Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
Workplaces now feel tense in ways that weren’t as visible before. Conversations are cautious, meetings stretch longer without adding clarity, and employees are watching leadership decisions more closely than ever to understand whether they serve the team.Â
These patterns show up in subtle moments: whether questions get shut down, whether leaders listen before speaking, or whether disagreement is treated as friction or information. Each signal shapes how safe people feel expressing themselves.
Selena Rezvani, an internationally recognized leadership expert who has trained leaders at Microsoft, Pfizer, and the World Bank, sees this pattern clearly. She joined us on The Future of Work Podcast to tell us that teams aren’t rejecting leadership itself, but they react to leadership that feels distant, performative, or disconnected from the realities of today’s work.
We Have to Rethink Authority
For decades, managers were taught to project certainty and maintain composure under pressure. Authority was equated with having all the answers and never showing doubt. Rezvani points out that this approach often backfires. When leaders hide uncertainty, teams pick up the cue and do the same: questions go unasked, concerns remain unvoiced, and innovation slows.
Rezvani encourages leaders to show their human side, acknowledge evolving thinking, and demonstrate that mistakes are part of the process.Â
Sharing updates and admitting missteps sends a subtle but powerful message: critical thinking is valued, and it’s safe to take calculated risks.
Building Confidence Through Questions
Many leaders instinctively solve problems as soon as they surface. Rezvani suggests a different approach. Instead of immediately offering a solution, she recommends asking team members what they have tried, what solutions they are leaning toward, and what they see as the next step.Â
This method helps employees develop problem-solving skills while reinforcing trust. Support remains present, but it becomes collaborative rather than directive.
Visibility and Opportunity Drive Engagement
Leadership determines who is seen and who receives opportunities. Managers often represent the work publicly while those executing behind the scenes remain invisible. Rezvani advises redistributing these opportunities intentionally. Allowing team members to lead client meetings, attend development events, or showcase their expertise sends a clear signal of confidence in their abilities.Â
This deliberate sharing strengthens ownership and engagement across the team.
Micro-Signals Influence Psychological Safety
Employees notice even the smallest cues from managers — pauses, facial expressions, micro-reactions — and interpret them as guidance on how to participate. Rezvani emphasizes that rewarding healthy challenge can create a culture where people feel safe speaking up.Â
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Even if a suggestion doesn’t change a decision, acknowledging it encourages continued participation. Over time, this builds the foundation for a resilient, confident team.
Meetings as Indicators of Leadership Style
Meetings are a daily display of priorities and leadership style. Rezvani highlights that frequent interruptions to deep work, combined with ineffective structures, can erode trust. She advises reducing meeting volume and duration while designing sessions for engagement.Â
Inviting participation early, slicing up agendas, rotating speaking roles, and establishing clear norms ensure meetings become opportunities for collaboration rather than a top-down lecture. Inclusive meetings reflect deliberate choices rather than luck.
Encouraging Employees to Share Their Value
Many employees struggle to articulate their value. Rezvani encourages leaders to create space for team members to share wins, strengths, and progress regularly. Practicing self-promotion in low-stakes settings, such as one-on-ones, helps employees become comfortable advocating for themselves while providing managers with insight into achievements they might otherwise miss. This approach reduces burnout and supports meaningful development.
Generational Differences Shape Expectations
Different generations approach work differently, and Rezvani has observed these dynamics firsthand. Gen Z employees often expect participation, transparency, and alignment between values and daily behavior. Millennials, she notes, frequently navigate inherited expectations and the disillusionment of corporate life.Â
Recognizing these differences and making room for diverse perspectives strengthens trust and fosters engagement across teams.
Trust Sustains Engagement More Than Surveillance
The rise of monitoring software has increased the focus on measurable outputs, but Rezvani warns that productivity metrics alone cannot sustain engagement. She stresses that trust encourages ownership, candor, and resilience, while surveillance may drive short-term activity but creates stress and skepticism.Â
Leadership that prioritizes clarity, psychological safety, and support ensures people bring their best work forward willingly.
Leadership in today’s environment requires enabling people, reducing friction, and creating conditions where teams can thrive. Rezvani’s strategies highlight how leaders can combine authority with humanity, cultivate trust, and strengthen engagement, even in distributed or high-pressure workplaces.Â
Teams that feel trusted and supported are more likely to speak up, adapt quickly, and deliver results, making trust the most valuable metric in the modern workplace.
