Employee engagement plummeted, innovation stalled, and turnover among top performers climbed to 30% above the industry average. Customer complaints rose 34% as internal culture affected service. An estimated $20 million in productivity losses were linked to disengagement and conflict. As the former CTO explained, “We thought we were just being direct and results-focused. We didn’t realize we were creating a toxic environment that was killing our business from the inside.” 

Like the executives in this example, some leaders might discount reports of incivility, rudeness, and disrespect—saying employees are too sensitive. But left unaddressed, these behaviors erode profits. According to a SHRM analysis, incivility costs U.S. employers roughly $2 billion a day in reduced productivity and absenteeism. Another report puts the annual cost of incivility at $14,000 per employee.  

Incivility demands C-suite attention 

When rudeness goes unchecked, trust evaporates, people shut down, and top talent walks out the door. And if leaders don’t take that seriously, they’re leaving money on the table. Research published in the Harvard Business Review shows how incivility affects the bottom line:  

• Poor performance: 66% of employees who experienced incivility said their performance declined. Even witnessing rude behavior can cut performance by 20%. 

• Distraction: 80% of employees lose work time worrying about incidents of disrespect. 

• Less innovation: people who are treated rudely are 30% less creative and produce 25% fewer ideas. 

• Disengagement: 78% said their commitment to an organization declined after experiencing rude behavior. 

• Higher turnover: 12% of employees quit because of incivility, and replacing each one costs 150–200% of their salary. 

• Legal risk: Patterns of disrespect might escalate into hostility and even litigation; a single employment case can cost up to $250,000.  

It’s clear that incivility—while tempting to overlook—depresses performance, raises costs, and exposes organizations to avoidable compliance and reputational risk. 

Why civility is so hard to manage 

Incivility is subjective and often unnoticed. It rarely rises to the level of overt harassment or discrimination, so employees are unlikely to lodge formal complaints. Instead, the most common acts of incivility in the workplace are interrupting, being dismissive or rude, withholding information, and gossiping or spreading rumors.  

Even when these behaviors are unintentional, they can erode psychological safety—the foundation for trust, creativity, and collaboration. And because everyone defines “respect” differently, depending on their culture, generation, and personality, what feels like straightforward communication to one person can feel disrespectful to another. 

Imagine a manager says to his multigenerational team, “This report is not acceptable. I expect it to be redone by noon tomorrow.” The baby boomer on the team might think, “That’s direct feedback. Great.” But the Gen Z employee thinks, “That language was disrespectful and rude. Mistakes should be learning experiences. This workplace isn’t psychologically safe, and I’m looking for another job.”  

Same message, two different interpretations. That’s the challenge for leaders and why generic solutions don’t work. Without data, you’re guessing at the root cause and what might fix it. 

How leaders can stop the profit bleed 

Promoting civility isn’t coddling people; it creates an environment where people can focus, collaborate, and produce results. To build respectful workplaces, leaders need to observe group dynamics, establish norms, and promote psychological safety. 

1. Observe and listen to reveal signs of trouble

The first step in addressing incivility is awareness. Leaders need to pay attention to the subtle signals that something may be wrong: 

• Are meetings consistently running long because of tension or conflict? 

• Do certain employees avoid working with particular colleagues?  

• Are once-engaged team members suddenly quiet, withdrawn, or calling in sick more often?  

• Do emails or chat messages sound terse or dismissive? 

Then, leaders should create opportunities for employees to share feedback safely. If people don’t feel psychologically secure enough to speak up in a group, try one-on-one check-ins or anonymous pulse surveys that ask questions like, “On a scale of 1–10, how respectful was our collaboration this week?” 

2. Document patterns and get the data

Once you’ve observed warning signs, start documenting what you see. Track when and where incivility occurs—missed meetings, tense interactions, or abrupt emails—and note the context. Are problems linked to deadlines, leadership changes, or specific teams? 

Look for patterns, not isolated incidents. Logging these behaviors helps separate emotion from evidence. Over time, this record becomes a valuable data source you can use to brief the executive team or HR on what’s really happening.

3. Intervene before problems multiply

Small acts of incivility can snowball into hostility if leaders don’t step in quickly. Address them before frustration turns into disengagement or legal risk. 

Start by resetting expectations. Teams need explicit norms for how they communicate, debate, and deliver feedback. Shift the focus from blaming individuals to building a shared standard of respect. Ask, “What do we need to do to create a high-performing, respectful team?” and make those expectations part of your everyday culture.  

Use behavior-focused feedback. Describe what you observed and how it affected others. For example: “When you interrupted Jane in the meeting, it cut the conversation short and discouraged others from contributing.” This approach clarifies the issue without attacking someone or their intentions. 

Many managers simply aren’t aware of how their tone or style lands with others. Coaching helps uncover these blind spots, especially across generational or cultural lines. 

4. Escalate: Know when to seek outside help

When issues persist or appear across multiple teams, it’s a sign the problem is bigger than one manager or department. Systemic incivility requires an objective, data-driven approach that internal teams often can’t provide on their own. That’s when it’s time to bring in outside expertise. 

A psychosocial risk assessment provides hard data—identifying patterns of disrespect, disengagement, and distrust across teams. The result is a clear map of where incivility exists, what’s driving it, and how much it’s costing the organization. When you can show that a manager’s abrasive tone is costing the company $200,000 in lost productivity, you have the evidence needed to drive meaningful, accountable change. 

The competitive advantage of civility 

Companies that treat civility and respect as strategic priorities innovate faster, retain top talent, and operate more efficiently. Consider the following examples:  

• Microsoft saw a 32% increase in innovation metrics and an 8% reduction in attrition after focusing on civil behavior.  

• Cisco CEO Chuck Robbins credited $36 million in annual savings to a civility initiative that reduced toxic behaviors and boosted collaboration. 

And our Fortune 500 tech company? After implementing a psychosocial risk assessment and targeted leadership coaching, the business saw a 65% reduction in turnover and a 34% productivity increase within the first year.   

Civility is more than simply being nice or politically correct. When leaders have zero tolerance for rude behavior, organizations build winning cultures where people feel respected, trusted, and empowered to contribute their best work. 

Curious if a psychosocial risk assessment might benefit your organization? At the Center for Organizational Effectiveness, powered by Workplace Options, we help companies uncover the real costs of incivility and partner with them to design targeted interventions. Register for “Building Workplace Trust: The Key to Organizational Health and Effectiveness” to watch Shelley Willingham’s presentation on Workplace Incivility on demand.  

The post Workplace Incivility: Why Your ‘Tough Culture’ is Killing Your Profits appeared first on The Diversity Movement.

For example, a November 2024 Gallup survey found that only 30% of U.S. employees felt connected to their company’s purpose. That disconnect has real consequences: employees who lack meaning are less engaged, more likely to quit, and less inclined to innovate. In contrast, when people understand the “why” behind their work, they bring greater focus, creativity, and resilience. Meaningful work, it turns out, is one of the most powerful drivers of engagement and long-term business success. 

Why is Meaningful Work Important? 

“People’s desire for their work to contribute to something bigger than solely profit is increasing. They’re consciously looking for employers whose values align with their own,” says Greg McCallum, Senior Vice-president of Employer Solutions for TELUS Health. “It’s not just about paychecks anymore, people want their work to matter.”  

A growing body of research demonstrates that meaningful work fuels both human and organizational performance. Employees who see purpose in what they do report higher satisfaction, stronger collaboration, and greater loyalty. Consider these findings: 

• McKinsey reports that employees who “live their purpose at work” are more productive, more loyal, and more likely to recommend their company to others. 

• Studies show that many workers value purpose more than pay, with 90% of respondents in one survey willing to trade a portion of their income for greater meaning. 

• In a SHRM survey, 86% of Gen Z and 89% of Millennials said purpose was important to their job satisfaction. 

• Leaders with a strong sense of purpose are nine times more likely to be highly engaged, according to DDI research. 

Why Do So Many Employees Struggle to Find Meaning? 

The business benefits of meaningful work are clear, yet the “purpose gap” continues to widen. According to DDI’s 2025 Global Leadership Forecast, only 56% of senior leaders say they find purpose in their work. Just 48% of mid-level managers agree with that sentiment, and for front-line leaders, it’s only 35%. 

The gap persists because there is no single way to make work meaningful. Employees experience meaning through the lens of their lived experience—shaped by culture, gender, age, family status, personal priorities and career goals. For example, older generations often seek stability, work-life balance, and purpose through connection or mentorship. Gen Z professionals are more likely to prioritize social impact and alignment with personal values. 

“I think people in the future workforce want to feel more connected to the work and the mission of the organization, and more broadly understand how what they do helps the team, department or company accomplish their goals” says human resources expert Dr. Tana M. Session, CEO and founder of TanaMSession.com. 

Recognizing these distinctions allows organizations to offer personalized pathways to fulfillment—whether through career advancement, learning, or service initiatives. An inclusive approach ensures that everyone—across roles, regions, and identities—can connect their work to something that matters.  

How Can Leaders Help Employees Find Purpose? 

Leaders cannot dictate meaning, but they can create the conditions for it to thrive. They can also take practical steps to connect individual contributions to the organization’s goals. The following strategies can help: 

1. Define and communicate a clear mission. Purpose should be more than a statement on the company website; it should inform strategy, decisions, and behaviors. When leaders consistently communicate how daily work advances that mission, employees are more likely to feel invested in the outcome.
2. Connect tasks to impact. Don’t assume employees understand how their efforts drive business results. Use stories, customer feedback, and data to show the ripple effect of their work. For example, highlight how a team’s project improved client satisfaction or influenced community outcomes.
3. Recognize employee performance. Recognition is one of the simplest ways to make work meaningful. Acknowledging an employee’s contribution—publicly or privately—signals that their efforts are seen and appreciated. According to a Gallup/Workhuman report, employees who receive regular recognition are five times more likely to be connected to their company culture.
4. Invest in professional growth. A culture of continuous learning is a major differentiator for high-performing organizations. Professional development isn’t just about skills; it’s about purpose. When people grow, they see a future with the company, and that future fuels motivation.
5. Listen with empathy and curiosity. Meaning can be cultivated through intentional conversations. Regular one-on-ones, stay interviews, and team dialogues help leaders understand what motivates each individual and how they define success. This practice is crucial as meaningfulness can shift temporarily, especially following a health challenge or significant life change. Listening with curiosity helps ensure development opportunities and day-to-day tasks align with personal priorities and professional goals.  
6. Embed inclusion and equity. Employees are more likely to find meaning in workplaces that reflect their values and treat them with dignity. An inclusive culture—where every voice is respected and every contribution valued—creates the foundation for belonging. That belonging, in turn, strengthens meaning.

How Can Organizations Make Meaning a Cultural Priority? 

Embedding meaning into workplace culture requires commitment from the top. Executives set the tone through their actions, priorities, and communication. When leaders consistently link performance goals to purpose and recognize human impact alongside business metrics, they signal that people and profits are interdependent. 

Organizations can begin by auditing current practices, examining how purpose shows up in performance reviews, recognition systems, and leadership development. They can also equip managers with training on empathetic communication and purpose-driven coaching. These skills help leaders translate corporate vision into personal relevance for their teams—and connect meaning to everyday work. 

When organizations understand meaning, and make it part of the corporate culture, employees no longer view their work as a series of tasks; they see it as a shared mission. That sense of connection drives engagement, loyalty, and innovation across every level of the business. 

A Future Built on Purpose

In an era of constant change, purpose anchors people and organizations. Meaningful work fuels engagement, retention, and performance. It builds workplaces where people show up not just for a paycheck, but to make a difference. 

By connecting daily work to purpose, recognizing contribution, and investing in growth, leaders can transform their culture into one where people thrive. And when employees thrive, so does the organization. 

For deeper insights on building engagement through purpose and connection, explore Donald Thompson’s latest book, “The Employee Engagement Handbook: A Leader’s Guide to People, Purpose, and Performance,” coming in early 2026. Pre-orders are now open. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post The Power of Meaningful Work: How Purpose Drives Engagement and Results appeared first on The Diversity Movement.

Money worries are taking a measurable toll on mental health and day-to-day functioning, with 43% of Americans reporting depression, sleep disruption, and strained relationships, according to a Bankrate survey.  At the same time, there’s a lot of guilt and shame associated with money problems, making people reluctant to talk about their finances and less likely to get the help they need.  

That financial anxiety doesn’t stay at home. It shows up at work as distraction, exhaustion, and disengagement. In fact, stress costs U.S. employers more than $300 billion annually through increased healthcare expenses, higher absenteeism, and lower productivity.  

By providing support and guidance to help employees reduce their financial stress, employers can help workers improve their overall wellbeing. Building financial resilience is good for employees, but it’s also good for business—because it can eliminate one of the biggest obstacles to productivity and innovation. 

How does financial stress impact performance? 

The financial wellbeing of employees directly affects organizational health. When workers are preoccupied with money, productivity and morale suffer. Here’s how: 

• Lost focus and performance declines: In a recent survey, nearly 50% of workers say that financial stress distracts them during the workday. Many are managing personal finances on company time. 
• Higher absenteeism and turnover: Financial anxiety is a leading cause of sleep loss, burnout, and mental fatigue—factors that increase absenteeism and health care costs. Employees under financial strain are also more likely to seek new jobs that offer higher pay or stability. 
• Reduced engagement: Financial insecurity compounds disengagement, as employees struggling to meet basic needs find it difficult to connect with broader organizational goals. 
• Reputational risk: In competitive industries, neglecting employee wellbeing can damage employer brand and retention. A workforce experiencing chronic financial stress often mirrors broader equity issues, such as pay gaps or limited advancement opportunities. 

How can organizations turn financial wellness into a competitive advantage? 

When financial wellness becomes part of an organization’s culture, the impact extends beyond the balance sheet. Employees who feel financially stable are more engaged, innovative, and loyal. They have the mental bandwidth to focus on strategic goals, collaborate effectively, and bring their best ideas forward. 

According to Gallup, organizations that prioritize wellbeing see higher profitability and lower burnout. Financial wellness is one of five foundational pillars of that equation, improving individual resilience and organizational strength. The other contributors to wellbeing are meaningful work, strong social connections, physical health, and a thriving community. 

By viewing financial stress as a workplace risk, not a private issue, companies can move from reaction to prevention. Instead of addressing burnout after it happens, leaders can build systems that help employees manage stress before it escalates.   

What can leaders do to reduce financial stress? 

Creating a culture that supports financial wellbeing requires a holistic approach. Here are five ways organizations can take action: 

1. Normalize conversations about financial health. Stigma keeps many employees from seeking help. Leaders can model openness by including financial wellbeing in broader discussions of health and engagement. This might mean hosting lunch-and-learns, featuring financial wellness topics in internal newsletters, or sharing resources during benefits enrollment periods. 
2. Ensure equitable pay and transparent compensation practices. Financial wellness starts with fair compensation. Conduct regular pay equity audits to identify gaps across gender, race, and role levels. Transparency about pay ranges and promotion criteria builds trust and signals that the organization values fairness. 
3. Provide access to financial education and counseling. Employees who receive financial coaching experience reduced stress and improved focus. Employers can offer workshops on budgeting, debt management, and retirement planning—or partner with external experts to provide confidential, one-on-one sessions. 
4. Integrate financial wellness into employee assistance programs (EAPs). Many EAPs already support mental health, but few address the financial concerns that often drive anxiety. Expanding EAP services to include debt counseling, credit repair resources, and emergency savings programs can make these benefits more comprehensive and effective. 
5. Foster inclusion and empathy in leadership. Financial stress disproportionately affects employees from historically marginalized groups who face systemic barriers to wealth accumulation. Inclusive leaders recognize these disparities and respond with empathy—avoiding assumptions, listening to individual concerns, and offering flexibility where possible. For example, flexible scheduling or early access to earned wages can ease short-term pressures without stigma. 

How does personalized financial support benefit a multigenerational workforce? 

Financial wellbeing is a universal concern, but the sources of stress—and the types of support people need—vary widely. Each generation faces distinct financial pressures. Gen Z workers are focused on paying off student debt and building savings. Millennials are juggling housing costs, childcare, and unexpected expenses. Gen X employees are turning their attention to retirement savings, while baby boomers may be navigating healthcare costs or weighing when to retire. Factors such as location, family structure, and education further shape these realities, making personalized support essential. 

Employers that offer customized financial coaching and integrated wellbeing programs can make a measurable difference. By helping employees build practical skills—budgeting, managing debt, saving for emergencies, and planning for the future—organizations strengthen both financial stability and overall mental health. When employees feel more confident and in control of their finances, they experience less stress, make better decisions, and bring greater focus and energy to their work.  

Building a financially resilient workforce 

Leaders can’t control the economy, but they can control how they respond to it. Financial stress is one of the most common—and most overlooked—barriers to employee engagement and performance. When people are worried about paying bills, managing debt, or covering family expenses, their focus and creativity suffer.  

Many organizations already invest in mental health and wellness programs, yet those efforts fall short if they ignore the financial realities that drive daily stress. True wellbeing requires a holistic approach that includes financial education, coaching, and resources to help employees build confidence and stability.  

Forward-looking companies are making financial wellness a core part of their culture. They view it not just as a benefit, but as a strategic investment in people and performance. Supporting financial resilience strengthens employee trust, enhances retention, and contributes directly to organizational success. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Financial Stress at Work: The Hidden Threat to Productivity and Engagement appeared first on The Diversity Movement.

Financial performance is impossible without high-performing, engaged employees. In fact, one study found a direct link between inclusive leadership, psychological safety, and greater innovation. The people-first leadership approach is based on a simple idea: If employees are taken care of, they will take care of customers and clients.  

While the idea is straightforward, inclusive leadership takes intention and practice, explains author and consultant Minette Norman. A former Silicon Valley software executive, Norman recently spoke with Jackie Ferguson, Vice President of Content, Products and Programming at The Diversity Movement, about transforming team culture, embracing diversity, and creating belonging in the workplace. 

Jackie: Minette, you didn’t start out as a leadership consultant. Can you share your professional journey and what brought you to this work? 

Minette: I started as a technical writer at Adobe, and I ended up spending 30 years in the software industry—about 10 years as an individual contributor and 20 years in management and leadership roles. The last five years I was in tech, I was leading engineering at a big company, and I was asked to transform how we developed software. 

I realized that technical hurdles were only part of the problem. It was really about creating a more collaborative culture, welcoming other ideas, and embracing all aspects of diversity. We were just starting to talk about diversity when I was there, and we were quite bad at it. I was a woman leading large teams in a very male-dominated environment. I didn’t always feel like I fit in, and I certainly didn’t feel like I was part of the “insider’s club.” Yet, I was also sitting in a position of White privilege. I realized my colleagues who were from underrepresented groups or diverse backgrounds were suffering. They didn’t fit in, they were suffering, and they weren’t able to thrive at work. 

I finally left the industry in 2019 to focus on helping leaders and their teams create inclusive environments where everyone can do their best work, show up as themselves, and not have to mask who they really are. 

Jackie: You used the word “suffering.” Can you explain what you mean by that? 

Minette: The reason I use the word “suffering” is when people are in pain, they are suffering. Studies show that when we feel left out or rejected, our brains register pain in exactly the same way as physical pain. So, when I say suffering, I am not exaggerating. It’s exhausting, and it’s painful. It can be very lonely, especially when you’re the “only.” I talked to so many people who were the only Black woman in the room, the only Latina in the room, and feeling like, “Do I have to represent my entire demographic, or do I try to be like everybody else?” I was often the only woman in the room, and I would think, “Can I actually show up with my femininity, or do I have to be one of the boys?” It’s exhausting. 

Jackie: Your book is called The Boldly Inclusive Leader. What does that look like in practice? 

Minette: Bold to me means that we’re going to be unflinching in our commitment to creating an inclusive environment. We may have to challenge the status quo, because it’s no longer serving us. Bold is being willing to tear down the models of the perfect, all-knowing leader who knows everything and has nothing to learn from the people around them. A boldly inclusive leader is someone who comes in as a human being to the workplace. Even if you’re the CEO, you’re not perfect. You don’t have to be perfect; you need to be human. And you need to respect that every other human being around you needs to feel that they have value, that they’re seen, heard, and respected for who they are. 

Jackie: You talk about leading better by being more human. What does that mean? 

Minette: It means I’m not perfect. We connect with a leader who shows up as a flawed being. I once reversed a decision based on feedback, and I was afraid I would be seen as a weak leader who couldn’t make a good decision. Instead, I got so much positive feedback. My team said, “We really appreciate that you listened to our feedback, and you changed your mind.” That was a big lesson for me.  

I can’t know every piece of information even if I lead this department. I rely on the people around me to point out what I’ve missed. That is something we should remember as leaders: You don’t have to get it right all the time, but you do need to be open to hearing other perspectives. 

Jackie: What do leaders often get wrong about inclusive leadership? 

Minette: They forget about the inclusive part. They focus on diversity hiring and think if I get my metrics better, I’m done. That’s backwards. If we hire people from all walks of life, different backgrounds, ethnicities, and ages, and bring them into a company that is not inclusive, those people are not going to feel welcome. Leaders go wrong when they don’t think about creating a culture where everyone can fully participate.  

Leaders also stumble when they think “I’m a leader; I need to get it right.” But human beings are so complex. What works for one person may not work for another. You are going to get it wrong. We are all going to get it wrong. You have to realize that and continue learning and continue doing better. That’s when leaders might say, “This is too risky. I’m not going to do anything.” That’s why I use the word “boldly.” You need to go boldly toward that discomfort. 

Jackie: We often promote people into leadership roles without preparing them. How can new leaders succeed? 

Minette: Even before you take that first management job, ask yourself: “Do I want to be a manager?” We may think we have to be a manager for the prestige or pay, but being a leader means being interested in the lives of other human beings. Get to know the people on your team. What is everyone really good at? And what do people struggle with? Find out what you’re missing, and what’s the next person you’re going to need to hire? 

Jackie: What’s the cost to organizations that don’t invest in inclusive leadership? 

Minette: The cost is huge. You get disengaged employees. Younger generations won’t tolerate toxic leadership. They want to be seen and heard. You’ll lose talent, damage your reputation, and fail to attract new people. Even the talent that you do have, you’re not going to get the best results from them. If people don’t feel that their viewpoint or ideas are welcome, they will only give their minimum effort. 

Jackie: What final message do you want to leave with our readers? 

Minette: No matter where you are in the hierarchy, you have a role to play in creating a truly inclusive environment. Small changes in your behavior can make a hugely positive impact. Take that first step. Show up in a way that makes others feel included, welcomed, valued, and respected. 

For the complete conversation with Minette Norman, listen to “Becoming a Boldly Inclusive Leader: Insights from Minette Norman” on the Diversity: Beyond the Checkbox podcast. To learn more about inclusive leadership and how your organization can unlock the leadership skills that result in better teams and more engaged employees, visit our Inclusive Leadership Resource Hub. 

The post The Future of Leadership Is Inclusive: Insights from Minette Norman appeared first on The Diversity Movement.

Every business aims for consistent growth, yet achieving that goal is difficult unless employees are encouraged to grow as much as market share. That’s why high-performing organizations don’t leave professional development to chance. Instead, it is a core business strategy.  

As research from McKinsey makes clear, “a culture of continuous learning” is a significant advantage in today’s uncertain economic environment. When employees build new skills and gain experience, they become more effective in their roles and more prepared for future leadership. This prepares the organization to scale more smoothly, meet shifting business needs, and stay ahead of competitors.   

One of the most effective ways to help employees grow is through mentorship. And, when leaders also act as sponsors, the result is an environment that promotes skill-building, innovation, and career growth. By supporting employees’ professional goals, leaders demonstrate that they care about their team’s success, creating a culture that attracts and retains top talent. 

The Role of an Effective and Involved Mentor 

Mentorship accelerates learning, and the individual’s growing expertise can help boost team performance and efficiency. Internal mentoring relationships improve collaboration and facilitate knowledge transfer—key ingredients for innovation and long-term organizational success. The most effective mentors also help people align their goals and values with their professional role, helping employees feel valued and making their work more meaningful. 

“Mentorship can be an effective tool for nurturing feelings of belonging and inclusion. Mentors are especially helpful in learning how to navigate workplaces where dimensions of one’s identity are currently or typically underrepresented,” says Jackie Ferguson, Vice President of Content, Products and Programming at The Diversity Movement, a Workplace Options company. 

Mentors help employees grow by providing perspective, encouragement, and guidance. Formal mentoring programs match individuals with experienced colleagues who can help clarify goals, provide feedback, and support skill development. These programs are particularly valuable for new hires, high-potential talent, and employees from underrepresented groups who may lack access to professional networks or role models. 

Informal mentoring relationships are equally powerful. Whether it’s a seasoned peer offering advice or a leader checking in periodically, informal mentors help employees feel seen, supported, and connected—within a specific organization or the general field. 

Early in his career, Dan Martin, founder and owner of Helios Marketing, was working an entry-level job in the marketing department of a large financial services firm, even though his degree was in journalism. A pivotal conversation with a senior executive convinced Martin to stick with marketing. 

“He asked me what I wanted to do with my career and then told me all the things he loved about marketing,” recalls Martin. “He was right about so many things, and that conversation was such an important launching point to where I am in my career today.” 

The Impact of Strategic Sponsorship 

Sponsors, by contrast, focus less on skills-building and more on career advancement. They use their organizational influence to advance the careers of high-performing employees, especially those from historically excluded or underrepresented groups. They recommend protégés for high-profile projects, open doors to executive visibility, and champion their advancement in decision-making spaces.   

Sponsorship helps close opportunity gaps, increases leadership diversity, and ensures that top talent is seen and supported across the organization. Companies that promote a culture of sponsorship see measurable gains in retention, advancement, and performance across all levels. 

Kai Weidie, Senior Vice President of Diversity, Equity, and Inclusion at Dentsu Media, says people should have both kinds of advisers—from inside and outside their organization—to gain a variety of perspectives.  

“Don’t be afraid of approaching mentors who are not like you. There is so much value in your personal advisory board being diverse and inclusive,” she says. “Your board can be people who are just mentors, and not sponsors, or just sponsors and not necessarily mentors. But they are all people who are invested in you.” 

How organizations can support mentorship opportunities 

When executive leaders support mentorship across the organization, they signal that career development is part of the culture. Learning becomes a shared expectation, not just an individual initiative. Even if the organization doesn’t have a formal mentorship program, leaders can serve as mentors themselves, or they can introduce their colleague to prospective advisers in their network.  

“When it comes to finding mentors, people often try to over-structure it,” says Trier Bryant, founder of TrierBryant.com, a consulting firm that advises organizations on strategies to improve workplace culture. “If I’ve reached out to you at least two times and you’ve given me advice, if we have been in conversation and I’ve come to you with questions, if we’re in dialogue—then you’re a mentor.” 

Both formal and informal mentorship matter. Whether it’s a seasoned colleague offering guidance or a cross-functional program connecting newer employees with leaders, mentoring supports internal mobility and strengthens organizational trust.   

To promote mentorship across your organization: 

1. Pick your approach. Decide whether your initiative will be formal (with matched pairs) or informal (with employees encouraged to find their own mentors). 

1. Identify your goals. What do you want to accomplish? Align your objectives with the company mission and employee needs. 

1. Create a framework. Draft guidelines for how to recruit and connect participants, how often to meet, and how to measure progress. 

1. Set expectations. Ensure mentors and mentees understand their responsibilities and how each will be held accountable—to each other in informal programs or to the program manager in formal settings. 

1. Provide support. Designate a liaison or program manager who can address concerns, answer questions, and keep the mentoring relationships on track. 

1. Share success stories. Share data and stories about positive outcomes to attract future participants and demonstrate the value of mentorship. 

Make Career Development a Shared Responsibility 

Creating a culture of continuous learning starts at the top. When senior leaders champion personal and professional growth, they send a powerful message: Career development is part of how we work, not something extra.  

Future business success depends on nurturing talent across generations, geographies, and identities. And that means helping people grow not just through projects and performance reviews, but through intentional relationships rooted in trust and advocacy.  

Our experts can give you the tools to communicate effectively, give better feedback, and create an inclusive environment where all workers feel a sense of belonging. Learn more about our Inclusive Leadership for People Managers workshop.  

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post How Mentorship and Sponsorship Drive Career Growth and Engagement appeared first on The Diversity Movement.

The opportunity is significant, yet the risk is equally real. AI can accelerate decision-making and free people to focus on higher-value work. But if organizations adopt AI without centering the human experience, they risk alienating employees, eroding trust, and undermining long-term performance. 

Why Human-Centric AI Adoption Matters 

Despite positive outcomes reported by those who are already using AI, workforce adoption is lagging. Data from Ernst & Young shows that 97% of senior business leaders whose companies are leveraging AI report measurable benefits from the investment. Yet, a Pew Research survey finds that only 16% of U.S. workers accomplish a portion of their work with AI and 81% aren’t using it at all. What’s more, women are less likely to use AI tools than men. 

This inconsistent adoption is fueled by real concerns. Workers are anxious about job security, skill relevance, and whether automation will replace their roles entirely. Others worry that using AI at work will make them seem lazy or less competent. Women, who often face harsher consequences when perceived as lacking expertise, are especially wary of anything that could damage their hard-won credibility.  

To overcome these barriers, leaders should set clear expectations. If everyone is expected to integrate AI into their workflow, the technology ceases to be a shortcut and becomes part of the role. AI should also be framed as a tool that enables greater creativity and problem-solving, not just a method to cut costs. 

“The messaging around AI has to be one that we care about you, that we see you, that we hear you, and that we want to know how to support you,” explains Valerie Merriweather, Founder and Chief Wellbeing Officer of Fitwell Solutions. “The key to fueling connection and engagement and trust is the messaging around AI, talking about how your organization is utilizing AI to improve the employee experience.” 

HR professionals have a pivotal role to play, because they understand how work gets done and how people experience that work. A human-centered approach to AI adoption can help employees imagine how the technology can shift their duties and enhance their performance.  

As Erica Rooney, Chief People Officer at Raleigh-based marketing agency Walk West, says: “It will take over those repetitive, automatic tasks that nobody loves, and give you more time to do the things that you do love. Leaders should be working with their teams to envision a different future, but one that still has people in it.” 

Strategies for a Human-Centered Transition 

To succeed, AI adoption must be approached as both a business transformation and a people strategy. CHROs and other executive leaders can accelerate adoption and reduce anxiety by embedding the following practices into organizational strategy:  

1. Communicate clearly and transparently. Change is unsettling, so leaders should be clear about why AI is being adopted, how it aligns with company strategy, and what steps will be taken to support employees through the transition. Transparent communication about ethical guidelines, training opportunities, and job impacts helps reduce fear and builds trust.  
2. Invest in AI education and training. Ensure employees feel equipped to use AI tools. Provide structured learning opportunities, from group training to dedicated “practice time” for experimenting. Leaders who share their own learning journeys reinforce the message that upskilling is a shared priority. The goal is to promote a culture of continuous improvement and career growth. 
3. Address AI bias proactively. One well-documented challenge with AI is the potential for bias, because generative tools like Chat GPT were trained on existing data sets. To mitigate risk, successful organizations create safeguards such as training on unconscious bias and inclusive prompt engineering. For example, a request to name the five most important philosophers might result in a list of Western thinkers. Adding “worldwide” results in different responses.  
4. Center humans to prevent errors. AI-generated outputs must always be reviewed by humans, whether they’re writing content, analyzing data, or researching a topic. Ensure quality control by checking for reputable sources, accurate information, and possible plagiarism. 

AI integration should reinforce organizational culture, reflecting values like clear communication, professional development, inclusion, and high standards. By aligning AI adoption with human-centered objectives, HR professionals can drive innovation, improve employee engagement, and future-proof their workforce. 

The Future Workplace: Innovative and People-First 

The spread of AI has been rapid, and the pressure to adopt is intense. But technology alone isn’t enough to gain a competitive advantage. The true differentiator will be how well organizations balance mechanized innovation with human connection. 

When implemented thoughtfully, AI can relieve employees of repetitive tasks, freeing time for deeper thinking, collaboration, and creativity. It can create opportunities for professional growth and enhance the employee experience in ways that strengthen retention and engagement. Imagine the cumulative impact of an entire workforce with more time for exploring ideas and creating meaningful work. 

HR leaders stand at the center of this transformation. By advocating for human-centric adoption, they can ensure that AI strengthens organizational culture rather than destabilizing it. The result is a workplace that is dynamic, innovative, and firmly grounded in trust. 

Donald Thompson, EY Entrepreneur Of The Year® 2023 SE Award-winner, founded The Diversity Movement, a Workplace Options Company, to fundamentally transform the modern workplace through diversity-led culture change. Recognized by Inc., Fast Company and Forbes, Thompson is author of Underestimated: A CEO’s Unlikely Path to Success and has published widely on leadership and the executive mindset. His latest book is The Inclusive Leadership Handbook: Balancing People and Performance for Sustainable Growth, co-authored with Kurt Merriweather, Vice President of Global Marketing at Workplace Options. Follow Thompson on LinkedIn for updates on news, events and his podcast.

The post How to Build Human-Centric Workplaces in the Age of AI appeared first on The Diversity Movement.

Elaine Lin Hering explains how speaking up, despite the risks, can break barriers and unleash talent

In organizations worldwide, psychological safety is one of the strongest predictors of team performance, productivity, and innovation. Yet despite growing awareness of its power, psychological safety at work is still uncommon. 

In a 2024 Deloitte survey of U.S. workers, only half said their team leaders foster psychological safety. Those findings echo a study from Southeast Asia, where 45% of employees said their workplaces lacked psychological safety.  

Without psychological safety, employees hesitate to speak up, not because they lack courage, but because the perceived risks of doing so—judgment, exclusion, even retaliation—often outweigh the benefits. True psychological safety demands a shift in mindset, culture, and daily interactions.  

Elaine Lin Hering, author of Unlearning Silence: How to Speak Your Mind, Unleash Talent, and Live More Fully, spoke with Jackie Ferguson, host of the acclaimed podcast Diversity: Beyond the Checkbox, about what it takes to build psychological safety in the workplace. A negotiation expert and former Harvard Law School lecturer, Hering has helped people around the world develop the skills to communicate across difference and speak up with confidence.  

Jackie Ferguson: What inspired you to focus on communication, collaboration, and conflict management? 

Elaine Lin Hering: This journey started as one of personal pain. I grew up in a family where we didn’t talk about things. We swept the issues under the rug. Kept the peace on the surface. Everything was fine. Except we all know it’s not. 

I went to Harvard Law School intending to be a litigator, but came across a classic negotiation book, “Getting to Yes: Interest-Based Negotiation.” It was this lightbulb moment of, ‘Wait, we can actually talk about things?’ I learned a very expensive lesson in law school: emotions are a thing, and we can talk about them. We could navigate through conflict, and it could actually be productive.  

Jackie: You talk about unlearning silence. Where should people start? 

Elaine: I start with the mindset that if we are human, then we have needs, goals, hopes, and concerns. It doesn’t make you needy. It doesn’t mean that you’re taking up too much space. It doesn’t mean that you don’t care about other people. It just means that you are human. 

But for many people, especially women, there is so much noise. You are supposed to be unflappable, unwavering in your caregiving, and it’s all got to look like an Instagram reel. In those expectations, there is very little room for ‘What do I need. What do I want?’ We spend all this time taking care of everyone else’s needs; we don’t know what our own needs are. Not that they’re not there, but they can get buried under layers of patterns and expectations.  

To me, the unlearning part is the excavation. To notice what has become unconscious habit, bring it into the consciousness to wrestle with it, and say, “Is this how I want to live?” If not, we have the opportunity to choose a different way. And a very tactical way is to ask yourself two questions: What do I think? What do I need? 

Jackie: And once we know that, how do we communicate it to others? 

Elaine: I’d start with experimentation, particularly if you haven’t been used to making those asks, making your needs known. If Jackie has always been go-with-the-flow, saying that you have needs—which makes sense, because you’re human—means other people need to adjust. You can expect some friction. 

Jackie: What are the benefits of doing this work—even though it’s uncomfortable? 

Elaine: Our brains focus on the discomfort and embedded in that is fear and uncertainty. What our brains don’t do is the second part of the analysis: what are the possible benefits? I might anticipate that other people are going to react negatively, but what if they said, ‘Yes, of course we want to support you. We just didn’t know how. Thank you for giving us something concrete to do.’ Our brains don’t go there.  

We also have an opportunity to make it better for everyone else. If we listened to each other—actually considered each other—even if the other person sounds different, says something we never would have thought of, we can lower the risks and the costs for someone else sharing what they really think. That is the power we each have. 

There are costs, but there are also benefits. There is the benefit of being seen, known, and heard—even celebrated. There is the benefit of living in alignment with who you are. And then there’s the broader impact of co-creating a world in which each of us gets to thrive. We’re creating that space and creating new norms of being who we actually are versus who we’re expected to be. 

Jackie: What prevents people from reaching their full potential at work? 

Elaine: I always go back to mindsets, because your mindset drives your actions and behaviors, which drive results. 

One pitfall is assuming that you don’t have power. That belief often comes from experience. You said something and it didn’t go well. You spoke up and got shut down, excluded, or penalized. So, you stop. You conclude that your voice doesn’t matter. 

As human beings, we focus on the power we don’t have rather than the power we do have. But we each have the ability to profoundly change how other people experience work and life. If we all knew that when we spoke up, someone would hear us, appreciate us, recognize that we took the risk to do it—how much more likely would we be to use our voice? 

We can create psychological safety for others based on how we respond. Instead of saying, “Jackie, what the hell are you talking about?” say, “I’ve never thought about that. Thanks for sharing. Can you say more so I can wrap my head around it?” That’s power. That’s culture shaping. 

On the flip side, the biggest pitfall I see with leaders is underestimating how hard it is for others to speak up. If you’ve never struggled to have your voice heard, if you’ve always been welcomed in the room, it’s easy to say, “Just speak up.” But not everyone is you. We are not equally situated. We have different experiences, identities, and levels of psychological safety. Leaders must recognize that—and design communication and collaboration in ways that account for difference, not ignore it. 

Jackie: What do you hope the future looks like? 

Elaine: What I imagine and what I work toward is work environments, communities, and a world in which belonging, dignity, and justice are true for every human being rather than just a select few.  

For the complete conversation with Elaine Lin Hering, listen to “Unlearning Silence: Embracing Authenticity and Unleashing Talent in the Workplace” on the Diversity: Beyond the Checkbox podcast. To learn more about psychological safety and how your organization can identify and remove barriers to team cohesion and performance, visit our Psychological Safety Resource Hub. 

The post Psychological Safety Can’t Flourish in Silence appeared first on The Diversity Movement.

When these moments become routine, they can undermine well-being, performance, and engagement. And for many, the causes of stress extend beyond the office. Amid global disruptions, feeling safe and secure is increasingly difficult. 

Whether facing financial insecurity, threats to personal identity, or navigating global uncertainty, employees bring their whole selves to work. Stress is a constant presence, often ingrained in the culture of work. 

Global Anxiety, Local Impact

Across industries and regions, employees report higher levels of burnout, exhaustion, and disengagement. U.K. data shows 85% of workers experience job-related stress. In Latin America and South Asia, economic instability, high workloads, and limited access to mental health support amplify everyday pressures. In Western Europe, work-life balance remains a top concern, while in North America, younger professionals report feeling overextended and under-supported. In Canada, Germany, and India, stress levels are significantly higher among Gen Z and Millennials, who are navigating career development alongside broader societal challenges. 

Regardless of the source, when people are anxious, they are less likely to take creative risks, collaborate effectively, or remain engaged. Many employees are contending with personal and systemic challenges simultaneously. Rights that once felt secure—such as protections for LGBTQ+ individuals, reproductive autonomy, or access to healthcare—are under threat in many parts of the world. Institutions once viewed as stable are being tested. Every new crisis, policy change, or global conflict adds uncertainty to daily life. 

Dr. Kennette Thigpen Harris, Chief Clinical Officer at Workplace Options, explains:

Leaders and managers don’t need to have all the answers, especially in a political or economic landscape where variables are constantly shifting. What they do need, however, is to communicate clearly, acknowledge challenges, and articulate a shared path forward.

Build a Foundation of Resilience

Leaders sometimes hesitate to engage with employees’ emotional challenges, believing they are personal issues and beyond their scope. But workplace anxiety is a business issue. It affects decision-making, collaboration, and retention. Leaders who acknowledge this reality and make space for meaningful dialogue can help their teams navigate stress more effectively. Psychological safety can be cultivated through inclusive leadership, empathetic communication, and consistent follow-through. 

Leadership matters most during change and uncertainty. While some sources of anxiety may not directly impact a team’s day-to-day tasks, they can still create emotional strain. Leaders have an opportunity to nurture team cohesion, trust, and well-being by allowing space for employees to share their concerns before refocusing on the team’s tasks and business goals. 

Practical Strategies for Managers and People Leaders

Psychological safety is a shared responsibility, but it starts with leadership. Managers shape how stress is perceived, discussed, and addressed across the team. The decisions leaders make, such as how they respond to challenges, offer feedback, and acknowledge emotional cues, can either foster inclusion or leave employees feeling unseen.

1) Normalize Mental Health Conversations

Acknowledge mental health as a legitimate topic of discussion. When leaders acknowledge that anxiety and stress are part of the human experience, it encourages openness. Start team meetings with a quick well-being check or share how you manage stress. This does not require sharing overly personal details, but it does require authenticity. 

Leaders can also help employees recognize when anxiety is getting in the way of focus, collaboration, or performance. By holding space for emotions, without judgment or pressure to immediately resolve them, managers build trust and demonstrate that care and performance can coexist.

2) Clarify Priorities and Reduce Ambiguity

Ambiguity breeds anxiety. In fast-paced or crisis environments, priorities can shift quickly, leaving employees unsure about what matters most. Offer regular updates on team goals and individual expectations. Encourage employees to ask questions and clarify responsibilities. If priorities are changed unexpectedly, acknowledge the disruption and make space for employees to share their reactions. Collaborate on a plan to move forward and reinforce each person’s contribution to shared outcomes. 

Donald Thompson, co-founder of The Diversity Movement, a Workplace Options Company, reminds leaders,

It is your responsibility to navigate the uncertainty and keep winning. It’s up to you to help your team minimize distractions, focus on what can be accomplished today,and keep moving forward.

3) Offer Flexibility Where Possible

Flexibility is one of the most effective ways to reduce stress, especially for employees managing caregiving responsibilities, health challenges, or time zone differences. Where feasible, give employees autonomy in how and when they complete their work. Be clear about deliverables and timelines, but open to different approaches.  

Sustainable performance requires time to rest. Encourage teams to take breaks, use their leave, and disconnect outside of work hours. Unless it is truly urgent, avoid after-hours communication. Model these boundaries as a leader to show that rest is respected and valued.

4) Build a Culture of Recognition

Recognition helps employees feel seen and valued. Celebrate achievements both large and small. Ask team members how they would like to be recognized. Express appreciation in ways that are individually appropriate through public praise, written messages, or private conversations.  

Also, make sure to recognize when employees are demonstrating resilience. If you know a project was particularly challenging or an employee is persevering through their work tasks while also adjusting to a personal stressor, make sure they know you see their hard work and dedication.  

5) Strengthen Peer Support

Encourage team bonding and peer-to-peer mentoring. Consider rotating partners on projects to build new relationships or creating informal check-in groups. Employees often feel more comfortable confiding in peers before going to a manager. Peer support can be a powerful tool to reduce isolation and build emotional resilience within your team. 

Empowering Employees to Navigate Stress

While leaders play a central role in shaping culture, employees can take active steps to manage stress and support themselves and others in the workplace.

1) Identify the Source

Take time to reflect: What is causing your stress? Is it a demanding workload, a strained working relationship, or unclear direction? Naming the source helps you decide whether to adjust your approach, seek support, or set new boundaries.

2) Focus on What You Can Control

Global events, organizational changes, and team dynamics can feel overwhelming. Direct your energy toward areas where you can make an impact. Break large projects into smaller, manageable steps. Schedule short breaks to transition mentally from one task to the next. Remind yourself of your personal and professional goals. Reflecting on one or two small wins each day can contribute to a sense of progress.

3) Communicate Your Needs

When stress begins to interfere with your focus or well-being, it is important to express what you need, whether it is a moment to reset, help with priorities, or space to process emotions. If you need a short pause to regroup, you might say, “I need a few minutes to reset, and then I will return to my tasks.” 

When work demands feel unclear or overwhelming, use collaborative language to advocate for support: “To meet this deadline, I need help prioritizing these tasks,” or “Can we revisit expectations around this project?” Being direct and respectful builds mutual understanding and trust, helping you and your team stay aligned during stressful times.

4) Connect with Others

Isolation can intensify anxiety. Reach out to a trusted colleague to share how you feel. Chances are, you are not alone. Join an employee resource group or participate in a social committee to feel more connected to your workplace or organization. Even small moments of connection can provide emotional resilience to get through challenges.

5) Set Personal Boundaries

Define what balance looks like for you. This might mean logging off at a consistent time, turning off notifications outside work hours, or scheduling breaks throughout the day. Communicate your boundaries clearly and respectfully to ensure everyone on your team understands and can anticipate when to contact you.  

If your anxiety is coming from broader uncertainty, consider how personal boundaries can help. Set time limits on scrolling social media. Turn off breaking news alerts for apps. Giving yourself permission to disengage is not about ignoring current events but about protecting your mental health. Take time to engage in activities that calm you or bring you joy, like reading, connecting with loved ones, or spending time in nature.

6) Seek Professional Support

Seeking professional support does not have to wait until anxiety becomes overwhelming. Many organizations offer mental health resources, employee assistance programs (EAPs), or confidential counseling services. Counselors and therapists can help reduce your baseline stress, suggest coping strategies, and improve your overall sense of confidence and resilience. Do not wait until you feel unable to cope—you do not have to reach a breaking point to deserve support. That is not good for you, your loved ones, or your workplace. 

Creating Stability in Times of Uncertainty

The workplace can—and should—be a source of stability when everything else feels uncertain. Though workplace anxiety affects people across roles, industries, and geographies, with intentional leadership and empowered employees, it is possible to create environments where stress is acknowledged, addressed, and managed constructively – without stigma. 

Anxiety may be a natural response to today’s complex world, but it does not have to define the work experience. Through empathy, clear communication, and shared responsibility, organizations can build the kind of trust and support that employees need to thrive. 

In today’s workplace, psychological safety is no longer optional—it’s essential for delivering business results. Teams that feel safe to speak up, share ideas, and admit mistakes without fear of negative consequences drive innovation, collaboration, and productivity. Connect with the Center for Organizational Effectiveness to learn more about how we help organizations identify the key threats to team cohesion and provide the blueprint needed to create targeted, data-driven solutions that build sustainable workplace cultures.  

Andy DeRoin is a project manager for the Product and Innovation department at The Diversity Movement. They are a diversity and inclusion educator with a background in social work and a passion for long-term, diversity-oriented initiative development, advocacy, and strategic alignment with organizational goals. Connect with Andy on Linkedin.

The post Workplace Anxiety: The Hidden Risk Threatening Your Top Talent appeared first on The Diversity Movement.

According to a 2025 report from McKinsey, 78% of organizations are already using AI for at least one business function, and over 90% plan to increase their investment over the next three years. To help their teams harness the full benefits of AI, inclusive leaders can drive success by adopting strategies that promote trust and well-being, along with technical proficiency. By prioritizing clear communication, targeted training, and psychological safety, organizations can ease concerns and ensure AI sparks innovation, not fear. 

Facing the Fears: The Causes of AI Anxiety at Work

It’s natural for people to feel uncertain or anxious when roles are evolving, new skills are required, and the future feels unpredictable. Complex feelings about AI—both fear and excitement—are a reasonable response to disruption. However, negative emotions can slow AI adoption, so they should be addressed directly and compassionately. Leaders who understand the psychological landscape can better support their teams through the transition.  

Fear No. 1: “AI will take my job.”

The World Economic Forum’s Future of Jobs Report 2025 estimated that 92 million jobs may be lost due to automation. While that statistic is sobering, the same report projected that AI would create approximately 170 million new jobs globally.  This means there will be a net increase of 78 million jobs overall. Roles will evolve—but human oversight, critical thinking, and creativity can’t be automated. 

Fear No. 2: “I won’t be able to learn it.”

The rapid development of AI tools and a lack of effective training have left many employees feeling overwhelmed. According to a recent Corndel study of U.K. companies, only 14% of employees received highly effective AI training. The same report found that 74% of younger staff used AI tools regularly, but only half had received formal instruction. To ensure employees have the support and knowledge they need, accessible learning opportunities must be built into any AI rollout.  

Fear No. 3: “AI isn’t fair or trustworthy.”

Several studies have found that large language models demonstrate bias across race, gender, and socioeconomic status. Hallucinations—when AI generates false or misleading responses—are also a risk. These issues reinforce the need for ethical guardrails and transparency in how AI is used, particularly in hiring, performance reviews, and other processes that involve people. In addition, professionals with a solid grounding in inclusive language and a thorough understanding of unconscious bias should be writing the prompts and reviewing the outputs. 

Emphasize the Benefits to Employees

To alleviate AI fears and pave the way for learning and growth, it’s up to leaders to clearly communicate that AI is an enhancement rather than a threat.    

“Messaging around AI has to be that we care about you, that we see you, that we hear you, and that we want to know how to support you. When you do that, you create an environment that reduces anxiety,” says Valerie Merriweather, Founder and Chief Wellbeing Officer of Fitwell Solutions. 

AI has the potential to make work more meaningful, and it should be framed as a tool that “helps employees feel like they’re not just a cog in the wheel,” she explains. According to some estimates, workers spend 40–50% of their time on mundane tasks like data entry and research. If these tasks can be automated, employees will have more time for creativity, connection, and problem-solving. Whether helping someone learn a new skill, organize their day, or make smarter decisions, AI can act as a support system—not a threat—when deployed with intention. 

Leading Through Change with Empathy and Clarity

The key to effective AI adoption is human-centered leadership. Employees don’t just need instructions; they need reassurance and a roadmap. Greg Boone, CEO of North Carolina marketing agency Walk West, encourages leaders to meet people where they are, tailor learning experiences, and emphasize that AI is about career advancement—not replacement. 

“AI adoption starts with training every single employee, not just the folks that are going to be critical to IT or the business part of your organization,” says Boone, a seasoned leader in AI-driven marketing and digital transformation. “Think about job evolution, not job elimination. Help folks figure out how they can use these tools and be more productive in their individual roles.” 

Training should go beyond technical demonstrations. It should include real-life use cases, safe spaces to practice, and clear boundaries around acceptable use. That means making space for trial and error, as well as consistent feedback. 

“It’s helpful to get the people in your organization who are excited about this, to give a little bit of space to play and to try different things out. You’re going to get a lot wrong and then you’re going to get some stuff right,” says Darrell Fruth, a partner at Smith Anderson and head of the North Carolina law firm’s task force on the ethical and effective use of AI. 

That mindset—embracing mistakes and learning in public—builds psychological safety and models the kind of adaptive behavior AI requires. 

Practical Steps for Managers and People Leaders

To move from AI anxiety to engagement, HR professionals and managers can guide their teams through this cultural shift with these strategies: 

• Communicate with transparency. Share how AI is being used, what guardrails are in place, and how decisions are made. Reassure employees that they’ll be supported as workflows and job responsibilities change. 

• Invest in inclusive training. Offer hands-on learning that meets a variety of experience levels and learning styles. Create hubs for collaboration, experimentation, and shared discovery. Pilot low-risk, high-value processes like preparing for meetings or drafting emails. 

• Embed psychological safety. Employees need permission to explore, learn, and fail without fear. Inclusive leaders model curiosity, admit when they don’t have the answers, and experiment openly to create space for others to do the same. 

• Make it personal. Use real-life examples and low-stakes projects to show how AI can help employees succeed in their roles. Showcasing a tool that saves time or sparks creativity makes the technology less abstract and more practical. 

• Address bias and equity concerns. Align AI guidelines with organizational values by working closely with Diversity Councils to evaluate AI tools for fairness and representation. Set clear criteria for inclusive language and regularly audit AI outputs to mitigate potential bias. 

A More Human Future, Powered by AI

AI has the potential to enhance employee engagement—if leaders keep people at the center. Used wisely, it can improve workflows, reduce stress, support career growth, and redefine meaningful work.  

But successful adoption depends on more than just using the latest AI tools. It requires thoughtful leadership, inclusive communication, and a deep commitment to trust. As AI becomes embedded in daily work, organizations must invest in the people using it—not just the platforms powering it.  

Leaders who embrace this mindset will future-proof their organizations by building cultures where employees feel valued, empowered, and ready to grow. 

For more ideas on how to mindfully integrate AI in the workplace, listen on-demand to The People Impact of AI: Does AI Help or Harm Employee Engagement? Our panel of experts explores strategies to maximize AI’s benefits, while safeguarding engagement, well-being, and workplace relationships in an era of rapid transformation. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Soothing AI Anxiety: How Technology Can Improve Employee Engagement appeared first on The Diversity Movement.

Greg Boone, newly appointed CEO of digital marketing and branding agency Walk West, is an industry leader who says, “I’m AI serious, so get AI curious.” Named by NC Tech as tech executive of the year in 2018, Boone believes AI should be used responsibly and strategically to enhance, not replace, human ingenuity. He and his Walk West team are leveraging AI-powered tools to streamline processes, improve real-time collaboration and ensure efficient time management.  

Boone recently sat down with Amber Keister, Content Strategist at The Diversity Movement, to discuss how marketers—and organizational leaders—can navigate this new era with innovation and integrity. 

Amber Keister: Marketing and creative services are leading industries in adopting artificial intelligence. How do you see AI transforming the marketing industry? In other words, how big a deal is this? 

Greg Boone: AI is a massive deal in marketing. It has been used behind the scenes for years in paid media and other areas. The rise of generative AI has democratized intelligence, making it accessible to everyone. But it’s not just transforming marketing—it’s changing every business, profession, and life. 

Marketing always adapts to consumer behavior. The pandemic accelerated e-commerce adoption, and AI is following a similar pattern. As people integrate AI into their daily lives and jobs, they will expect marketing to meet them where they are. This will transform how we go to market, advertise, and attract customers.  

For example, marketers have aimed for hyper-personalization at scale for the last 10 to 15 years. Now, with AI, we can move beyond general personas to truly individualized marketing. Instead of targeting broad groups, AI allows us to tailor content and messaging to individuals based on their specific preferences and behaviors.  

You’d be foolish to not use these tools, number one, because of the productivity gains that allow marketers to create content at scale, and number two, to know what consumers really want. The tools are here to actually bring hyper-personalization to scale, and I think it’s going to radically transform marketing for the better. 

Amber Keister: Can you give me an example of hyper-personalization? 

Greg Boone: Let’s say you’re a B2B marketer targeting a specific industry and role. AI enables you to gather real-time insights about an individual—what they post on social media, what they engage with—and craft highly personalized emails, campaigns, or social posts in seconds. Instead of using broad personas, AI allows marketers to create messages that directly reflect what an individual has shared publicly. 

It applies to e-commerce as well. If I wear a size 14 shoe, I don’t want ads for shoes that don’t come in my size. Similarly, a grocery store shouldn’t send meat promotions to a vegan. AI allows brands to understand customers on a deeper level, finally achieving the long-discussed goal of true personalization. 

Amber Keister: Let’s shift to inclusive marketing as Walk West has been a leader in this space. A major concern with AI is built-in bias. How do you ensure inclusivity when using AI marketing tools? 

Greg Boone: Bias in AI isn’t surprising because AI is trained on data created by humans, and humans have biases. The key is acknowledging this and ensuring that there’s a human in the loop to review and refine AI-generated content. As that is happening, that person is educating the machine, training it to be less biased. But you also have to educate your team to spot bias in AI-generated content.  

Amber Keister: That’s a great point. Even as we use these tools and integrate them more in our daily work, we need to be aware of inclusive bias. We have to review what the AI gives us. 

Greg Boone: AI can also serve as a bias checker in real-time. For example, if I’m unsure about inclusive language, I can use an AI tool trained on diversity principles to review my message and suggest improvements. Tools like Gemini in Google Workspace already offer this functionality, helping users refine their language before sending an email or publishing content. 

Often, people are more willing to take advice from the machine, rather than another person, because AI feedback eliminates shame or embarrassment. When a machine corrects us, there’s no fear of judgment, making it easier to accept and learn from the feedback. 

People like to knock the machine, but it can, at times, make us more human. For example, if you say “please” and “thank you” in your gen AI prompts, you tend to get better responses. That behavior will then transfer to your human conversations. A lot of times on Slack, messages, and text, we’re more informal, even rude. Now, people are realizing that their interpersonal communication has improved, because they’ve gotten into the habit of saying “please” and “thank you.” 

Amber Keister: What about authentic storytelling—a cornerstone of marketing? How can marketers maintain authenticity while increasingly relying on AI? 

Greg Boone: Marketers need to focus on what makes us human. AI can handle repetitive tasks, but creativity, compassion, critical thinking, collaboration, and communication remain uniquely human strengths. 

One of AI’s greatest benefits is flipping the time equation. Knowledge workers spend 50–60% of their time searching for information, copying and pasting, or reformatting data. None of that is truly creative or authentic work. If AI can automate those mundane tasks, marketers gain 10 to 20 more hours per week to focus on strategy, storytelling, and human connection. By offloading routine work to AI, marketers can invest more time in crafting compelling narratives, engaging with customers, and fostering real relationships. 

Think about it: What makes us human? What makes us more authentic? It’s not doing busy work. Authentic storytelling isn’t about avoiding AI—it’s about using it to enhance creativity and move from the mundane to the mind-blowing. 

Amber Keister: That’s a great way to approach the technology, using AI to create more time for high-level, creative work. Is there anything you’d like to add about marketing innovation? 

Greg Boone: By the end of 2025, hiring managers in marketing and other fields will be evaluating job candidates based on how effectively they use AI to improve productivity.  

The idea that someone is more authentic and more human because they don’t use AI is a false narrative. If you refuse to use AI, you’ll be highly unproductive, spending time in front of your computer instead of making authentic human connections. Imagine if you had more time for lunches, water cooler conversations, or quick phone calls. 

Another critical factor is the intersection of employee experience (EX) and customer experience (CX). You can’t deliver great customer experiences if your employees don’t have the tools and resources to succeed. AI provides opportunities to enhance employee training, streamline operations, and create a more engaging workplace culture. 

The biggest challenge right now isn’t AI capability—it’s adoption. Organizations struggle to implement AI effectively because their teams resist change. As much as I talk about hyper-personalization, increased creativity, and better customer experience—AI is not being integrated fast enough. If leaders don’t bring their entire organization up to speed, they won’t ever get there.   

Amber Keister: That’s an important point. Some companies are still hesitant to embrace AI. 

Greg Boone: And they don’t have a lot of time. The AI tsunami is coming, whether businesses see it yet or not. The “earthquake” happened two years ago with the rise of generative AI. If you’re standing on the beach waiting to see the wave, it’ll be too late. Now is the time to act.  

To discover how senior leaders, managers, and HR professionals can proactively shape an AI-powered workplace that fosters trust, inclusion, and connection, watch “The People Impact of AI: Does AI Help or Harm Employee Engagement?” available now, on-demand. Greg Boone and other webinar panelists will discuss strategies to maximize AI’s benefits, while safeguarding engagement, well-being, and workplace relationships. 

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