How High-Trust Teams Future-Proof Organizations
BY Ade Akin April 02, 2025In an era of relentless innovation and constant disruption, building trust within teams isn’t just a soft skill for organizations; it’s a strategic imperative. Zach Smith, the chief activation officer at Activate 180, led participants through a thought-provoking exercise at From Day One’s March virtual conference, asking them to cross their arms “naturally” and “unnaturally” to underscore a fundamental truth about human behavior: Our brains are wired to resist change. The exercise’s goal was to remind the audience they would always revert to how they usually crossed their arms, regardless of how many times he made them do it unnaturally. “We naturally revert to what’s familiar—it’s the mere exposure effect,” Smith said. “But in a world where change is exponential, clinging to defaults can stifle growth.”Smith discussed how organizations can tackle this natural resistance to change by fostering high-trust environments as workplaces face unprecedented disruptions.The Neuroscience Behind our Resistance to ChangeHumans see change through a primal lens. It’s either a threat or an opportunity. “Our ancestors survived by treating unfamiliar shifts—new predators, scarce resources—as threats,” Smith said. “Today, that same instinct triggers survival mode in workplaces, limiting innovation.”Zach Smith, the chief activation officer + co-founder of Activate 180, led the thought leadership spotlight (company photo)This neurological preference to stick to the familiar often leads to suboptimal decision-making, from clinging to outdated practices to avoiding transformative technologies. Being resistant to change is not a viable strategy for organizations in today’s competitive landscape that’s regularly being disrupted by new technologies. Futurist Ray Kurzweil, whom Smith cited, famously predicted that the 21st century would bring 20,000 years of progress. Kurzweil’s predictions have been startlingly accurate from smartphones to artificial intelligence. “If we’ve seen this much upheaval since 2000, imagine the next decade,” Smith said. “Leaders must rewire teams to see change as an opportunity—not a threat.”The High Cost of Low TrustGallup’s 2024 data paints a grim picture as employee engagement hit an 11-year low, with more than 50% of workers eyeing new roles. Smith says that low trust within organizations is responsible for this lack of engagement. “When trust is lacking, communication breaks down. Silos form. People disengage or leave,” Smith said.In contrast, high-trust teams are considerably better at adapting to change. Dr. Paul J. Zak’s study of thousands of organizations found that high-trust teams:Have 76% higher engagementAre 50% more productiveAre 88% more likely to recommend their workplacePractical Steps ForwardZach’s insights weren’t just theoretical; he provided actionable strategies for leaders looking to transform their organization’s culture. First, introduce new processes and ideas slowly. Run low-stake experiments regularly that allow team members to familiarize themselves with new processes and ideas gradually. “Just as you can learn a new way to cross your arms, you can learn new ways to work together,” Smith advised.Another important component is promoting transparency. Share successes and challenges candidly with team members, inviting input and fostering an environment where constructive dialogue flourishes. Smith says this openness helps to reduce the stress and anxiety caused by uncertainty. “Trust isn’t abstract—it’s a competency,” Smith said. “It’s the ‘savings account’ you build through consistency. Withdrawals—like broken promises—cost more than deposits.”During the conversation, Smith drew an unexpected analogy from nature to highlight the importance of high trust in organizations, explaining how Canadian geese use a “V” formation when flying to share leadership and reduce fatigue. The V formation creates drag as it pierces through the air, leading to the goose at the head of the formation doing the most work while the geese at the tails do the least. This allows the birds to cover much longer distances than they could travel if the group stopped when the leader was tired. “The front goose does the heaviest lifting, then rotates back to recover. It’s shared responsibility in action,” Smith said. Teams that emulate this model—where trust enables collaboration—achieve an “amplification effect,” outpacing competitors.For Smith, systematic coaching is the key to developing a similar level of cooperation. “Trust isn’t just HR’s job. It requires intentional, organization-wide habits—like empowering employees to voice concerns without fear,” he added.Building trust in an organization starts with small, consistent actions. Clarify expectations to reduce ambiguity. Delegate meaningful responsibilities to demonstrate confidence in team members’ abilities, and acknowledge everyone’s contributions to reinforce their value.“Trust transforms employees from transactional workers to invested partners,” Smith said. In high-trust cultures, teams navigate change collaboratively, viewing challenges as shared missions rather than threats.In Smith’s closing remarks, Kurzweil’s optimism about humanity’s adaptability resonated: “Curiosity and resilience will define successful organizations. Leaders who prioritize trust aren’t just preparing for the future, they’re shaping it.”Editor’s note: From Day One thanks our partner, Activate 180, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by PeopleImages/iStock)
Encouraging Employees to Be Proactive About Their Mental Health and Well-Being: a Strategic Approach for Companies
BY Ade Akin March 18, 2025Covid might be old news now, but its impact on mental health lingers in many workplaces. “80% of employees have experienced some sort of stress at work in the last week, but the way we address it is changing,” Jon Shimp, the head of sales at Calm said during a thought leadership spotlight at From Day One’s Salt Lake City conference. Shimp, who has over 20 years of experience in the digital health space, says it’s time for mental health support from employers to evolve from the reactive crisis management approach of the pandemic era to preventative care and personalized solutions.The Mental Health Crisis at WorkThe numbers are staggering: an estimated 20-25% of adults report dealing with mental health conditions annually, according to the National Alliance on Mental Illness (NAMI). While stressors like political shifts and return-to-office policies can exacerbate workplace anxiety, the real problem is how companies respond. Many employers adopted an “everything-at-once” approach during the early days of the pandemic, scrambling to provide mental health resources for employees, says Shimp. “It wasn’t necessarily a strategy; it was a volume play,” he said. Companies now have the opportunity to refine their approach to addressing the mental well-being of their employees by assessing what works, eliminating ineffective policies, and streamlining access to care.From Vendor Fatigue to Smarter CollaborationThe exponential increase in the popularity of digital health solutions has created unintended consequences like vendor fatigue. HR leaders often report feeling overwhelmed by the many options available. “There are over 200 vendors competing for mindshare in the benefits space,” Shimp said.From Day One CEO and co-founder, Nick Baily, interviewed Shimp of CalmOne major shift that’s ongoing is encouraging vendors to collaborate. “A lot of these services are interrelated,” he said. “If they can pass referrals to each other and share data, it leads to better care outcomes.”Companies can better serve employees with a holistic approach instead of segmenting the treatment of physical or mental health disorders. By managing health holistically rather than segmenting conditions like diabetes, hypertension, and mental health, companies can provide employees with a seamless experience.The Mind-Body Connection: A Holistic ApproachOne popular misconception about mental health disorders is that they occur in isolation. Research shows that many mental disorders are linked to chronic health problems. “If you have a chronic condition like diabetes, COPD, or heart failure, you have a 50% likelihood of experiencing depression,” Shimp said. “For those with multiple chronic conditions, that risk jumps to 75%.”Companies are starting to recognize the importance of addressing employee mental and physical health issues together. For example, Calm Health leverages its well-established meditation and sleep tools with clinically validated assessments like the General Anxiety Disorder (GAD) and Patient Health Questionnaire (PHQ) tests, helping to identify employee needs early on and paving the way for targeted interventions. Traditional benefits packages often miss the mark because of a lack of personalization. “Middle-aged men, for example, are historically terrible at engaging with their healthcare benefits,” Shimp said. “They’re not waking up thinking, ‘I should check my benefits page for a therapist.’ But if they start with a sleep story or a focus tool, that’s an entry point into deeper engagement.” Calm Health personalizes recommendations based on every employee’s needs, from managing chronic conditions to helping with stress management. The Importance of Preventative CareCompanies have traditionally focused their efforts on the mental health of employees in crises, often neglecting those who are generally doing well but experience anxiety occasionally, Shimp says. “Preventative care is essential to stop employees from sliding into high-acuity situations,” he said. “Maybe someone is dealing with a bad breakup or grief. Providing them with resources early on can prevent more severe issues down the road.”Employers are now prioritizing investing in tools that help employees deal with everyday stress, protecting their mental health instead of waiting until they’re in a crisis. Leaders will play a vital role in reshaping workplace culture as attitudes toward employee mental health become more proactive and less reactive.“Leaders showing vulnerability is a huge piece of the puzzle,” Shimp said. “Employees need to see that their managers are human too.” Leaders sharing their struggles with team members normalizes conversations about mental health and encourages employees who need help to seek it. One message remains clear as companies refine their approach to employee mental health: personalized, preventative, and holistic solutions are the future of workplace wellness. Employers who embrace this shift aren’t only supporting the well-being of their employees; they’re fostering a healthier, more productive workforce. Editor’s note: From Day One thanks our partner, Calm, for sponsoring this thought leadership spotlight.Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Sean Ryan for From Day One)
How AI is Revolutionizing Hiring Decisions by Focusing on Quality Over Quantity
BY Ade Akin March 06, 2025“We’re in an era where every hire counts,” said Scott Parish, the CEO of Hireguide, a skills-based interview intelligence platform.Parish, a recruitment veteran with deep roots in human resources, organizational psychology, and product strategy, spoke during a thought leadership spotlight at From Day One’s February virtual conference. Parish spoke about how artificial intelligence (AI) is transforming the hiring process from a subjective, error-prone process that relies heavily on interviews to a science-driven strategy focused on the quality of hiring decisions—a metric TA leaders can control.The Shift From “Quality of Hire” to “Quality of Hiring Decisions”For decades, companies measured TA success through the quality of hires, tracking metrics like performance, retention, and promotion rates. This is a flawed approach to talent acquisition, says Parish. “Quality of hire is like asking, ‘Did you win the poker hand?’” he said. “You can’t control luck, but you can control how well you play your cards.”Parish advocates for focusing on the quality of hiring decisions and prioritizing structured interviews, skill-based assessments, and data-driven evaluations. It’s a critical shift at a time when businesses face tighter budget constraints. “The C-suite knows that improving 100 hires can save millions,” he said. “TA leaders need tools to prove their impact.”AI’s Role in Building Structured, Bias-Resistant ProcessesTraditional hiring processes rely heavily on unstructured interviews, which only predict about 4% of the variance in job performance. Applicant tracking systems (ATS) worsen the issue by storing low-relevance, fragmented data. “ATS platforms track candidates but don’t help you decide,” he said. Tools like Hireguide’s Interview Intelligence software are now used to organize unstructured data, transcribe conversations, align responses to skills-based scorecards, and flag biases. “AI isn’t replacing humans, it’s enabling a process where interviewers ask the right questions, capture the right data, and make decisions rooted in evidence.”One insurance company Hireguide previously worked with reported reduced attrition among new sales hires after using AI to identify traits many managers prioritize, like competitiveness, that did not correlate with job success, says Parish. Instead, traits like “closing details” emerged as the accurate predictor—an insight that would have been hidden in messy interview notes without AI. Addressing Bias and Accuracy: Systems Over TrainingAI doesn’t eliminate bias from the hiring process, but it can be used to create systems that mitigate human biases in real-time. Parish cites Harvard Kennedy School professor Iris Bohnet’s research: “Bias training matters, but it’s not enough. You need process guardrails.”Structured interviews, multiple assessors, and skill-based criteria reduce hiring bias by as much as 30 to 40%, according to Bohnet in her book What Works. AI amplifies this by standardizing questions, anonymizing responses, and ensuring consistency. “If everyone’s scored on the same 10 skills, you’re less likely to favor candidates who ‘feel’ like a fit,” Parish said.Practical Steps for TA Leaders to Integrate AI into the Hiring ProcessParish, the CEO and founder of Hireguide, led the virtual discussion While AI has emerged as a promising tool to streamline the recruitment process, Parish recommends integrating the technology incrementally. “You don’t need a full overhaul,” Parish says. “Start by training interviewers to probe for specific skills—AI can handle the rest.”Start by defining your decision criteria and identifying ten crucial skills for success in the role. Align your interview questions with these criteria to ensure a structured evaluation process. Use AI to generate skill-based interview guides, making interviews more consistent and effective. Instead of relying on handwritten notes, leverage AI to organize transcripts and create scorecards for each candidate. After 100 days, assess how well new hires demonstrate the ten skills identified at the beginning.The Future of Hiring: Predictive Analytics and Merit-Based OutcomesParish says AI will play a more prominent role in the coming years, linking hiring data to performance metrics and creating predictive models that refine hiring criteria. For example, if “problem-solving” scores correlate with 100-day success, that criteria can be given more weight during future interviews. Making AI a part of the hiring process supports programs like diversity, equity, and inclusion (DEI). “Structured processes let you champion DEI and merit [simultaneously],” Parish pointed out. “You’re not lowering the bar—you’re making the bar visible.”Parish concluded the conversation by reminding TA leaders of their broader impact as the hiring process becomes more scientific. “Interviews are the gateway to opportunity. A fair, rigorous process doesn’t just boost retention—it changes lives.” AI is now helping to widen that gateway, making qualified candidates more visible. Editor's note: From Day One thanks our partner, Hireguide, for sponsoring this thought leadership spotlight. Ade Akin is a writer who specializes in the emerging applications of artificial intelligence.(Photo by Parradee Kietsirikul/iStock)