| | APRIL 2025MANAGEHRMAGAZINE.COM9CEO initially wanted to bring everyone back to the office five days a week. As a financial institution, we had faced significant challenges during the pandemic, especially as fewer people were visiting bank branches--a trend that accelerated for good reason during that time. While we managed to endure these difficulties, I felt that the CEO's approach oversimplified the complexity of the situation.Fortunately, some thoughtful individuals within the organization took a more rational perspective. They recognized the potential disruption of forcing a complete return to the office and instead proposed a balanced approach. Ultimately, we moved toward offering full flexibility to our workforce. Cooler heads prevailed and the CEO listened. The resulting plan empowered leaders to make decisions tailored to their teams' specific needs.The organization adopted three options: managers could decide if their teams should work in the office five days a week, three days a week, or just one day a week--or even fully remotely--depending on the role and team dynamics. This flexible, decentralized approach worked exceptionally well as it acknowledged the complexity of the issue and avoided blanket policies that might not suit everyone.A Project That Redefined Employee SupportMy primary focus has been ensuring that my team is well-positioned for success in the near future. Our credit union is currently undergoing the process of pursuing a merger with another large credit union, which is set to take place in 2025. While such transitions can feel intimidating, I see them as opportunities for growth and I wanted to ensure my team could approach this change in a way that benefits their professional development and strengthens our position within the new organization.To support this goal, I made it a priority to allocate budget resources for team members to obtain at least one professional certification each. These certifications enhance their expertise and serve as tangible credentials they can add to their email signatures and LinkedIn profiles. This strategic step is designed to bolster their credibility and make a strong impression on our future partners during and after the merger.We're already in the process of arranging those certifications with one certification completed and several more are scheduled. While it required a notable investment, I'm confident this effort will pay dividends as it empowers my team to be key contributors in the merged organization in 2025 and beyond.The Trajectory of Organizational Development and LearningI foresee a future where we eliminate the divide between `soft' and `hard' skills, treating them as an integrated whole. For example, conducting a successful performance review requires technical know-how of rating scales and tools and interpersonal abilities like coaching, navigating difficult conversations and fostering career development.Programs like engagement surveys and performance reviews should empower managers with both sets of skills simultaneously. Managers should not only understand the mechanics of these tools but also excel in guiding meaningful, two-way conversations that clarify expectations and drive employee growth. This unified approach streamlines skill-building, ensuring organizational development is both holistic and actionable.Advice for Senior Leaders and Upcoming ProfessionalsProactively seeking feedback shouldn't be reserved for annual engagement surveys--it's a simple yet impactful practice that aligns with a growth and learning mindset. One of the most effective ways to do this is by asking a straightforward question during weekly or monthly one-on-one meetings with employees: `What can I do better?'At first, employees might be skeptical, wondering about the intent behind the question. However, when asked consistently and with genuine interest, it fosters trust and authenticity. Over time, employees become more comfortable sharing honest feedback. The real magic happens when you actively respond to and act on their suggestions--it can transform the relationship and drive meaningful improvements. This small but powerful habit has the potential to create a culture of open communication, trust and continuous growth. The future of organizational development lies in merging `soft' and `hard' skills into a unified framework that supports both technical and interpersonal growth
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