The recent wave of mass layoffs has exposed the superficiality of corporate buzzwords like "empowerment." The concept has lost meaning because it was not backed by genuine job security or agency during difficult times. This has created a reckoning where employees see company relationships as more transactional.

The solution to systemic workplace exploitation and burnout is not individual self-help strategies. Author Sarah Jaffe argues that meaningful change in working conditions, hours, and pay has historically been achieved only through collective action, organization, and solidarity, where workers demand better terms together.

Innovation is stifled when team members, especially junior ones, don't feel safe to contribute. Without psychological safety, potentially industry-defining ideas are never voiced for fear of judgment. This makes it a critical business issue, not just a 'soft' HR concept.

The Writers' Guild of America strike offers a sophisticated model for labor unions navigating AI. Instead of an outright ban, they negotiated a dual approach: winning protections against AI-driven displacement while also securing guarantees for their members to use AI as an assistive tool for their own benefit.

WCM learned from other firms' failures that hiring a dedicated HR head can be a cultural red flag. It often leads to leaders outsourcing critical responsibilities like difficult conversations, creating bureaucracy and a harmful distance between leadership and employees.

This popular DEI phrase is a "fair-weather" inclusion policy that ignores structural inequities. It asks marginalized workers to be vulnerable in environments that are often unsafe, shifting the burden of "authenticity" onto those most at risk of being harmed by it.

One-off volunteer days or CSR initiatives are superficial fixes that employees recognize as inauthentic. Purpose must be the core reason a company exists and be embedded in every decision, not treated as a separate, performative activity to boost public image.

A company’s true values aren't in its mission statement, but in its operational systems. Good intentions are meaningless without supporting structures. What an organization truly values is revealed by its compensation systems, promotion decisions, and which behaviors are publicly celebrated and honored.

Before labeling a team as not resilient, leaders should first examine their own expectations. Often, what appears as a lack of resilience is a natural reaction to systemic issues like overwork, underpayment, and inadequate support, making it a leadership problem, not an employee one.