A major organizational shift occurred when the company onboarded a new Global HR Leader, triggering uncertainty across the Global HR Team. Observations showed a dip in Inclusion Safety, with members hesitating to move forward due to not knowing how their work aligned with the new strategic direction.

Core underlying issues

Based on analysis and team conversations, three Inclusion Safety gaps emerged:

• Unclear Priorities
  The team could not identify what the new priorities were or why they mattered → leading to misaligned efforts and potential resource waste.

• Unclear Individual Expectations
  Team members weren’t sure what was expected of them in the context of the new direction.

• Feeling Unseen / Unacknowledged
  Emotions and contributions during the transition were not recognized, creating anxiety rather than excitement.

This lack of clarity created a psychological barrier: instead of contributing proactively, the team defaulted to waiting for mandates, slowing alignment and decision-making.

To address the clarity and psychological safety gaps, I designed and facilitated an ACC Model (Awareness – Clarity – Choices) focused on transparency and participation.

I facilitated a combined session for the Global HR Leader and the team with the following phases:

1. CLARITY (Leader) – 20 minutes

The new Leader clearly explained:

• The strategic rationale (“Why”) behind the new direction

• How decisions were made
  This helped restore transparency and establish a foundation for alignment.

2. INCLUSION (Team) – 30 minutes

Cross-regional small groups worked on:

• Reviewing the strategic goals

• Defining their own success metrics
  This emphasized the value of each individual and region as essential contributors.

3. ALIGNMENT (Collective) – 20 minutes

The whole team:

• Combined the proposed metrics

• Agreed on the final Top 3 goals & success indicators

• Clarified individual expectations for the next period

This rebuilt Inclusion Safety by giving the team ownership and a shared voice.

During the session

Team members openly shared that their biggest fear was:

• “I might be perceived as incompetent because I don’t understand the new strategy.”

This uncovered an important insight:
→ The clarity issue was not operational – it was emotional.
→ It was tied to Collaborator Safety, particularly the fear of saying “I don’t know” or asking for help.

Immediate outcomes

• 100% of team members could articulate the Top 3 strategic goals and success metrics.

• The team expressed that the goal-setting process felt transparent, fair, and inclusive.

• Members reported feeling seen, valued, and acknowledged after having space to share their experiences.

• A commitment was made to focus on outcomes, not outputs, ensuring effort matched strategic priorities.

Following the session, three key ongoing actions were implemented:

1. Inclusion Check-in (10 minutes weekly)
Leader or a rotating member shares:

• Rationale for a recent decision
• Asks: “Do you understand what is expected of you?”

2. Systemized Appreciation
A weekly “Global HR Highlight” recognizing aligned contributions and positive outcomes.

3. Continued Practitioner Support
I continue supporting the team by:

• Offering guidance
• Holding space for real voices
• Ensuring Inclusion Safety remains embedded in team culture

• Inclusion begins with transparency, not just information.

• People move faster when they feel seen, not when they are instructed.

• Alignment requires shared ownership, not top-down communication.

• Emotional needs (feeling valued, acknowledged) often sit beneath operational gaps.

• Regular check-ins prevent psychological safety from eroding during transitions.