LevelUp HR

LevelUp HR delivers sustainable business results though people who thrive. 

We take HR and your business to the next level delivering best in class HR consulting and interim support, specifically tailored to your needs.

Consulting Service Areas Are…

🟠 𝐒𝐄𝐓𝐓𝐈𝐍𝐆 𝐃𝐈𝐑𝐄𝐂𝐓𝐈𝐎𝐍 𝐅𝐎𝐑 𝐆𝐑𝐎𝐖𝐓𝐇
• Leadership and team
• Building robust organisational designs
• People implications of strategy and organisation
• Skills and capability needs
• Workforce strategy
• Succession planning
• Diversity, Inclusion and Belonging

🟠 𝐋𝐄𝐕𝐄𝐋𝐋𝐈𝐍𝐆 𝐔𝐏 𝐘𝐎𝐔𝐑 𝐎𝐑𝐆𝐀𝐍𝐈𝐒𝐀𝐓𝐈𝐎𝐍
• Clarity purpose and direction
• Data insights using AI and HCM systems
• Best in class people processes
• Performance management and strengths based feedback
• Upskilling and internal mobility
• Talent enablement - learning and development
• Talent aquisition - recruitment and staffing

🟠 𝐃𝐄𝐋𝐈𝐕𝐄𝐑𝐈𝐍𝐆 𝐂𝐇𝐀𝐍𝐆𝐄 𝐀𝐍𝐃 𝐓𝐑𝐀𝐍𝐒𝐅𝐎𝐑𝐌𝐀𝐓𝐈𝐎𝐍
• Setting direction - needs analysis to close gaps
• Change plans and communication strategy
• Agent and key stakeholder involvement
• M&A, integration and rightsizing
• Leadership capabilities - emotional intelligence and strengths based feedback
• Building talent capabilities - compassion, grit, adaptability, communication skills and resilience
• Building organisational capabilities - Values based, purpose driven, employee listening strategies, curious learning cultures

Book a free clarity call via the appointment link in my profile.

📧 Email: rachel@level-upglobal.com
🟦 DM me on LinkedIn

Founder and Managing Director

Chief Of Staff

Cognizant

Head of HR, Norway | Head of Nordics DEI | Head of Nordics Graduate Talent

Norges Bank Investment Management

Led a team of 8 HR business partners and specialists.

Managed global NBIM Acadamy training and development programmes in alignment with business needs. Including the creation and delivery of Diversity & Inclusion training and new hire Onboarding and integration.

Led organisation wide hiring growing the workforce by ~65% primarily on the investment side. Developed & implemented annual recruitment plans. 

Revamped hiring processes including quality assuring methods, development and delivery of associated training, screening and interviews, occupational personality and EQ testing, offer negotiation, liaising with headhunters and managing global hiring budget.

Managed International Talent Programme for Equities to provide a pipeline of top future Portfolio Managers who stayed with the Fund to work internationally upon graduation. Restructured the program to ensure talent retention and reduce costs.

Managed annual/bi annual appraisal process delivery.  Facilitated competency mapping and succession planning process.

Developed and facilitated roll out of annual employee feedback survey, organisation wide communication of results & supporting management with follow up and action planning with the team.

Advised on organisational design, reorganization and development including the restructure of the COO organisation and the initial setting up of the Real Estate Fund. 

Managed employee relations issues within Norwegian and international legal frameworks.

Overseeing management reporting relating to key workforce and people strategy metrics for delivery to the Cenral Bank and Board.

Head of Global HR Development

EmployAbility Ltd

Consultant for EmployAbility whilst on maternity leave. A brilliant not-for-profit organisation assisting graduates with disabilities into employment with companies such as Google, Goldman Sachs and Bloomberg.

Consultant

Barclays Capital

Led HR delivery regionally and internationally across the Global Finance, Investment Banking Division and the Private Equity group. Responsibility for 300 staff including Equities, Brokerage, Leveraged Finance, Origination, Debt Capital Markets, and Fixed Income Currencies & Commodities. Supported two MD level leadership teams on all people strategy matters and delivery of all HR services, advising, supporting and enabling the business heads.

Vice President - HR Business Partner, Investment Banking Division

Merrill Lynch

Held Business Partner roles across several functions. This involved leveraging the shared services HR model; partnering with specialists whilst working closely with the client groups in all HR matters; working globally to ensure programmes were delivered to fit regional needs and ultimately being accountable for delivering the HR strategy. Supported groups ranging from 150 - 900 employees.1)  HR Business Partner for Chief Financial Office, Tax, and Corporate Treasury 2) HR Business Partner for Technology 3) HR Business Partner, Legal & Compliance and Communications & Public Affairs

Vice President, HR Business Partner

Short-term project to build ownership of appraisal and feedback processes
Delivered training to 3,000 IT managers and engineers
Trained HR-business partners in the new performance management process
Managed the relationship with the external software provider
Designed website content and training material for the quarterly appraisal process

HR Consultant

Hewlett-Packard

HR Analyst and Project Manager

Sales Norway

🟠 Are you are trying to grow your company, level up your organisation and drive change? 

This is what I help global corporates, SME’s and scale-up’s achieve, through your most valuable asset - your people.

I’m the founder of LevelUp HR and a results focused, passionate and strategic Consultant. 

With 20 years international experience I’ve worked for some of the top companies for strategic HR - Bank of America Merrill Lynch, Barclays Capital, HP, Cognizant and The Norwegian Oil Fund. I’ve worked for scaleups and SME’s within Digital businesses and Maritime. I’ve been part of huge global HR departments and I’ve done the CHRO stand alone role, ie. a HR department of one!

Why are you here?

You need help to move your HR team from operational and reactive mode, to a strategic focus aligned with your strategy. 

You want to deliver results whilst navigating constant and rapid change and ensure you bring your people along with you.

Maybe your organisation is losing talent and you're struggling with engagement or a new hybrid work setting. 

Or you are growing, yet struggling to recruit the right capabilities for the future. Maybe you've made poor hiring decisions previously or want to ensure your talent sticks.

You want to see a cultural shift or need a reboot in your workplace, and don’t know how to get there. Maybe your employees are disengaged and have lost trust after a leadership change, restructure or merger. 

You need to cut costs and reduce staff, but want to do it in the right way.

You want to deliver your ESG strategy to progress D&I goals but are daunted by the task's size.

Maybe there’s frustration in your team, hampering collaboration, and undermining a positive work environment. You need support to overcome these barriers to success.

Or you’ve transitioned into a new leadership position or recently been promoted. You want to demonstrate success early on, and overcome imposter syndrome.

How can I help?

With LevelUP HR, I execute sustainable HR strategies, for your business that help your people to thrive, and deliver tangible business results. 

Impact, integrity, compassion, collaboration, and excellence define my approach.

HR impacts every team member and business area; success is crucial for working effectively with your most valuable assets, your people.

Benefit from my energy and extensive international HR experience. I'll support you in reaching the next level, becoming not just future-ready but ready for anything!

See Work Experience for more details.👇🏼

Book a call to discuss hiring me.

📧Email: rachel@level-upglobal.com


I saw this “fish vs chicken employee” graphic over the weekend and felt slightly annoyed.

On one hand, it’s a good reminder that impact matters more than noise.

I’ve written before about how performance plus visibility equals impact, and how exposure can account for a huge part of your career success (see comments – science-backed vs cartoon-backed).

Recently, in a conversation, someone complimented my LinkedIn presence, then contrasted it with being “more of a doer” who focuses on the work, not the posting.

She was proud of being focused on real work and impact, and frustrated that visibility seemed to “win”.

I recognised that mindset instantly.

Many of us were raised to believe that good work should speak for itself, and that talking about it is somehow less noble.

Most organisations have quiet stars who just gets things done.

They don’t brag, don’t chase credit, and often don’t get enough of it either.

On the other hand, this framing is also a bit dangerous.

It risks turning visibility into a character flaw, especially for people who are naturally vocal, enthusiastic, or extroverted (myself included).

Not everyone who “clucks” is an empty egg shell (also me) – I have four degrees, btw 😉

Sometimes speaking up, asking questions and wanting progress is exactly what good collaboration and healthy exposure look like.

The real issue isn’t fish versus chicken, introvert versus extrovert, or noise versus silence.

The real issue is whether we reward genuine contribution or just the appearance of it.

Leaders need to get better at spotting the quiet value-creators and making their work visible.

That means opening doors, sharing the spotlight, and helping great work get in front of the right people.

It also means coaching our “chickens” to connect their communication to outcomes, not just activity.

Talk is useful when it creates clarity, alignment, or learning.

Talk is unhelpful when it confuses, distracts, or hides the fact that nothing is actually moving.

Instead of celebrating one type and shaming the other, I think we need to redesign the system.

Create cultures where quiet people feel safe to speak, vocal people feel responsible for adding value (not volume), and genuine contribution is noticed and appreciated.

Your best teams will always be a mix of all styles, and as a leader your job is to see past the stereotypes and really understand who is delivering what.

And maybe, instead of judging who’s the fish or the chicken, we could just start by clapping more loudly for each other’s wins. 👏

Wishing you all a level up week!

Rachel Wilson Rugelsjøen

Great cultures → great results. Helping HR teams, leaders and business owners align people, culture and strategy to deliver results. Strategy | Culture | Performance

Zara M

If your business has people, your 2026 strategy needs HR in the room - by design, not as an afterthought.

My top tip for 2026: involve HR from day one.

No plan survives without the people to deliver it.

You can have the smartest plan on paper, but without:

→ leaders aligned on the story
→ the right people in the right roles
→ the skills and capacity to deliver
…it never gets off the (PowerPoint) page.

I’ve seen this play out in global organisations and start-ups alike.

It’s rarely the strategy that fails but the translation between intent and execution.

That’s why HR’s role isn’t to “support” strategy.

It’s to help shape it.

Here are 5 strategic conversations HR should lead – and where the C-suite must make space:

1. 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 – turning people data into business foresight

2. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 – aligning intent, behaviour, and accountability

3. 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀, 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 & 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 – linking talent to future business value

4. 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗦𝗪𝗢𝗧 – building tomorrow’s skills today

5. 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 & 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗶𝗻𝗴 – aligning structure and workload to strategic priorities

Because even the best strategy fails without the people to deliver it.

(And yes — having the right tools is a must. BlueJam brings strategy to life and is one of the most engaging ways to get the whole organisation working with the plan.)

💾 Save for later

♻️ Share if you believe HR belongs at the strategy table

Infographic detailing "5 Strategic Spaces HR Must Lead in 2026," including Workforce Intelligence, Leadership Collaboration, Critical Roles & Succession Planning, Capability & Skills SWOT, and Capacity & Resourcing. The graphic outlines the problem, how to use it, and when to use it for each area to deliver strategic value.

Are you looking to join a great team with one of the most important mandates there is—safety?

LevelUp HR is proud to be partnering with Höegh Evi to recruit their next HSEQ Superintendent.

This is a critical role focused on safety, compliance, and continuous improvement across their LNG and FSRU fleet.

You’d be joining a purpose-driven, global organisation—and working with Guri-Anette Kjelgum, VP Fleet HSEQ, one of the most capable and committed leaders I’ve had the pleasure of working with over the past three years.

Having recruited across all teams in the Fleet Management department, I can personally vouch for the collaborative culture, the leadership capability and the genuine sense of purpose that defines this part of the business.

Bring your expertise. Be part of something bigger. And join one of the world’s most highly respected and pioneering maritime companies.

📍This role is based in Oslo.
📩 DM with questions and apply directly via the link in comments below.
📸 Guri-Anette onboard Höegh Gallant in Jamaica, and onboard Arctic Lady in Skagen off the coast of Denmark.

Most leaders don’t realise their culture is fragile… until it breaks.

And by then, the damage is already showing up in results.

At new clients, one of the first things I do is a culture audit.

Within a few conversations, patterns start to emerge.

Here are some of the most common signs of a fragile culture:

1. 𝗢𝗳𝗳𝗶𝗰𝗲 𝗚𝗼𝘀𝘀𝗶𝗽
Rumors fill the silence where feedback should be.

2. 𝗔𝗽𝗮𝘁𝗵𝘆
People show up—but they’ve checked out.

3. 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲 𝘁𝗼 𝗖𝗵𝗮𝗻𝗴𝗲
Even positive shifts are met with friction.

4. 𝗧𝗵𝗲 𝗕𝗹𝗮𝗺𝗲 𝗚𝗮𝗺𝗲
Accountability disappears when things go wrong.

5. 𝗙𝗲𝗮𝗿 𝗼𝗳 𝗦𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝗨𝗽
Silence replaces constructive challenge.

6. 𝗜𝗻𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁 𝗣𝗼𝗹𝗶𝗰𝗶𝗲𝘀
People follow different rules depending on who’s watching.

7. 𝗖𝗹𝗶𝗾𝘂𝗲𝘀 𝗮𝗻𝗱 𝗜𝗻𝗻𝗲𝗿 𝗖𝗶𝗿𝗰𝗹𝗲𝘀
Exclusivity replaces inclusion.

8. 𝗪𝗼𝗿𝗸-𝗟𝗶𝗳𝗲 𝗜𝗺𝗯𝗮𝗹𝗮𝗻𝗰𝗲
Overwork is rewarded, rest is frowned upon.

9. 𝗨𝗻𝗰𝗹𝗲𝗮𝗿 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽
Tasks get done—but no one owns the outcomes.

10. 𝗣𝗼𝗹𝗶𝘁𝗲𝗻𝗲𝘀𝘀 𝗢𝘃𝗲𝗿 𝗣𝗿𝗼𝗴𝗿𝗲𝘀𝘀
Hard truths get softened until they disappear.

11. 𝗟𝗮𝗰𝗸 𝗼𝗳 𝗠𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻
Wins are delivered—but rarely celebrated.

12. 𝗟𝗼𝘄 𝗣𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝗦𝗮𝗳𝗲𝘁𝘆
People don’t dare to disagree or take healthy risks.

13. 𝗢𝘃𝗲𝗿-𝗿𝗲𝗹𝗶𝗮𝗻𝗰𝗲 𝗼𝗻 𝗧𝗼𝗽 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿𝘀
The same few people carry the weight—until they burn out.

14. “𝗡𝗶𝗰𝗲” 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗧𝗵𝗮𝘁 𝗔𝘃𝗼𝗶𝗱𝘀 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁
Avoiding discomfort leads to unresolved tension.

15. 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗜𝘀 𝗮 𝗣𝗼𝘀𝘁𝗲𝗿, 𝗡𝗼𝘁 𝗮 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲
People don’t know how their work connects to the bigger picture.

16. 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗛𝗮𝗽𝗽𝗲𝗻 𝗕𝗲𝗵𝗶𝗻𝗱 𝗖𝗹𝗼𝘀𝗲𝗱 𝗗𝗼𝗼𝗿𝘀
Transparency is promised—but rarely delivered.

The good news is that culture doesn’t crumble overnight. If you can spot the cracks, you can start to repair them.

If you act early, you can turn fragile into resilient.

👀 Which of these signs are the biggest red flags?

💬 Drop a number in the comments, or share your own “red flag” below.
♻️ Let’s build cultures that don’t just survive but thrive!

A detailed infographic titled "16 Signs of Fragile Culture" listing common organizational dysfunctions like Office Gossip, Low Psychological Safety, Resistance to Change, and Unclear Ownership. The graphic encourages "Take action before it's too late" to improve culture, featuring an image of a frustrated man whose head appears cracked.

Embracing uncertainty isn’t always easy but it’s a mindset I’ve had to choose more than once.

Moving countries.

Changing careers.

Leaving a safe corporate path to build LevelUp HR.

Those moments taught me something I now see again and again in leadership:

you often sense the shift long before you can explain it.

That quiet feeling that what once fit… doesn’t.

And if you’re honest, you hear that small voice saying things like:

“Something else is needed.”

“This feels misaligned.”

“Stop playing small.”

Your outgrowing those old models.

And yet we talk ourselves out of it.

Uncertainty feels risky.

Autopilot feels efficient.

And the people around us often expect certainty and answers before we even know the questions. 

When I coach leaders, the real turning point is curiosity.

Not the fluffy kind, the practical kind that keeps you open-minded when the path isn’t obvious.

You let go of the need to have a predefined destination and focus on the next step that makes sense.

That’s usually when things shift, 

even when big things start to happen!

You don’t need a five-year plan for your life or your career.

You need one grounded decision, the courage to take it, and the humility to learn and adjust as you go.

Which brings me to this photo.

It was taken in Montenegro after my daughter and I were on a family holiday in Croatia,  and decided to jump in a taxi across the border to Montenegro rather than return home to Norway. 

Five unplanned days exploring the Bay of Kotor. A tiny act of courage that turned into something unforgettable and precious memories for us both to treasure.

( I wish she’d have allowed me to share some of the photos of us together!)

Sometimes leadership, and life isn’t about certainty.

It’s about choosing the next step and trusting yourself enough to take it.

What happens when the wrong people lead HR?

Every profession has its gatekeepers.

But in HR, when the wrong people hold the gate, the cost is trust.

I’ve seen what happens when HR is led by someone who doesn’t understand people or power.

When control replaces curiosity.

When policy replaces judgement and commercial thinking.

When fear replaces care.

It’s not always malicious.

Sometimes it’s the legacy of old-school HR: an admin function handed to whoever was “good with people” or needed a new challenge after finance or operations.

But HR isn’t a soft skill.

It’s a strategic one.

When it’s led poorly, good people leave quietly and culture decays.

When it’s led well, everyone else can lead better.

Because real HR leadership isn’t about holding authority.

It’s about collaboration and creating the conditions for others to thrive.

That’s why I care so deeply about how we develop and select HR leaders today.

The wrong hire can stall a business.

The right one can change it.

HR isn’t where you end up.

It’s where you level up – as a leader, a culture builder, and a human.

A board member once described me as a lighthouse.

His words have stayed with me, especially since he passed away not long after.

Leadership isn’t about shining for yourself.

It’s about offering light that helps others find their way.

---

Photos: Taken whilst on holiday in Hisøy, Arendal. Now corrected to «Lille Torungen Lighthouse» thanks to Hans Jacob Christensen 🙏🏼

Year End appraisals are not the time for surprises.

Your people shouldn’t be hearing something for the first time in that room.

If they are, you’re not leading, you’re reporting.

Real leadership means naming things as they happen.

Not saving up concerns until the appraisal system forces you to deal with them in December.

When feedback is delivered in real time, people can grow.

When it’s delivered too late, all they can really do is react.

Last year, when I shared the first version of this guide, I heard from several senior leaders who said it helped them run calmer, clearer conversations at year end.

So I’m sharing it again ( updated and expanded ) with the four models that give leaders structure, clarity and balance all year: SBI, COIN, CEDAR and GROW.

You don’t need a new system, just a clearer approach (and space to reflect and prepare).

Go into your reviews with one intention:

Close the year with clarity and compassion, not shock.

Your people deserve that.

And your culture depends on it.

PS: I’ve also created a downloadable workbook version with reflection pages you can use to prepare for your appraisal conversations.

Send me a message if you’d like a copy for yourself or your team.

LevelUp Feedback

I can really relate to this!

I nearly stayed in the “I could” stage too long.

Starting my business wasn’t about being fearless, it was about taking action before doubt talked me out of it.

Sometimes, the leap isn’t the risk. 

Waiting is.

I think this applies to so many things. Just get it done, and have a great weekend! 😊

Credit: Janis Ozolins is one of my favourites artists and creatives. Give him a follow!

Can doing nothing actually make you more productive?

Neuroscience says yes, and it’s called REST.

Rest is an active verb, and if you’ve followed me for a while, you’ll know REST is my word for 2025.

So even as December rolls around next week, and while everyone gears up for year-end deadlines, I’m choosing the counter approach.

I caught up with my sister (a brilliant clinical psychologist) on FaceTime and she reminded me of something important:

REST isn’t just about doing nothing.

Here’s how she has taught me to think about REST:
𝗥andom
𝗘pisodic
𝗦ilent
𝗧hinking

It describes what happens in our brains when we unplug and let our minds wander.

Even when we’re “resting,” our brains don’t switch off, they shift into a different kind of activity that supports:

• Memory consolidation
• Imagination
• Reflection
• Creative breakthroughs

Rest is basically where the magic happens.

It’s not a break from productivity, it’s the foundation of it.

Those moments of “doing nothing” a walk in the cold, staring out of the window, ten quiet minutes with a cup of tea, are highly productive for our minds.

REST helps us join the dots across past experiences and imagine future possibilities. No surprise our best ideas come in the shower m, whilst walking in nature or just before sleep.

In a hyperconnected world, where notifications constantly compete for attention, this kind of rest is both harder to access, and more important than ever.

So this December, I’m extra focused on creating small pockets of real REST:

Inbox on intervals. 

Slides only when needed. 

Saying yes to people that lift and bring joy, and no to those that drag and drain. Making space in the diary versus cramming it full.

Because REST boosts creativity, reduces stress, improves health, and strengthens relationships.

And when we’re at work, we show up clearer, sharper and more ourselves too.

If rest feels impossible right now, that’s your signal. 

Where are you going to make space?

Feedback isn’t the problem, but who you’re listening to might be.

Many people fail to benefit from feedback because they overreact or undercorrect.

The key is trusting the right feedback.

When running 360 programs with leaders, I emphasize this: feedback is only as valuable as its source.

It’s important to choose wisely by looking for the sweet spot, where three qualities overlap:

1. Care: They genuinely want you to succeed.

2. Credibility: They have relevant expertise and insights.

3. Familiarity: They know you and your work well enough to give specific, actionable input.

Good leaders don’t rely on a single view. They proactively gather feedback from multiple sources, knowing they only ever see performance through one lens.

At year end, be intentional about who you ask. 

Choose people who’ve directly observed you for 6–12 months and can offer concrete examples, not assumptions. 

Feedback from this sweet spot challenges you to grow without tipping you into defensiveness. 

That’s where progress really levels up!

When you’re seeking feedback that impacts you don’t settle for less.

It’s the time of year when people reflect on two things:

Do I feel valued?

And does my work have real impact here?

Retention isn’t driven by “retention strategies” 

it’s driven by the everyday experience of being trusted, challenged, recognised, included, supported and able to contribute to something meaningful.

When those conditions are in place, people choose to stay.

Not because they have to but because it feels like the right place to grow.

These are the signals of a culture that people want to hold onto.

👉 Repost if you believe that Level Up results are only achieved through people who thrive.

Signals of a culture that people want to hold onto

It’s easy to underestimate how quickly a strong culture can lose its edge.

One minute everything feels smooth. Decisions are easy, people are aligned, and there’s a shared sense of purpose that cuts through the complexity.

Then the business evolves.

You grow, transform, or take a new strategic direction.

There are a few senior moves. A shift in structure. Maybe a new focus from the board.

And somewhere along the way, the energy changes.

People still perform well but it feels more transactional.

The sense of ownership that once fuelled the business starts to fade.

I’ve seen it happen in organisations large and small.

A founder-led team becomes a portfolio company.

The focus tilts from how we create value to how we measure it.

And culture, the quiet advantage that built trust and performance, gets treated as a side issue.

It doesn’t have to be that way.

Growth and professionalism don’t compete with culture.

The strongest organisations hold onto what made them distinct as they evolve.

A few clients have called me a Culture Architect. I haven’t embraced it as a job title yet but I take it as the highest compliment. 

Because when people understand the purpose, the strategy, and their part in it, everything else falls into place.

📍 If you’re evolving fast and want to protect the culture that built your success, I can help. This is the work I do with leadership teams; aligning strategy, people, and culture so your organisation scales without losing itself.

If you’re asking what motivates employees to develop, you’re already asking the wrong question.

Most people don’t wake up thinking, “How can I stagnate today?”

Seriously.

Humans are wired to grow, adapt and make progress, it’s baked into our evolution, not aquired through a competency framework.

Decades of psychology ( and many big name consulting houses if you need a logo to tell you) - they all agree.

Development OPPORTUNITIES are one of the strongest drivers of engagement, performance and retention.

So if your people don’t seem interested in developing, it’s rarely because they lack ambition.
It’s usually because the environment has trained them that way.

Maybe they learned that putting their hand up for a stretch role means doing two jobs for the price of one. Maybe they came back from training to an overflowing inbox and a subtle message that learning is “nice, but not not possible now.”

Anyone worked for a company where training doesn’t equal billable hours therefore should take place on your own time - holidays and weekends anyone? …… errrrr the clue is right there Shirlock 😉

Maybe they saw someone take a risk, stumble once, and have that held against them every promotion round after.

I’ve coached many executives that refer to events of the past that should be water under the bridge, great learning experiences, but they have been haunted by them ever since and been held to ransom over them.

In that context, “What will motivate them?” is the wrong question.

It may even offend.

It puts the problem inside the person instead of inside the system.

The better question is:
“What is it about our culture, leadership behaviours and processes that makes a naturally growth-oriented species stop trying?”

That question is uncomfortable, and harder to tackle.

And yes, you’ve guessed it - it’s why we aren’t asking it.

But it’s also where your power is.

Because you can’t actually rewire human nature.

BUT you can redesign the conditions people work in every day.

You can make it normal to talk about careers and skills, not just tasks and deadlines.

You can protect time for learning and make sure it doesn’t come with a quiet penalty later.
 
You can recognise people for the courage to try something new, not just for flawless execution of the old. (Here I have a long list of stars).

When leaders do that consistently, employees don’t need to be “sold” on development; they start to see growth here as a smart, safe bet.

And if you’re reading this as a leader or a HR pro thinking, “Ouch, we’ve got work to do,” you’re exactly the person your organisation needs. 

You already see that the issue isn’t a motivation gap in your people; it’s a design gap in the environment around them. 

Close that gap, and you won’t have to push people to develop. That I can promise you. You’ll just have to give them room.

Monday Reminder - be careful who and what you let shape you, and your organisation.

One study changed the way I think about company culture.

It had nothing to do with engagement scores or attrition rates.

It found that just sitting within 7.6 meters of a high performer can lift your performance by 15%.

Sit near someone toxic and it can drop by 30%.

It’s called the Spillover Effect.

And once you see it, you start noticing it everywhere.

Because influence in organisations is happening all the time.

It’s subtle.
It’s ambient.

And it’s happening through every interaction; through conversations, habits, tone, energy, and even digital behaviours on email and and Teams chats.

As HR leaders, we often focus on processes, policies and programmes.

But culture is shaped just as much by proximity, who people sit with, shadow, learn from, and absorb…. without realising.

So as you fire up your laptop and ensure you’ve consumed enough coffee, here are a few reflections for the week ahead:

1. 𝗪𝗵𝗮𝘁 (𝗮𝗻𝗱 𝘄𝗵𝗼) 𝗶𝘀 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗯𝗼𝘁𝗵 𝗳𝗼𝗿𝗺𝗮𝗹𝗹𝘆 𝗮𝗻𝗱 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝗹𝗹𝘆?
The loudest cultural signals aren’t what’s written down in the handbook.
They’re in who gets listened to.

2. 𝗔𝗿𝗲 𝘆𝗼𝘂𝗿 𝗵𝗶𝗴𝗵 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿𝘀 𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝗹𝗶𝗳𝘁 𝗼𝘁𝗵𝗲𝗿𝘀?
Role-modelling works best when excellence is within reach, not hidden away in an office or silo.

3. 𝗪𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝘆𝗼𝘂𝗿 𝗰𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝘁𝗮𝗶𝗹𝘄𝗶𝗻𝗱𝘀 𝗮𝗻𝗱 𝘄𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗹𝗲𝗮𝗸𝘀?
Negativity spreads fast.
But so does generosity, clarity, and high standards.

Your culture is shaped by more than what you implement.

It’s shaped by what people catch from each other.

So think about your own inputs for a minute or two; the voices, ideas and energy you allow in.

And look at the ones that are shaping your teams.

Because in the end, culture doesn’t shift through programmes alone.

It shifts through people.

And that starts with proximity —
and it always starts with each of us.

Here’s to a level up week.

Graphic Credit: Huge thanks to Justin Mecham for this excellent breakdown of the Spillover Effect.

He also saved me from a Canva session that would have left me completely cross-eyed… and the end result is far better than what I could have produced!

Infographic titled "The Spillover Effect" contrasting Negative Spillover (Reduced Motivation, Higher Turnover, Team Friction) with Positive Spillover (Increased Productivity, Higher Morale, Stronger Collaboration). It concludes with six "Pro Tips" for promoting positive workplace influence.

I’m always a bit nervous when interviews like this pop into the world.

But I’m glad this one did!

Earlier this year I had the honour of joining the SMART HR Event HR Community for a conversation about what modern HR really looks like:

→ Why you can’t coach individuals in a broken system
→ How team dynamics and communication make or break change
→ Why leadership development has to start with business strategy, not buzzwords
→ And why I believe leaders are at their best when they become leader-makers

If you work in HR or lead people, I hope there’s something in here that helps you feel seen, a little smarter, and more confident pushing for the kind of HR your business really needs.

Thank you to the SMART HR Event team for putting this together. I loved our conversation and I’m grateful for the chance to talk about HR as a strategic, systemic function, not just a support service.

My hope is that more HR teams feel empowered to work this way: close to the business, close to their people, and brave enough to redesign what isn’t working.

✨ If you read it, I’d love to know:
What do you want to see from HR in 2026 – something we need to stop doing, or something bolder you want us to start?

View newsletter: What About People management?

Rachel Wilson Rugelsjøen is a leadership coach and organizational development expert with over 20 years of experience helping leaders, teams, and cult

Open article: When People Feel Seen, They Grow: Real Lessons from Rachel Wilson Rugelsjøen by SMART HR Event • 7 min read

When People Feel Seen, They Grow: Real Lessons from Rachel Wilson Rugelsjøen

With year-end review season in full swing, everyone’s talking about growth, development and “what’s next?”

But in real life, what actually moves the needle for people?

Here’s today’s question. 👇

What do you think helps you to grow the most?

The author can see how you vote. Learn more

What managers wish HR knew…

It’s Saturday Survey time again and yes, I know I’m always banging on about strategic HR needing commercial acumen and a deep understanding of the business it serves…

so drum roll for today’s question 🥁👇

What do you think managers most wish HR understood better?

AI has put the human side of work under a spotlight.

For HR, that’s both a challenge and a chance.

An opportunity to go beyond policing policy and design conditions where people do their best work.

People aren’t resources; they’re actually endlessly resourceful.

And when you treat them that way, you get deeper trust, faster delivery, and clearer decisions.

Humanity at work isn’t a trait; it’s a practice. And we spot it in many different signals all the time:

▪️𝗠𝗼𝗿𝗲 𝗵𝘂𝗺𝗮𝗻 = presence, listening, dignity in decisions, repair after mistakes

▪️𝗟𝗲𝘀𝘀 𝗵𝘂𝗺𝗮𝗻 = performative care, silence in difficult moments, decisions without context, praise withheld.

Try this week:

1. 𝗣𝗿𝗲𝘀𝗲𝗻𝗰𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝗯𝘂𝘀𝘆𝗻𝗲𝘀𝘀: one minute of your undivided attention.

2. 𝗖𝗼𝗻𝘁𝗲𝘅𝘁 𝗯𝗲𝗳𝗼𝗿𝗲 𝗱𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻: explain the why, the trade-offs, the timeline.

3. 𝗥𝗲𝗽𝗮𝗶𝗿 𝗳𝗮𝘀𝘁: say “I missed that, thanks. Let’s decide our next step.”

Where do you notice these signals in your organisation?

What helps you move a team, a leader, or yourself toward “more human”?

A large, framed billboard sign on a city street at dusk. The sign is orange and white and features a quote in large, bold, black text. The top right corner of the white paper looks peeled back to reveal the orange beneath. The quote reads: "People aren't resources; they're endlessly resourceful." Below the main text, in small font, is the attribution: "Rachel Wilson Rugelsjen." The background is a blurry urban scene with tall buildings, streetlights, and cars driving past.

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