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Virtual Conference Recap BY Emily McCrary-Ruiz-Esparza | April 02, 2025

Managers Are Overwhelmed. How Leadership Development Can Help Them

Shifting economic forecasts, mass layoffs, political turmoil, inflation, and exhausting news cycles have people feeling like they lack control. That troubled feeling is seeping into the workplace in the form of costly employee burnout.“Managers now really need support to address and handle the shifts and the impact on their teams, their functions, even, quite frankly, themselves,” said Rochelle Arnold-Simmons, the senior director of talent management at sportswear company Under Armor, during the closing panel at From Day One’s March virtual conference on employee engagement.Managers are taking on more responsibilities, and while their work is being supported by new innovations in HR tech, it doesn’t entirely solve the problem of being overwhelmed. Employers can step in to help alleviate their burdens, panelists said.The Problem of Unprepared First-Time ManagerIt begins with promoting and training the right managers.The first-time manager unprepared for the role is a major issue for employers. Managers often get the job because they were top individual contributors, “and a lot of times they lean heavily on what got them to that promotion in the first place, but being a manager is a totally different job,” said Derek Greenacre, head of talent management at commercial insurance firm AXA XL. Organizations, he said, need to do a better job of helping new managers “ruthlessly prioritize” what’s most valuable for the business.The problem is, executives don’t always bother to help. Executive coach Adam Weber gave this example: An executive team makes a big strategic change that affects everyone in the business, but they fail to give managers context or instructions on how to implement the changes. “As soon as they share this new bold initiative, their team asks the one question that the manager doesn’t have the answer to,” Weber said. “So the manager is in this really confusing spot: They can either fake it–and it’s really obvious to the team that they’re faking it–or worse, and more common is that they commiserate and join the team.”Executives need managers on board,  but without support, they set them up to oppose the change, even tacitly. “As leadership teams, we need to share as much context as we possibly can when big decisions are made.” Gather managers for a town hall and ask, “What’s the toughest question your team will ask?’” Provide answers to those FAQs. “Equip them to be an advocate for the company,” Weber said.Feeling Safe Enough to FailManagers must feel comfortable and confident enough to press leaders for more information. It helps to have a culture where senior leaders are already candid about the mistakes they make themselves, said Kavita Juvvadi, director of HR tech transformation at Amtrak. This sets the tone for a team “where there is no fear of retaliation or criticism, a culture where mistakes are normalized and treated as opportunities to learn from, rather than failures.” In short: psychological safety.Of course, ask any manager and they will tell you that their team is psychologically safe, but how do you really know? “If all the decisions are escalated to the top level, that’s an indication that people don’t feel empowered,” she said, “They may be afraid to make the decisions for fear of being wrong.”Developing Managers Within the OrganizationMore than 11,000 Baby Boomers turn 65 every day, which means employers are facing rafts of retirements and open leadership roles. Not only are companies losing years of institutional knowledge, they have to spur succession plans and prepare new managers to climb the ladder.This is especially true for industries like accounting and insurance, which over-index for older workers. This is what Greenacre is facing at AXA XL. To prepare, the company has invested quite a bit of money into building skill profiles for key roles. They then map them across the organization and say, “I know you’ve only thought of yourself in this particular product line, but have you considered other places where you might be able to almost cross pollinate the other?”Journalist Emily McCrary-Ruiz-Esparza moderated the panel (photo by From Day One)One way to avoid new manager regret is to begin vetting and training them years ahead of time. This is why Juvvadi prefers to fill leadership roles internally, “because we have an opportunity to observe talent over a longer period of time,” watching those who “may not have a title but are problem-solvers, who naturally identify inefficiencies, who are action-oriented, who are early adopters of technology and innovation. Future leaders are sometimes hidden stars in non-traditional roles.”Arnold-Simmons likes to identify high-potential people early and invest in their careers, in part to retain them, with things like executive coaching and career development. “We look to see where our gaps are, and then find those leaders that we believe can accelerate.”Even if you’re not regretting the promotions the company has made and you’re satisfied with your succession strategy, don’t neglect your people managers. “No matter how big your company is, it’s better to do something than nothing” to help them do their jobs, said Weber. He recommended two things: First, create a one-page guide on what it means to be a manager in your organization” expectations for one-on-ones, how to give feedback to team members, and how to delegate tasks. And second, gather managers to problem-solve together. “Have one person show up with a problem and let people ask questions, then start brainstorming ways to solve the problem together.”Emily McCrary-Ruiz-Esparza is an independent journalist and From Day One contributing editor who writes about business and the world of work. Her work has appeared in the Economist, the BBC, The Washington Post, Inc., and Business Insider, among others. She is the recipient of a Virginia Press Association award for business and financial journalism.(Photo by wenich-mit/iStock)

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Live Conference Recap BY Jennifer Yoshikoshi | March 28, 2025

How Employees Can Navigate Digital Transformation While Being Heard, Seen, and Valued

Extra Space Storage is a self-storage company that has over 4,000 facilities across the United States and employs 8,000 workers. The company has also only had three CEOs since 1977. At From Day One’s Salt Lake City conference, Whitney Harper, SVP of people at Extra Space Storage spoke with moderator Robert Gehrke, a reporter for The Salt Lake Tribune about how the company’s leadership and culture has fostered a work environment that embraces inclusivity, thoughtfulness and has adapted to artificial intelligence.As the nation faces a tumultuous time in politics, the news can be overwhelming and distracting for everyone, especially in the workplace. In order to make sure employees are seen, heard and focused, leaders can incorporate informal and formal strategies, says Harper.Surveys are a common way to check in with team members and get a “pulse check” on engagement, says Harper. Meetings can also give companies insight on how employees feel and what their concerns are.Informally, having conversations while running into people at the office can be a great way to casually connect with others and hear their thoughts. Extra Space Storage has developed a culture of having stairwell chats, while people run into workers from different departments between building floors. Harper also encourages asking the questions of “what’s on your mind?”, “what are you stressed about?” and “what can we help answer?”Showing employees that they are valued is another strategy to creating a thoughtful work environment. “When you have team members that hit a significant milestone, you want to make sure that you are also adequately or appropriately showing up and recognizing and reinforcing and creating kind of that calmness,” said Harper. Extra Space Storage celebrates employee milestones through bonuses. Although they used to send gifts, they found that extra cash was better received by workers. Diversity, equity and inclusion has been a hot topic in the news since the beginning of Trump’s second term. Extra Space Storage has remained committed to DEI efforts since the Black Lives Matters movement following George Floyd’s murder in 2020. The company has adjusted its DEI language to shift more toward inclusion and values because it felt that it more strongly aligned with its authentic self. Balancing the Use of AIWith thousands of employees and a commitment to helping everyone who needs human resource assistance, Harper is a regular user of artificial intelligence programs such as ChatGPT and Galileo, but she emphasizes to “never let AI be the driver.”Harper said AI has helped the company analyze data from employee engagement surveys and produce reports to share with senior leadership with indications that it was AI generated. This data contains a lot of sensitive information and so Harper clarified that she works closely with the cybersecurity team to ensure that these tools are safe. Whitney Harper, SVP of people at Extra Space Storage, was interviewed by Robert Gehrke, reporter at the Salt Lake Tribune during the fireside chatThe company also uses AI in learning and development. It recently launched a new learning management system called Axonify. “Axonify does trainings, but also does daily quizzes, so it can be testing the individual and also asks the individual, what's your confidence level on your answer to this,” Harper said. The AI training system learns about the individual employee the more they use it and helps them advance their skills in a way that is suited for them.Culture From the Top DownExtra Space Storage serves millions of customers with its storage facilities, but how do they transfer its inclusive work culture down to the members of the public?Harper says its unique company culture and business model all stems from the foundation of the company and its mission to maintain a “win-win relationship.” The founder of Extra Space Storage, Kenneth M. Wooley has always worked under the win-win relationship mindset even prior to the creation of the company, says Harper. “If you’re going to go into business with Ken Woolley, he's never going to do a deal that’s not a win-win with you,” she said. This reputation has continued with its second and third CEO.The win-win relationship is now serving its customers through rate adjustments especially when the company acknowledges that rate increases can be stressful. “We empower our team members to do rate adjustments,” she said. “They are empowered to do that so that they can say, ‘I know this customer, I can empathize. I see what’s going on with them. This is not a good time for you to have a rate increase. Let me make that adjustment for you.’”When the company’s culture is embraced by leaders, team members and third party owners, the positive impact of it “cascades throughout the whole organization,” Harper said.Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photos by Sean Ryan for From Day One)

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What Our Attendees are Saying

Jordan Baker(Attendee) profile picture

“The panels were phenomenal. The breakout sessions were incredibly insightful. I got the opportunity to speak with countless HR leaders who are dedicated to improving people’s lives. I walked away feeling excited about my own future in the business world, knowing that many of today’s people leaders are striving for a more diverse, engaged, and inclusive workforce.”

– Jordan Baker, Emplify
Desiree Booker(Attendee) profile picture

“Thank you, From Day One, for such an important conversation on diversity and inclusion, employee engagement and social impact.”

– Desiree Booker, ColorVizion Lab
Kim Vu(Attendee) profile picture

“Timely and much needed convo about the importance of removing the stigma and providing accessible mental health resources for all employees.”

– Kim Vu, Remitly
Florangela Davila(Attendee) profile picture

“Great discussion about leadership, accountability, transparency and equity. Thanks for having me, From Day One.”

– Florangela Davila, KNKX 88.5 FM
Cory Hewett(Attendee) profile picture

“De-stigmatizing mental health illnesses, engaging stakeholders, arriving at mutually defined definitions for equity, and preventing burnout—these are important topics that I’m delighted are being discussed at the From Day One conference.”

– Cory Hewett, Gimme Vending Inc.
Trisha Stezzi(Attendee) profile picture

“Thank you for bringing speakers and influencers into one space so we can all continue our work scaling up the impact we make in our organizations and in the world!”

– Trisha Stezzi, Significance LLC
Vivian Greentree(Attendee) profile picture

“From Day One provided a full day of phenomenal learning opportunities and best practices in creating & nurturing corporate values while building purposeful relationships with employees, clients, & communities.”

– Vivian Greentree, Fiserv
Chip Maxwell(Attendee) profile picture

“We always enjoy and are impressed by your events, and this was no exception.”

– Chip Maxwell, Emplify
Katy Romero(Attendee) profile picture

“We really enjoyed the event yesterday— such an engaged group of attendees and the content was excellent. I'm feeling great about our decision to partner with FD1 this year.”

– Katy Romero, One Medical
Kayleen Perkins(Attendee) profile picture

“The From Day One Conference in Seattle was filled with people who want to make a positive impact in their company, and build an inclusive culture around diversity and inclusion. Thank you to all the panelists and speakers for sharing their expertise and insights. I'm looking forward to next year's event!”

– Kayleen Perkins, Seattle Children's
Michaela Ayers(Attendee) profile picture

“I had the pleasure of attending From Day One. My favorite session, Getting Bias Out of Our Systems, was such a powerful conversation between local thought leaders.”

– Michaela Ayers, Nourish Events
Sarah J. Rodehorst(Attendee) profile picture

“Inspiring speakers and powerful conversations. Loved meeting so many talented people driving change in their organizations. Thank you From Day One! I look forward to next year’s event!”

– Sarah J. Rodehorst, ePerkz
Angela Prater(Attendee) profile picture

“I had the distinct pleasure of attending From Day One Seattle. The Getting Bias Out of Our Systems discussion was inspirational and eye-opening.”

– Angela Prater, Confluence Health
Joel Stupka(Attendee) profile picture

“From Day One did an amazing job of providing an exceptional experience for both the attendees and vendors. I mean, we had whale sharks and giant manta rays gracefully swimming by on the other side of the hall from our booth!”

– Joel Stupka, SkillCycle
Alexis Hauk(Attendee) profile picture

“Last week I had the honor of moderating a panel on healthy work environments at the From Day One conference in Atlanta. I was so inspired by what these experts had to say about the timely and important topics of mental health in the workplace and the value of nurturing a culture of psychological safety.”

– Alexis Hauk, Emory University