Sr. Director Employee Relations, HRIS & HR Operations at NANA North, LLC
Answered 8 months ago
When COVID-19 hit, everything changed overnight. One day we were in the office, the next we were at home with no roadmap. I was suddenly responsible for leading our organization's COVID response—something I had no prior experience with. I had to learn fast, adapt constantly, and become the go-to expert in the midst of chaos. I used every skill I had—along with instinct, common sense, and a lot of collaboration with other departments. At the same time, I had to manage the human side: calming anxious employees, navigating cultural dynamics, and offering empathy while providing steady leadership. Although I was as anxious and concerned as the employees, I had to lead with confidence. Even though it was one of the toughest experiences of my career, it was also one of the most rewarding. It made me stronger, more empathetic, and more confident in my ability to lead through the unknown. I learned that leadership in HR isn't about having all the answers—it's about being present, being human, and helping others feel steady when everything around them is shifting.
One key lesson I've learned in leading through major change is this: Start with conversations—not with plans, data, and outcomes. When I served first as Deputy, then as Chief Human Resources Officer for a multi-state region within a large health system, I was charged with consolidating HR functions from eight distinct organizations into a regional structure. That meant reengineering service delivery, standing up new business partner functions, and launching shared service centers—all while honoring local identities and managing significant uncertainty. In moments like that, the instinct is to move fast—structure, technology, and metrics. But what carries a team through transformational change isn't the rollout plan. It's relationship, clarity, and trust—and those are built through consistent, upfront communication. I learned to pause and communicate the "why" early and often. I named what was uncertain. I gave people something steady to hold onto—even if it was simply the commitment that they were heard. The lesson wasn't new—but the stakes and pace made it easy to overlook. And that experience reinforced a leadership truth I carry forward: Change can't be pushed onto people; we have to lead them through change. It begins by listening, being real about what's ahead, and showing up with consistency—even when it's difficult.
During a major company restructuring last year, I had to lead our HR team through a period of intense uncertainty. Our goal was to downsize while maintaining morale and productivity—a tough balance. I focused on transparent communication, holding weekly town halls where employees could ask questions directly. We also trained managers on empathetic leadership, ensuring they could support their teams effectively. One lesson I learned is that uncertainty doesn't disappear with answers; it lessens with trust. By prioritizing honesty and visibility—even when we didn't have all the answers—I saw engagement stay steady and turnover limited. Another key insight was the importance of flexible policies; we adapted quickly to remote work challenges and mental health needs. Leading HR in that moment taught me that resilience is less about avoiding disruption and more about how you respond and care for your people.
We lost 80% of our airport transfer bookings in a single week—and yet, not a single driver left. That happened in early 2021, right as new COVID variants were announced and travel restrictions tightened again in Mexico City. I had just begun scaling our private driver operation, and suddenly, every forecast vanished. The uncertainty wasn't just about cash flow—it was about whether our drivers, who depended on us for their livelihood, would stay through the storm. Instead of going silent, I did the opposite: I gathered every one of our drivers for a Zoom call—some joined from their phones, some parked roadside. I walked them through exactly what we knew (and didn't know), what I was doing to secure income sources, and what help would be prioritized if things got worse. Transparency replaced fear. Then, we co-designed a new offer: instead of waiting for tourists, we shifted to longer-term private chauffeur services for locals working remotely but needing flexibility and safety. Within three weeks, 40% of our monthly revenue was back—this time from local families and executives. The biggest lesson? HR isn't about retention. It's about trust. When you treat your team like partners—not resources—they show up even when the road ahead isn't clear.
Over the last several years, there have been several periods of uncertainty/significant change (e.g., the COVID-19 pandemic, the great resignation, etc.). All these events took a significant toll on people, not just as working professionals but as humans as well. While these uncertain times had different root causes and different variables at play, the lessons learned from these instances had similar themes to me. 1. Communication - When going through change/uncertainty, it was/is so critical to have communication that is timely, transparent and consistent. People want to know what is going on: as soon as they can, as much as they can, and as often as they can. 2. Empathy - The focus on mental health has really increased in pretty much all sectors over the years, especially in recent times. Organizations are taking a much more proactive approach towards providing their employees with different resources to get the support that they need, not just physically but mentally as well. This could be offering mental health days, employee assistance programs, wellness & morale initiatives, etc. Taking a holistic approach in viewing people has been and will continue to be a welcomed change for the better. 3. Resiliency - Change will occur, good and bad. Regardless, of what the circumstances are, it's vital for leaders...to well lead! Doing more when needed, listening more when needed, doing whatever it is that needs to be done (especially in times of adversity) can go a long way in showing employees that we are all in this together and that we'll get to the other side of it together.
Talmatic was fully remote from the very beginning. But in a scramble to remote work at the onset of the pandemic, even we were forced to change our HR processes to support a fully remote team more than before while maintaining morale and productivity. We emphasized open communication, flexible work policies, and regular check-ins to take the pulse of employee anxiety. One of the most critical learnings was that frequent, empathetic leadership and open communication build trust, which then becomes the foundation for resilience in the face of uncertainty.
When corporate travel was swiftly disrupted by the COVID-19 pandemic in 2020, Angel City Limo was forced to pivot quickly to stay afloat. Our events were canceled, our drivers were concerned, and we had no idea how long the uncertainty would continue. I needed to make HR decisions with both speed and empathy, cutting hours but not cutting jobs, and having continual, direct communication with every team member. One of the biggest lessons was the value of clear communication. We established team check-ins weekly and we shared where we stood financially and asked for feedback. Such transparency engendered trust and retained high morale, even in the bleak futures to come. And finally, negotiating through that uncertainty was a reminder of a bottom-up truth: that empathy counts in leadership. Treat your own people like partners, not just employees, and they will stick with you.