Why “expert mode” holds us back
Expertise is valuable — it gives us credibility and structure. But it can also create blind spots. When we default to what we already know, we risk overlooking what people actually need in their day-to-day experience of work. Processes and best practices can quickly become barriers rather than enablers.
A people-first approach flips the dynamic. Instead of showing up with all the answers, we show up with questions. We test ideas in the real world. We invite employees into the process, making them co-designers of the solutions that will ultimately shape their working lives.
The courage to say “I don’t know”
There’s real bravery in stepping away from certainty. For many of us, saying “I don’t know” feels like a professional risk. Yet, in practice, it can be a superpower. Not knowing creates space for collaboration. It gives permission to experiment. And it allows us to discover solutions that actually build trust, belonging, and performance.
Borrowing from other disciplines
People-first doesn’t mean starting from scratch — it means broadening our toolkit. Some of the richest practices already exist beyond HR and IC:
- Marketing for understanding audiences and journeys.
- Design Thinking for rapid testing and iteration.
- Systems Thinking for joining the dots and solving complex problems.
- Analytics for using evidence to adapt in real time.
When combined with the foundations of HR and IC, these approaches create a more holistic, human-centred way of shaping the employee experience.
