Dairy Farmers of America

Dorene Henley

Dorene Henley is an experienced leader designing learning solutions and advising on learning and operational strategy. Sets direction, partners credibly at the executive level and consults to improve metrics. She is a skilled facilitator of leadership development, feedback, conflict management, coaching and inclusion. Known for strong ownership and motivating teams to deliver practical, well-designed solutions aligned with organizational goals.

In an exclusive interview with Manage HR, Henley shared her insights on what leadership development must prioritize in 2026, where managers’ struggle most today and how HR leaders can better support an evolving workforce.

Understanding Business Comes First

Stepping into 2026, success in HR depends on a deep comprehension of the business. To perform this role effectively, I need to understand the organization’s goals and expectations and what it is we are ultimately trying to achieve. In this role, I’m not just an HR professional. I’m a partner and a consultant.

When I understand the business’s pain points and longer-term priorities, including its five-year vision, I can help design initiatives and programs that meaningfully support those objectives. Without that context, HR risks becoming disconnected from the organization’s day-to-day realities.

The Biggest Struggles Managers Face Today

One of the most significant challenges managers face today is employee relations and coaching, and much of that depends on the operating environment. In large operational settings, such as production facilities, managers may be responsible for 30 or more employees. With such a wide span of control, maintaining regular one-on-one conversations and providing consistent coaching becomes extremely difficult.

Connection becomes harder, and so does engagement. On top of that, leaders must navigate generational differences. Many leaders have been in their roles for years and learned to lead in a very different cultural climate. As expectations evolve, leaders must shift how they lead, communicate and support their teams. This adjustment isn’t always easy, but it’s necessary.

When I look at new leaders, particularly those transitioning from individual contributor roles, I often see a common gap. They may be highly capable at performing the work itself, but leadership requires an entirely different skill set.

Delegation, prioritization and strategic thinking don’t always come naturally at first. New leaders tend to focus on what’s directly in front of them rather than on long-term goals. Over time, they must learn to step back, think more strategically, and use tools that help them determine what truly needs attention.

From Theory to Practice, Cultivating Leadership Success

In my experience, leadership development is most effective when it is delivered in person. Leadership skills are built through interaction and connection rather than merely absorbing content. In-person programs create space for discussion, shared learning and networking, allowing leaders to hear from others facing similar challenges.

Leadership development also needs to be continuous rather than a one-time initiative. Organizations must consistently reinforce key concepts and ensure leaders are speaking the same language. Without consistency, real adoption fails to gain traction.

Real-world application is equally important. Leaders need opportunities to practice managing conflict, adapting communication styles and responding to different personalities. Human behavior is not one-size-fits-all, and leaders must learn how to adjust their approach based on the situation.

I define success in leadership development by visible outcomes. When employee engagement improves, trust strengthens, collaboration increases and conflict turns into productive dialogue. An open-door culture where people feel safe sharing opinions and perspectives is another strong indicator.

That said, HR leaders face very real constraints. We wear many hats and constantly juggle competing priorities and roles like coach, referee and advisor at once. Balancing those responsibilities can be demanding, which makes knowing what matters most in the moment critical. Employee issues often need to take precedence over administrative tasks, even when operational demands are high.

For those just starting out in HR or learning leadership roles, my advice is to keep an open mind and avoid making assumptions. Take the time to understand the business and the people you support. Different leadership levels require different development approaches and employee surveys can reveal powerful insights when you pay attention to recurring themes. Ultimately, the best way to support any organization is to truly understand it. Without that, HR cannot lead effectively and deliver the impact the business needs.