When Human-First Leadership Hits Resistance: 10 Concerns That Deserve Our Attention
We’ve all heard the call for more empathy at work. Lead with compassion. Support the whole person. Bring your humanity to the job.
And most of us genuinely want that.
But then real life hits:
A major client escalates.
A project misses its deadline.
A team member goes silent and we don’t know if it’s burnout, disengagement, or something personal.
And the old voices start to whisper: “This is too soft.” “This isn’t scalable.” “This will backfire.”
If you've ever hesitated, questioned, or second-guessed how to lead in a more human way, you’re not alone. You’re just paying attention.
This article is for the leaders, HR professionals, and entrepreneurs who believe in human-first leadership, but bump into real-world resistance from peers, execs, or even themselves.
Let’s walk through the 10 most common concerns that surface when compassion meets performance pressure and why every one of them deserves validation and a shift.
1. “This Will Hurt Productivity”
This is often the first reaction when someone proposes slowing down to check in, creating space for emotions, or asking how someone’s really doing.
The assumption is clear: Time spent on human things = time lost on business things.
But here’s the paradox:
When we don’t make space for people’s challenges, they show up anyway, just in ways that quietly erode productivity.
Take this real-world example from my community: A top-performing employee was going through a divorce. No one at work knew. They started missing deadlines, withdrawing from team meetings, and quietly disengaging. Leadership assumed it was burnout. By the time they were offered support, it was too late, they resigned.
Contrast that with another client who adjusted workloads temporarily for a grieving employee. That person not only stayed, they later referred two stellar hires to the company because they felt valued during their hardest season.
In Canada alone, divorce, abuse, and life transitions cost corporations over $1.5 billion annually in lost productivity and turnover.
We think support is a cost. But disconnection is far more expensive.
2. “Keep Work and Life Separate”
This one’s old school and deeply ingrained.
For decades, professionalism was defined by emotional distance. Keep personal struggles out of the office. Stay “appropriate.” Be polished.
But let’s face it, life doesn’t pause when we log in.
The project manager on Zoom might be navigating a custody battle.
The front-desk staffer might be recovering from abuse.
The VP who seems “off” might be dealing with aging parent stress no one knows about.
Pretending life and work exist in separate lanes only creates shame for the people who are struggling.
In today’s landscape, integration matters more than separation.
And it's not just ethical, it’s strategic.
When employees feel seen, supported, and safe, they:
Miss fewer days
Collaborate more effectively
Stay longer
According to Gallup, employees who feel their organization cares about their well-being are 69% less likely to actively search for a new job.
We don’t need to blur boundaries. We need to expand our definition of what belongs in the workplace.
Because life already shows up, it’s just waiting to be acknowledged.
3. “That’s HR’s Job, Not Mine”
Many leaders assume that if a challenge is emotional, relational, or personal, it belongs to HR.
And yes, HR plays a critical role. But here’s the truth:
Culture isn’t built in policy. It’s built in relationship.
And those relationships? They’re happening every day between managers, teams, and colleagues, not just inside the HR department.
Think about your own career. Who made you feel safe at work? Who noticed when something was off? Who made space for you to be more than your role?
Chances are, it wasn’t an email from HR, it was a person. A leader. A peer.
Human-first leadership says:
Support isn’t a department, it’s a practice.
Care isn’t delegated, it’s demonstrated.
And when every leader takes small steps toward connection, HR’s programs actually work better, because the culture supports them, not just the policy.
4. “I’m Not Trained for This”
This one deserves real respect.
Leaders aren’t therapists. Most haven’t been trained in trauma-informed care or mental health first aid. And many are afraid of saying the wrong thing, overstepping, or unintentionally making things worse.
That’s valid. But here’s the shift:
You’re not expected to solve it. You’re expected to see it.
Human-first leadership doesn’t mean you have all the answers. It means you notice. You ask. You listen. You refer.
A simple check-in like, “I’ve noticed you’ve seemed quiet lately. Are you okay?” is often all someone needs to feel acknowledged.
And from there, leaders can say:
“No pressure to share more than you want, just want you to know I’m here.”
“If you ever need resources, I can help point you in the right direction.”
That’s leadership. That’s support. And no therapy degree required.
Bonus: when leaders model that kind of care, teams follow suit. You create a ripple effect without ever crossing a professional line.
5. “It’s Not Safe for Me to Be Vulnerable”
This resistance often hides under the surface, but it’s one of the biggest blockers to a human-first culture.
We tell our people to bring their whole selves. But when leaders are afraid to show theirs? That invitation rings hollow.
Why the fear?
Leaders worry about being judged
Losing authority
Being perceived as “soft” or “unprofessional”
Or worse, being used as an emotional dumping ground
These aren’t irrational fears. Many leaders have learned the hard way that vulnerability can be punished in corporate culture.
But vulnerability doesn’t mean oversharing. It means authenticity with boundaries.
Like:
“This quarter has been incredibly hard. I know I’ve felt the pressure and I imagine some of you have too.”
“I’ve had seasons where I struggled with energy, and I didn’t tell anyone. I don’t want you to feel that way here.”
You’d be amazed what happens when a leader goes first. Trust follows.
As fellow Canadian author Malcolm Gladwell explores in Blink, we make decisions quickly based on limited data, but we can train ourselves to pause, to question, and to connect more deeply.
(Side note: Yes, I’m boldly placing myself in the “Canadian author” category alongside Gladwell. Ambitious? Sure. But also accurate 😉)
6. “We Don’t Have Time for Culture Right Now”
This shows up during high-growth phases, financial strain, or crisis recovery.
The logic goes like this: “Let’s hit our numbers. Launch the product. Survive the quarter. Then we’ll focus on culture.”
But that’s like saying, “Let me finish the marathon, then I’ll train.”
Culture isn’t a bonus project. It’s the context your team runs every project inside of.
And whether you’re intentional about it or not, culture is always happening.
Right now, it’s being shaped by:
Who gets recognized (and who doesn’t)
What conversations are allowed
How leaders respond under stress
Neglecting culture in crunch time doesn’t pause it. It warps it.
Here’s an example from a client case: A fast-growing tech company delayed culture work until “things stabilized.” By the time they circled back, they’d lost 3 key team members, morale had plummeted, and their Glassdoor rating took a hit.
They thought they were too busy for culture. In reality, they were too busy not to prioritize it.
7. “It Feels Messy and Unmeasurable”
For leaders who love dashboards and KPIs, culture work can feel… frustrating.
“How do we know it’s working?” “What are we tracking?” “How do we prove ROI?”
Here’s the truth:
Culture change isn’t vague, it’s just layered.Yes, it’s not always linear. But it is observable, trackable, and highly impactful.Here’s what you can measure:
Engagement surveys: Are scores improving in trust, communication, psychological safety?
Retention data: Are people staying longer, especially during high-stress periods?
Absenteeism and presenteeism: Are these trending down?
EAP utilization: Is it increasing, or are people still unaware or uninterested?
And don’t discount qualitative data:
Are employees initiating more honest conversations?
Are leaders more comfortable navigating tough discussions?
Is the tone of your meetings, Slack channels, or team huddles shifting?
At Life Changes Magazine, we work with organizations to surface these subtle signals. When they’re tracked over time, they tell a powerful story.
Because while empathy might not show up in a spreadsheet, its effects absolutely do.
8. “We Tried This Before. It Didn’t Work.”
This objection usually comes with a shrug. Or worse, cynicism.
“Yeah, we ran that kindness campaign.” “We did an empathy training last year.” “Nothing changed.”
That’s disheartening. And understandable.
But the truth is this:
One-off efforts rarely change culture. Ongoing intention does.
When culture change feels like a campaign, employees sense it’s performative. When it’s a pattern, they start to believe it.
Here’s how one HR leader reframed it: “Last year, we hosted a series of speaker sessions on mental health. This year, we’re folding mental wellness check-ins into every quarterly review. It’s no longer an event, it’s a rhythm.”
That’s the shift.
Sustainable culture change happens when:
Leadership models the change (consistently)
Teams co-create the process (not just receive it)
Feedback loops are real (and acted on)
And yes, it’s okay if it takes multiple tries.
The question isn’t: Did it work once? The question is: Are we committed to keep going?
9. “What If It Opens the Floodgates?”
This is one of the most quietly held concerns, especially for overextended leaders.
“If I start checking in more, what if people start opening up more than I can handle?”
Here’s what that really signals: Compassion fatigue before the conversation even begins.
It’s valid. But here’s what helps:
You’re not here to fix anyone. You’re here to hold space.
Listening doesn’t mean absorbing.
You can care and set boundaries.
In fact, when employees are invited to share in psychologically safe ways, they tend to calibrate based on how you respond.
You don’t need to be their therapist. You just need to be a safe starting point.
And that’s powerful, especially when abuse, divorce, grief, and trauma already affect millions of working Canadians. Your listening doesn’t invite more problems. It surfaces what’s already there so it can be addressed sooner and better.
10. “I’m Worried This Will Backfire”
This is the fear behind all the fears.
What if we do this and get criticized?
What if our team thinks it’s fake?
What if the board thinks it’s a waste of time?
Let’s not sugarcoat it, cultural work takes courage.
There will be pushback. Eye rolls. Uncomfortable moments.
But here’s what we know from the organizations and leaders doing this work well:
It’s better to be seen trying authentically than to be remembered for staying silent.
The leaders who build lasting trust aren’t perfect. They’re consistent. They stay the course. They course-correct.
And they do it because they understand the stakes.
This isn’t about warm fuzzies. It’s about:
Reducing $1.5 billion in lost productivity and turnover
Supporting the 1 in 3 women and 1 in 4 men affected by intimate partner violence
Helping employees stay in roles, focus on tasks, and recover more quickly from life disruptions
That’s not a soft benefit. That’s smart leadership.
The Real Question
If human-first leadership feels hard… it’s because it is.
You’re rewriting decades of corporate conditioning. You’re walking a fine line between empathy and efficiency. You’re leading with your head and your heart.
But here’s what I’ve seen, time and again:
When people feel seen, they show up differently. When they’re supported, they stay longer. And when they’re led with humanity, they lead others the same way.
It’s not always immediate. It’s not always easy. But it is always worth it.
What’s Next
In our next Human First newsletter, I’ll break down the poll results from real leaders who voted on the biggest pushbacks they’ve faced in creating human-centered workplaces.
We’ll look at:
Where these beliefs come from
How to respond with strategy and empathy
And how to create staying power, not just surface change
In the Meantime:
Leave a comment: Which concern have you heard (or felt) the most?
Download our companion guide for HR and leadership teams (coming soon!)
Or visit LifeChangesMag.com for tools that bridge life transitions and workplace well-being
Because the future of work isn’t cold. It’s not robotic. It’s not transactional.
It’s human. And you’re already leading it.
This article was written by Deena Kordt and featured in her ‘Human First’ LinkedIn Newsletter.
📖 You can subscribe here.
Meet the Author - Deena Kordt
Deena Kordt, publisher of Divorce Magazine Canada, Life Changes Magazine, host of the Life Changes Channel podcast, is also an author & speaker from Southern Saskatchewan with a passion for inspiring personal growth and community support. Growing up on a farm and ranch, she developed strong small-town values and a deep sense of community. Deena has had a diverse career, including roles as a nurse, librarian, and reiki master, but her most cherished role is as a mother.
Deena's books, podcast, magazines, blog and presentations aim to help individuals reconnect with their inner strength and joy, encouraging them to embrace life with courage and resilience. She has overcome significant personal challenges, including the loss of two brothers and living in an abusive situation, which has fueled her mission to support others on their healing journeys.
Known for her adventurous spirit and rock 'n roll heart, Deena believes in the power of a supportive community of women. She invites you to join her in exploring life with curiosity and courage.
Awards and Recognition:
2023 Womanition Trail Blazer Award Nominee
2024 Soroptimist International Ruby Award Winner
Deena has been featured on several podcasts and magazines, co-hosts the “Shift Happens Show” and is working on her memoir.
Note: The author, compiler and publisher do not assume and hereby disclaim any liability to any party due to these words coming from the author’s own opinion based on their experiences. This account is based on the author’s own personal experience. We assume no responsibility for errors or omissions in these articles.
