In HR, we’re often asked to jump into action: fix the culture, roll out a new initiative, address engagement scores, improve retention. It’s easy to respond with what feels like the right solution—another training, a team offsite, a communication plan. But without slowing down to understand what’s really happening, we risk addressing symptoms instead of root causes.

Here’s a simple process I use—whether I’m consulting internally, coaching a leader, or working on a team strategy…

For a long time, we’ve been taught to see career development as a ladder — up is progress, success, validation. But what happens when up isn’t possible? Or when it just doesn’t feel right anymore?

As the cost of the Great Resignation and job-hopping continues to grow, executives are scratching their heads wondering How do we keep our people? The answer is as simple as it is complex: invest in their growth and development.

The simplicity of investing in growth and development comes from the obvious thought - well of course people are going to stay if they’re getting promoted. The complexity is derived from the fact that, yes, while people may be more likely to stay at an organization if they get promoted, not everyone can get promoted. So outside of pay raises and promotions, what can organizations do to show employees that they’re invested in their growth and development?

Your employees build your processes, engage your clients, and drive your bottom line. They are the ones truly responsible for propelling your organization forward. Without employees, you wouldn’t have the customers you do today. So that leads me here… Employees are your first customers. So how can you treat them like it today?