Greetings!

If you are a CEO, CHRO, Chief Diversity Officer. VP/Head of Talent or other C-suite leader, I want to ask how you are helping your organization navigate this challenging climate & prepare for a more inclusive, more prosperous future?  As a Talent Strategist & People Architect with DHR Global - a Forbes Best Executive Recruiting Firm – I’ve asked this question of current and future clients.

In my conversations with healthcare & life sciences executives, I’ve noticed that their goals & initiatives are to:

✅ Innovate quickly & ethically 
✅ Improve quality of care & patient outcomes 
✅ Eliminate health disparities
✅ Improve the patient experience
✅ Facilitate an efficient & profitable go to market (GTM) strategy & process (growth hacking)
✅ Hire, engage & retain a diverse workforce
✅ Strengthen governance

In my conversations I have discovered internal challenges such as: 

👎🏽 No talent acquisition &/or retention KPIs,
👎🏽 Overwhelmed Recruiters with little time to upskill
👎🏽 Non-existent / inconsistent sourcing, recruiting & onboarding processes
👎🏽 Old technology not able to meet current & emerging needs for applicant tracking (ATS/HCM/HRIS)
👎🏽 Insufficient talent market knowledge / data
👎🏽 Little time to focus on sourcing critical top talent to stabilize, scale & transform the organization
👎🏽 Even less time to be proactive & engage talent opportunistically in order to dominate the market
👎🏽 No time to develop a diversity strategy & execute to increase representation, equity & foster belonging

My commitment is to minimize your pain, maximize your joy & guide your organization to better outcomes:

👍🏽 No more failed assignments
👍🏽 No more excessively long vacancies
👍🏽 No more homogeneous candidate slates
👍🏽 No more communication breakdowns or lack of transparency
👍🏽 No more resenting placement fees because of low value partnerships or inflexible cost structures

My personalized approach to Executive Search and Talent Advisory is different.  I help my clients compete in a tight talent market to win the war for talent by leveraging an unparalleled industry network, using insightful market data, compelling positioning & magnetic messaging.

⭐ I also work with mature organizations that: 
⚕️ Have an urgent assignment
⚕️ Need a very niche role filled 
⚕️ Lack diverse candidate slates 
⚕️ Have an overloaded internal TA team

If you want a strategic partner who will make your organization smarter, faster & more agile, please email me at ahenderson@dhrglobal.com

Reach, Resourcefulness & Relationships - the DHR way.

Andrea Henderson, SPHR, CIR, RACR

My candidates didn't get the job and I've never been so grateful that I failed.

I submitted two intelligent, accomplished women for a Chief of Staff role working for a CEO of a major entertainment company. 

Both sailed through multiple rounds - interviews with the CFO, the former Chief of Staff, even the executive's mother.

But the process felt... off. 
➵ They were told to expect grueling hours and attend countless industry events. 
➵ Their personal style was scrutinized. 
➵ They fielded scenario-based questions about situations that seemed trivial, outrageous, and quite frankly, unlikely to ever occur. 

It got weird. 

Then came the request to fly from NY to LA for a final meeting. Before they could book flights, I got the call: neither was moving forward.

We were all disappointed. We said the usual "it wasn't meant to be" and moved on.

Years passed before the headlines announced the CEO’s arrest. The Chief of Staff who eventually got the role, was then in the news as an alleged enabler.

I immediately reached out to both candidates. We had a joint moment of relief - and profound gratitude.

My intention is to only work with ethical clients who value integrity as much as excellence.

So this experience taught me something I'll never forget:
↳ Sometimes the blessing is the door that slams shut. 
↳ Sometimes the win is the rejection. 
↳ Sometimes the greatest act of protection is not getting the job - or the assignment - you thought you wanted.

And as a recruiter …someone entrusted with people's livelihoods, reputations, and futures …I hold that truth close: 

Let's stop believing that any high-profile role is worth the cost. 

My work will always center around finding talent that can thrive in high-stakes environments, but I also have to ensure those environments don't destroy them.

To anyone searching for their next role, know this:
↳Not every opportunity is aligned.   
↳Not every 'yes' is safe.   
↳And sometimes the biggest success is what didn’t happen.

Exec Search Pro helping biotech, value-based care, digital health companies & hospitals hire transformational C-suite & Board leaders. Partner, Life Sciences, Healthcare, Diversity, Board Search | Board Member | Investor

Excited to announce I'll be attending the JP Morgan Healthcare Conference in January! 🎯

This is always such a valuable opportunity to connect with industry leaders, explore innovations in healthcare, and engage in meaningful conversations about the future of our field.

If you're attending and would like to connect, please send me a message to schedule a time to meet up. I'd love to catch up with familiar faces and make new connections!

Who’s going to JPM?👇🏽

#JPM2026 #JPMHealthcare #HealthcareInnovation #HealthTech #HealthcareLeadership #DigitalHealth

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His parents locked him in a psychiatric hospital. Three times. Electroshock therapy. Medication. All because he wouldn't conform.

He walked the Camino de Santiago - 500 miles across Spain - and came back with both blisters and clarity.

Call it awakening. Call it courage. Call it remembering who you were before the world told you who to be.

He wrote about that just before he wrote The Alchemist;
Paulo Coelho's simple story about a shepherd boy chasing a dream. 

It’s a story about the treasure that's always closer than we think. About seeking everywhere in the distance only to find it was at home all along.

But before it sold 150 million copies and became one of the most translated books in history, it flopped. 

He refused to let it die. 
He refused to surrender what he believed in.
He knew what it meant to be misunderstood.
He knew what it meant to wander.
He knew what it meant to keep going when the world said stop.

I read The Alchemist at a time when I was searching for something I couldn't name.

The unconventional path. The wandering. The need to go far away only to realize the treasure was home all along…it didn't just resonate. It explained me.

I've lived that story. The detours that looked like failures. The rejections that felt like proof I was on the wrong path. The moments I almost gave up because nothing was going according to plan.

And then I became a recruiter.
Not in spite of the wandering. Because of it.

Through my candidates, I do the work all over again. I walk with the ones who've been rejected 47 times. The ones whose paths don't fit the template. The ones who are blistered and unsure but won't stop walking.

Through my clients, I'm constantly seeking the stars. The proven performers. The transformative talent everyone wants.

I am all of them.

The pilgrim. The shepherd. The best-seller. The one who wandered far only to find what I was looking for was in the journey itself.

I am the bridge between the seeking and the seekers.

Executive search isn't just my job. It's my pilgrimage.
It's how I keep walking.

If you're feeling off-path today, maybe this is your sign.
Keep walking.
Your legend isn't lost.

What "6-7" Teaches Us About Generational Diversity in the Workplace

You might have heard kids shouting "six seven!" lately. Dictionary.com just named it their 2025 Word of the Year.
(Is it even a word? 🤦🏽‍♀️)

And while it means absolutely nothing, here's the insight: it's Gen Z's version of "Who's on first?"

When adults ask what it means, young people give a unified response: It has no definition. 

The phrase, which is driving parents and teachers crazy, is absurdist humor for the digital age …just like Abbott and Costello's classic routine was for theirs.

𝐓𝐡𝐞 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐝𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 𝐠𝐚𝐩 𝐰𝐞'𝐫𝐞 𝐧𝐨𝐭 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐧𝐠:
➵ Right now, we have five generations in the workplace. 
➵ Boomers remember when "Who's on first?" was cutting-edge comedy. 
➵ Gen Alpha thinks "six seven" is hilarious for the exact same reason …the joy of shared absurdity. 

Different reference points, same human need for connection and humor.

𝐖𝐡𝐲 𝐭𝐡𝐢𝐬 𝐦𝐚𝐭𝐭𝐞𝐫𝐬 𝐟𝐨𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩:
This isn't "brain rot"
…it's a deliberate, gleeful effort by young people to remain unknowable in an era of relentless online observation. 

Each generation develops its own cultural codes shaped by its unique context. 

👥 Boomers and Gen X built careers before email. 

👩‍❤️‍👨 Millennials bridged the analog-digital divide. 

👽 Gen Z witnessed social media's dark side. 

🤳🏾Gen Alpha has never known privacy.

𝐓𝐫𝐮𝐞 𝐝𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 𝐰𝐨𝐫𝐤 𝐢𝐧𝐜𝐥𝐮𝐝𝐞𝐬:

✔️ Recognizing that a 22-year-old and a 62-year-old bring different lived experiences that both add value

✔️ Creating space for generational perspectives without stereotyping

✔️ Ensuring that "cultural fit" doesn’t just mean "people who grew up like I did"

✔️ Building mentorship that flows in multiple directions

💰 The companies thriving in 2030 won't be the ones that "understand" every generational trend. 

💰 They'll be the ones that recognize generational differences as a strategic advantage 
…where "𝑾𝒉𝒐’𝒔 𝒐𝒏 𝒇𝒊𝒓𝒔𝒕?" and "𝒔𝒊𝒙 𝒔𝒆𝒗𝒆𝒏" can coexist, and both are valued.
__________________

So... are you being driven crazy by "six seven," or do you totally get it?

Being invisible is expensive, but you can't hack your way into a trusting relationship.

I've seen it in executive search for years: the professionals who land the BEST opportunities aren't just qualified.

They know how to show up AUTHENTICALLY and build real connections on LinkedIn and IRL.

From hidden to → VISIBLE
From generic to → MAGNETIC
From waiting to → ATTRACTING

The landscape has shifted:

↳ Recruiters are searching LinkedIn first (not job boards)
↳ Your voice matters MORE than ever
↳ Building a brand isn't vanity, it's STRATEGY

Here's what I see working in 2025-2026:
✓ Authenticity over perfection
✓ Consistency over virality
✓ Connection over self-promotion

That's why I'm excited to join Katheline Jean-Pierre MSc  TODAY for "The LinkedIn Tea" 🍵
We're spilling on:

↳ How to define YOUR unique voice and show up unapologetically
↳ What the LinkedIn algorithm actually prioritizes (and how to use it)
↳ How to build a brand that attracts recruiters, clients & collaborations
↳ Where the opportunities actually are in this new landscape

📍 Join us For Free 📍
TODAY at 12 PM PDT / 3 PM EST
https://lnkd.in/gtTAjTpZ

Whether you're actively job searching, building your practice, or ready to attract better opportunities…this session is for you.

*This webinar is sponsored by Graphy.
___________
👋 I'm Andrea Henderson, Executive Search Professional helping companies identify top talent and match them with opportunities that align with their career goals.

𝐒𝐭𝐨𝐩 𝐀𝐬𝐤𝐢𝐧𝐠 𝐂𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞𝐬 𝐭𝐨 𝐖𝐨𝐫𝐤 𝐟𝐨𝐫 𝐅𝐫𝐞𝐞

One of my clients is doing something that should be standard practice but unfortunately isn't: they're compensating every candidate who completes their second-round strategic planning exercise.

They want to be clear …they're not looking for free labor! 

They want to understand how candidates think, approach complex problems, and communicate strategy. 

But they also recognize that asking someone to develop a thoughtful strategic plan is a significant investment of time, expertise, and intellectual energy.

So they pay for it. 

Every single person who completes the exercise gets compensated, regardless of whether or not they get the job.

𝐓𝐡𝐢𝐬 𝐦𝐚𝐭𝐭𝐞𝐫𝐬 𝐛𝐞𝐜𝐚𝐮𝐬𝐞:

𝐈𝐭'𝐬 𝐚𝐛𝐨𝐮𝐭 𝐞𝐪𝐮𝐢𝐭𝐲. 
Not everyone can afford to spend 5-10 hours on unpaid work exercises. Some candidates are juggling multiple interviews, others are working full-time, and many have caregiving responsibilities. Compensation levels the playing field.

𝐈𝐭'𝐬 𝐚𝐛𝐨𝐮𝐭 𝐫𝐞𝐬𝐩𝐞𝐜𝐭. 
If the work requires professional-level thinking and produces something of value, it's work. 
And work deserves pay.

𝐈𝐭 𝐬𝐢𝐠𝐧𝐚𝐥𝐬 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐯𝐚𝐥𝐮𝐞𝐬. 
How you treat candidates tells them everything about how you'll treat employees. If you don't value their time during hiring, why would they believe you'll value it after?

𝐈𝐭 𝐚𝐭𝐭𝐫𝐚𝐜𝐭𝐬 𝐛𝐞𝐭𝐭𝐞𝐫 𝐭𝐚𝐥𝐞𝐧𝐭. 
Top candidates know their worth. 
They're more likely to invest deeply in an exercise when the company invests in them too.

There's a clear line between a reasonable interview case discussion and asking for deliverables like strategic plans, marketing campaigns, competitive analyses, or detailed proposals. The latter should be compensated.

If your hiring process requires candidates to produce substantial work, pay them for it. 

If you can't afford to pay candidates for their work, you can't afford to ask for it.

It's that simple.

___________

If you need help, DM me for my proprietary 𝐇𝐢𝐫𝐢𝐧𝐠 𝐄𝐪𝐮𝐢𝐭𝐲 𝐁𝐥𝐮𝐞𝐩𝐫𝐢𝐧𝐭

Thanksgiving recipe for boundaries

As we head into the Thanksgiving holiday, I'm reminding myself of something important: self-care isn't selfish.

It's easy to overcommit during the holidays …saying yes to every side dish, every special diet request, every guest/family/colleague expectation. 

But sustainable success requires us to protect our energy and set healthy boundaries.

Please be intentional about including yourself on the list of people youre taking care of. 

That might mean saying no to some things, taking breaks when you need them, and being present where you choose to show up.

I'm deeply grateful for this network …for the colleagues who inspire me, the mentors who guide me, and the connections that make this professional journey meaningful. 

Thank you for being part of it. 

Wishing everyone a restful and restorative Thanksgiving. 🍁

Start an argument to save money on Christmas presents 

OR

Take some advice from Mike Muse on how to keep the peace at Thanksgiving dinner today. 

Either way, enjoy! 🦃🍁

Happy Thanksgiving

What says “transactional” more than disconnecting after you get the job?

Tickles me because I’ve seen this movie before. 

Headhunters are not the Boogeyman.  

And we’re not the wait staff that you tip after you eat, burp and go home, never to be seen again. 

We're relationship builders. Career-long partners. 
The people who remember you when the perfect opportunity comes around again.

So when you disconnect after you get what you need…

We remember that too.

What do you think happens next time? 

_________________

Has anyone ever gone radio silent, disappeared or disconnected from you after getting what they want?

I see this question all the time:
“Know a recruiter in Charlotte, NC?”
Let’s talk about why that’s not the question you should be asking.

I see people asking for recommendations for a recruiter in their city.

But here’s the thing: most of us don’t work locally. We work nationally. Some, like me, even work globally.

So the better question isn’t 
❌ “Who’s near me?”
✅  It’s “Who specializes in what I do?”

❓Are you in CPG? 
❓Tech? 
❓Luxury retail? 
❓Healthcare? 
❓Manufacturing?

❓❓Are you a CFO? 
❓❓CMO? 
❓❓Chief Commercial Officer?

The clearer your ask, the better the recommendations you’ll get.

Ask better questions, get better answers, Beloved, 🫶🏽

Best way to find a Recruiter to work with

Obstacles are often smaller than they appear.

Overthinking can be as bad as under-thinking. 

Leaders [and Coaches] help others turn stumbling blocks into stepping stones.

Agree? 

_______________
Repost from Oleg Vishnepolsky, CTO at Daily Mail Online

I’ll be the voice in the room on December 1st. 

Katheline Jean-Pierre, MSc: a brilliant, award-winning revenue leader, coach, podcaster and truth-seeker, will be asking the questions, and I’ll be answering them live.

She reached out and said, essentially: People are lost in this market. Why the **Crickets**? 

And she mirrored what I keep hearing across industries:

High-performers who were once chosen are now the ones doing the choosing, the searching, the competing for attention.

🤔 Recruiters seem to have evaporated. 👀
🥴 Process fractured. 
😤Access collapsed.
🫩 The rules rewrote themselves without asking permission.

So she asked me the questions you’ve been carrying in the quiet:

• How do ambitious professionals run a modern job search without insider access?
• What tactics still work and which ones need to be added to the toolkit?
• And most importantly, how do you manufacture momentum in this market?

I have a lot to say. (I always do.)

Which is why we’re hosting a live conversation, post-holiday fog:

𝐓𝐇𝐄 𝐍𝐄𝐖 𝐑𝐔𝐋𝐄𝐒 𝐎𝐅 𝐉𝐎𝐁 𝐒𝐄𝐀𝐑𝐂𝐇𝐈𝐍𝐆

How to navigate the market and create your own path
A live Q&A with me and Katheline on Zoom

📅 𝐌𝐨𝐧𝐝𝐚𝐲 𝐃𝐞𝐜𝐞𝐦𝐛𝐞𝐫 𝟏𝐬𝐭 
• It’s free • It’s live 
• It’s clarity when clarity is scarce.

No gatekeeping. No fees. No performative posturing.

Just answers. Just access. Just the unfiltered mechanics of what works now.

If you’re searching for a role, planning a pivot, or trying to decode the signals that suddenly went silent: Be in the room.

Bring the questions you’re tired of holding.

I’ll bring the truth you’re tired of not hearing.

🔗 Zoom link in comments.

Andrea Henderson, SPHR, CIR, RACR ✦ Executive Search Professional
In dialogue with Katheline Jean-Pierre, MSc .
Your questions, answered.

When a CEO says "exploring all options," we all know what that means.

Jim Forbes and I had a great conversation last night at the PDA holiday party about what boards actually need when they're looking for a CEO who can make the company "transaction ready."

When the board is facing a go-private scenario, preparing for an IPO, or navigating an acquisition, the leadership profile changes dramatically. You need to find the right CEO for this particular journey.

The leaders who excel in transaction-heavy environments bring a specific toolkit:

↳ They view constrained runways as catalysts for decisive action, not paralysis
↳ They've built credibility with PE firms, investment bankers, and boards during high-pressure processes
↳ They can articulate competing strategic paths without becoming attached to any single outcome
↳ They understand that "exploring all options" requires rigorous strategic discipline

The question that the board should let shape the CEO search: Are we hiring for the company we are today, or the company we're about to become?

If transformation, transaction, or transition is on your horizon, your leadership profile needs to reflect that reality from day one.

I partner with boards to define these nuanced requirements before the search begins because getting this hire right is crucial. It could kill the deal if you get it wrong so it isn't a hire you'll get to make twice.

Thanks Jim Forbes for sparking this reflection. 

___________________

Private Directors Association® - Atlanta Chapter  

*picture for attention

#ExecutiveSearch #CEOSearch #BoardAdvisory #LeadershipTransitions

Your next executive hire was at Art Basel this weekend in Miami.  

Or she might have been at the Healthcare Businesswomen's Association conference in Las Vegas. 

Or the Private Directors Association event at Disneyland in October.

This weekend I was at Art Basel in Miami. I went to celebrate a friend's milestone birthday, reconnect with old colleagues, and meet new connections.

People see the photos and say, "Wow, you're living your best life!"

Here's what they don't see:
Yes, I am out a lot. 
I'm out in the rain.
I'm out in the cold. 
I'm out in the snow. 
I'm out in the extreme heat. 
I'm out when I'm tired.
I'm out when my feet hurt. 
I'm out when I have nothing that I like to wear. 
When I feel like I look like a frump, I'm out. 
Sometimes tired, sometimes not feeling my best. 
But I show up anyway.

Because when you need to fill a critical executive role, you can't afford to wait weeks for the "perfect candidate" to surface through job boards.

The executives you want aren't likely actively looking for you. They're not scrolling LinkedIn Jobs. 

They're at Art Basel. 
They're at industry conferences. They're at that startup founder's dinner party.

And when you need them, they'll take my call. 

Not because I sent them a cold InMail, but because we've had real conversations. 

Because someone they trust vouched for me. 
Because I've invested in the relationship long before you had an opening.

You can't be everywhere your next hire might be. But I can.

That's not work-life balance, that's how executive search actually works.

The relationships I build at a birthday celebration this weekend might solve your hardest hiring challenge next quarter.

When everyone else is fighting over the same 5 candidates on LinkedIn, I'm bringing you people who weren't even "on the market."

The secret recipe = Trust + Access.

That's the difference between recruiting and executive search.

Art Basel and Executive Search 

Stop showing your scalp and start showing your teeth.

You’ve done everything right …but invisibly. And invisibility doesn’t lead to advocacy,  recognition, promotion or payment.

Showing your teeth is a metaphor for visibility, voice, and power. 

It means speaking up. 
It means that you’re comfortable smiling in power rooms that you belong in. 
It means making yourself known and unmissable.

Translation: You stop shrinking. You claim your space. You speak your value out loud …that’s self-advocacy.

But sometimes the hardest person to advocate for is yourself.

Early in my career, I struggled with asking for what I deserved. I thought my work would speak for itself. It didn't.

The turning point was realizing that knowing your value and asking for it isn't arrogance. 
Understanding that it's necessary.

Today, I pray that everyone reading this finds:

The clarity to recognize their own worth 

The courage to speak up and ask for what they deserve

The resilience to keep going, even when the path gets tough

Early in your career, you have to put your head down and get things done. 

But at a certain point, working hard isn't enough. 

You have to understand your value and demand fair recognition for the work you put in and the results you create.

Do you know where the inflection point is?

Are you in grinding season or speak-up season?

Tell me in the comments:
🔨 GRIND
🗣️ SPEAK
🤔 IDK

She did her mom’s makeup at the funeral home to get her “casket ready” and then recorded this video.

Ashley Ann Jones is someone I respect deeply. Her work ethic is unmatched. I also knew her mom and how much they loved each other. 

That’s why when I watched this, I felt like she punched me in the chest having recently experienced the same loss. 

Because she wasn’t just talking to the internet …she was talking to ME!

To the part of me that knows exactly what it means to lose my mother and still have the world tapping its watch. 

To the part that kept moving - - not because I’m brave, but because stopping felt like free-fall.

It punches the chest because it mirrors a truth most people never have to look at head-on:
grief doesn’t pause responsibility.

Payroll doesn’t pause for grief. Vendors don’t accept sorrow as payment. Rent, subscriptions, contracts, dependents …they all keep tapping you on the shoulder.

So yes, working can be a coping mechanism. Structure can be a lifeline. Motion can keep you from drowning in the quiet. Channeling energy can feel safer than sitting still with the enormity of loss. I know this terrain. Many of us do.

Can you relate? Have you pushed through difficult seasons in order to be successful … or simply stay afloat? 

I know this may be an unpopular opinion in this era of anti-hustle culture. 

Thoughts?

Happy Founders’ Day to the Distinguished Men of 
𝐀𝐥𝐩𝐡𝐚 𝐏𝐡𝐢 𝐀𝐥𝐩𝐡𝐚 𝐅𝐫𝐚𝐭𝐞𝐫𝐧𝐢𝐭𝐲, 𝐈𝐧𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞𝐝! 

For 119 years, you’ve led the way with purpose, service, and a commitment to “Manly Deeds, Scholarship and Love For All Mankind.” 

May your legacy deepen, your influence widen, and your light keep cutting through places that still need you!

🖤💛🩷💚

#APA1906Network #AKA1908

This is going to make my Atlanta friends mad!

I don’t know who created this list but the best airlines I’ve ever flown, #Emirates, isn’t even on here. 

Neither is my hometown favorite #JetBlue.

I co-sign on #TurkishAir though. 

Do you agree with this ranking? What’s your favorite airlines?

I’ve been writing about executive search, leadership risk, and board-level talent decisions here on LinkedIn for a long time; often in short form, often in fragments.

What I’ve wanted is a place to go deeper.

The Modern Executive Almanac is that place.

It’s a monthly briefing on executive search, leadership risk, and board-level talent decisions in biotech, pharma, and healthcare ...written for leaders who crave clarity.

My LinkedIn posts will stay brief.

The newsletter is where I’ll take the time to unpack the thinking behind the decisions - the moments before choices become expensive, public, or irreversible.

If you’ve found my posts useful, this is the longer conversation.

You can subscribe here.

View newsletter: The Modern Executive Almanac

The Modern Executive Almanac | Issue 1 Executive Search Insights from Andrea Henderson For NomGov Chairs and Board Recruiters: When boards recruit dir

Open article: What Goes Wrong When Boards Skip Professional Search and Recruit Directors From Their Networks? by Andrea Henderson, SPHR, CIR, RACR • 5 min read

What Goes Wrong When Boards Skip Professional Search and Recruit Directors From Their Networks?

This was so much fun and got such good feedback, its only fair to share with my folks also. If you missed it and want to see the replay, comment "TEA" below or in my DM and Katheline or I will send it to you.  I'm following her lead on this... 😎

Award Winning Fortune 500 Exec | I Coached 15,000+ tech workers to Build a Career & Business they Love | Ex-Google

View Katheline Jean-Pierre MSc’s profile

Part 1 of The LinkedIn Tea is officially done  🫖 🍵 . Co-hosted with Andrea Henderson, SPHR, CIR, RACR, we broke down what moves the needle on LinkedIn right now, and how to turn your presence into real outcomes: interviews, partnerships, clients, and offers.

Here’s what we covered:

On LinkedIn Growth
•⁠  Define your unique voice + show up unapologetically
•⁠ What the algorithm is prioritizing (and what it’s quietly deprioritizing)
•⁠ How to create posts even when you “don’t know what to say”

On Career Growth
•⁠ Build a brand that attracts recruiters (not just likes)
•⁠ How to job-search in today’s landscape when “apply + wait” doesn’t work

On Attracting Opportunities
•⁠ Convert visibility into partnerships, clients, and revenue opportunities


If you missed it, don’t worry... Part 2 is coming.
👋🏾  Comment “TEA” and I’ll send the replay. 
 🗞️ Also... Join my newsletter to never miss a beat: https://lnkd.in/gX4mEkVA

P.S.: We met a few months ago in person in my backyard in LA. Then we decided to run a webinar on our journey.

ISN Canada Group Inc.

Head of Human Resources

Acuity Brands

Senior Human Resources Manager (North America) 

Alphanumeric Systems

• Work proactively with global stakeholders utiilizing HR data and analytics to provide insights and recommendations on HR strategies and initiatives. 
  Conduct data-driven analysis of workforce trends, turnover rates, and employee engagement to inform 
  decision-making.
• Spearheaded the development and leadership of the Organization's Diversity, Equity, and Inclusion 
 program.
• Keep abreast of employment legislation, regulations and health and safety best practices. Ensure 
   compliance with legal requirements and mitigate human resources risks.
• Play a pivotal role in defining company culture/values, ensuring alignment with organizational goals.
• Utilized extensive employee relations experience to create and implement sustainable solutions.
• Provided thought leadership and training in areas such as complaint handling, escalation, and conflict 
  resolution.
• Develop, implement, and update human resources policies, procedures, and programs, ensuring 
   compliance with legal requirements and industry best practices. Review and revise policies in light of 
  emerging trends or changing organizational needs.

Human Resources Manager

Amazon

Partnered with operational leaders and employees, providing HR guidance to improve working relationships and enhance productivity.
Served as the main point of contact for employees on HR-related matters, such as benefits, WCB, and policies.
Managed complex employee relations issues, conducting internal investigations and implementing resolutions.
Analyzed trends and metrics, generating reports to identify areas for improvement.
Collaborated with Health and Safety to ensure compliance with employment laws and regulations.
Participated in various HR projects to enhance employee engagement.

Human Resources Generalist

Home Care Assistance

Conducted full-cycle recruitment for hourly and office personnel, actively participating in job fairs and recruitment events.
Coordinated orientation and onboarding sessions, maintaining employee files and tracking performance reviews.
Addressed employee inquiries related to work schedules, pay increases, and system-related matters.
Maintained relationships with candidates and generated recruiting metrics.

Human Resources Specialist

Oxygen Development

HR  & HSE Manager

Hi, I'm Mariel,

With 10+ years in HR, I've developed a leadership-first approach that builds scalable, people-centered systems for growing companies—from startups to global organizations like Amazon.

At ISN Canada Group and in previous roles, I focus on:

1. Retention strategy → Identifying hidden risks before top talent walks out the door
2. Compassionate transitions → When changes are necessary, handling them with dignity and clear process
3. Growth-aligned HR → Building compensation and career frameworks that scale with business objectives.

Results I've delivered:

→ Prevented $50K+ in turnover costs through proactive retention strategies
→ Maintained team engagement during organizational restructuring
→ Built HR systems that supported rapid scaling with clear performance metrics

Currently leading people operations as Head of HR, where I'm passionate about turning HR challenges into competitive advantages.

Love connecting with other leaders navigating people challenges—feel free to reach out!

Mariel Peralta, CRHA

75% of employees say their manager is the most stressful part of work.


Not the workload.
Not the deadlines.
You.

And here's a truth I see most leaders get wrong:

You think trust builds automatically over time.
Like some relational osmosis that just... happens.

Well, it doesn't.

Trust is a skill. And most managers never learned it.

These are 3 false beliefs killing your credibility:

1. Trust just happens naturally
Wrong. Trust forms through specific behaviors you can learn and practice. If you're not intentional about it, you're leaving it to chance.

2. Everyone views trust the same way I do
Your team member's definition of trust might be completely different from yours. Without a shared understanding, your efforts miss the mark.

3. Trust is just warm and fuzzy relationship stuff
High-trust teams have lower turnover, higher engagement, and outperform low-trust teams on every metric. This isn't soft: it's your bottom line.

This is what actually builds trust:

✓ Competence → Know your stuff
✓ Integrity → Do what you say
✓ Care → Show you genuinely care
✓ Commitment → Follow through what you commit to

Stop assuming trust will magically appear.

Start building it like the skill it is.

Your team's stress levels depend on it.

Mariel Peralta CRHA

I help Canadian managers stop guessing and start leading | Transformation Program + Certification | CRHA | ex-Amazon

A manager at a Quebec company verbally warned an employee three times.
Never wrote it down.


Employee got fired then failed wrongful dismissal.

Company had zero paper trail.
Settlement cost: $45,000.

This happens constantly in Quebec and Ontario SMEs.

And it's not just terminations:
→ Botched accommodation request = human rights complaint
→ Poor probation documentation = wrongful dismissal lawsuit
→ Mishandled performance conversation = constructive dismissal claim

The problem I see everywhere is this:

Promote someone → Give them a team → Hope they figure it out → They mess up a conversation → HR scrambles → Legal costs pile up

Most SMEs think the answer is more HR oversight.
It's not.

It's teaching managers to handle the conversation correctly the first time.

When your managers know how to document performance issues, navigate accommodation requests, and conduct legally sound terminations, you prevent problems instead of paying for them.

In a labour shortage with tight budgets, you can't afford:

• $45K settlements from preventable mistakes
• Legal fees because someone didn't know the rules
• Lost performance from stressed teams

The question isn't whether to invest in manager training.

It's whether you can afford the next lawsuit.

Have you seen this pattern in your company?

You don't get promoted to leadership because you asked nicely.

You get promoted because you were already doing the job.

Everyone wants the title, the team, the authority.

But leadership isn't a reward for tenure; it's recognition of behavior.

If you want people to trust you with a team, show them you already think like someone who manages people:

1. You have the hard conversations others avoid.
2. You give feedback that actually helps people grow.
3. You make your team's problems your problems, even when it's      
     inconvenient.
4. You stay calm when everyone else is spiraling.
5. And the one most people miss:
6. You make other people look good, not just yourself.

That last one separates real leaders from people who just want the promotion.

Management isn't handed out.
It's given to people who've already proven they can handle it.

What's the hardest part of leading without the title? 
Share in the comments 👇

Everybody thinks underperformance means the employee is the problem.


They're wrong.

Most of the time, it's you, Manager.

Three missed deadlines and quality tanking. 
Most managers would write her up immediately.

I did the opposite.
I asked one question: What's changed?
Not why are you failing?
Just. what's changed?

She exhaled.

It turns out we'd updated the systems months ago and never told her.
Her role evolved. New expectations. Different processes. Zero training.
We were setting her up to fail.

Here's what I did instead:
→ Wrote down every expectation (clarity first)
→ Removed her biggest blocker same day
→ Weekly 15-min check-ins to course-correct

Four weeks later she's crushing it.

The truth about underperformance:
Most employees need clarity, not discipline.

4-20% of employees underperform at any time.
Performance issues cost 40% of your time ignored.

15 minutes if you address them right.
Your team is watching how you handle this.
---
I train managers to diagnose underperformance without the anxiety.
DM me "PERFORMANCE" for the exact questions I used.

𝗬𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗿𝗲 𝘁𝗵𝗿𝗼𝘄𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘂𝗻𝗱𝗲𝗿 𝘁𝗵𝗲 𝗯𝘂𝘀.

And it's costing you more than morale.

Here's a pattern I see repeated again and again:

Deadline missed → Manager blames team in front of executives → Team shuts down

Client complains → Manager says "my team dropped the ball" → Trust evaporates

The real cost is:

→ Your best people start quiet quitting

→ Team stops flagging problems early

→ You lose the honest feedback that prevents disasters

→ Turnover: $30K per person you now have to replace

𝗪𝗵𝗮𝘁 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝘁𝗵𝗶𝗻𝗸 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗱𝗼𝗶𝗻𝗴:

"Being honest about performance issues."

𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝘆'𝗿𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗱𝗼𝗶𝗻𝗴:

Destroying psychological safety to save face.

𝗜'𝘃𝗲 𝘄𝗮𝘁𝗰𝗵𝗲𝗱 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗯𝗹𝗮𝗺𝗲 𝘁𝗵𝗲𝗶𝗿 𝘁𝗲𝗮𝗺 𝗳𝗼𝗿 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝗱𝗲𝗮𝗱𝗹𝗶𝗻𝗲𝘀.

In front of executives.

In front of clients.

And then wonder why no one speaks up in meetings anymore.

𝗧𝗵𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻:

Manager feels heat → throws team under bus → protects own reputation → loses team's trust

Two outcomes:

1. Your A-players leave

2. Everyone else stops caring

𝗪𝗵𝗮𝘁 𝘁𝗵𝗶𝘀 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲:

❌ "My team didn't deliver"

✅ "We missed the mark. Here's what I'm doing to fix it"

❌ "They should have flagged this earlier"

✅ "I should have created space for them to surface this sooner"

❌ Blame up, credit down

✅ Accountability up, credit down

𝗧𝗵𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗻𝗲𝗲𝗱:

You own the outcome.

Always.

If your team failed, you failed to set them up for success.

𝗕𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲:

Managers who blame their team in public lose their team in private.

You can't afford that in a labour shortage.

𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝘄𝗼𝗿𝘀𝘁 𝗰𝗮𝘀𝗲 𝗼𝗳 𝗯𝘂𝘀-𝘁𝗵𝗿𝗼𝘄𝗶𝗻𝗴 𝘆𝗼𝘂'𝘃𝗲 𝘀𝗲𝗲𝗻?

---

If your managers are losing people you can't replace, my Manager Training Program teaches leaders to take accountability and build high-performing teams. Message me "TRAINING" and I'll send you the program details.

I train Canadian managers to lead with confidence | Manager Certification + HR Consulting | CRHA | ex-Amazon

A $30,000 mistake that most companies are making right now:

Company A promoted their top performer.

Invested $5,000 in manager training.

Gave Sarah a $15,000 raise.

Company B hired an external star manager.

Paid $15,000 in recruitment fees plus 20% higher salary.

𝗦𝗶𝘅 𝗺𝗼𝗻𝘁𝗵𝘀 𝗹𝗮𝘁𝗲𝗿:

→ Company A's new manager is thriving
→ Team performance up 18%
→ Zero turnover
→ Total investment: $20,000
→ Company B's "star" doesn't understand the culture
→ Team resents the outside hire
→ Three people quit in 90 days
→ Total cost: $105,000

𝗧𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲:

Company A trained their people.

Company B paid 5x more for worse results.

𝗜𝗻 𝗮 𝗹𝗮𝗯𝗼𝘂𝗿 𝘀𝗵𝗼𝗿𝘁𝗮𝗴𝗲, 𝘆𝗼𝘂 𝗰𝗮𝗻'𝘁 𝗮𝗳𝗳𝗼𝗿𝗱 𝗲𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗵𝗶𝗿𝗲𝘀.

𝗧𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝗱𝗼𝗶𝗻𝗴 𝗻𝗼𝘁𝗵𝗶𝗻𝗴:

→ Promote without training: lose $60K in turnover

→ Hire externally: spend $105K on someone who might not work out

→ Train your internal person: invest $20K and keep your team intact

Stop paying 5x more for external hires.

Start investing in the people you already have.

𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝘀𝗲𝗲𝗻 𝘁𝗵𝗶𝘀 𝗽𝗹𝗮𝘆 𝗼𝘂𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆?

---

You already have the talent.
They just need the right training.

My Manager Training Program is what I use to turn high performers into confident leaders without the guesswork.

Scripts, frameworks, everything they need from day one.

If you want to see how it works, message me "TRAINING" and I'll walk you through it.

After 14 years of coaching managers, I've finally created the most effective delegation system ever.

The results are these:

→ Managers reclaiming 3+ hours per day
→ Leaving at 5 PM instead of 8 PM
→ Teams actually delivering without constant follow-up
→ 87% less "checking in" anxiety

It focuses on 2 key things:

Clear language and tracking systems.

Here's what's included:

1. The CLEAR Delegation Framework (5 steps that work every time)
2. Word-for-word scripts for 7 common scenarios (performance concerns, unclear deliverables, missed deadlines)
3. Simple tracking system you can use in your 1:1s
4. 7-day action plan to implement immediately

This is the exact system I've refined over 14 years, from Amazon to Montreal organizations.

The same one that turns overwhelmed managers into confident leaders.

If you want it, do this now:

1. Send me a connection request
2. Comment "DELEGATION" below and I'll send it to you in a few minutes.

3 harsh truths about successful managers that will make you uncomfortable:

1. → They don't treat everyone equally

Top managers spend 70% of their development time on their best 20% of people. They give star performers better projects, more visibility, and first pick of opportunities.

The rest get basic support and clear expectations.

Fair isn't equal. It's strategic.

2. → They fire faster than you expect

While average managers hope problems disappear, great managers give one round of clear feedback and a 30-day timeline.

No improvement? They act.

They know one wrong person destroys team performance faster than losing them hurts feelings.

3. → They regularly tell their boss "no"

Successful managers shield their teams from executive chaos. They push back on impossible deadlines, pointless meetings, and random priority changes.

One hard conversation with leadership beats watching your entire team burn out.

The managers who get promoted aren't the people-pleasers.

They're the ones making decisions everyone else is too scared to make.

If this changed how you think about management, share it with someone who needs to see it.

The people around you are writing your story with you.
Whether you realize it or not.

Their doubts become the voice in your head at 3am.
Their limits become the ceiling you stop yourself from breaking through.

I've seen so many talented people shrink because the people closest to them needed them to stay small.

Not for cruelty but for comfort.

Because when you grow, it forces them to look at where they're stuck.
So they pull you back down. Gently. With concern that sounds like care.

"Are you sure that's realistic?" "What if it doesn't work out?"
They're not protecting you. They're protecting themselves from watching you leave them behind.

The right people don't feel threatened when you grow. They feel proud.
They see something in you that you can't see yet. And they won't let you forget it.

Look at the five people you talk to most.
Do they remind you who you're becoming, or who you used to be?
Do they make you feel possible, or small?

Your future is being shaped right now by the voices you let in.

Choose people who make you believe more is possible.

Not less.

Who's in your circle that makes you believe more is possible?

Only 25% of employees get valuable feedback from their manager.

The other 75%?

They get vague praise or criticism sandwiches that mean nothing.

Manager says:
- Great job on that project!
- You're doing well, but maybe improve communication?
- Keep up the good work!

None of this helps anyone get better.

The problem isn't that managers don't care.
It's that they don't know the exact words to say.

This script makes feedback actually land:

→ Name the specific behavior
→ Explain the impact
→ Ask what they need

For example:
"When you sent that client update without looping in the team, it created confusion about next steps. The client got mixed messages from two people. What support do you need to make sure we're aligned before external communication?"

Not: Your communication could be better.

That's it.

Specific behavior = Clear impact = Forward-looking question.
No sandwich. No vagueness. No guessing.

Your team doesn't need more feedback, they need feedback that actually helps them improve.

Have you seen managers struggle with this?
---
Follow Mariel Peralta, CRHA for practical scripts that make you a better manager.

The biggest threat to any workplace isn't what you think.

It's a conversation that gets too hot too fast.

Strong managers don't escalate conflicts. They de-escalate them.

Management isn't about winning the argument.
It's about preventing a hot conversation from becoming fire.

Weak managers match the energy, but strong managers lower the temperature.

Think about this:
➟ Yelling back protects your ego
➟ Staying calm protects your respect and the business

Recent studies show that workplace violence is up 40% since 2023.

And the new definition now includes verbal aggression, emotional outbursts, and hostile interactions.

89% of incidents start with verbal conflict that could have been prevented.

When managers don't know how to de-escalate:
🚫 Verbal conflicts turn into claims 
🚫 Team morale crumbles 
🚫 Top talent walks out 
🚫 Legal fees pile up

But when managers learn to spot tension early:
✅ Incidents drop to zero 
✅ Teams feel safer 
✅ Turnover decreases

If you want to protect your business and your people from legal threats,
Teach managers to:

➟ Notice tone shifts before they explode 
➟ Use calming language, not commanding language 
➟ Create space instead of forcing resolution

The truth is, a manager's ability to stay calm under pressure shows how well they've been trained.

Not their ability to handle conflict after it explodes.

When tension rises, don't see it as inevitable; see it as preventable and train for it.

Curious, do your managers know how to de-escalate a heated conversation?

15 uncomfortable truths every first-time manager needs to hear:

(Before you learn them the hard way)

Management isn't about having all the answers.

It's about building trust, having hard conversations, and creating teams where people actually want to show up.

But most first-time managers are still stuck thinking leadership means being perfect, always knowing what to do, and never showing weakness.

Here's what nobody tells you:

1. Your team already knows when something's wrong. Avoiding the conversation just makes it worse.

2. Feedback delayed is feedback denied. Waiting for the "right moment" means they never improve.

3. If people don't feel safe disagreeing with you, you're not getting their best thinking.

4. Recognition isn't about big gestures. It's about noticing the small stuff consistently.

5. Conflict doesn't go away when you ignore it. It just gets bigger and messier.

6. Delegation means letting go of how YOU would do it. Micromanaging isn't managing.

7. Psychological safety isn't built in workshops. It's built in how you react when someone makes a mistake.

8. Being vulnerable as a leader doesn't make you weak. It makes you human and trustworthy.

9. Your job isn't to fix every problem. It's to help your team figure out solutions.

10. Inconsistency destroys trust faster than anything else. Your mood can't dictate your management.

11. Playing favorites might feel natural, but it poisons team dynamics immediately.

12. Taking credit for their work gets noticed. Giving credit builds loyalty.

13. Being liked feels good. Being respected gets results. You can't always have both.

14. Asking for help isn't failing. Pretending you have it figured out when you don't is.

15. You're going to mess up. What matters is owning it and learning from it.

The managers who understand these truths don't just survive.

They build teams people actually want to be part of.

--
𝗦𝗮𝘃𝗲 𝘁𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 for later, and if you’re leading first-time managers and want real support, 𝗗𝗠 𝗺𝗲 “𝗠𝗔𝗡𝗔𝗚𝗘𝗥” and I’ll share my New Manager Gameplan with you.

HR without the complexity — I help Canadian SMEs stay compliant & keep their best people | Head of HR | ex-Amazon | Free HR Risk Audit

Last week's $45K wrongful dismissal post reached 30,000+ people.

The DMs I'm getting about this is:
This just happened to us.

So let me show you what the manager should have done.

Week 1: Verbal conversation + written follow-up email documenting the issue and expectations.

Week 3: Formal written warning outlining specific performance gaps and timeline for improvement.

Week 5: Performance improvement plan with measurable goals and support offered.

Week 6: Final written warning if no improvement, with clear consequences.

Only then  if no improvement then termination with full documentation trail.

The company would have had a defensible case.

And the $45K settlement  wouldn't have happened.

The manager had three verbal conversations and they thought that was enough. 

It wasn't.

Most managers don't know this is but not because they're bad managers.

Is because no one taught them.

In Quebec and Ontario, where labour laws are strict and SMEs are already stretched thin, one untrained manager can cost you more than their salary.

This is 100% preventable and teachable.

Nobody will tell you you're ready.
Nobody will give you permission to leave.


My old manager certainly didn't.

When I told her I got an offer elsewhere, she said I was not ready for that and I'd fail.

I'd been working for her for months. Exhausted. Second-guessing everything.
Every idea I had was shut down, every initiative not ready yet and every win was minimized.

At one point I thought it was me. That I wasn't good enough.
So I worked late and over-delivered trying to prove myself again and again.

But it didn't matter.

Because she wasn't supporting me, she was controlling me.

Then an opportunity came and I acted on it.
I didn't wait for her approval.
I took the job anyway.

The work didn't get easier. But I stopped doubting myself every day.
I felt trusted again, confident and supported..

I finally slept again.

Bad managers don't just hurt performance. They destroy confidence.

They make you believe their limitations are yours.
Most of them don't even realize they're doing it.

What I wish I'd known sooner is this:

1/ If you're doing the work, you're ready for the title
Don't wait for validation. If you're leading projects, training people, solving problems, you already have the capability.

2/ Fear disguised as feedback is manipulation
"You're not ready" from someone who won't promote you isn't development. It's control. Good managers give you a path. Bad ones give you excuses.

3/ The moment you're willing to walk is the moment you get clarity
Not leverage. Clarity. About your worth, your capability, and who deserves your talent.

Nobody will remember your potential except you.

Go where you're celebrated. Not where you're tolerated.

Have you ever had to advocate for yourself when nobody believed in you?

Your manager training failed and is not because the content was bad.

But because it wasn't built for Canada.

And the first time they needed to document a performance issue in Quebec, they realized: nothing they learned applies here.

Most leadership programs are:
→ Generic theory (not tactical scripts)
→ US focused (ignores Quebec/Ontario labour law)
→ One-off workshops (people forget in a week)

This is what's missing in those programs:
Real frameworks. Canadian compliance. Ongoing support.
Not: "how to be an inspiring leader." But the : "here's exactly what to say when an employee misses three deadlines."

Not the: "build trust with your team."
But: "here's how to document a performance conversation so you don't get sued."

What Canadian managers actually need:

1. Scenario-based training: Real situations your managers face weekly, not abstract theory.
2. Legal compliance built in: Quebec/Ontario employment standards in every framework.
3. Repetition + support: Weekly reinforcement, not one-and-done workshops.

4. Tactical scripts: Exact words to use, not just principles.

4. Practical and Legal. Built for Canadian SMEs.

Most managers don't have access to this kind of training. So I built it.

A 6-week manager certification with tactical scripts, Quebec/Ontario compliance, and real frameworks built in.

Details dropping this Friday!

AI won't replace employees in 2026.

But those who can't work through AI transformation will get left behind.

91% of companies say cultural challenges block AI adoption, but only 9% blame technology.

We're treating this like a tech problem when it's a people problem.
The leaders winning next year won't be machine learning experts.

They'll be the ones who can:
→ Spot bias before it scales across thousands of decisions
→ Know when to override automation (not every AI call is the right call)
→ Support teams through the anxiety that comes with change
→ Design workflows where humans and AI each do what they do best

These aren't technical skills; they're people leadership skills.

People don't need to understand algorithms.

They need an environment and system that:

- Reframe their value when AI does their old tasks in seconds
- Create safety to admit "I don't know this yet"
- Make the final call when the machine gets it wrong

Think about your own team:
Someone who used to spend 8 hours on reports now watches AI do it in minutes.
Someone who's great at customer relationships now worries a chatbot will replace them.

These are management challenges, not technology challenges.

The managers who ignore this will find themselves managing frustrated teams and scrambling to catch up.

The ones who lean into the human side of AI adoption will build the teams everyone wants to work for.
---

What's the biggest challenge you're seeing?

Your team doesn't believe your "good job."

And it's costing you your best people.

82% of employees feel unrecognized at work.

Not because managers don't care.

Because they don't know how to make recognition feel real.

**Here's what fake recognition sounds like:**

→ "Great work on that project!"

→ "Thanks for your hard work!"

→ "You're doing amazing!"

Your team hears: Empty words. You didn't even notice what I did.

**Here's what meaningful recognition looks like:**

→ "The way you handled that client pushback yesterday—staying calm and offering three solutions—that's exactly what we need on this team."

→ "I noticed you stayed late to help Sarah meet her deadline. That team-first mindset matters here."

→ "Your presentation format made complex data simple. I'm stealing that approach for next month."

**The Recognition Framework:**

✅ Name the specific action (what they did)

✅ Explain the impact (why it mattered)

✅ Connect to values (how it helps the team)

**Recognition without specifics = noise.**

Recognition with detail = retention.

**What's one thing someone on your team did this week that you can recognize right now?**

---

*If your managers are losing people because they don't know how to give recognition that actually lands, my Manager Training Program gives them the exact frameworks to keep your best performers engaged—without sounding fake or robotic. Message me "TRAINING" for program details.*

I'm the Head of HR and I haven't trained my managers on Bill 27 yet.


Is not because I don't know better, but because I've been prioritizing other fires.

But something recently happened and finally made me stop and build the training:

A colleague at another Quebec company just paid $42K because their manager said "on va voir" to an accommodation request and never followed up.

A CNESST complaint was filed, then a settlement, plus mandatory corrective training was ordered.

That could have been us.

I know Bill 27. I know the Charter obligations. I know mental health accommodation is legally required.

But if MY managers don't know it and don't have the exact words to say when they get that medical note, we're one complaint away from the same outcome.

Many fellow HR leaders are in the same position:
→ We know the law → We haven't systematically trained managers → We're hoping nothing goes wrong

That's not a strategy, is a gamble.

So I'm building the training now. Before we're the case study.

If you're an HR or Ops leader sitting on the same realization, you're not alone.

The question is: are you building the training before or after the CNESST complaint?

The # 1 concern I hear from managers interested in improving their skills:

"I'm not a natural leader. I don't have formal training."

This worry makes total sense.

You got promoted because you were great at your job. Not because you knew how to manage people.

And now you're expected to navigate conflict, give feedback, and keep your team engaged with zero preparation.

But most managers don't realize this:

The skills you need are way more learnable than you think.

Great management isn't some innate gift. It's knowing exactly what to say in the moments that matter most.

This is how to build real confidence as a manager:

1. Learn the scripts for high-stakes conversations
Get exact words for performance issues, conflict, and recognition. Not the theory, actual language you can use on a Thursday morning.

2. Practice in low-risk situations first
Try feedback frameworks in 1-on-1s before you need them in crisis mode. Build the muscle memory.

3. Study what great managers actually do
Watch how they de-escalate tension, acknowledge contributions, and create psychological safety. Then adapt it to your style.

4. Ask for feedback on your management
Your team knows what's working. Ask: What's one thing I could do differently as your manager? This is an improvement opportunity.

5. Stop waiting to feel ready.
Confidence comes from doing, not from thinking about it. Start with one conversation this week.

Great management isn't about being perfect on day one.

It's about having the right tools when you need them.

Want the exact scripts? I'm opening 30 founding member spots for my Manager Certification starting January 13. DM me "SCRIPTS" for early access.

What New Managers say

Leadership isn't the polished version you see in case studies.

It's messy, demanding, and way more human than anyone tells you.

No one warns you about the loneliness at the top, the decisions that keep you up at night, or carrying responsibility for outcomes you can't fully control.

It demands deep self-awareness and the ability to stay grounded when everything feels uncertain. 

Give yourself permission to be imperfect. Trust that you're learning as you lead, and remember that your honesty is more valuable than having it all figured out.

What's the leadership reality no one warned you about?

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Andrea Henderson, SPHR, CIR, RACR

Mariel Peralta, CRHA

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taplio

The Battle

Andrea Henderson, SPHR, CIR, RACR

Mariel Peralta, CRHA

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Andrea Henderson, SPHR, CIR, RACR's LinkedIn Performance

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