Dave Ulrich

The HR Business Partner model continues to evolve, shaping how organizations deliver value through their people. In this week's newsletter, I explore nine key evolutions in the HRBP concept - from a heightened focus on stakeholder value to the emergence of AI-enabled HR practices.

As our field rapidly advances, I invite you to reflect: Which of these evolutions do you see as most critical for HR's future impact? What other key trends are you observing? Your perspectives enrich our collective understanding, so please share your thoughts in the comments.

Join me in exploring how we can harness these developments to create ever greater value for all stakeholders through human capability.

The COVID epidemic flared into a pandemic and now may be moving into an enduring endemic with lots of metaphors about how to face the future: reboot, reimagine, reinvent, remake, reset, revitalize, and so forth.

I would like to capture this future with the word renewal, with the prefix “re” meaning again and again building on the things we’ve learned in the past and “new” meaning in innovative ways.

As #HR leaders, how can we take what we have already learned and move forward in innovative ways? This article outlines five competency domains identified in the HRC2S study to guide us moving forward.

#leaders #future

Decades ago, Martin Seligman (father of positive psychology) defined learned helplessness as the state of people (and animals) giving up when they can’t predict the outcomes of their actions.

Today, he has delineated learned hopefulness as the condition where people use agency—or the power to choose—to control their environment based on three beliefs:

• Efficacy: I can achieve my goals to make a difference in the world.
• Optimism: I can continue to do so in the future.
• Imagination: I can interrupt the past and imagine and pursue a wide variety of futures.

These brilliant insights help me personally and help me help others. With agency (in using the three factors), people replace helplessness with hopefulness and create a better future. Agency becomes a fundamental principle for people to take charge of their circumstances and reach their potential.

Business and #HR leaders who incorporate these factors into their personal work habits and organizations’ work processes will be more effective.

How can you apply these principles to give you hope?

Something significant is happening to the HR agenda in organizations, and it goes beyond AI. The expectations are increasing, the capabilities are growing, and the efficiencies of AI are meaningful. But we keep coming back to one conviction: the Age of AI will not fulfill its promise without the Age of HR. What technology cannot replace is human ingenuity, the ability to envision new futures, innovate in the present, provide emotion to build genuine relationships, and exercise wisdom and judgment in the moments that matter most.

That conviction is what brought this book to life. Anthony Nyberg, Rebecca Kehoe, Patrick Wright and I turned to 83 global thought leaders and asked them a simple question: How can human capability (talent, organization, leadership and HR) deliver more stakeholder value? Their responses became 61 essays from current and former heads of HR, scholars with decades of rigorous research, and advisors who have collectively worked with most of the Global 500. The depth and range of what they shared exceeded every expectation for anyone (business and HR leaders) shaping the future of HR by creating it today.

What is most promising is that these 83 colleagues have shared their ideas in this new book, available for free as a download, with the hope that the ideas will guide the hands, head, and hearts in this Age of HR. This week, our post comes from the preface of The Age of HR, a new gift book available for free download through the link below. It lays out what we believe is a genuine inflection point for the profession and what HR must do to meet it. Please download for yourself and share with your contacts.

DOWNLOAD HERE:
https://lnkd.in/g_82eq9N  


Which essays most resonate for you? Who will you share this gift book with? What do you see as the most important shift HR needs to make right now? And how are you thinking about the balance between AI capability and human ingenuity in your own organization?

This weeks article highlights ten years of posting on LinkedIn every Tuesday. I did not expect to still be doing it. And I did not expect it to teach me as much as it has.

567 posts with roughly 500,000 words in addition to thousands of comments and conversations from a genuinely global audience. Looking back, what I value most from this decade is not just the output but the ongoing dialogue it creates, and what that dialogue reveals about HR past, present, and future.

In this week's article, I share ten reflections I observe across those ten years, each built around the same underlying theme: what HR is becoming is always more than what it has been. These reflections are not just about my LinkedIn experience. They apply to anyone working to move the profession and the people in it forward.

Which of the ten resonates most for you? What would you add from your own experience? What do you think HR needs to become more of in the years ahead? I would love to hear your perspective.

A newly appointed CHRO recently asked us a question that many HR leaders face: "Where should I begin transforming my HR function, with vision or action?" It's a deceptively simple question with real consequences. Vision without action creates cynicism. Action without vision creates random, unguided work.

In our latest article, my colleague Norm Smallwood and I make the case that the answer is both, and we offer a practical roadmap for getting there. We outline seven steps that move HR beyond the familiar goal of "strategic HR" to what we call "stakeholder HR," where the function anticipates and creates the future by engaging directly with customers, investors, and communities, not just employees and executives.

What struck us most in developing this framework is how often HR transformation stalls at strategy. Many HR functions do excellent work aligning with business priorities, but fewer take the next step of asking external stakeholders what they actually want and need from the organization's human capability. When HR leaders make that shift from looking in a mirror to looking through a window, the impact on stakeholder commitment is remarkable.

We share a human capability taxonomy, practical templates for stakeholder interviews, and a prioritization framework that helps teams focus on the initiatives that deliver the most value. This isn't a future prediction. It's a present practice that we've seen work with clients navigating real transformation.

How are you approaching the transformation of your HR function? Are you leading with vision, action, or finding ways to do both? I'd love to hear what's working and what challenges you're facing.

There is no shortage of ideas in HR right now. New concepts, bold claims, and confident predictions arrive every week from often well intended practitioners, advisors, educators, and increasingly, from AI. And yet I find myself returning to a question I have been asking for decades: which of these ideas will actually matter? Which ones will still be shaping practice five or ten years from now?

Not all ideas are created equal. Some transform how people think and act. Others sound compelling in the moment and then quietly disappear. After editing the Human Resource Management journal for ten years, publishing research, and advising business and HR leaders around the world, I have developed a clearer sense of what separates ideas that last from ideas that simply circulate.

In this week's article, I offer seven steps for finding and developing insights that hold up over time. The goal is not to add to the noise but to make knowledge actually productive, for you and for the people and organizations you serve.

Where do you look for ideas that have lasting impact? And how do you test whether something is genuinely useful or just compelling in the moment? I would love to hear what works for you.

Every HR transformation conversation eventually arrives at the same question: how does AI actually change the way HR operates, not in theory, but in the specific work of corporate HR leaders, specialists, generalists, and service teams?

In this week's article, my colleagues from The RBL Group, Norm Smallwood and Mike Panowyk along with contributors Dave Eberhardt, Rob Dicks, Astik Ranade, and Megan Brody from PwC's Workforce Transformation Team and I tackle that question head on. Together we have been involved in hundreds of HR transformations, and we are seeing AI reshape every element of the HR operating model in ways that go far beyond simple automation.

One insight that stands out is how differently AI impacts each part of the operating model. Administrative and service work will see the highest percentage of tasks performed by AI, while the strategic advisory work of HR business partners and corporate HR leaders will be augmented rather than replaced. The real opportunity is not just efficiency but using AI to move HR from reactive reporting to proactive, stakeholder-centered value creation. We also share a practical framework showing how #AI applies specifically to corporate HR, specialists, generalists, and services, with concrete examples in each area.

AI is not a panacea for the #HR operating model, but when combined with human ingenuity, it becomes a powerful catalyst for delivering the stakeholder value that HR transformation promises.

How is AI changing the way your HR function operates? Where are you seeing the greatest impact, and where does human judgment remain essential? I would love to hear your experiences and start a conversation about what comes next.

I've spent a good amount of time describing how HR is evolving toward stakeholder HR. Colleagues and I have proposed pivots, models, and practices for how to get there. But describing where to go is not the same as clarifying who is responsible for getting there.

Accountability is almost always assumed in change efforts, rarely made explicit. We hope the right ideas will lead to the right actions, but hope is not accountability. Ideas only become impact when specific people know they are answerable for specific outcomes.

In this week's article, I lay out an accountability architecture for stakeholder HR and identify the partners who share it: business leaders, HR professionals, employees, and outside advisors. Each has a different source of influence, and each has actions only they can take.

Who do you think carries the most accountability for stakeholder HR in your organization? And where do you see that accountability breaking down?

When I talk with college students and new graduates, the conversation has shifted. A few years ago it was about finding the right fit. Today it is often about whether there are any entry-level positions left at all.

AI is doing more and more of the work that used to belong to new employees: the pattern recognition, the data processing, the first drafts. Firms are hiring fewer entry-level people as a result. One study puts the decline at 80 percent. Even the more conservative estimates show significant contraction.

But here is what I think is less understood about this shift: the entry-level role was never just about the tasks. It was where new employees learned to fit into a team, read a culture, and build the social skills that would carry them through a career. When AI absorbs that work, something else disappears with it.

In this week's article, I offer a different way to think about what this means for organizations, recruiters, and the employees entering the workforce right now.
What are you seeing in your own organizations? What do you think early-career development looks like from here? I would love to hear your perspective.

I have been writing for some time about the HR inflection point and what it demands of organizations and the profession. But the more I coach and teach leaders through their own careers and lives, the more one question keeps coming back to me: what about us as individuals?

Most people I know are navigating at least one significant personal transition right now. A new role. A new organization. A major project with high stakes. A shift in relationships or life stage. A new service opportunity. These moments can feel isolating, even when they are positive, because the stakes feel personal in a way that professional challenges sometimes do not.

What I have found is that the same four pivots I use to help HR navigate its inflection point apply just as well to personal transitions, and asking the right questions at each pivot changes how you progress through them.

In this week's article, I share those four pivots and the questions worth sitting with as you navigate whatever transition is in front of you right now.

How do you manage your personal inflection points? What has helped you move through them well? I would love to hear your experience.

We all have aspirations for how HR can create more value, and my colleagues and I have been sharing ideas on stakeholder HR, AI-enabled operating models, and human capability. But here's what I keep noticing in my conversations with HR professionals around the world: it's often not the big strategic challenges that slow us down. It's the daily annoyances, the computer glitches, the missed flights, the relationship tensions, the moments of self-doubt that quietly erode our energy and focus.

I've experienced all of these in just the last ninety days, and I suspect you have too. So in this week's article, I drew on wisdom from thinkers like Herbert Simon, Marshall Goldsmith, James Clear, and Dale Carnegie (and even a meme from my grandkids) to offer six selfcare tips for keeping inevitable distractions from becoming stumbling blocks. The core idea is simple but important: achieving our goals and creating value for others almost always starts with taking care of ourselves. Letting go, learning more, laughing often, and moving on are not signs of weakness but strategies for sustained impact.

How do you overcome the distractions in your work and life? What practices help you stay focused on what matters most when the small stuff piles up? I'd love to hear what works for you.

One of the most common questions I hear from business and HR leaders is whether their leadership development investments are actually working. My honest answer: it depends entirely on what they want to accomplish and what kind of development they are investing in.

Global spending on leadership development runs somewhere between $60 and $70 billion each year. That is a significant commitment. And yet many organizations today are responding to economic pressure by cutting exactly this investment, at precisely the moment when it matters most.

In this week's article, I make the case for why in-person, immersive development deserves more attention rather than less if you want to create sustained personal change, organizational performance, and stakeholder value. I share what the research says about why some approaches stick while others fade. I also include several recent examples of programs that are delivering real results.

What has your experience been with leadership development? Where have you seen the most lasting impact, and where has the learning faded? I would love to hear what has worked for you.

Leadership content has never been more abundant. Books, assessments, podcasts, coaching services, AI-enabled apps. The options are overwhelming. And yet many leaders I work with still feel uncertain about where to start or how to make real progress. What I keep noticing is that the issue is rarely a shortage of information. It is that we spend so much time learning from others' stories that we move too slow to hcreating our own.

That distinction matters. Studying exceptional leaders has real value, and so does good research. But progress as a leader happens when you take what you are learning and turn it into something personal, a story grounded in your own purpose, your own identity, the specific challenges you actually face, and actions you take.

In this week's article, I share a practical approach to evolving that kind of personal leadership story, whether you are working on your own growth or trying to build leadership capability in others. The thinking draws on our recent work at GHRLE, where 23 faculty members and a diverse global cohort helped test what intentional leadership development actually looks like in practice.

What has most shaped your leadership story? And how do you help others in your organization move from absorbing ideas to actually making progress?

We celebrate holidays with rituals that become routines: gathering with family, sharing meals, giving gifts, expressing gratitude. These routines give structure and meaning to our lives. But here's what I've noticed over the years: while the routines remain, the actions often need to evolve. My family still spends time together at Christmas, but now we visit our adult children rather than them visiting us. The routine endures; the execution adapts.

Organizations work the same way. Every organization has five fundamental routines that define how work gets done: how we treat people, use information, manage conflict, allocate rewards, and make decisions. These routines have been studied by Nobel laureates and organization scholars for decades because they form the operating system of any enterprise.

The challenge is that many leaders struggle to recognize when their routine actions have become outdated. Not evolving these actions causes organizations to get stuck responding to historical expectations rather than current realities. This helps explain why failure rates remain stubbornly high, with even Fortune 500 companies seeing 40 to 50 percent turnover every decade.

In my latest article, I offer a diagnostic that business and HR leaders can use to assess whether their organizational routines need updating. Just as holiday traditions adapt across generations while preserving what matters most, organizational routines can evolve while maintaining their essential purpose.

What routines in your organization might need fresh actions to match today's context? How do you know when it's time to update how things get done?

HR professionals today know more about what drives organizational value than at any point in the field's history. The competencies are documented, the research is strong, and the case for HR's value added for all stakeholders has been made convincingly. So why does so much of that expertise still struggle to land?

Erin Wilson Burns and I have been thinking about why this gap persists, especially now. The transitions facing organizations today are among the most significant in generations, and HR is uniquely positioned to help navigate them. But having the right answer is not the same as having influence, and influence is what turns HR competency into real organizational impact.

In this week's article, we identify what separates HR professionals who consistently shape their organization's direction from those whose recommendations sit on a shelf. The good news is that influence is not a personality trait. It is a set of skills that can be developed, around clarity, confidence, and courage.

Where have you found it hardest to gain traction in your organization? And what has helped you break through? We would love to hear what works.

Most leaders I work with are genuinely excited about what AI can do for HR. The savings projections are compelling, the efficiency case is easy to make, and the technology is moving faster than most organizations can keep up with. What I find myself pushing on in these conversations is a different question.

The AI for HR agenda has focused primarily on what organizations can save. That matters, but cost reduction has limits while revenue creation does not. I keep thinking about what becomes possible when the capacity AI creates gets directed not just toward efficiency, but toward something that actually differentiates the organization's strategy realization through the eyes of customers, investors, and the communities it serves (called stakeholder HR).

That is the territory this week's article explores, and the implications reach across every part of how HR functions and measures its contribution.

I would love to hear what you are seeing. Where is and could AI for HR delivering value beyond cost savings in your organization?

The future of HR depends on developing next-generation leaders who can deliver real value to all stakeholders. But how do we move from talking about what HR professionals need to actually building those competencies?

Over the past year, my colleagues Dick Beatty, Patrick Wright, Cori Jones, and I (along with dozens of thought leaders) have been working on this challenge through the Global HR Leadership Experience (GHRLE). In our latest article, we share what we have learned about elevating HR professionals, including the content they need to master, the learning experiences that accelerate growth, and the early results from our initial cohort.

What struck me most was the enthusiasm and competence of the participants. Their ambition, agility, and commitment to creating stakeholder value gives us remarkable confidence that HR's best days are ahead. One participant captured it well when they said the experience was transformative in expanding their thinking about HR's impact on customers, stakeholders, business results, and their own leadership.

Whether or not you can join a formal program, the ideas in this article offer a blueprint for your own development journey, both what to learn and how to learn it.

What development experiences have shaped your growth as an HR professional? What competencies do you see as most critical for the next generation? We would love to hear your perspective (and, if possible, to join us in the next GHRLE offering in April)!

Disruption is not new. From creative destruction to COVID to the Iran War, external events have always intruded on our personal lives and professional work. What is new is the speed and intensity with which those disruptions reach us, leaving little time to absorb one crisis before the next arrives.

What I find most useful in moments like these is not trying to predict or control what is happening out there, but focusing on what is within reach. In my latest article, I share five principles that business and HR leaders can act on right now, starting with how to find certainty in the middle of uncertainty and how to personalize your response so that the people around you feel genuinely supported rather than just managed.

The leaders who emerge stronger are the ones who treat disruption as a signal to clarify values, deepen relationships, and move toward action rather than away from it.

I would love to hear how you are navigating this moment. What helps you or your organization stay grounded when the world feels unstable?

For fifty years, a primary challenge in learning and development has run in one direction: knowing without doing. People leave training with ideas they too seldom apply. That gap is real, and a lot of good work has been done to close it.

But AI has created the reverse problem. People can now produce polished, credible output that exceeds their underlying competence. The tool does the work; the person (should) get the credit. When output consistently outpaces genuine understanding, improvement becomes very hard to measure and even harder to sustain.

Charles Good and I have been thinking about both sides of this problem. In this week's article, we propose learning velocity as a way to address them together. The goal is not faster exposure to more content but the speed at which individuals and organizations actually move from identifying a gap to performing reliably under real conditions.

What are you using to measure whether learning in your organization is actually changing behavior? We would love to hear what is working, or not.h

People often ask how I personally use AI in my work. When I learned that over 50 percent of LinkedIn posts and comments are likely AI generated, not just enhanced, I felt a stronger pull toward transparency. I think it's time to answer that question openly, perhaps even with a little vulnerability.

I use AI, but I put human ingenuity first. AI synthesizes the past and offers parity that everyone can access. Human judgment, creativity, empathy, and wisdom create what is genuinely new.

In this week's article, I walk through the eight steps I use to generate ideas with impact, showing where AI helps and where it simply cannot. This weekly process of creating, editing, posting, and engaging takes me 15 to 20 hours, and I believe that investment in human connection and learning is well worth it. I'll also confess that when I recognize posts or comments that are clearly AI generated, I tend to skip them. I'd rather engage with a person than an algorithm.

How do you integrate AI into your work while keeping your authentic voice and perspective? I would love to hear your approach so we can learn together.

What separates a leader people want to follow from one they simply report to? After decades of studying and working with leaders across industries and levels, I keep coming back to one primary answer: Personal Proficiency. It is the domain at the heart of effective leadership, and it is the one that makes everything else possible.

In a world where 65 to 75 percent of people say they do not want to move into leadership positions, this matters more than ever. Leaders with Personal Proficiency do not just manage people and tasks. They clarify what they stand for, build others up, act with both courage and humility, and turn inevitable tensions into productive outcomes. These are not abstract ideals. They are learnable, observable, and measurable skills.

In my latest article, I share six principles of Personal Proficiency that have become increasingly relevant as disruptions and distractions pull leaders in every direction and potentially reduce confidence in leadership. I have also included a simple self-assessment to help you reflect not only on how you are living these principles yourself but on how consistently you are helping others do the same.

Which of these six principles do you find most difficult to sustain under pressure, and what has helped you stay grounded when it matters most?

The end of the year naturally invites reflection, that pause between what was and what could be. But transitions aren't just a December phenomenon. They happen throughout our lives and careers, at home and at work, sometimes by choice and sometimes by circumstance.

I've been fascinated by how NBA all-stars make remarkable progress during their first four years through intentional off-season work. Players like Giannis Antetokounmpo, James Harden, and Shai Gilgeous-Alexander nearly tripled their scoring averages by treating each transition from season to season as a steppingstone to growth. The same principle applies to business and HR leaders navigating job changes, role shifts, or life changes.

In coaching leaders through transitions (and going through a few of my own), I've found that progress comes from three perspectives: looking back to learn, looking inside to clarify, and looking ahead to impact. In today's newsletter article, I share nine tips with reflection questions designed to turn transition moments into genuine inflection points for growth rather than stagnation.

As you reflect on 2025 and anticipate 2026, I'd love to hear from you. What transitions are you facing, and what have you learned about making them work?

Just like good parents invest in their children, good leaders build better leadership. Better business and HR leaders don't just perform themselves, they build the next generation. Best leaders replace themselves with future leaders who are prepared for what's next. As an ever changing field, HR's next gen leaders need to shape the future by crafting their personal stories for impact.

The data makes the urgency hard to ignore. More than half of current CHROs are now being hired from outside their organizations, which may signal something important: internal pipelines may not keeping pace with what the future role will require. The context of business has changed fast enough that the preparation HR leaders needed ten years ago looks different from what aspiring leaders need today, and tomorrow.

Patrick Wright, Dick Beatty, Cori Jones, and I have been designing and running the Global HR Leadership Experience (GHRLE) at the Darla Moore School at the University of South Carolina, and through that work with an amazing Advisory Board, we have developed insights on what it actually takes to build the next generation of HR leaders well. In this week's article, we share what we have learned about both the content (delivering stakeholder value through human capability) and the process (engaged learning): what aspiring HR leaders need to know, who they need to become, and how the learning experience itself has to be structured to actually land.

We are SOOO grateful for 23 amazing faculty committed to building next generation HR leaders and to remarkable participants committed to learning and making a difference in their organizations and the world.

How is your organization investing in next-generation HR leaders? What can you do to prepare the next generation? Join us in this important agenda!

For the most part, the HR professionals I work with are some of the most capable, committed people I know. And right now, many of them are stretched thin.

The pressures are not new in isolation. Economic uncertainty, political and social volatility, workforce mental health, and the pervasiveness of AI have all been part of the landscape before. But the combination of all of them arriving without meaningful recovery time between has created something different. What I hear most often in my coaching and teaching conversations is not frustration with any one thing. It is the cumulative weight.

In this week's article, I share ten practical tips for turning pressure into positive energy. These are ideas I return to in my own work and share with HR and business leaders in nearly every coaching session and facilitating opportunity. I hope most readers will find a few that are useful right now.

I would love to hear how you are managing the demands of this season. What helps you stay grounded when the pressures feel relentless?

HR professionals spend enormous energy developing the people around them. What I have always found more revealing is how they develop themselves.

After a collective one hundred years working with HR leaders, Dick Beatty, Patrick Wright, and I have noticed that the skills required to build others' capabilities do not automatically translate to building your own. Fundamental and sustained personal change for impact is hard. It requires commitment, and it rarely happens in a single event or burst of inspiration but rather in small cumulative steps that eventually reach a tipping point.

That conviction is at the center of GHRLE, the Global HR Leadership Experience that Dick, Pat, and I helped create with a world-class faculty. We have now offered the program twice, and the responses from participants have been among the most gratifying things I have heard in my career. Listen to a 90 second overview: https://lnkd.in/gz9Y_49w

In this week's article, (also co-authored with awesome program director Cori Jones) we share what we have learned about what it actually takes to develop HR professionals who deliver more value, along with an invitation to join the next cohort this October.

Who do you know in HR who is genuinely committed to growing? I would love to hear how the people around you invest in their own development.

AI is being adopted faster than any technology in history, yet when we ask leaders how far along AI is on its s-curve of impact, most say only 30 to 40 percent. We are using something we don't fully understand, which creates both enormous opportunity and legitimate concern.

In this article written with Dan Yager, we suggest that AI progress might benefit from guardrails, much like the safety rails we accept in daily living and in more complex policy choices around finance, environment, and human rights. During the early Industrial Revolution, few employers established guardrails as organizations expanded, which eventually led to government involvement and significant new laws, but those laws came about a century too late. Things move a lot faster these days.

We propose six guardrails that help business and HR leaders responsibly channel AI progress toward stakeholder value. These range from paying attention to and actively engaging in evolving regulations to establishing internal AI advisory teams, building employee trust through transparency, connecting AI with human ingenuity, and measuring impact on business outcomes rather than just activity. The goal is not to slow AI adoption but to ensure it delivers lasting value for employees, organizations, customers, investors, and communities.

What guardrails has your company put in place to guide AI? I would love to hear how you are navigating the balance between AI opportunity and responsible implementation.

Most leaders I work with are highly competent. They can set a vision, execute a strategy, develop their teams, and deliver results. And yet, something is still missing. The gap is rarely about skill. It is about presence.

In today's article with co-authored with Dave Jennings, we explore what it means to intentionally show up, not just in the moments that feel high-stakes, but in the daily interactions that quietly define how others experience you as a leader. The way you present yourself, manage your attention, shape a conversation, or follow up after a meeting sends signals that either build or erode your credibility and connection over time.

We offer seven practical tips for leaders who want their presence to match their potential. Some of them may surprise you; we hope they help you (and those you coach) be more intentional about showing up for impact.

What does intentionally showing up look like for you? And where do you find it hardest to stay fully present?

We see the world through our own eyes. That's the only vantage point any of us has, and it shapes the categories and stereotypes we use to make sense of other people's work. Those categories can help us organize what we see, but they can also become biases that limit what we're able to learn from each other.

Matt Parkinson and I have been friends for decades. He is an engineering professor. I work in HR. For most of that friendship, we respected each other's expertise without really looking for what we had in common. I assumed engineers solved problems through logic and data. He probably assumed HR ran mostly on relationships and ambiguity. Then we actually compared how we each discover and deliver new insights in our own fields, and found we had far more in common than either of us expected.

In today's article, Matt and I share what we found: a shared way of discovering new insights that shows up across engineering, HR, and nearly any other field, just described in different language depending on where you sit. We also translate that process into steps HR leaders can use to move toward stakeholder HR.

Stereotypes separate. Shared processes unify. Where have you found more in common with a colleague, or a field, than you expected? I would love to hear your story.

If you had one wish for the human capability agenda in 2026, what would it be?

I have many hopes for the year ahead: stakeholder HR continuing to evolve, business leaders sharing accountability for human capability outcomes, AI complementing human ingenuity, organizations building cultures that deliver value, and leaders using their power to empower others.

But if I had to choose just one priority, I would choose improving employee mental health. People are the nucleus of any organization, and when their mental health languishes, everything else falters. Organizations don't think, people do. And when mental health hinders thinking, doing, and feeling, the other hopes I mentioned won't happen.

What concerns me is that while the physical crisis of COVID has abated, the mental health challenges have lingered. Research shows that loneliness and emotional disconnection remain defining features for many adults who feel isolated, left out, and lacking companionship. Employee engagement scores worldwide have remained flat or slightly declined which shows relevance of mental health in work and well as social settings.

In my latest article, I share five actions that business and HR leaders can take to improve mental health in organizational settings, from creating a mental health culture to personalizing options to integrating mental health into ongoing business activities. Taking care of oneself and others is simply the right thing to do.

What do you do for your personal mental health and the mental health of others? I'd love to hear your perspective and learn from what's working in your organization.

Most of the senior leaders I work with are not afraid of change. They are exhausted by it.

This came into focus recently at a workshop when I asked thirty senior business and HR leaders to write down the question they most wanted answered. I expected questions about change tools, transformation strategies, new approaches. What I got instead surprised me. Most questions were about how to cope with the volume of change already competing for their attention.

The conventional wisdom says that if you can't change as fast as your context, you will fall behind. That is not wrong. But for many organizations, the challenge is no longer getting people to embrace change. It is helping them absorb and integrate the changes already in motion before the next wave arrives.

In this week's article, I introduce the idea of metabolizing transformation and explore what it looks like across four different organizational scenarios. The goal is not to slow change down but to make it stick.

What does this feel like inside your organization? Are you managing too little change, too much, or something harder to name? I would love to hear your experience.

Most leaders I know are focused on what they need to deliver. That makes sense. What I find less common is the leader who is equally focused on what they are leaving behind for others and how to help others deliver.

The concept of "paying it forward" has roots across cultures and traditions, but what strikes me is how rarely it gets named as a deliberate leadership strategy. And yet the most enduring organizations I have worked with have something like it quietly at the center of how they operate.

In this week's article, I explore how individuals, leaders, and organizations can build a pay it forward culture, with nine practical suggestions drawn from my own experience. As AI continues to free up human capacity, I believe one of the best investments we can make with that time is building the next generation.

How do you pay it forward in your work? What do you or your organization do to multiply value for others? I would love to hear your examples.

This time of year invites reflection on what holds us together. In my work with organizations around the world, one truth keeps surfacing: when people come together to do meaningful work, friction is inevitable. The question is what happens next.

Too often, what happens next is avoidance, blame, or slow erosion. People spend energy protecting positions and navigating politics rather than creating value together. I have seen talented teams stall not because they lacked skill or strategy, but because a broken relationship quietly consumed the oxygen in the room.

My wife Wendy and I have been combining her psychology background and my business perspective for a long time, and few topics bring those two worlds together more naturally than this one. In this week's article, we share eight suggestions for relationship repair in any organization setting. Whether the friction is between colleagues, on social media, within a team, or across an organization, we believe that learning to work through conflict rather than around it is what turns a group of individuals into something stronger.

Where have you seen broken relationships hold back a team or organization? And what has helped you move through those moments? I would love to hear.

Nearly everyone can recall being on the receiving end of some form of bias or cognitive distortion, whether racism, ageism, sexism, or countless others. These experiences cause personal distress and organizational dysfunction, yet they persist in workplaces everywhere.

As we observe Martin Luther King Jr. Day in the US, my colleague Marcus Shaw and I reflect on how Dr. King's teachings extend far beyond political activism to offer practical wisdom for leading organizations in our increasingly complex, AI-enabled global world. In this article, we share personal stories of feeling like "the other" and translate Dr. King's enduring principles into four imperatives for building more humane human capability at work: respect for all, service, courage over time, and meaning and purpose.

Dr. King reminded us that no work is insignificant and that the time is always right to do what is right. His counsel helps us move beyond cognitive distortions toward organizations where everyone belongs and can contribute their unique gifts.

What personal experiences have shaped how you think about belonging and inclusion at work? How do Dr. King's teachings influence your approach to leadership? I invite you to share your story in the comments.

Most change efforts fail or fall short, not because the ideas are wrong but because we focus on just one piece of the puzzle.

After years of exploring change through LinkedIn posts and conversations with business and HR leaders, I've come to believe that sustainable change requires attending to three interconnected elements: mindset, skillset, and setting. Each alone is incomplete. If you don't change how people think, new skills won't be used. If you don't build skills, new thinking stays theoretical. And if you don't change the organizational systems around people, both mindsets and skillsets will decay over time.

This insight has profound implications for anyone trying to close the gap between who they want to be and who they are, between aspirations and actions, between future opportunities and present challenges. Whether you're leading organizational transformation, coaching individual leaders, or working to evolve the HR function itself, these three metathemes provide a foundation for making change actually stick.

In my latest article, I share specific actions for each element, from redefining problems through narrative therapy to conducting calendar tests that reveal where skills need development, to modifying the systems and routines that either enable or undermine lasting change.

What has been your experience with making change stick? Which of these three elements, mindset, skillset, or setting, do you find most challenging to address in your own change efforts?