Modern work environments can be complex. When you mix remote/hybrid teams, multi-generational workforces, varied worker relationships (from fractional and contract to consulting and full-time employment) and technology, it’s clear that addressing people problems within the business will require much more than traditional HR protocols.
However, one of the key themes in my latest podcast conversation HR and The Complexity of People Problems – with award winning author, speaker and coach Zena Everett 🎤 – was that whilst these complexities have the potential to create misunderstandings and miscommunications, they also present modern HR professionals with an opportunity to foster and champion a more human-centric approach to dealing with people – an approach that emphasises emotional intelligence, open dialogue, and strategic coaching.
Zena and I talked about her latest book – Badly Behaved People – and some of the key findings and learnings from her research.
The Problem: Communication Breakdowns in a Busy World
One of the most significant challenges in modern workplaces is what Zena calls the pervasive “crazy busyness” that dominates daily routines. All the workforce – and their leaders and managers alike – find themselves constantly rushing between tasks and meetings often leaving little room for meaningful dialogue. This culture of busyness, coupled with the complexities of remote work and asynchronous communication, easily creates the foundations for misunderstandings and poor performance.
This chaotic environment leads to behaviours that can result in poor communication and understanding, allowing issues to fester. When people are too busy to talk, minor miscommunications can quickly escalate into conflicts. To mitigate this, HR should encourage their organisations to prioritise deliberate, meaningful interactions.
Looking Beyond the Role: Understanding the Whole Person
A common issue that Zena identifies is that managers often don’t fully understand the individuals behind the roles. Employees are not just job titles or numbers on a spreadsheet; they are complex human beings with personal challenges that inevitably influence their work behaviours.
For instance, an employee struggling with external stresses, such as caregiving responsibilities, might react uncharacteristically under pressure. Managers, unaware of these contexts, might misinterpret the behaviour as incompetence or defiance.
HR’s role is to foster an environment where leaders take the time to get to know their team members as individuals, not just as workers. Encouraging genuine conversations can help managers build trust and empathy. However, it’s crucial to approach this sensitively, respecting personal boundaries while showing authentic concern. An important point Zena makes is that effective listening involves not only hearing what is said, but also recognising what is remaining unsaid.
The Power of Dialogue: Moving Beyond Box-Ticking Exercises
Our workplace conversations are too often reduced to perfunctory check-ins or box-ticking exercises. Real dialogue, however, requires emotional intelligence and a genuine commitment to understanding others. HR should promote a culture where conversations are not just about task completion but also about emotional well-being and personal development.
Many workplace conflicts arise not from any malicious intent but from misunderstandings. People behave defensively when they feel misunderstood or threatened. By encouraging open dialogue, HR can help managers create a safe space where team members feel comfortable sharing their concerns and perspectives.
Enquiry-Driven Leadership: Asking the Right Questions
One of the most effective strategies in addressing people problems is enquiry-driven leadership. Unlike traditional, autocratic management styles, enquiry-driven leadership focuses on asking the right questions to encourage self-awareness and problem-solving.
Instead of trying to provide quick answers or solutions, leaders should engage their teams by asking questions that encourage thought and self-reflection. This approach not only empowers employees but also helps foster a greater accountability. When team members feel that their input is valued, they are more likely to take ownership of their tasks and collaborate effectively.
It goes without saying that clear communication of expectations, boundaries, and team vision is essential from leaders and managers. Once these foundations are established, leaders can then transition to a more inquiry-driven approach, allowing employees to think more creatively and solve problems independently.
Coaching Managers: HR’s Strategic Role
HR professionals play a crucial role in equipping managers with the skills needed to navigate complex people problems. This means coaching managers not just to solve issues but to understand the role they play in team dynamics.
When approached by a manager with a team-related issue, HR should resist the temptation to offer immediate solutions; instead they should coach managers through a series of reflective questions, such as:
- What do you think is the underlying cause of this issue?
- Have you had a direct conversation with the team member involved?
- How could your leadership style be influencing the situation?
By guiding managers through these questions, HR can help them develop the self-awareness needed to address issues more effectively.
Self-Awareness: Recognising Behavioural Impact
Self-awareness is a cornerstone of effective leadership. Zena’s research and insights find that leaders often underestimate the impact their behaviour has on team dynamics – whether it’s a manager’s mood influencing team morale, or non-verbal cues impacting virtual meeting energy, leaders’ actions are contagious
HR can facilitate self-awareness through feedback mechanisms, leadership training, and coaching sessions. Helping leaders to recognise how their actions and words influence team dynamics will enable them to adjust their behaviour, ultimately fostering a more positive workplace culture.
Conclusion: A Human-Centric Approach to People Problems
Addressing people problems in today’s workplace requires HR to champion a human-centric approach. This will involve:
- Promoting emotional intelligence and genuine dialogue
- Encouraging enquiry-driven leadership
- Coaching managers to reflect on their influence
- Fostering self-awareness at all levels of leadership
By embracing these strategies, HR can help their organisations to navigate the complexities of modern work environments, ensuring that people problems are addressed with empathy, understanding, and strategic insight.
We are in a period of rapid change in the workplace – and the workforce – leading to constant ‘busyness’. HR’s role as a strategic partner is now more critical than ever. By focusing on emotional intelligence, open dialogue, and enquiry-driven leadership, HR can transform people problems into opportunities for growth and collaboration.
You can listen to full podcast conversation here
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