What a lovely morning, came into the office early this morning, coffee in hand and the latest HRM Magazine on my desk, and found myself completely absorbed in an article by Phoebe Armstrong titled “Quietly Cracking” (featured in the October/November edition of HRM Magazine, published by the Australian HR Institute).
It explores something many of us sense but rarely name, that invisible form of disengagement happening beneath the surface of even the most high-performing teams. People are showing up, smiling, delivering but internally, they’re unravelling.
What particularly struck me was the research and insights from Dr Michelle McQuaid, whose Heart of Change framework was featured in the piece. It’s a beautiful reminder that our path through uncertainty isn’t about rigid structures or slogans, but about humanity.
💛 H.E.A.R.T stands for:
• Honour feelings – Making space for emotions, from excitement to fear.
• Engage purposefully – Creating meaningful conversations that help people process uncertainty.
• Appreciate strengths – Building on what’s already working to fuel confidence.
• Reach out – Supporting each other’s struggles and celebrating small wins.
• Take tiny steps – Breaking big changes into micro-moves that keep momentum alive.
It’s a timely reminder that change isn’t something we manage, it’s something we move through together.
For HR, L&D and leadership professionals, this article offers both a mirror and a map: a mirror to reflect on how our people might be quietly cracking, and a map for how we can restore confidence, connection and resilience in the months ahead.
Sometimes the most powerful leadership insights arrive not in a conference keynote, but quietly over morning coffee and a page that hits home.
#Leadership #LearningAndDevelopment #OrganisationalCulture #Wellbeing #HRM #ChangeManagement #HeartOfChange
Precision Research Group &…•15K followers
1yDavid Gantshar this was a well thought out and practical article. I’d suggest that another key cause of employee attrition is the lack of clarity of the job as outlined in the job description. All too often, candidates tell me that they left their job because the role was different from what was advertised. That’s why it’s imperative to align the job description to the desired outcomes. If hiring managers struggle to define what success looks like then how can they properly lead and inspire their workforce?