People + Strategy Podcast Perspectives: Winter 2025

Schedule Regular Feedback, Don’t Wait for Things to Break 

“Our teams set up one-on-one conversations with one another so that you can give feedback, have check-ins, and create the cadence where you can tackle problems.

"Feedback is how we grow. The more organizations can do to create a cadence where that is natural and just part of the vocabulary and part of the way you work, you take some of the emotion out of it. You make it so that you’re not coming together for feedback only when something’s not working, but you also have the opportunity to give the developmental feedback and the strengths-based feedback when things are working well.”

—WENDY MILLER, chief people officer at McKinsey & Company

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Use Your Voice and Encourage Others to Do the Same 

“One of the things I did not use a lot of early in my career was my voice. I didn’t understand the power of my voice. And so now, we try to ensure that we create an environment where people are able to use their voice.

"In 2020, we started a project we called Voices to make sure we were hearing from our staff. We created a platform for individuals to come in, have conversations, participate in different types of groups, and speak very freely about their concerns, whether it was about things going on with them or whether it was about the organization.”

—DeRETTA RHODES, chief culture officer at the Atlanta Braves

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Support Leaders Through Transitions with Coaching 

“The good news for HR professionals is that you don’t need to be a professional coach to offer transition coaching for leaders within your organization.

"In world-class organizations, coaching is part of a systems approach to leadership development, and it should be one important ingredient in the recipe for leadership success. … Development takes a village. So, the more support the leader gets during a transition, the more successful the transition is likely going to be.” 

—CHRISTINE MIXAN, talent planning lead at General Motors

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Go Beyond ADA Limits to Support Neurodiversity  

“Sometimes, as employers, we want [neurodivergent employees] to come in with notes from their doctors or we request that they have a lot of validation for whatever it is they need. Understandably, sometimes you do need that, particularly if it’s a costly accommodation that you’ll have to implement. But if it’s something you can do simply as an employer and you don’t really require a note from a doctor, then I say just do it.

"Really listen and be open to what employees need to be successful. It’s probably the most common-sense thing to do.”

—PAUL JOHNSON, vice president of people & culture at Seattle Symphony

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Embrace Internal Gig Work to Broaden Team Skills 

“At Sanofi, we created gigs in which people can actually have a new experience while they stay in their current job. Let’s say I have a project in diversity and inclusion, and someone in marketing would be interested and bring some input. So, they would actually apply to the gig and spend two hours per week for six months working on the project with the people and culture team.

"This really helps people to understand the organization, understand what [other roles] are out there, and has leaders embrace and know different talent.” 

—NATHALIE GRENACHE, senior vice president of people & culture at Sanofi

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Focus on Tone, Tenor, and Timing in Communication

“What I’ve learned about successful leadership is that you must recognize your tone, your tenor, and your timing in all things.

"It’s important as a leader to recognize that you have to be cognizant of how and when you communicate, because what I’ve learned over time is that feelings aren’t facts. You do have to make sure people understand what the facts are that drive decisions. They may not agree, but they can respect the decision and then help the organization move forward.”

—CAMILLE CHANG GILMORE, vice president of HR at Boston Scientific