InterHuman Solutions

Serving cake once a month doesn’t create a good work culture. Especially if employees are eating dirt every other day.

Organizations often approach "well-being" by offering perks: wellness apps, meditation subscriptions, massage days. While those aren’t bad things, they don't fix a broken environment. They just temporarily mask the taste of dirt.

The real drivers of well-being live in the day-to-day: how work actually gets done, how managers show up, whether people feel safe speaking honestly, and what a regular day feels like. That’s what I’m digging into this Thursday in a free, live webinar, and I’d love for you to join.

We'll talk about:
→ Misconceptions about burnout (hint: it's not an employee problem)
→ The manager behaviors that build or destroy trust
→ How to create real psychological safety (not the poster-on-the-wall kind)
→ What healthy cultures actually look and feel like from the inside

I'm genuinely excited to bring these ideas to the people who have the most power to change things. Leaders, this one's for you!

Thursday, June 4 | 2–3 PM ET
RSVP in the comments!

“How do we eliminate all this ambiguity?” A participant asked that question in a recent workshop on navigating uncertainty, and the room went quiet. Honestly, I felt it, too.

We’re in a season of intense change, and it’s not ending any time soon. Leaders and team members are navigating shifting roles, new technologies, restructures, reduced budgets, and job loss. And uncertainty is just as present in politics, economics, and our personal lives.

When things feel tenuous, many of us default to a threat response—fight, flight, freeze, or fawn. And those responses, while human, can make things harder for us and our teams.

So, the question becomes:
𝗛𝗼𝘄 𝗰𝗮𝗻 𝘄𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗻𝗮𝘃𝗶𝗴𝗮𝘁𝗲 𝗼𝗻𝗴𝗼𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲 𝗮𝗻𝗱 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆?

While the answer isn’t simple, it is actionable. We can shift how we think, how we make decisions, how we communicate, and how we show up.

𝗛𝗼𝘄 𝗪𝗲 𝗧𝗵𝗶𝗻𝗸

When the future seems unclear, we often try to shoulder the burden alone, cling to what’s familiar, or focus on worst-case scenarios. That mindset fuels stress, limits our creativity, and fosters pessimism.

When we face uncertainty together, stay open to multiple possibilities, and recognize both the challenging reality and future potential, we expand our ability to adapt and move forward with intention.

𝗛𝗼𝘄 𝗪𝗲 𝗗𝗲𝗰𝗶𝗱𝗲

In the midst of constant change, we can get pulled into the swirl—rushing decisions, frequently changing direction, and focusing energy on areas we can’t control. That approach erodes trust, drains capacity, and reduces effectiveness.

We make stronger decisions when we anchor to what doesn’t change, including our mission, values, and strategic priorities. From there, we can focus on what we can control, invite input, engage in scenario planning, and revisit decisions as conditions shift.

𝗛𝗼𝘄 𝗪𝗲 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲

In times of ambiguity, we often hesitate and share less, offer vague messages, or avoid uncomfortable questions. Yet, when communication is limited, people fill in the gaps, often with worst-case assumptions.

We build trust when we are transparent and clear. That means communicating consistently, naming what we know, what we don’t know, and what comes next, even when the message is incomplete.

𝗛𝗼𝘄 𝗪𝗲 𝗦𝗵𝗼𝘄 𝗨𝗽

In an attempt to stay positive, we may avoid talking about the effects of change and uncertainty. Yet, ignoring the impact and emotions can feel invalidating.

Through team meetings, 1:1’s, and everyday interactions, we can create space for team members to reflect. Ask, “What has been hardest about the changes for you?” And then genuinely listen. Those moments help people feel heard, supported, and more able to navigate what’s ahead.

So no, we can’t eliminate ambiguity. But we can learn how to navigate it more effectively. By thinking more flexibly, making intentional decisions, communicating transparently, and supporting each other, we create the conditions for people to stay engaged, connected, and able to move forward together.

I rushed to the airport after a full workday. Then, my flight was delayed.

Once we finally boarded, we sat and waited for clearance to join the line for takeoff. And when we finally landed, we sat on the tarmac, waiting for a gate.

I didn’t get to my hotel until after 11 p.m. Then, at 12:30 a.m., I was jolted awake by a neighbor, who talked loudly in the hallway and then played music in their room until after 2 a.m.

The next day, I was exhausted. And I was definitely not at my best. I was less patient, less focused, and even a bit testy.

And still, I expected myself to perform as if I were well-rested and at 100% capacity.

That’s what many of us do. We try to leave everything at the door, push through, and perform at a high level no matter what’s going on in our lives.

It’s just not realistic. As humans, our capacity shifts based on what we’re carrying. And it’s important to acknowledge that limit—and to give ourselves grace.

At the same time, our team members are likely carrying their own burdens, and we may not understand what’s happening beneath the surface. The colleague who seems short may have been up all night with a sick child. The team member who misses a detail may be navigating a family crisis. The person who snaps at you may be worried about losing their home or car.

And still, we often move quickly to label the person or the behavior: unprofessional, rude, disengaged, or difficult. We sometimes fill in the story in ways that are incomplete, unfair, or entirely wrong.

The reality is that most people are doing the best they can with what they’re navigating in that moment.

That doesn’t mean that we should lower expectations or ignore the impact of harmful behavior. It does mean that we should lead with more curiosity before jumping to judgement.

Consider: What might be happening that I don’t yet know or understand?

So, before we criticize others for an inadvertent mistake or a snarky comment or behavior, let’s lead with, “How are you doing?” And then, “What can I do to support you?”

When we make space for our own humanity, it’s much easier to extend compassion to others. And when we pause to recognize the humanity in others, we create opportunities for understanding, support, and a healthy workplace culture.