Ariel Shivers McGrew

expert panel

Solopreneurs can replace the accountability of a traditional workplace with measurable goals, outside support, regular reviews and systems designed to make commitments harder to ignore. Insights from members of the Senior Executive HR Think Tank show how independent professionals can stay focused without becoming their own worst boss.Working without a manager offers greater freedom, but it also removes many of the structures that make follow-through easier. No supervisor is checking deadlines, no colleague is flagging a missed commitment and no team meeting is prompting a progress update.That makes self-accountability less about having extraordinary discipline and more about deliberately building the structures that a workplace would normally provide. Members of the Senior Executive HR Think Tank bring perspectives spanning organizational psychology, leadership, recruiting, culture and career development to the question of how independent professionals can create those structures for themselves.Recent Gallup research reinforces the importance of the issue: In a survey, creating accountability ranked as the lowest-rated of seven leadership competencies, with just 46% of leaders rating themselves "exceptional or outstanding" at holding people responsible for exceptional performance. If accountability can be difficult even inside organizations with managers and teams, solopreneurs have even more reason to intentionally design it into their work.The experts suggest several ways to do that, from building a personal support network and creating financial consequences to making goals public, tracking measurable outcomes and protecting time for meaningful work.

expert panel

Job stability can provide more than a paycheck. Members of the Senior Executive HR Think Tank explain how employees can use secure roles to develop portable skills, expertise, relationships and career options before they need them.A stable job can create a false sense of permanence. Employees may have a dependable salary, established responsibilities and a clear place in the organization, yet none of that guarantees the role will exist indefinitely.That makes career development more than a retention strategy. It can also be a form of career risk management.The Senior Executive HR Think Tank offers a consistent message: Employees should use periods of stability to build capabilities that remain valuable even when their current positions do not.The need is becoming more pressing as the skills required to perform many jobs continue to change. The World Economic Forum's Future of Jobs Report 2025 finds that employers expect 39% of workers' core skills to change by 2030, while creative thinking, resilience, flexibility and agility remain among the skills expected to grow in importance.For employees, that means the best time to prepare for a career transition may be long before one becomes necessary.

expert panel

Customers increasingly expect companies to anticipate their needs and make interactions seamless. Members of the HR Think Tank explain how employers can apply those principles to the employee experience while preserving human connection, autonomy, trust and belonging.Consumers have become accustomed to experiences that anticipate their needs, remove unnecessary friction and adapt to individual preferences. That expectation is increasingly finding its way into the workplace, where employees encounter everything from personalized learning recommendations to flexible benefits and technology-enabled HR services.But applying customer experience principles to employees has an important limit: Employees are not simply consumers of an internal service. They are participants in an ongoing relationship with their organizations.That distinction is central to the advice from members of the Senior Executive HR Think Tank, a curated group of HR leaders, consultants and workplace experts. Their perspectives suggest that the best employee experiences borrow the principles of customer experience, such as clarity, responsiveness, personalization and ease, without adopting a transactional mindset.Deloitte's 2025 Global Human Capital Trends research supports that balance. The report found that 67% of leaders consider customizing work and workforce practices around employees' skills, motivations, passions and work styles important. Yet only 5% said their organizations were leading in using technology to hyper-personalize how they influence workers. Deloitte also emphasizes that personalization must be balanced with employee autonomy and responsible data practices.

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Hybrid and distributed work have changed how employees experience connection. Members of the HR Think Tank share how managers can make belonging part of everyday leadership through intentional communication, equitable access, stronger relationships and better work design.For years, organizations could confuse physical proximity with connection. Employees saw one another in hallways, gathered before meetings and absorbed informal information simply by being nearby. Hybrid and distributed work have made it much harder to assume those experiences will happen naturally.That matters because hybrid work remains a durable part of the workplace. Gallup's 2026 tracking shows that 52% of U.S. employees in remote-capable jobs work in hybrid arrangements, while 26% work exclusively remotely.Members of the Senior Executive HR Think Tank say the answer is not to recreate the office online. Instead, managers must deliberately build belonging into how they communicate, distribute opportunities, recognize contributions and design the work itself.

expert panel

As AI and automation take on more work, leaders face a new challenge: creating efficiency without crowding out human judgment, creativity and connection. Members of the Senior Executive HR Think Tank share how to determine what should remain human, protect time for creative thinking and redesign AI-enabled work around better human outcomes.With AI and automation becoming part of everyday work, the leadership challenge is no longer simply deciding what can be automated. It’s deciding what should be. The more capable these systems become, the easier it is to automate work that once required significant human effort.But efficiency alone does not guarantee better thinking, stronger decisions or more innovative outcomes. In fact, the organizations that benefit most from AI may be those that use it not simply to increase output but to create more capacity for distinctly human work.That decision is becoming increasingly important as AI adoption accelerates. Gallup's 2025 research on AI use at work found that the share of U.S. employees using AI at work at least a few times a year had nearly doubled in two years, rising from 21% in 2023 to 40% in early 2025. As adoption expands, however, leaders must consider how to use technology in ways that strengthen rather than diminish human capabilities.That distinction is at the center of the insights shared by members of the Senior Executive HR Think Tank. Their experiences across leadership development, HR, organizational psychology, human performance and business transformation suggest that the strongest human-AI models are not built around a fixed division between people and technology. Instead, they are designed around the different strengths each brings to the work.The opportunity, then, is to use automation to create capacity and deliberately reinvest that capacity in judgment, creativity, relationships and the kinds of thinking that give work its strategic value.

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New employees quickly learn what an organization truly values by watching what happens around them. Members of the Senior Executive HR Think Tank identify everyday workplace behaviors that can quietly undermine trust, engagement and retention—and explain how leaders can make those signals work in their favor.A new employee's first impression of an organization rarely comes from the employee handbook. It comes from what happens around them: whether leaders show up on time, whether promised meetings actually happen, whether every request is treated as urgent and whether the culture's stated values match everyday behavior.That matters because onboarding is not simply an administrative process. SHRM describes it as an ongoing integration of employees into an organization's culture, role and workplace, noting that the first days and months are particularly important for retention.Members of the Senior Executive HR Think Tank see the same dynamic from different angles. Their advice points to a common lesson: New hires are constantly interpreting small behaviors as evidence of what it really means to work at an organization. The everyday habits leaders overlook may become the signals employees remember.