Knutson Construction Services

Steph Ekeren

Connecting People, Trust and Performance

People-first leadership starts with building trust. Employees want to know that their leaders are approachable, that they will listen and that they genuinely care about what is happening in their work and lives. I have found that when people feel valued and respected, they are more willing to communicate openly, take ownership of their work and contribute to the success of the team.

It is also important to recognize that each employee needs different things from their leaders. Employees want more guidance and development, while others thrive when given autonomy and trust. Getting to know your people and understanding what helps them succeed is a big part of building a high-performing team.

To me, people-first and high-performing are not competing ideas. When you invest in people, set clear expectations, and create an environment where employees feel comfortable speaking up, performance tends to follow. People are more likely to go above and beyond when they feel connected to their team and understand how their work contributes to the bigger picture.

Making Leadership Visible and Consistent

Consistency and communication have probably made the biggest difference. Employees need to know what is expected of them and that leaders will follow through.

I also believe accountability and engagement go hand in hand. Accountability should not only happen when something goes wrong. Leaders should be having regular conversations, recognizing good work, providing feedback and addressing concerns before they become bigger issues. When employees know where they stand and feel comfortable having honest conversations with their leaders, accountability becomes much more natural.

Leadership presence matters. It is easy to rely on emails, meetings, surveys and processes, but some of the most meaningful conversations happen when leaders are present. Employees notice when leaders make the effort to show up, ask questions and understand what is happening in their world.

Balancing Business Demands and People

This is one of the more challenging parts of HR leadership because there is not always an answer that makes everyone happy. Understanding both sides before making a decision is key. What does the business need? How will the decision impact employees? Is there a way to accomplish what we need while still treating people fairly and respectfully?

Being people-first does not mean every decision will be the decision an employee wants. Sometimes difficult decisions have to be made. What matters is how you make them, communicate them, and how you treat people with dignity throughout the process.

“Getting to know your people and understanding what helps them succeed is a big part of building a high-performing team.”

I have learned that employees may not always agree with a decision, but they are more likely to respect it when they understand the why behind it and feel they were treated fairly along the way.

Keeping Culture Connected as Work Evolves

One challenge HR leaders will continue to face is creating a consistent culture when employees experience the organization in very different ways. In construction, for example, the day-to-day experience of someone working in an office can look very different from someone working in the field. Yet both should feel connected to the same organization and understand what the company stands for.

As workplaces evolve, HR leaders will need to be intentional about listening to employees across different roles, generations, locations and work environments. I also think employees are expecting more transparency, communication, flexibility and connection from their leaders than they may have in the past. At the same time, organizations still have to meet business demands and maintain accountability. HR leaders will play an important role in helping leaders navigate both.

You can create programs and initiatives, but culture is not built by HR alone. It is built every day through the behaviors leaders model, the conversations they have, the decisions they make and the experiences employees have throughout the organization.

Advice for Emerging HR Leaders

Get out from behind the desk and be intentional about spending time with the people who make up the organization and drive the business forward. Some of the most valuable things I have learned have come from listening to employees, getting to know them, asking questions and taking the time to understand what their work actually looks like day-to-day.

The more you understand the business, the better HR leader you become. Learn how the work gets done, what challenges employees and leaders are facing, and what success looks like outside of HR. It gives you a different perspective when you are sitting at the table, helping make decisions.

As HR professionals grow in their careers, I would encourage them to stay curious, build relationships throughout the organization, and never underestimate the importance of trust. Policies and programs matter, but at the end of the day, the credibility you have as an HR leader is not built by your title. It is built through the relationships you have developed, the trust you have earned, and whether people know they can count on you, even when the conversation or decision is difficult.