This is HR360, opening the doors to the future of HR. This newsletter is intended to get you what matters most: timely trends, insights, and conversations on tomorrow’s changing workplaces. Whether you’re in HR, a business leader, or simply someone interested in the rhythm of workplace life, HR360 is here with thoughtful consideration, provocative discussion, and inspiration.

All HR directors and founders experience work problems—high turnover, disengagement, toxic culture, burnout. But with all the effort, workshops, engagement surveys, and hiring sprees, the same issues continue to show up. Why? Because most companies are solving the wrong problems. The reality is, 80% of the problems in the workplace are created by 20% of the root causes.

Rather than battling fires on single issues, what if you concentrated on knocking out the small number of bottlenecks that cause the most disruption? The secret to solving people problems isn’t working more—it’s working less, but in the right places.

The Real Reason Workplace Problems Keep Coming Back

Many businesses assume their people’s problems are scattered—some blame high turnover on better market opportunities, some think disengagement is because of unmotivated employees, and some believe toxic workplace dynamics are an unfortunate reality. But in reality, the majority of those concerns can be traced to a handful of fundamental causes.

One of the biggest culprits? Lousy leadership. Workers don’t quit jobs; they quit bad managers. A micromanaging, favorite-playing, direction-less leader produces a ripple effect of disengagement and anger. No team lunches or office amenities can replace a bad manager.

Lack of clear expectations is another underestimated driver. If employees don’t understand what success will look like, they’ll overwork to the point of burnout or tune out completely. Firms spend too much time on engagement and performance review programs, but the solution lies elsewhere—it’s far simpler: define clear objectives, communicate clearly, and have a culture of two-way feedback.

Next, there is stagnation. Employees flourish when they develop. If individuals do not envision a future for themselves in the company, they disengage well before submitting their resignation. Leaders tend to concentrate on bringing in the right people but lose sight that holding on and nurturing them is equally significant.

Where Leaders Waste Time vs. Where Real Change Happens

A common mistake companies make is reacting to problems instead of preventing them. When participation declines, they implement fresh employee benefits rather than filling gaps in leadership. When employees leave, they try to find replacement workers in haste rather than rectifying the issues of retention. And when the culture becomes rotten, they enact additional policies rather than addressing the handful of culprits driving the dysfunction.

The largest return is gained from addressing leadership first. All culture problems, team strife, and engagement declines stem from management. Developing leaders to communicate better, make better decisions, and serve as better mentors does more for corporate culture than any outside consultant or engagement initiative ever will.

Clarity is another game-changer. When people understand what’s expected of them, performance will automatically get better. Rather than filling people’s brains with vague job descriptions and last-minute requests, establishing clear goals and providing structured feedback produces a place where people really feel in charge of their success.

And lastly, businesses must cease to underestimate the strength of growth opportunities. It’s not necessarily about promotions and raises—sometimes, workers simply require new challenges, learning experiences, and appreciation for their efforts. Companies that focus on internal mobility and ongoing learning don’t merely retain their top performers; they build a team that’s constantly growing.

Final Thoughts

Workplace challenges will always exist, but not all problems deserve equal attention. The key is to stop putting out small fires and instead, focus on the few core issues that create lasting change. Fix the right 20%, and the rest takes care of itself.

What’s the biggest challenge you see in your organization? Let’s talk.