 years in the courtroom representing employers and employees, I realized most workplace problems aren’t about money — they’re about culture.

The law taught me the power of the "stick" — compliance, control, and consequence. But the real lesson came later: knowing when to use the "carrot." Because real performance doesn’t come from fear. It comes from clarity, trust, and belonging.

Even though I was “the lawyer,” my biggest wins never came from the courtroom. They came during mediation — when people stopped arguing and started understanding. That’s when I realized I didn’t just want to fight for workplaces.

I WANTED TO FIX THEM.

So in 2008, I founded CulturWorks — to help organizations build cultures people love to be part of, not pulled into or run from.

What began as my personal mission became a shared purpose. Today, the CulturWorks team blends expertise in law, psychology, analytics, AI, and leadership to build workplaces that truly work — for everyone.

Here’s the truth: from our 20s until our 60s, we spend half our adult waking lives at work. That’s bloody 50%! WTH? It had better be a fantastic place.

That belief drives everything we do.

Our AI-powered system, CulturOS, delivers a lightning-fast, science-backed roadmap within 21 days — pinpointing where trust is strong, where it’s fading, and how to rebuild it with measurable results. Then we turn insight into action — helping you build the kind of culture your employees thrive in, your leaders dream of, and your board can proudly stand behind. All the while, unmasking your HR team as the superheroes they truly are.

And it’s working. CulturWorks has partnered with 600+ organizations and over 400,000 employees worldwide.

We bridge analytics and action — turning insight into leader habits that drive retention, engagement, and growth.

Because culture isn’t soft. It’s smart, strategic, and now — AI-powered. Great culture cuts turnover costs, boosts productivity, strengthens loyalty, and protects brand reputation — quietly improving margins quarter after quarter. Most organizations overlook it because it hides in intangibles like belonging, collaboration, and purpose — but we make those intangibles measurable, and then we make them profitable.

I’ve spent a career on both sides of the table.
Now, with the team at CulturWorks, I’m building the table itself — one where people and performance finally align.

If you’re an HR or People Leader ready to build a culture where everyone can thrive, connect with me here or visit CulturWorks.com to learn more.

Naveen Mehta

Thank you Samantha for moving this message forward. 

Some stories stop you in your tracks.
Amber Czech’s is one of them.

A 20 year old welder.
At her station.
Doing her job.
And she never made it home.

Her death was not random.
It was not unforeseeable.
It was gender based workplace violence.

And whenever something this devastating happens, the question isn’t “how did this happen?” It’s how many moments came before this that no one acted on?

Across 25 years supporting HR leaders, unions, and employers, I have learned something hard but true:
before violence shows up in headlines, it shows up in culture.
In the jokes.
In the comments.
In who gets dismissed.
In who feels unsafe raising concerns.
In who gets protected — and who doesn’t.

Policies don’t prevent tragedies unless the culture makes those policies real.

If we are serious about protecting women in male dominated environments, then we must treat early warning signs the same way we treat physical hazards — visible, documented, and acted on immediately.

Because safety is not an add on.
Safety is culture.
And culture is the daily behaviour of leaders.

My hope is that Amber’s story pushes all of us — HR, operations, health and safety, executives — to look closely at our own workplaces and ask one question with honesty:

Would a woman who felt unsafe trust this system enough to speak up — and trust leadership enough to act?

If the answer is anything but yes, then that is the work.

CEO ⎸ Lawyer ⎸ Keynote Speaker ⎸ Women in Business ⎸ Women @Work

On November 11th, 20-year-old welder Amber Czech was murdered at her workplace in Cokato, Minnesota, by a male coworker who told police he “did not like her” and had planned the attack. She was at her station doing her job. She never went home. 

Amber was just starting her career. Her family and community describe her as a hardworking welder who took pride in her craft, with a bright future ahead. 

This is gender-based workplace violence.

When a woman is killed at work by a coworker who openly admits he “didn’t like her,” every employer, union, regulator, and industry association should be asking what systems failed her long before that day. Reports already show trade groups calling for stronger protections for women in construction and manufacturing in response to Amber’s death. 

Some immediate, practical steps for leaders in any sector that has women in traditionally male-dominated roles (trades, construction, manufacturing, logistics, tech, and beyond):

- Treat gender-based harassment, threats, and stalking behaviours as safety hazards, not “interpersonal conflict.”

- Create clear, confidential reporting channels that do not route complaints only through one supervisor.

- Train leaders and supervisors to recognize early indicators of targeted hostility and to intervene decisively.

- Build joint safety/HR protocols for responding to threats, including removal from site, security measures, and support for the targeted worker.

- Work with joint health and safety committees and unions on specific protections for women and gender-diverse workers on job sites.

- Track and review incidents, not just injuries, and act on patterns instead of waiting for something “serious enough.”

For those of us who work in employment law, HR, health and safety, and leadership, this is a call to go back into our own policies, our own culture, and our own sites and ask where someone like Amber would have turned for help, and how the organization would have responded.

My heart is with Amber’s family, friends, coworkers, and community. The most respectful thing the rest of us can do is to grieve her, say her name, and then do the hard work of making sure women are actually safe at work, not just “welcome.”

If you are in a position of authority at a workplace and are unsure where to start, please call me. I will help you make your workplace safer for women. 

Link to GoFundMe in support of Amber's family: https://lnkd.in/gW7XY-My

Before many organizations come to us, they’ve already tried to “transform their culture.”

New slogans. New posters. Even branded mugs.
Six months later, engagement tanks — and everyone quietly admits the obvious: nothing actually changed.

I’ve seen this story repeat itself across industries.

Not because leaders don’t care, but because the approach misses what culture really is — the lived behavior of people every day.

Here are the Top 5 Disasters in Culture Change Initiatives — and how to avoid them:

 1️⃣ The Slogan Makeover Trap — Values on walls don’t change what happens in halls. Focus on visible behaviors.
 2️⃣ The Top-Down Tornado — People resist being changed. Co-create instead.
 3️⃣ The Hero Leader Myth — Systems, not saviors, sustain culture.
 4️⃣ Data Blindness — You can’t fix what you don’t measure. Listen to real signals.
 5️⃣ The One-and-Done Syndrome — Culture is a daily workout, not a one-time event.

In this week’s Leading Culture newsletter, I unpack each one with stories from real workplaces — and share practical ways to build momentum that lasts.

➡️ Read it here below — and if you find it useful, subscribe to Leading Culture for more data-driven, story-rich insights each week.

#Leadership #WorkplaceCulture #HR #OrganizationalDevelopment #ChangeManagement

Everyone loves the idea of culture change. Until they realize it’s less “motivational posters” and more “open-heart surgery… while running a marathon 

Open article: My Top 5 Disasters in Culture Change Initiatives and How to Avoid that Pain by Naveen Mehta • 5 min read

My Top 5 Disasters in Culture Change Initiatives and How to Avoid that Pain

AI will not replace HR.
But HR that ignores AI will quietly lose its seat at the table.

In our recent interviews with 45 CHROs, we heard the same tension over and over.

Publicly, everyone agrees AI matters.
Privately, most are still trying to work out what that actually means for HR.

We consistently saw three patterns:

Some CHROs are experimenting with AI to clear admin work
Freeing their teams to focus on strategy, coaching, and complex people issues.

Some are overwhelmed and cautious
Worried about bias, employee trust, and “getting it wrong” in sensitive areas like hiring and performance.

Some are avoiding it almost entirely
Hoping to wait until everything feels clearer.

The risk isn’t that AI will suddenly take HR’s job.
The real risk is that other functions will define how AI is used
In hiring, performance, talent, and culture
Without HR’s voice shaping guardrails, ethics, and impact.

From those 45 conversations, one thing was obvious:

The CHROs who feel most confident aren’t the ones with the flashiest AI tools.
They’re the ones treating AI as a people and culture decision, not just a tech decision.

They are:

Using AI to reduce low-value manual work
Not to outsource judgment or empathy.

Using AI to see patterns in engagement, exits, and sentiment
Not to hide behind a score.

Using AI transparently
So employees understand where it’s used, why, and with what limits.

For HR and People leaders, the question is no longer “Should we use AI?”
It’s: “Will we lead how AI shows up in the people experience, or let others decide for us?”

AI won’t define the future of HR.
HR will define the future of AI at work — or it won’t.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.

https://lnkd.in/d_E8EuTp

#HR #PeopleAndCulture #AI #FutureOfWork #Leadership #WorkplaceCulture #EmployeeExperience

Some of the most damaging leaders in an organization are also the kindest.

Not the screamers.
Not the obvious bullies.

The avoiders.

They avoid hard feedback.
They avoid conflict.
They avoid saying, “This isn’t working.”

On the surface, everything looks calm.

No blowups.
No visible drama.
People describe them as “nice” and “supportive.”

Underneath, here’s what HR and People leaders tell us they see:

Performance issues dragging on for months.
High performers quietly carrying the team.
Resentment building because nothing really changes.
Exits that could have been prevented with one honest conversation.

“Nice” becomes harmful when:

We sugarcoat until nothing is clear.
We delay feedback until it’s too late.
We protect adults from discomfort instead of helping them grow.

Employees don’t need leaders who are harsh.
They need leaders who are honest and humane at the same time.

Plain language.
Clear expectations.
Real consequences.
Delivered with respect and empathy.

We often hear, “We don’t want to hurt their feelings.”

The reality:

Avoiding the conversation doesn’t protect people.
It keeps them stuck.
It frustrates the team.
It increases the odds that termination becomes the only option left.

Brave leadership is not about being less kind.
It’s about being more truthful, sooner, with support.

That’s where culture shifts.
One clear, courageous conversation at a time.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #Feedback #PerformanceManagement #WorkplaceCulture #EmployeeExperience

Employees are not less loyal.
They are less naïve.

We see this across organizations and industries.

People are still willing to give a lot.
Energy.
Ideas.
Discretionary effort.

But they are no longer willing to:

Sacrifice their health for a company that treats them as a line item.
Stay loyal to leaders who don’t tell the truth.
Trade years of their career for vague promises of “someday.”

The old loyalty contract was simple:

You show up.
You work hard.
You stay.

In return, the organization gives you:

Stability.
Progression.
A sense that you belong somewhere.

That contract has cracked.

Mergers.
Layoffs.
Reorg after reorg.
Short-term thinking at the top.

Employees have been paying attention.

Today’s loyalty sounds more like:

“I’ll give you my best while I’m here.
But I won’t bet my entire future on you.”

From our vantage point at CulturWorks, we see a new loyalty contract emerging – one that HR and People leaders can actually shape.

It sounds like this:

We will invest in your growth.
We will be transparent about what we can and can’t promise.
We will treat your time and wellbeing as finite, not unlimited.
We will make this a place you’re proud to have on your story, whether you stay 3 years or 13.

In return, we ask for:

Honest effort.
Honest feedback.
Honest notice when your chapter here is ending.

This isn’t “soft.”
It’s strategic.

Because the organizations that honour this new contract:

Attract stronger talent.
Get more real effort while people are with them.
Become alumni brands employees are proud to recommend.

The ones that don’t?

Rely on perks to fix trust.
Confuse compliance with commitment.
Act surprised when their best people leave for places that feel more grown-up.

For HR and People leaders, the real work now is to:

Design cultures where loyalty is mutual, not assumed.
Make your promises specific, not fuzzy.
Equip leaders to have adult-to-adult conversations about growth, performance, and exits.

Loyalty 2.0 isn’t “stay forever.”
It’s:
“While we’re in this together, let’s make it count.”

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #Retention #EmployeeExperience #FutureOfWork

AI is not the end of HR.
It’s the next evolution of HR.

The future of work will not be humans versus AI.
It will be human + AI versus organizations that refuse to adapt.

In our interviews with 45 CHROs, one theme is unmistakable:

The most forward-looking HR leaders aren’t fearing AI.
They’re shaping it.

They’re using AI to:

Strip out low-value admin work
So HR can spend more time on strategy, coaching, and complex people issues.

Spot patterns in engagement, exits, and culture data
That would take humans weeks to see — and act on.

Personalize learning and development
So managers get targeted support instead of generic leadership decks.

Support, not replace, human judgment
Keeping decisions grounded in context, ethics, and relationships.

The gap we see isn’t between companies “with AI” and “without AI.”
It’s between companies where HR is leading the conversation
And companies where AI is treated as a pure tech project.

When AI is led by HR and People & Culture:

Guardrails are defined with people in mind.
Transparency is built in, not bolted on.
Trust is actively protected, not accidentally eroded.

When HR is left out:

AI gets dropped into hiring, performance, and talent decisions
With little thought to bias, messaging, or how employees actually feel.

The CHROs who feel most confident right now have a few things in common:

They see AI as a capability, not a threat.
They are building basic literacy across their HR teams.
They are piloting small, smart use cases instead of waiting for “perfect.”
They are clear that empathy, judgment, and relationships stay human.

The future of work and AI is not science fiction.
It’s incredibly practical:

Fewer hours lost to manual reporting.
Better questions asked of your data.
Managers who are better prepared for real conversations.
Employees who feel the technology is helping them, not watching them.

HR does not have to passively receive the future of work.
We get to design it.

The only real risk is sitting this one out.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #AI #FutureOfWork #Leadership #WorkplaceCulture #EmployeeExperience

Every organization has a “good soldier” — and they’re burning out in plain sight.

We see this pattern in almost every culture assessment we run.

The good soldier is the person who:

Says yes when everyone else hesitates.
Takes the extra project “just this once.”
Stays late to fix what others dropped.
Keeps the team running when systems and clarity are missing.

They’re praised as “reliable,” “dedicated,” “such a team player.”

But here’s what HR and People leaders quietly tell us:

They’re also the ones who:

Are closest to the edge of burnout.
Feel taken for granted.
Carry unspoken resentment.
Wake up one day and say, “I’m done,” and no one saw it coming.

The good soldier trap happens when:

Saying yes is rewarded.
Setting boundaries is punished (openly or subtly).
Leaders don’t fix broken systems — they lean harder on the same dependable people.

In the short term, it looks like high performance.
In the long term, it looks like:

Silent disengagement.
Sudden resignations.
Team morale dropping when “the glue” leaves.
A reputation for chewing through your best people.

From our vantage point at CulturWorks, one thing is clear:

Over-reliance on good soldiers is not a sign of a strong culture.
It’s a sign of a fragile one.

Healthy cultures:

Notice who always says yes — and ask why they feel they have to.
Reward sustainable performance, not heroic over-functioning.
Teach leaders to redistribute work instead of defaulting to the same people.
Normalize “no” and “not right now” as professional responses, not disloyal ones.

If you’re in HR, you probably already know who your good soldiers are.

The real question is:

Are we protecting them and designing around them
Or quietly exploiting them because they never complain?

Because by the time they do, they’re usually halfway out the door.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #Burnout #EmployeeExperience #Retention

The most energizing HR conversation I had this week wasn’t in Canada.
It was in the Gulf.

An HR leader with 25+ years of experience said something that stopped me:

“We don’t call this ‘change’ anymore.
We call it our growth phase.”

That one line says everything about what’s happening in the GCC right now.

New economic sectors.
New expectations from a young workforce.
New pressure on leaders to move faster, be smarter, and still keep people at the centre.

But instead of talking about “disruption” and “uncertainty,” this leader framed it differently:

This isn’t instability.
It’s an opportunity window.

Here were my big takeaways from that conversation:

Growth, not survival
When you label everything as “change,” people brace.
When you frame it as “growth,” people lean in.
Language is strategy.

Curiosity after 25 years
This leader wasn’t tired.
They were more curious than some people 5 years into their career.
They asked: “How do we build cultures that are ready for what’s coming, not just reacting to what’s here?”

Culture as regional advantage
In the GCC, it’s not just about internal engagement scores.
It’s about becoming an employer of choice in a region competing for global talent.
Culture becomes part of the national story, not just the HR strategy.

Leaders need better tools, not bigger slogans
They weren’t asking for another vision statement.
They were asking for:
– Hard data on what their people are really experiencing
– Clear roadmaps, not vague recommendations
– Practical tools leaders can use tomorrow morning

At CulturWorks, this is exactly what excites our team in the Gulf:

Not “managing change.”
Designing cultures that turn rapid transition into long-term growth.
Equipping leaders with the insight and tools to make that real.

If you’re leading HR or People & Culture in the GCC, three questions are worth sitting with:

Are we treating this moment as a risk to survive or a growth phase to design?
Do our leaders have real data and tools—or just pressure and slogans?
And after 20+ years in HR… am I still as curious as that leader was on our call?

Because their enthusiasm, after 25 years in the field, might be the most strategic asset they have.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #GCC #MiddleEastHR #WorkplaceCulture #Leadership #Transformation #FutureOfWork

Open article: LinkedIn: Log In or Sign Up by linkedin.com

Who actually holds your culture together in between the big announcements and strategy decks?

We’ve noticed it’s usually not the people on the org chart with the fanciest titles.

It’s the person who remembers the birthday card.
Checks in on the new hire who looks lost.
Translates the CEO’s town hall into words the team can actually use.
Calms everyone down after a tough email or restructuring.

That’s not “extra.”
That’s culture.

And most of it is invisible.

You don’t see it on a balance sheet.
You rarely see it in a performance review.
But you feel it immediately when it’s missing.

In our work, HR leaders can usually name these people in seconds.

The unofficial mentors.
The quiet fixers.
The ones people turn to before they ever go to their manager.

Here’s the problem:

We lean on them for emotional labour.
We depend on them to “keep things smooth.”
But we almost never:

Name it.
Measure it.
Reward it.

We talk about engagement, inclusion, and psychological safety.
Yet the people doing the heaviest relational lifting often carry it on top of their day job, with no recognition.

If we’re serious about retention and culture, we need to:

Acknowledge relational work as real work.
Bake it into performance conversations and talent decisions.
Develop and support the people doing it, instead of quietly burning them out.

Because the person who quietly holds your culture together
Is often the one most at risk of leaving if they feel unseen.

We can’t afford for their contribution to stay invisible.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Inclusion #EmployeeExperience #Engagement #Leadership

I’m going to sound like a Jerk. I have no choice.  HR leaders, VPs of HR, CHROs — I want you to think about you are doing about workplace culture right now?
Not in theory. In practice. This quarter. Many of you will quietly say:

 “nothing now but for sure next quarter.”

I totally understand.  

A CHRO  client of ours told me that I have no choice but to write this post. I . We want to give HR leaders a clear heads up about what we’re increasingly seeing on the ground.

We completely empathize. Your world is packed with:

Headcount and approvals
Leadership meetings
Comp, pay equity, and calibration
Employee relations and investigations
Hybrid, RTO, policies, systems, vendors

It is a lot.
None of it is small.

But here’s what 3 CEOs told us privately since about June. 

One CEO said, “We brought you in because our CHRO seemed disengaged from culture. Someone has to own it.”

That stings — and it’s often not fair — but it is real feedback.

Most senior HR leaders care deeply about culture.

They’re just buried in fires.

The problem: culture is rarely urgent
Until it shows up as:

Turnover spikes
Manager fatigue and apathy
Low trust in leadership
Reputational risk with candidates and regulators

By then, it’s already expensive.

The research is consistent and boringly clear:

Deliberate, healthy cultures outperform on profit, growth, innovation, retention, and resilience.
Culture is not “extra.” It’s how sustainable businesses are built.

And whether it’s written in your job description or not, culture is your portfolio to lead.

That doesn’t mean doing everything yourself.

It means making sure your organization is:

Measuring culture with real data, not vibes
Linking that data to retention, performance, and risk
Turning insights into a clear, time-bound roadmap for leaders
Equipping managers with practical tools and training, not slogans
Showing employees visible, concrete changes — not just another survey

If you are the senior People leader and almost none of this is on your calendar, then a critical part of your job is being left on the table.

We’re not saying that to criticize you.
We’re saying it because CEOs, boards, and employees are already noticing — and for your sake, we’d rather you hear it now than in a crisis.

For a deeper, practical dive:
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #CHRO #PeopleAndCulture #WorkplaceCulture #Leadership #FutureOfWork #EmployeeExperience #Retention

How many tired decisions did your organization make this week?

We talk a lot about burnout, but not enough about what it quietly does to judgment.

When leaders and teams are always on, we see patterns repeat:

Emails fired off at 11:47 p.m. that create three new problems by morning.
“Yes” to projects no one has capacity for.
Rushed hiring decisions that become long-term performance issues.
Policies written in reaction to the last crisis instead of the next 12 months.

On paper, people are “fine.”
They’re showing up.
They’re hitting deadlines.

But under the surface, the cost is stacking up in places HR and Finance both care about:

Quality drops.
Rework increases.
Conflict escalates.
Turnover quietly rises.

From our vantage point at CulturWorks, we see a simple truth:

The most expensive thing in many organizations isn’t turnover.
It’s tired thinking.

You don’t fix that with yoga posters or a wellness week.

You fix it by:

Reducing fake urgency so real priorities get oxygen.
Training leaders to protect focus time instead of flooding calendars.
Making it safe to say, “We can’t do all of this well,” and choose.
Linking wellbeing directly to risk, quality, and ROI — not just “being nice.”

HR leaders are often the first to feel the shift.
The volume of “small issues” goes up.
The tone of conversations gets sharper.
The creativity in rooms quietly fades.

That’s not just a people problem.
It’s a business strategy problem.

If we want better decisions, we have to design cultures where people still have something left in the tank when it’s time to make them.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #Burnout #FutureOfWork #WorkplaceCulture #EmployeeExperience

Middle management isn’t dying.
Bad management is.

We see this every week in our work with HR and People leaders.

The problem isn’t “too many managers.”
It’s too many managers whose real job is unclear.

They’re buried in dashboards.
Forwarding emails.
Sitting in back-to-back meetings.

But ask their teams what they actually need, and you hear something very different:

“Be clear.”
“Have my back.”
“Remove roadblocks.”
“Give me feedback before it’s too late.”

The future of management isn’t about more layers.
It’s about sharper, more human ones.

Managers who:

Know their real job is to create the conditions for great work.
Spend more time in 1:1s than in status meetings.
Understand how to use AI and tools to free up time for actual leadership.
Are measured on team health and outcomes, not email volume and meeting attendance.

From our vantage point at CulturWorks, the shift looks like this:

Old model:
Manage tasks.
Push information down.
Escalate problems up.

New model:
Coach humans.
Translate strategy into meaningful work.
Spot early risk in trust, workload, and behaviour.

For HR and People leaders, that means asking:

Are we promoting managers for tenure, or for their ability to lead humans?
Are we training managers to use data and AI as support, not as a shield?
Are we holding managers accountable for both results and the way those results are achieved?

Because in the organizations that are getting this right, managers aren’t “middle” anything.
They’re the engine that turns strategy, culture, and performance into reality.

That’s the future of management we’re betting on.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #Leadership #MiddleManagement #FutureOfWork #WorkplaceCulture #EmployeeExperience

HR leaders, your most powerful culture tool isn’t your engagement survey.

It’s a 30-minute 1:1 most managers still wing.

In almost every organization we work with, 1:1s are treated as:

Status updates.
Deadline check-ins.
A quick “How’s it going?” before rushing to the next meeting.

But when we listen to employees, the moments that changed them rarely come from town halls.
They come from small, specific conversations with a leader:

“I finally felt seen.”
“They told me the truth, respectfully.”
“They helped me name what I’m actually good at.”

Those 30 minutes quietly decide:

Who stays when things get hard.
Who tells the truth versus what sounds safe.
Who brings problems early versus too late.

Yet across organizations, 1:1s are:

Unstructured.
Inconsistent.
The first thing to be cancelled when calendars get tight.

As AI reshapes work, this becomes even more important.

AI can summarize performance.
It can draft questions and surface themes.

But it cannot sit across from someone and say,
“This looks heavy. Let’s figure it out together.”

From our vantage point at CulturWorks, the leverage point is clear:

Treat 1:1s as a core leadership ritual, not a meeting slot.
Give managers a simple structure for real conversations, not just status.
Use AI quietly in the background, but keep the human work human.

Culture doesn’t just live in values on the wall.
It lives in what is said – and not said – in those recurring 30-minute conversations.

Ready for the deeper dive?
Join LEADING CULTURE—concise, step-by-step and science-backed People Strategies trusted by thousands of HR and Culture leaders—so you can become your organization’s greatest competitive advantage.
http://bit.ly/43CoVj4

#HR #PeopleAndCulture #WorkplaceCulture #Leadership #FutureOfWork #EmployeeExperience #Retention

Forup Helmich & Associates

💥 Struggling to attract, hire or keep Gen Z? You're not alone.
We work with companies who are ready to fix it - fast.

We help leaders create workplaces where young people thrive and perform. That means:
✅ Sharper recruitment
✅ Modern leadership tools
✅ Real feedback culture
✅ Higher retention

Because when Gen Z leaves, it's rarely about salary. It's about leadership.

CEO / Leadership Consultant - Helping companies win with the next generation

Juice

At Juice, we revolutioonize recruitment by matching companies with top talent not only based on experience and education, but also on potential, dreams, and drive through our innovative AI-driven platform.

Bestyrelsesmedlem

Frankly Juice A/S

Bestyrelsesmedlem / Medejer

Avilius 

AVILIUS / BLUME

On a mission to improve the mental state of the people. Human to human.
https://inc.avilius.dk/

Advisory Board Member

Aller Media A/S

I had the pleasure to head a team of 65 extraordinary individuals who all strived to give the best advice and guidance to the Danish advertisers taking point in all of Aller Media’s many platforms. 

October, 2019: With the merge of Aller Mediesalg and the sales organization DG Media, we created a one-stop-shop for Danish advertisers: Aller Media Business. Reaching out to more than half of the Danish population via 85 brands we offered a seamless media purchase across all platforms (monthly magazines, weekly magazines, digital sites, podcasts, events, SoMe-platforms etc.)

Part of Management Board

Chief Sales Officer (Salgsdirektør)

TV 2 DANMARK A/S

I have been ideating, negotiating and activating partnerships with C-level executives in the largest companies in Denmark. A complex process navigating within the sensibilities of advertiser objectives, national legal regulations and TV 2 high editorial standards.

Furthermore the task was to collaborate with stakeholders across TV 2 (Research, Sales, Programming/Content, Legal) as well as with production companies and creative agencies to accelerate partnership deals around the premium content of TV 2.

Part of Commercial Management Board

Head of Brand Partnerships

Head of AFP / Branded Content

Discovery Inc

Identification of new revenue streams; primarily on brand partnership-deals with selected premium brands and through these ensure an effective communication strategy that will drive value to the viewer and the sales teams.
Furthermore identifying commercial opportunities taking point in the brand-universe of Discovery Channel and TLC incl. development of international AFP-projects (AdvertiserFundedProgramme). Responsible for anchoring of partnerships across all internal departments and across the Nordic countries.

Part of Senior Management Team

Nordic Head of Business Development

Nordic Head of MarComms / CMO

Marketing Manager, Discovery Networks Denmark

Waoo (Dansk Bredbaand A/S)

Marketing Manager

various

Freelance marketing manager

Berlingske Talent 100

Member of the Berlingske Talent 100 Network 2005

Member of Berlingske Young Talents

✨ 𝗪𝗲 𝗵𝗲𝗹𝗽 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 𝘂𝗻𝗹𝗼𝗰𝗸 𝗚𝗲𝗻 𝗭 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 - 𝗮𝗻𝗱 𝗳𝗶𝘅 𝘄𝗵𝗮𝘁’𝘀 𝗯𝗿𝗼𝗸𝗲𝗻 𝗶𝗻 𝗺𝗼𝗱𝗲𝗿𝗻 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.

Because young people won’t stay where they can’t grow. Or be heard.

I’m CEO of 𝗙𝗼𝗿𝘂𝗽 𝗛𝗲𝗹𝗺𝗶𝗰𝗵 & 𝗔𝘀𝘀𝗼𝗰𝗶𝗮𝘁𝗲𝘀, and we help companies 𝗮𝘁𝘁𝗿𝗮𝗰𝘁, 𝗿𝗲𝗰𝗿𝘂𝗶𝘁, 𝗹𝗲𝗮𝗱, 𝗮𝗻𝗱 𝗿𝗲𝘁𝗮𝗶𝗻 the next generation - by creating workplaces where Gen Z actually wants to be.

🚫 Outdated leadership models? Still running on annual reviews and job titles?
✅ We bring in practical tools, real-time feedback culture, and new ways of working that drive engagement and performance.

💡 With 20+ years leading Nordic and international teams, I combine commercial acumen with deep people insight. We don’t do fluffy leadership theory - we help leaders lead better. Fast.

If your teams are struggling with:

• Young employees who leave too soon

• Managers unsure how to lead Gen Z

• A culture that’s no longer cutting it

📩 Let’s talk. You’ll walk away with ideas - and actions.

📬 ann@annforup.dk
📱 +45 3161 6031
🌐 foruphelmich.dk

Ann Forup Helmich

Det var en tirsdag eftermiddag.

En af mine mest erfarne projektledere banker på døren.

"Har du 10 minutter?"

Selvfølgelig.

Hun sætter sig. Kigger ned.

Lang pause.

"Jeg har fået et tilbud et andet sted. Og jeg tror jeg siger ja."

Mit hjerte sank.

Hun havde været her i 4 år. Leverede altid til tiden. Tog ansvar.

"Men... hvorfor? Jeg troede du var glad?"

"Det er jeg. Men jeg føler ikke jeg udvikler mig. Og jeg ved ikke rigtig hvor jeg er på vej hen her."

Der var det.

Den sætning der får enhver leder til at indse hvor blind de har været.

Fordi her er sandheden:

Vi investerer mest i dem der kæmper. Og mindst i dem der performer.

Det giver mening på overfladen. De svage har brug for støtte. De stærke klarer sig selv.

Men resultat?

De svage bliver hjulpet videre.

De stærke bliver taget for givet.

Og så forsvinder de.

Jeg havde kørt 1-1'ere med hende. Regelmæssigt.

Men de handlede om projekter, deadlines, blokeringer.

Jeg havde aldrig spurgt: "Hvad vil du mestre om et år? Hvad mangler du for at komme dertil?"

Når hun leverede godt arbejde, tænkte jeg: "Perfekt, hun har styr på det."

Og så vendte jeg mig mod de problemer der brændte.

Men stilhed er ikke det samme som tilfredshed.

Det er bare fravær af klager.

Og dygtige folk klager sjældent.

De bliver bare stille. Trækker sig gradvist tilbage.

Og når de endelig siger noget?

Er det fordi de allerede har besluttet sig.

Hun blev faktisk.

Ikke fordi jeg pludselig blev en bedre leder.

Men fordi jeg stillede det eneste spørgsmål der faktisk betød noget:

"Hvad skal der til for at du bliver? For real."

Og så gjorde jeg tre ting:

1) Udviklingsplan med hendes ord, ikke mine, Ikke "hvad virksomheden har brug for." Hvad hun ville udvikle sig mod.

2) Konkrete handlinger med deadlines Det kursus hun havde nævnt 6 måneder tidligere, jeg havde glemt, blev booket inden ugens udgang.

3) Feedback på styrker, ikke bare fejl Jeg begyndte at sige: "Det du gjorde i går med X - det var skarpt fordi Y."
Ikke bare et generisk "godt arbejde."
Konkret anerkendelse af hvordan hun skabte værdi.

2 år senere var hun stadig der.

Og hun sagde noget jeg tænker på hver dag:

"Du ved godt jeg næsten sagde op, ikk? Du reddede det i sidste sekund."

Men jeg reddede det ikke.

Jeg stoppede bare med at forveksle performance med engagement.

Her er paradokset:

De medarbejdere du aldrig bekymrer dig om?

De er også dem der lettest finder noget andet.

Fordi alle vil have dem.

Og hvis du ikke aktivt investerer i dem, gør andre.

Fastholdelse handler ikke om at fikse problemer.

Det handler om at udvikle potentiale - før det søger andetsteds.

Så...hvornår sidst havde du en udviklingssamtale med din bedste performer?
Ikke status. Ikke feedback.
En samtale om deres ambitioner?

#Ledelse #Leadership #Fastholdelse

✨We help you recruit, lead and retain tomorrows workforce ✨

Jeg fyrede aldrig Sofie. Men jeg var tæt på.

Hun var 6 måneder inde i jobbet som projektleder hos os. Og jeg var frustreret.

Mine tanker gik i ring: 
"Hvorfor kan hun ikke bare tage ansvar?"
"Hvorfor skal jeg altid minde hende om deadlines?" 
"Hun burde da kunne se, hvad der skal gøres?"

Nøgleordet her er: ’BURDE’.

Mine forventninger kørte på autopilot. Og de var ret urealistiske.

Så gjorde jeg noget, der føltes forkert:

Jeg sænkede mine forventninger.

Ikke fordi jeg gav op på Sofie. Men fordi jeg indså, at mine forventninger var designet til en projektleder med 10 års erfaring - ikke én der lige var startet.

Jeg stoppede med at sammenligne hende med den medarbejder, jeg ØNSKEDE hun var. Og begyndte at se den medarbejder, hun FAKTISK var.

Og så skete det her:

I stedet for at være irriteret over, at hun kom til mig med spørgsmål, sagde jeg: "Det er rigtig godt, du spørger. Det viser du tænker kritisk."

I stedet for at sukke over manglende overblik, sagde jeg: "Jeg kan se, du har styr på detaljerne. Det er en styrke."

Små ting. Konkrete ord. Anerkendelse.

Og så skete er noget magisk:

Jo flere gange jeg satte ord på det, hun faktisk gjorde godt, jo oftere gjorde hun det. Hun begyndte at tage mere ansvar. Stille flere kvalitetsspørgsmål. 

Levere bedre.

Fordi hun endelig kunne se sig selv som kompetent.

Det jeg lærte:

Høje forventninger kan være en gave. Men de kan også være et jerngreb, der kvæler folk.

Når du sænker dine forventninger til virkeligheden og sætter ord på de små skridt fremad, giver du medarbejderen ilt til at vokse.

Sofie var i mit team i tre år. Nu er hun videre som projektchef i en international virksomhed, leder sit eget team og kører komplekse projekter på tværs af lande.

Hun gør det sindssygt godt, og jeg elsker at høre fra hende i ny og næ.

Og her et mantra jeg stadig minder mig selv om - både som leder og som menneske:

Din tilfredshed og glæde styres af dine forventninger. 

Når virkeligheden matcher dine forventninger, er du tilfreds og glad. 

Når den ikke gør, er du utilfreds.

Det er så simpelt. Og alligevel så svært.

Hvad er dine erfaringer? Har du prøvet at justere dine forventninger som leder (eller bare som dig) - og hvad skete der så?

PS:
Billedet nedenunder er fra forleden. Min veninde, gennem mere end 30 år skulle fejres. Mine forventninger til frokosten var himmelhøje – og de blev indfriet. Fordi jeg har lært at sætte mine forventninger til de rigtige mennesker. Dem der bare er der. Som er værd at holde fast i.

Jeg får et opkald fra en HR-chef.

Hun lyder træt. Lidt desperat, hvis skal jeg være ærlig.

Tech-virksomhed, 300 ansatte. Og de har tabt 8 af deres vigtigste folk på et halvt år.

Udviklere. Produktfolk. Projektledere. Folk med 3-7 års anciennitet - dem der kender virksomheden indefra og ud.

"Vi har gjort alt," siger hun. "Lønforhøjelser. Mere hjemmearbejde. Vi har endda lavet yoga i frokosten."

Jeg spørger: Hvad siger folk i exit-samtalerne?

"Det samme hver gang. De får bedre løn et andet sted. Bedre karrieremuligheder. Mere fleksibilitet."

Okay. Men sagen er...

𝗗𝗲𝘁 𝘃𝗮𝗿 𝘀𝗹𝗲𝘁 𝗶𝗸𝗸𝗲 𝗱𝗲𝗿𝗳𝗼𝗿 𝗱𝗲 𝗴𝗶𝗸.

Vi gravede nemlig lidt dybere. Snakkede med folk der stadig var der. Og billedet blev pludselig et helt andet.

Problemet var ikke lønnen. Det var ikke frynsegoderne. Det var ikke karrieremulighederne.

𝗗𝗲𝘁 𝘃𝗮𝗿 𝗱𝗲𝗿𝗲𝘀 𝗰𝗵𝗲𝗳𝗲𝗿.

Og jeg mener ikke på den der "min chef er en idiot"-måde.

Jeg mener på en "min chef blev udnævnt til leder uden at have en anelse om, hvordan man leder"-måde.

Alle deres teamleads? Dygtige specialister. Blev forfremmet fordi de var gode til deres fag.

Men ingen - og jeg mener INGEN - havde fået ledelsesværktøj med sig.

Så hvad gjorde de? De kopierede den gamle kommando-stil de selv voksede op med.

Sådan så det ud i praksis:

𝗨𝗴𝗲𝗻𝘁𝗹𝗶𝗴𝗲 𝟭-𝟭'𝗲𝗿𝗲? "Vi dropper dem, der er for travlt"
𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸? Kun når noget gik galt
𝗧𝗮𝗹𝗲𝗻𝘁𝘂𝗱𝘃𝗶𝗸𝗹𝗶𝗻𝗴? "Google det selv"

Gen Z-folkene følte sig totalt usynlige
De erfarne følte sig kvalt af mikromanagement
Det var en masterclass i hvordan man mister sine bedste folk.

𝗩𝗶𝗹 𝗱𝘂 𝘃𝗶𝗱𝗲 𝗵𝘃𝗮𝗱 𝘃𝗶 𝗴𝗷𝗼𝗿𝗱𝗲? Hop ned i kommentarerne 👇

𝗞𝗲𝗻𝗱𝗲𝗿 𝗱𝘂 𝗲𝗻 𝗱𝗲𝗿 𝗹𝗶𝗴𝗲 𝗲𝗿 𝗯𝗹𝗲𝘃𝗲𝘁 𝗹𝗲𝗱𝗲𝗿 - 𝘂𝗱𝗲𝗻 𝗿𝗲𝘁 𝗺𝗲𝗴𝗲𝘁 𝗵𝗷æ𝗹𝗽?

Skriv "KIT" i kommentarerne, så sender jeg dig "𝗗𝗲𝗻 𝗡𝘆𝗲 𝗟𝗲𝗱𝗲𝗿𝘀 𝗦𝘂𝗿𝘃𝗶𝘃𝗮𝗹 𝗞𝗶𝘁" med 5 konkrete værktøjer.

𝗛𝘃𝗶𝘀 𝗱𝘂 𝗲𝗿 𝗛𝗥-𝗰𝗵𝗲𝗳 𝗲𝗹𝗹𝗲𝗿 𝗹𝗲𝗱𝗲𝗿 𝗮𝗳 𝗹𝗲𝗱𝗲𝗿𝗲: Og I mister folk I ikke har råd til at miste - lad os snakke om hvordan I konkret kan vende det.
Book en snak her: Calendly.com/AnnForup

#Ledelse #Fastholdelse #Leadership

2 milliarder i omsætning. 19% vækst. Landets dygtigste IT-virksomhed.

Og så fyrer de CEO'en... fordi medarbejdertilfredsheden er faldet.

Milestone Systems lancerede i 2021 deres "People First"-strategi.

Målet? Løfte trivslen og skabe glade medarbejdere.

5 år senere er resultatet det modsatte.

ENPS faldt fra 44 til 34. 

"Stabilt fald," kalder de det selv i årsregnskabet.

Mens omsætningen blev fordoblet og succeserne stod i kø.

MEN... 𝗗𝘂 𝗸𝗮𝗻 𝗶𝗸𝗸𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶-𝗱𝗲𝘀𝗶𝗴𝗻𝗲 𝗱𝗶𝗴 𝘁𝗶𝗹 𝘁𝗿𝗶𝘃𝘀𝗲𝗹.

Milestone voksede fra 900 til 1500 medarbejdere. 70 nationaliteter. 3 opkøb.

Og her er paradokset:

Jo mere kompleks organisationen blev, jo mere trak ledelsen sig tilbage til det strategiske niveau. Netop når de skulle komme tættere på.

Jeg husker tydeligt en periode, hvor jeg ledede et internationalt team i en mediekoncern. 

Vi var midt i en stor omstrukturering, og min kalender var spækket med væg-til-væg strategi-møder.

Og så sad Mette der. Min dygtigste projektleder. Hun bookede tid til en "kort snak."

I mit hoved var jeg allerede i næste møde. Jeg lyttede, men jeg var ikke til stede.

Tre uger senere sagde hun op.

Her er det, mange ledere glemmer:

Den 27-årige udvikler, der siger op, gør det ikke pga. strategien.

Hun siger op, fordi hendes leder i to måneder har været fraværende i møder, har glemt opfølgning, og har sagt "godt klaret" uden at specificere hvad.

Hun oplever usynlighed. Og intet People First-dokument kan kurere usynlighed.

Adam Grant skriver om "mattering" - oplevelsen af at være væsentlig. Det er at mærke, at din tilstedeværelse gør en forskel.

Og den oplevelse skabes i de små beviser på, at nogen ser dig. 
Husker dig. Følger op. Udfordrer dig.
Lederen. I øjeblikket. I samtalen.

Milestone's tal er fascinerende: Tilliden til produkterne steg. Men trivslen faldt.

Folk troede på missionen. Men de tvivlede på, om organisationen kunne se dem.

Det kan ingen strategi løse, hvis mellemlederen ikke ved, hvordan man:

→ Navigerer den psykologiske kontrakt med de unge – som ser arbejde som udveksling, ikke identitet.

→ Skaber tilhørsforhold i hypervækst – når hver 3. kollega er ny, og kontinuitet nedbrydes hurtigere end den genopbygges.

→ Fører feedback, der udvikler – ikke "du skal kommunikere bedre", men: "I går, da du afbrød Maria, mistede vi hendes perspektiv. Prøv næste gang at..."

Det er håndværk. Og håndværk kræver træning.

𝗛𝗲𝗿 𝗲𝗿 𝗺𝗶𝘁 𝘀𝗽ø𝗿𝗴𝘀𝗺å𝗹 𝘁𝗶𝗹 𝗱𝗶𝗴:

Hvis I bruger millioner på strategikonsulenter – hvor meget investerer I i at gøre mellemledere til dygtige håndværkere i daglig ledelse?

Jeg er nysgerrig: Hvad oplever I? Kender I kløften mellem det, strategien siger... og det, der faktisk sker i samtalerne rundt om på jeres gange?

Vil du se, hvordan vi træner ledere i håndværket? Ræk ud!

PS: Dette handler ikke om at hænge én CEO ud. Dette handler om en strukturel udfordring, som de fleste vækstvirksomheder står i.

Han troede han var tydelig.

Det var også sådan han beskrev sig selv: 

"Jeg siger tingene, som de er. Direkte. Ærligt."

Men det han kaldte "tydelig feedback"?

Det føltes som små stik. Leveret med et smil, så det næsten virkede som en joke.

"Det var måske ikke din skarpeste analyse i dag, vel?"

Første gang tænkte jeg: Okay, fair nok. Måske havde jeg et off-day.

Anden gang: Måske har han en pointe.

Tredje gang: Måske er jeg ikke så god som jeg troede.

Og dér var jeg.

Fra at være en sikker, kompetent leder til at tvivle på alt jeg sagde i møder.

Jeg begyndte at forberede mig mere. Tjekke alt tre gange. Holde mig tilbage i diskussioner.

Ikke fordi jeg ville blive bedre.

Men fordi jeg ville undgå at føle mig lille.

Her er den blinde vinkel:

Han troede han var tydelig.
Jeg oplevede ham som nedladende.

Han troede han skabte høj performance.
Jeg blev forsigtig og tilbageholdt.

Han troede han var en god leder.
Jeg tjekkede jobopslag i det skjulte.

Og det er præcis det jeg ser i dag som ledelsesrådgiver:

Ledere der er 100% overbevist om at de kommunikerer klart og konstruktivt.
Mens deres medarbejdere beskriver det helt anderledes.

"Jeg siger bare tingene som de er" bliver til "Han nedgør mig foran andre."
"Jeg har høje standarder" bliver til "Intet er nogensinde godt nok."
"Jeg er direkte" bliver til "Jeg går på æggeskaller."

Gabet mellem hensigt og virkning kan være enorm.

Ny undersøgelse viser at 22% af danske lønmodtagere har oplevet ledere der taler nedladende, råber eller udviser aggressiv adfærd.

22%. Hver femte.

Og de fleste af disse ledere?

De tror ikke de er en del af den statistik.

Her er konsekvensen:

Medarbejdere holder sig tilbage. Tager færre chancer.

De siger kun det, de tror ledelsen vil høre - ikke hvad der faktisk skal siges.

Innovation dør langsomt. I stilhed.

Og så undrer vi os over hvorfor folk siger op.

Men vi mister dem ikke den dag de siger op.

Vi mister dem måneder før. Når de mentalt tjekker ud og bare gør det, de bliver bedt om.

Jeg kom videre fra den leder.

Men det tog tid. Og det kostede noget.

I dag arbejder jeg med ledere der har modet til at spørge:

"Hvordan oplever mit team egentlig mig?"

Ikke "Er jeg en god leder?"

Men "Hvad er gabet mellem min hensigt og min virkning?"

Det gode?

Jeg møder flere og flere ledere der vil have svaret. Selv når det gør ondt.

Og især yngre generationer accepterer ikke længre hård ledelse.

De går. Og det tvinger os til at se i spejlet.

Fordi hård ledelse ikke gør folk bedre.

Den gør dem bare stille.

Link til min artikel i Finans i kommentaren. 👇

Har du også oplevet gabet mellem hvordan en leder troede de var - og hvordan de faktisk blev oplevet?

#Ledelse #Arbejdsmiljø #Leadership

Jeg mødte Thomas for 3 måneder siden.

Han var blevet forfremmet til teamleder. For første gang. Og han kæmpede.

"Ann, jeg føler mig som en svindler. Alle tror, jeg ved, hvad jeg laver. Men jeg har ingen anelse."

Jeg spurgte: "Hvad var det første, du gjorde som leder?"

"Jeg holdt et kickoff-møde og fortalte teamet om min plan."

Der var problemet.

Han startede med at give svar. Men han vidste ikke engang, hvilke spørgsmål han skulle stille.

Tre uger senere mødtes vi igen. Han havde stillet de 7 spørgsmål, jeg havde sagt han skulle (fra min guide nedenfor).

"Ann, det var som at tænde lyset. Pludselig kunne jeg se, hvad der virkelig foregik i mit team."

➡️ Én medarbejder havde overvejet at sige op (han fik det stoppet).
➡️ En proces var ved at bryde sammen (han fik det fikset).
➡️ Og han fandt ud af, at hans chef faktisk IKKE forventede, han skulle lave alt selv.

→ Swipe for at se de 7 spørgsmål.

Og husk: Det er aldrig for sent at stille dem. Også selvom du ikke er ny som leder længere.

Hvilke af disse spørgsmål har du stillet? Og hvad lærte du?

OG - Vil du have Den Nye Leders Survival Kit med 15+ konkrete værktøjer?
→ Skriv "KIT" herunder, så sender jeg dig linket.

#ledelse #fastholdelse #nyeledere #lederudvikling

7 spørgsmål du skal stille som ny leder

"Talentudvikling er HR's ansvar."

Nej.

Forleden i GRUNDFOS' MasterClass om talentudvikling fik jeg det spørgsmål, jeg får ofte: 

"Hvordan hjælper HR os med at udvikle medarbejdere?"

Mit svar overrasker de fleste:

Talentudvikling kan ikke outsources.

Det er ikke et program HR kan levere. 

Det er ikke et kursus I kan sende folk på. 

Det er ikke noget I kan købe jer til.

Det ER ledelse.

I videoen taler jeg om hvorfor "jeg har ikke tid til det" er den sætning der koster mest.

Fordi organisationer vokser ikke. Mennesker vokser. Og så tager de organisationen med sig.

Det var kernen i samtalen hos GRUNDFOS. Og det er det svar, de fleste organisationer glemmer:

Talentudvikling kan ikke outsources til HR. Det er ledelsens håndværk.

Hvad tænker du - hvor meget af udvikling kan overlades til andre? Og hvor meget ER selve lederrollen?

Tak til Jakob, Ouafa og Fanny fra GRUNDFOS for invitationen til en god og vigtig snak.

Forrige uge fik jeg et opkald.

HR-chef. Stor virksomhed. Frustreret.

"Vi bruger millioner på talentudvikling. Kurser. Systemer. MUS-samtaler. Alt sammen.

Men folk siger stadig op efter et par år. Hvad dælen gør vi galt?"

Jeg stillede hende ét spørgsmål:

"Ved dine ledere hvad deres folk faktisk brænder for at blive bedre til?"

Stille.

"Det...ved jeg faktisk ikke."

Og dér er problemet.

Udvikling sker ikke én gang om året i et booket mødelokale. 

Den sker i de små, ugentlige samtaler. De uformelle. Dem, hvor der ikke bliver taget noter.

Men jeres ledere ved ikke, hvad de skal spørge om. De har teorien. De har været på alle lederkurserne. Men mandag morgen aner de alligevel ikke, hvad de skal gøre.

Forleden var jeg inviteret til GRUNDFOS' MasterClass om talentudvikling. De stillede præcis det spørgsmål.

I videoen giver jeg de tre konkrete spørgsmål, jeg anbefalede dem. 

Spørgsmål I kan stille allerede i næste uge.

De tager 10-15 minutter. Ingen skemaer, der skal udfyldes. Ingen forberedelse. Bare samtale.

Og de skaber mere reel progression end jeres årlige talentreview nogensinde vil.

𝗚𝗲𝗺 𝗱𝗲𝗻𝗻𝗲. 𝗗𝗶𝗻𝗲 𝗹𝗲𝗱𝗲𝗿𝗲 𝗵𝗮𝗿 𝗯𝗿𝘂𝗴 𝗳𝗼𝗿 𝗱𝗲𝘁.😉

PS. Og tak til Ouafa, Jakob og Fanny for en samtale, der rakte vidt - og for at udfordre mine pointer på de rigtige steder. Og for et par gode grin også.

"Vi giver feedback hele tiden," siger lederne. 

"Jeg får aldrig feedback," siger medarbejderne. 

Begge har ret. 

Og det er præcis problemet. 

For tre uger siden sad jeg med en erfaren leder. 
Hans 26-årige medarbejder havde netop sagt op. 

I exit-interviewet havde hun sagt: "Manglende feedback." 
"Men jeg gav hende feedback hele tiden," sagde han. 

- Roste hendes præsentationer i teammøder
- Sendte Slacks om hendes rapporter 
- Sagde "godt arbejde" ved status-møderne.

Han havde ret. Han havde sagt alle de ting. 
Men hun havde ikke hørt det som feedback.

HVORFOR DET SKER: 

Især yngre medarbejdere forventer noget meget specifikt, når de hører ordet "feedback": 

✓ Struktureret (ikke i forbifarten) 
✓ Direkte (ikke generelt i teammøde) 
✓ Actionable (ikke bare "godt arbejde") 
✓ Timely (inden for 24-48 timer) 

Alt andet? Det registreres ikke som feedback. 

HVAD DU KAN GØRE: 

Næste gang en medarbejder afleverer noget vigtigt: 

1. Book 15 min inden for 24 timer (ikke Slack - et møde) 
2. Start struktureret: "Jeg vil give dig feedback på X" 
3. Vær specifik: "Slide 3-4 var stærke fordi..." 
4. Gør det actionable: "Næste gang: Prøv at..." 
5. Check forståelse: "Giver det mening?" 

Det tager ikke mere tid. 
Bare intention. 

Jeg skrev om dette i Finans i dag. 

Hvis du har adgang, kan du læse hele klummen her: https://shorturl.at/xets3

Hvis ikke - jeg dykker dybere i mit nyhedsbrev næste uge. 
Tilmeld dig på ForupHelmich.dk/Nyhedsbrev

Er det en kløft du har oplevet? #ledelse #feedback #leadership

Flere end 1.000 ledere har hentet mit Ny Leder Survival Kit på bare tre dage.

Det havde jeg ikke set komme.

Men jeg tror, jeg forstår hvorfor: 

Vi drukner i ledelsesviden. 

Vi sulter efter noget, vi kan bruge mandag morgen.

I denne udgave skriver jeg om kløften mellem at vide og at gøre. 

Og om hvorfor de gode ledere er ved at give op.
👇

Der er uger, hvor alting føles lidt mere intenst. Det her har været sådan en. Danmark gik til valg i tirsdags. Socialdemokratiet mistede København eft

Open article: Hvad 1.000 downloads, et dramatisk kommunalvalg og en voksende lederkrise har til fælles... by Ann Forup Helmich • 4 min read

Hvad 1.000 downloads, et dramatisk kommunalvalg og en voksende lederkrise har til fælles...

Jeg talte med en leder i går. 

Hun sagde: "Ann, den guide I delte i workshoppen - har I den liggende et sted?" 

........

Flere end 2.000 ledere har hentet vores Den Nye Leders Survival Kit. 

Og hver dag hører vi: 

"Har I mere?" 
"Findes der en guide til..." 
"Kan I lave en til..." 

Så nu spørger vi jer direkte: 

Hvis I kunne få ét praktisk ledelsesværktøj hver måned 
- konkret, klar til at bruge i morgen 
- Hvad skulle det første være? 

Onboarding-guide? 
Feedback-script? 
Stay-interview-template? 
Noget helt tredje? 

Drop det i kommentarerne. 
Vi researcher til noget nyt - og jeres input betyder alverden. 

(Og ja, vi læser hver eneste kommentar) 

#ledelse #leadership #lederudvikling

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