Navigating Workplace Dynamics

The culture war clash over diversity, equity, and inclusion will continue forever unless we can bring it from 10,000 ft in the air back down to earth. "Commitment to an inclusive culture for all?" "Marxist philosophy?" "Policies for achieving belonging?" "Wokeism?" Buzzwords against buzzwords against buzzwords, with no one the wiser as to what's actually being discussed. Rachel needs a lactation room, so we're converting a meeting room into one. Steven's going to be a dad and wants to spend time with his newborn kid, so we're expanding "maternal leave benefits" into "parental leave benefits." Andrew's a customer who has shared feedback about our product being inaccessible, so we're having him talk to the product team. Bianca helped us realize that our company's meetings are chaotic and don't make space for everyone's voice, so we're setting meeting norms. Sam worked on debiasing the hiring process at a previous role and we could benefit from that, so we're looking at standardizing our own process. Arjun shared helpful feedback about the difficulty managers face in managing their distributed teams, so we're building out more resources and structure. There is only one "ideology" present in DEI work done right, and it's shared by pretty much every pluralistic democratic society in our world: that everyone deserves dignity, respect, and opportunity regardless of the beliefs, values, needs, circumstances, experiences and perspectives we hold. That's it. The remaining 99.9% of the work is operational. How do we remove barriers to opportunity and fairness in the workplace? How do we meet people's many needs so we can bring out their potential? How do we create an environment where different people can come together and build something bigger than themselves? A great deal of that operational work ought to be done better. Diversity, equity, and inclusion work has a lot of room for improvement, and it'll take everyone's feedback and active involvement — yes, even from skeptics — to ensure that work succeeds. But to get there, we have to get our heads out of the clouds and bring the conversation back down to earth. Flowery abstractions, even if they make us feel righteous and good, will not save us. It's the mundane pragmaticism of speaking in real terms, with real people, to solve real problems, that will break through the misinformation and polarization that keeps us stuck in the status quo.

In-house counsel see outside counsel as too expensive, too academic, and not business-savvy. Outside counsel see in-house teams as risk-averse, last-minute, and indecisive. As a former public company General Counsel and as a current law firm partner, here’s what’s really going on: Different incentives. In-house counsel are judged on efficiency, budget control, and business partnership. Their job is to get to “yes” quickly—but carefully. Outside counsel are trained to issue-spot, document risk, and protect against liability. They’re rewarded for depth, caution, and thoroughness. Different perspectives. In-house teams see the whole business ecosystem: revenue, politics, deadlines, culture. Outside counsel, by design, focus only on the legal issue in front of them—and bill accordingly. Different expectations. In-house wants practical answers. “Can we do this?” Outside counsel responds with memos and case law. “It depends.” So yes, there’s frustration and misalignment. But it doesn’t have to be this way. Here are 5 actionable ways to bridge this divide: 1. Align on Outcomes, Not Just Assignments. Don’t start with “write this memo” or “file this motion.” Start with: “What’s the business goal here?” “What does success look like in 6 months?” The best outside counsel don’t just execute. They co-create strategy. If you’re not aligned on the destination, don’t be surprised when the roadmap is expensive, winding, and filled with detours no one wanted. 2. Embed Firms in Your Business. Invite your law firm partners to product launches, earnings calls, or business unit meetings. The more they understand your world, the more useful—and less academic—their advice becomes. 3. Treat In-House Like a Client AND a Colleague. Outside counsel, don’t just take orders—ask questions. Offer options. Push back respectfully. In-house counsel often have internal battles to fight—politics, budget, turf wars. Help them win those battles. Make them look good. Be their secret weapon. 4. Relationships Matter. Really. Want to be the outside counsel that in-house calls first? - Learn the business model. - Know their board cycle. - Follow their 10-Ks. - Ask them what keeps them up at night—and solve that problem. Being a trusted advisor isn’t just about technical brilliance. It’s about emotional intelligence, business savvy, and a little bit of humility. 5. Skip the Treatise. Give Me a Bullet Point. In-house lawyers don’t have time for ten pages of “on the one hand…” They need: - The issue - The risk - Your recommended path forward You’re not writing for a judge. You’re writing for a C-suite executive who wants to know, “Can we do this, and if not, how close can we get?” Bottom Line: The tension isn’t personal—it’s structural. But the solution is cultural: shared understanding, mutual accountability, and trust. That’s how legal “vendors” become strategic partners.

I've worked in-house for nearly my entire career. Some observations for those who want to be effective in-house lawyers: 1) Stop leading with disclaimers. When executives seek guidance, they're looking for pathways, not barriers. Quantify impacts, propose alternatives, and frame discussions around business outcomes. Your credibility grows when you speak the language of metrics rather than maybe. 2) Legal judgment divorced from business context is inherently flawed. Witness your company's customer interactions firsthand. Observe how products evolve from concept to market. Understand the competitive pressures your colleagues navigate daily. These experiences will reshape your counsel more profoundly than any legal treatise. 3) Business moves at the speed of incomplete information. Develop the courage to make calculated recommendations without perfect clarity. Document your reasoning, advance the objective, and stand behind your judgment. Curiosity matters—but not when it becomes an excuse for inaction. 4) True value comes from integration, not isolation. The most impactful legal professionals don't wait for invitations—they actively engage, anticipate strategic needs, and become indispensable to business outcomes. #legaltech #innovation #law #business #learning

Industrial Court has jurisdiction to hear an unfair dismissal claim even if an employee subsequently refuses the prospect of reinstatement to employment and only asks for compensation. Previously, for cases files under IR Sec 20, 1st requirement for claimant is to agreed to settlement if the employer agreed to take them back and place them to their previous position with the company without losing any entitlements, seniority and all the back wages from the date the employment was terminated until the said person report to work with the former employer - as of the person has gone for a "paid long leave". This is settle at the Industrial Office by the IR Officer which both parties (ex employee and ex Employer) to sign memorandum of agreement and no further claims can be made. But not with this latest update, Court of Appeal has ruled out that, if at the reconciliation stages (normally it will have 2 rounds of reconciliation) if the company agrees to take back the employee (which previously was given termination letter and terminated by the company), this can be challenge if the ex employee do not wish to accept the reinstatement of the employment with the company. If there is no mutual agreement by both side, of the compensation amount request from the employer at this stage, if the amount offered by the company is not agreed by the ex employee, hence possibility this will be end up at Industrial Court, which maximum of the following could be award by Court if the termination could not provide just "cause and excuse" for example: misconduct, poor performance issue or redundancy. IR Court Award maximum of the following could be:- There is no limit but in terms of quantum based on the last drawn salary. 1. Backwages - for permanent employees are to be capped at 24 months of their last drawn salary 1a. Probationers are entitled to backwages capped at 12 months. 2. Punitive compensation, Court can granted up to 2 month’s salary for every year of completed service in lieu of reinstatement, if company was found acting in bad faith. (Sivabalan A/L Poobalasingam v Kuwait Finance House (Malaysia) Berhad [2016] ILJU 23,. As HR Practitioners, I do not agreed with this new statement made by the Court of Appeal as the system is not yet being revised and chances of abuse of the system is there, as the current system have the loopholes. But again, this is only my own opinion, as we in HR we already knows several names known as SERIAL Claimants and this is worrying. https://lnkd.in/gkeYW6zd

A quiet but urgent conversation is happening in boardrooms, legal teams, and PR war rooms: The “DEI war” isn’t just ideological anymore—it’s a real business risk with millions on the line. How do you navigate a world where once-standard terms like “diversity,” “equity,” and “inclusion” have become political flashpoints—without compromising your mission, alienating customers, or putting federal funding at risk? I work with many clients who are grappling with this exact issue. Their work inherently supports diverse and often historically marginalized populations across all types of communities; rural, urban, suburban, English speaking, non English speaking, poor, middle class, etc. They don’t now and never needed to “sell” DEI—it’s already baked into their ethos and services. But words matter. And right now, the wrong words in a sales deck or federal grant application, website, report etc. can mean the difference between a new contract or a lost opportunity not just for the organization, but for their clients and the clients’ key constituents too. The stakes are high, like tens of millions of dollars high. So, what do we do? 1️⃣ Reframe without retreating. Instead of waving a flag that invites controversy, many companies are shifting language to focus on accessibility, fairness, and high-quality outcomes and experiences for everyone. The work and mission doesn’t change—the framing does. 2️⃣ Read the landscape. Federal funding, grants, and partnerships are at stake. Being tone-deaf to political shifts isn’t an option. Companies that find language that resonates across stakeholders—not just their loudest critics or culture warriors (on either side)—are the ones that will survive this moment intact. 3️⃣ Avoid the backlash whiplash. If we’ve learned anything from recent corporate missteps (Target, Amazon, Bud Light, etc.), it’s that performative overcorrection in either direction can be just as damaging. Companies that quietly or loudly “erase” DEI often face just as much criticism or more as those doubling down. The best approach? Adopting strategic neutrality without mission abandonment. This landscape will absolutely shift again. It always does. But for now, PR and public affairs professionals aren’t just advising on what to say, we’re advising on how to stay in the dang game regardless of our own viewpoints. Where do you think the balance lies between mission, language, and survival? Put it in comments, or reach out to me anytime. 💪 📰 ❤️

If you want to know how to legally communicate your work to create more inclusive workplaces, read this! Leaders from the Meltzer Center for Diversity, Inclusion, and Belonging at NYU School of Law clarify when DEI communications are at legal risk: “...when a statement suggests that the organization engages in what we call the “three Ps” by conferring a *preference* on a *protected group* with respect to a *palpable benefit*.” The article provides practical examples of how to move from legally risky language. As an example: 🚫 Risky: “DEI uplifts historically disadvantaged groups to ensure equal outcomes.” ✅ Better: “DEI removes unfair barriers that prevent disadvantaged groups from competing on a level playing field.” Instead of shying away from communicating your commitment to a more diverse, equitable and inclusive workplace, use a growth mindset approach. Gain the skills and competencies of speaking your commitment without wandering into the "three Ps". They suggest: 💡 Engage your public affairs or communications team. In addition to forging a closer bond between the DEI team and the office of general counsel, engage your public affairs or communications team. 💡 Document your organization’s approach to DEI in writing. An internal charter or similar document could set out why the organization supports DEI, how it defines the letters of that acronym, and how that commitment influences its practices relating to outreach, recruitment, onboarding, retention, and promotion. The charter could also explain what the organization does and doesn’t approve with respect to data collection, diversity targets, diversity training, and other policy areas. 💡 Train managers on how to communicate around DEI. They are on the ground and without training, will be the ones likely to make mistakes. While the landscape is shifting, the need for DEI remains as important as ever. Try these communication approaches to limit your legal risks and support the longevity of this important work. Article by Kenji Yoshino, David Glasgow and Christina Joseph. Published in Harvard Business Review. #DEI #Communications

I’ve spent the past few days on calls and emails, helping leaders, HR professionals, and DEI practitioners figure out how to meet this moment without burning out.  It’s not uncharted territory—we’ve weathered years of upheaval, learning to adapt, keep things moving, and care for our teams. But it’s still hard, and it helps to remember that you don’t have to do it alone. Navigating this moment can feel like walking a tightrope. The issues demanding our attention seem endless. On the one hand, we’re expected to stay neutral, steering clear of politics at work, and on the other, staying silent when team members feel the real impacts of decisions can feel like letting them down. In moments like these, lean on the beautiful basics: ✅ Be a steady presence. You don’t need to have all the answers—no one does right now. What matters most is showing up for your team with care and consistency. Build trust and show them you’ll figure out whatever comes next together. ✅ Lean into your workplace rhythms. Every team member should know that a safe work environment is a priority—a place where they can turn, be heard, and find support—while respecting that some may choose to opt-out. If statements are your thing, go for it. It doesn’t have to be a big production. Use meetings, check-ins, or 1:1s as intentional moments to listen and connect. A simple "How can I support you?" or a thoughtful note can go a long way. ✅ Be clear about safety and well-being. Let your team know it’s OK (and encouraged) to step away, recharge, and care for themselves or their families. Be equally clear that harm to co-workers won’t be tolerated. Revisit your shared values and code of conduct (or create one if missing). If formal benefits aren’t available, small gestures—like gift cards, mindfulness breaks, or a fun playlist—can boost energy and lift spirits for those feeling worried, disengaged or burned out. ✅ Don’t forget about you. “You can’t pour from an empty cup” is a saying for a reason. Set boundaries, ask for support, and prioritize your well-being. You’re modeling what care and balance look like for your team. If your organization’s values and principles feel unclear, let this be your signal to take stock. Your team is paying attention. Show up with confidence, heart, and a steady presence. You’re not just navigating a moment; you’re shaping the conditions for your team to thrive. That’s powerful, meaningful work—and it starts with you. How are you showing up for your teams right now?

Are you addicted to likes? Are you endless scrolling through your LinkedIn feed? Do you feel your stomach in knots the first 30 minutes after you press post? Do you question yourself: will this post spark a conversation, be ignored or will this land me in LinkedIn jail? Balancing the Scale: Social Media’s Allure and the Quest for Authentic Engagement Being active on social media can be a double-edged sword. The addiction to ‘likes’ and the stress of constant content creation present can be challenging. I’ve been there. Here’s what I’ve done to get past this. 1. Recognize the ‘Like’ Addiction: We often equate the success of our content with likes and shares, but this can distort our authentic voice. Remember, true value lies in genuine engagement, not just in numbers. 2. Schedule and Limit Engagement: Allocate specific times for social media interaction to avoid being consumed by it. This helps in maintaining focus on our real-world tasks and responsibilities. 3. Curate Your Feed: Follow and engage with individuals and groups that inspire and add value. A cluttered feed can lead to information overload and stress. 4. Embrace the Long Game on LinkedIn: Building meaningful connections and sharing insightful content consistently are more beneficial in the long term than chasing instant gratification. 5. Set Realistic Social Media Goals: Define what you aim to achieve through your presence on platforms like LinkedIn. Measure success not just by immediate engagement, but by the quality of connections and conversations you inspire. 6. Take Regular Breaks: Stepping away from social media is vital for mental health. Regular breaks can refresh your perspective and enhance creativity. I take a day off a week. 7. Stay True to Your Story: In the world of content creation, authenticity is key. Share stories and insights that are genuinely yours, resonating more with your audience and feeling less burdensome to create. Navigating social media’s highs and lows is part of our professional journey. How do you manage the balance between seeking engagement and maintaining authenticity? Share your strategies and experiences. P.S. Have you ever taken a step back to reassess your social media strategy? What insights did you gain? #whatsyourstory #storytelling #socialmediastrategy #wellbeing #mentalhealth

You’re not alone if you’ve noticed that, despite the time and resources invested, the DEI training programs in your organization aren’t delivering the impact you expected. The reality is, success isn’t just determined by the commitment of the participants —it’s heavily influenced also by how the program is structured and delivered. There are key signs to watch for that may suggest your DEI program is like a broken ladder, making it difficult for employees to climb toward meaningful change Here are 8 common pitfalls to watch out for, and what you can do to ensure the DEI trainings in your organization make a lasting impact: ❌ Single-session workshops ✅ Effective DEI programs involve spaced learning, delivered over time to allow for deeper understanding and lasting impact ❌ Same content for people in different roles  ✅ Does the training feel generic, like it’s meant for everyone but relevant to no one? A good DEI program should be tailored to specific roles and the needs of your group. ❌ Focusing on compliance and what not to do ✅ The focus should be on modeling inclusive behaviors and showing what to do in real situations and how to incorporate them into daily work ❌ Copy-pasting training content from global DEI programs ✅ If it feels like the examples or exercises don’t really apply to your workplace, the content may have been copy-pasted from global programs. Check how the material has been adjusted to reflect your specific organization’s culture and challenges. ❌ Run by passionate DEI advocates with no facilitation experience ✅ A passionate facilitator is great, but they should also know how to manage group dynamics and keep discussions productive. Pay attention to whether the facilitator is able to navigate complex conversations and make the space feel safe for everyone. ❌ Raising awareness without driving behavioral change ✅ DEI training should focus on translating awareness into concrete actions that people can start practicing immediately. ❌ Ignoring pushback and concerns ✅ A DEI training that shies away from tough conversations might miss real issues. Good training fosters open dialogue, allowing participants to voice concerns and discuss challenges openly. ❌ No follow-up or next steps ✅ A truly impactful program provides follow-up phases for implementation, ensuring the lessons learned are integrated and built upon. By paying attention to these aspects, you can transform the DEI training program into one that delivers meaningful, lasting change. Do any of these issues resonate with you? I’d love to hear your thoughts!

Are you a board member wondering what to do in light of the backlash to DEI? Are you a leader who is wondering how to navigate the changing landscape of DEI with the recent pressures from the US administration? In this article in Directors & Boards, I offer my recommendations and areas for you to focus on: To navigate the changing landscape of DEI: 🎯 Shift the focus from performative actions to real changes. 🎯 Reevaluate how diversity is defined and measured. 🎯 Maintain internal accountability and transparency. 🎯 Embrace flexibility while upholding core values. What Boards should do now: 👉🏽 Review current DEI strategies and ensure they align with both company values and external pressures. 👉🏽 Communicate clearly and transparently with both employees and the public. 👉🏽 Invest in long-term systemic changerather than short-term initiatives. 👉🏽 Monitor regulatory changes closely, particularly if your organization works with government contracts. Read on and share your reflections. Link to article in the comments 👇🏽 #FridayFocus