Table of Contents

1. Opening Salvo (the first is the longest)

2. Did You See This?

3. Talent Management 101 (TM101)

4. The Plug

Opening Salvo (the first is the longest)

So… how do we do this? That ellipsis doesn’t count as a Millennial pause. My name’s Chris (The Who), and I’ve been in the HR/People and strategic consulting space for about a decade, serving a variety of clients. Before crossing over to this side, I worked as both an individual contributor and people manager for seven organizations across six industries since earning my undergraduate degree. I spent years searching for a career path where I could do the job I was hired to do, not hate every moment of it, and find opportunities for meaningful professional growth. That’s why I worked for so many organizations in just seven years.

To say I didn’t need to go through my own adult and professional maturation during that time would be a lie—and one I’m not interested in telling, considering the karmic consequences. I also experienced some terrible leadership and managerial practices that shaped me in ways I didn’t fully realize until years later. These experiences led me to apply to Gallup, where my consulting and coaching career began. While at my last tech job in 2013 (we'll pin this for another time), I Googled “best places to work DC.” Shout-out to Google Ads for showing me a report discussing "employee engagement" by Gallup. I had never heard the term before, but the summary resonated with me immediately, and I was dead set on breaking into the industry to help organizations treat their people better.

In the last ten years, I’ve worked for industry-leading consulting firms and startups, all focused on measuring and improving performance. I’ve served clients across a wide range of industries, helping them amplify what they do well while uncovering and solving broken practices that harm performance or create toxic environments. I’ve convinced boards, C-suite executives, and even skeptical organizations that there are better ways to operate. I’ve also learned that not everyone in the HR/People space is as effective at creating change as we need to be.

This isn’t a validated data point, so don’t Google it, but in my experience, 98% of bad leaders and managers (including HR/People professionals) are simply following the bad leadership or management they experienced themselves. There’s 1% who just don’t know what they’re doing, and another 1% who have nefarious intent. If you accept that, then 99% of bad leaders can be helped. We may not eliminate the 1% who act with ill intent, but we can certainly offset their impact and expedite their exit. And to be clear, I’m not claiming to have been the perfect leader or manager myself. I’ve made mistakes, caused harm, and had to evolve my leadership approach to help as many people as I have today.

Which brings us here (The Why). For years I have been asked, encouraged, lowkey demanded to share more of my perspective on things impacting the workplace. I’m not sure I buy into the hype of my own opinions, but I do want to share what I’ve learned and encourage others to help make the portion of our lives that we spend at work better. I’ve seen the bar drop to hell on things like quality, mutual respect, consideration for others, business acumen, strategic foresight, and I’ll stop listing things before I expose how petty of a person I can be. Low expectations, in my opinion, have become the standard which is as disappointing as it is insane. So, we need to start calling out the nonsense, supporting different behaviors, rejecting the comfort of the status quo, and embracing the discomfort of what could be—even if it means being villainized for going against the grain.

You can expect me to highlight news I find interesting inclusive of my perspective, share learnings from my own experiences (read mistakes), and add some talent management education to be inclusive of those who are not practitioners. Regardless of your role, career stage, or familiarity with HR, consider this a journey of adopting unorthodox approaches to motivate teams, build culture, and drive performance. "Villainy," as judged by traditional standards that desperately need to change, is a tag worth wearing.

Welcome to our Professional Villain Era.

Did You See This?

Navigating the Neverending Election Cycle at Work

A recent WorkLife article discusses the challenges HR faces in managing political discourse in the workplace, emphasizing the importance of clear guidelines and policies to maintain a respectful environment. However, policies alone aren’t enough.

Workplace cultures thrive on trust, psychological safety, and mutual respect. These elements create an environment where productive political discourse can flourish. But how do you build these foundations? Here are five strategies:

1. Establish Clear Communication Channels: Open, transparent communication is key. Regular feedback loops build trust and foster respect.

2. Lead by Example: Leaders must model behaviors like respect, active listening, and openness to diverse perspectives.

3. Provide Training on Inclusivity and Bias: Equip employees to recognize and counteract unconscious bias, ensuring a respectful, psychologically safe environment.

4. Encourage Collaborative Problem-Solving: Promote teamwork where diverse ideas are valued, and employees feel safe to contribute without fear of judgment.

5. Implement Anonymous Feedback Systems: Allow employees to express concerns or suggestions anonymously, which helps uncover issues without fear of retribution.

Building a culture where political discourse is productive isn’t about suppressing opinions but ensuring every employee feels secure in sharing theirs. It’s about creating spaces where dialogue is encouraged, not stifled—where differences are explored, not avoided.

Productive political discourse at work isn’t a pipe dream, but it requires a foundation of trust, psychological safety, and mutual respect. Before enforcing policies, ensure these cultural elements are deeply embedded in your organization.

At least They Kept the “E” Before Throwing Out DEI

Ford is the latest in a growing list of companies stepping back from its diversity, equity, and inclusion (DEI) initiatives, citing shifting priorities and economic pressures. This move comes as many businesses re-evaluate their efforts in the face of political backlash and questions around effectiveness.

So brave. I love that for them. This trend of walking back DEI policies isn’t just disappointing; it’s dangerous. Companies like Ford are signaling that diversity, equity, and inclusion are in fact negotiable, now that the Spring of 2020 is safely behind us. But what does this really say about their commitment to their people and their culture?

The fact is, DEI isn’t just a PR checkbox—it’s a strategic driver of innovation, engagement, and retention. If leaders think that shelving these initiatives won’t affect employee/customer experience, retention, and talent acquisition, they’re deluding themselves.

This also raises a broader question: when companies scale back DEI, who gets left behind? It’s often underrepresented groups who are already struggling to have their voices heard. By deprioritizing these initiatives, organizations risk creating environments where inclusion takes a back seat to convenience.

If you’re pulling back on your DEI commitments, you’re pulling back on your commitment to your people and your future. Organizations that fail to recognize this will find themselves with a demoralized workforce and a shrinking talent pool. Now more than ever, DEI needs to be at the forefront of company strategy—not the first thing on the chopping block.

Plus, as an added bonus, we can skip the articles feigning surprise that gender, racial, and ethnic diversity among corporate boards has stagnated since the positive momentum in 2021.

Talent Management 101 (TM101)

Gallup's guide on the employee journey outlines seven stages of the employee life cycle:

1. Attract

2. Hire

3. Onboard

4. Engage

5. Perform

6. Develop

7. Depart

Each stage represents a critical touchpoint that affects employee engagement, satisfaction, and productivity. By focusing on each phase, companies can create a positive employee experience that drives long-term success. A well-managed employee life cycle ensures both employee satisfaction and organizational growth.

Attract, the first stage of the employee life cycle, focuses on how organizations appeal to potential candidates. To appeal to top talent, organizations must clearly communicate their brand values, culture, and employee experience. This goes beyond salary—job seekers today prioritize purpose, flexibility, and opportunities for growth. A strong employer brand, backed by authentic messaging, helps companies stand out in competitive talent markets.

• Define a Compelling Employer Brand: Highlight the company's mission, values, and long-term vision.

• Focus on Culture: Show that your workplace prioritizes inclusivity, growth, and flexibility.

• Market Employee Benefits Beyond Pay: Showcase opportunities for personal and professional development.

• Leverage Authentic Messaging: Ensure your recruitment messaging aligns with the actual employee experience.

• Target Candidate Expectations: Tailor your outreach to meet what modern talent is looking for: purpose, impact, and work-life balance.

The Plug

This newsletter is brought to you by AstutEdge, a consultancy dedicated to developing and deploying a people-first talent management culture. We solve both obvious and hidden challenges by optimizing performance, engagement, and development across the entire HR, People, and Talent spectrum.

This plug is shameless and should be shared widely. If your organization or a partner organization could use additional talent management support, reach out!

Ok, one more, please support the incomparable Hebba Youssef and her podcast/newsletter “I Hate it Here.” Listen to her season 5 premiere, where we discussed the unsung relationship struggles of HR here.