Written by Vicki Bauer, Content Marketing Manager
Leaders set the tone for their teams and are often an employee’s first exposure to the organization’s values and culture. They play a critical role in an employee’s perception of their role and the company as a whole, as well as factor in quite highly to their ongoing satisfaction within their role. Seven out of 10 surveyed US employees said they would quit their job if they did not have a good manager, and when you think of the cost of employee turnover, that can be a startling statistic.
So, how do you as a leader create a positive climate at work where people not only want to stay, but they thrive? To explore this further and uncover the answer, we interviewed two of our leaders here at Talogy, Paul Glatzhofer and Silpa Williams, to find out how they tailor their leadership styles in a way that is most beneficial for their team members.
Q&A with Talogy leadership
1. How do you as a leader contribute to building a healthy, thriving workplace?
Paul Glatzhofer, Group Vice President, Americas: I try to lead with authenticity and open communication to build a successful team and workplace. I believe leaders that show up with authenticity allow their teams to also be authentic which can lead to psychological safety – an important part of creating a healthy workplace.
Silpa Williams, Commercial Director, International Sales: For me, it starts with leading with humility and a people-first mindset. Leadership isn’t about having all the answers – it’s about listening, learning, and creating space for others to contribute and grow. I’m human and I know I won’t always get it right, so I ensure I build in time to reflect and revisit conversations.
2. How do you inject that philosophy (the answer to the above question) into your team and your approach to leadership overall?
Paul: First and foremost, I try to be myself in all of my interactions with the team. I spend time each week thinking about what information needs to be shared, with whom it should be shared, and the best way to go about doing that. I am not always successful, but it is an ongoing effort.
Silpa: I try to create a space where people feel seen, valued, and empowered to do their best work. That includes being transparent in communication, celebrating progress, providing constructive feedback when needed, and helping individuals align their roles with their strengths and values.
3. Are there lessons you have learned from previous leaders or mentors you had – good or bad – that you’ve leveraged to help shape your approach to leading a successful team?
Paul: The positive lesson that comes to mind is something that was reinforced by my dad which was the power of open communication and how it helps build, maintain, and grow relationships. My dad was the CFO of a large financial institution, and I was able to learn a lot about how he managed the business and how he dealt with not only his employees, but anyone he encountered in his role.
A ‘bad’ lesson came from observing leaders who were overly reactive and emotional. I didn’t see the benefit of this approach for either the leader or the organization.
Silpa: I’ve learned some great lessons from leaders I have worked with in the past and present. One leader in particular demonstrated the importance of remaining calm and composed under pressure. I am always looking to channel her when the pressure is on. She also had a great sense of humor and the ability to reframe a tricky situation or person. This taught me that, while work can be challenging, it’s important to make it fun and maintain a positive atmosphere.
I have also been fortunate to work with Tim Campbell, who was the winner of the first UK Apprentice. His approach was all about curiosity and continuous learning. He always made time to ask questions, learn from others, and, just as importantly, he made time to say, “Well done” and “Thank you” regardless of the level of effort or overall outcome. Recognizing people’s efforts and acknowledging their contributions is something I’ve carried with me throughout my leadership journey.
Those experiences have shaped my approach to leadership: stay calm, stay curious, and always find ways to celebrate the small wins. Leadership isn’t about being perfect; it’s about being genuine, learning constantly, and fostering a culture of appreciation and respect.
4. What advice do you have for leaders who are currently facing an uphill battle to turn a negative culture around?
Paul: Be open and honest with everyone about what you are trying to accomplish. Get feedback, ask for advice, and continue to alter your approach to be effective.
Silpa: Start by listening to build trust. Constantly challenge and refine your listening skills. In my own experience of our Coaching with EI course, I’ve had to reflect on how well I truly listen and how important it is for people to feel both seen and heard.
Also, driving change is an iterative process and it is important to involve the wider team in the solution, making them feel part of the journey rather than just recipients of change.
5. How do you ensure that a focus on employee well-being and growth remains a priority, even when business pressures and challenges arise?
Paul: I don’t see employee well-being and business growth/pressure as diametrically opposed ideas. I believe that a successful organization (i.e., growing, facing challenges, etc.) is one that puts employees first by focusing on their development and well-being.
Silpa: I believe keeping a focus on well-being enables growth. It is important to focus on it, discuss it, and role model it. I make time and provide space for sessions that support workplace well-being and aim to keep an eye on how people are owning that piece whether that is informal check-ins or simply encouraging people to take breaks and recharge.
Invest in your leaders today
As both Paul and Silpa emphasize, having a people-centered leadership approach is the basis for so many other effective leadership practices. Creating a healthy workplace where employees are at the heart of all you do and feel valued and safe to voice their opinions does not happen overnight. It’s a continuous initiative and one that is under constant review with the intention of making incremental improvements. It’s caring about your people as people and not just as employees. It’s providing employee benefits that enhance their lives and the lives of their families. And it’s putting leaders in place that truly care about their employees, giving them their best chance at succeeding professionally and personally. Investing in your leaders is an investment in your employees and puts them in the best possible position to lead with confidence, empathy, and accountability.
About the contributors:
Paul Glatzhofer, M.A. is an Industrial-Organizational Psychologist, external consultant, and coach with more than 18 years of experience. He has devoted his career to helping organizations and leaders become more effective. Paul has experience with all levels within organizations in both the private and public sectors. As Group Vice President of Americas, Paul overseas the implementation and effective use of leadership assessments and diagnostic tools for both selection and development.
Silpa Williams, Commercial Director and Business Psychologist, leads Talogy’s UK Client Partner team, empowering them to build strong partnerships and deliver impactful, business-relevant outcomes. With extensive experience in the talent assessment and development space, she brings a strategic and collaborative approach to addressing complex talent challenges. She works closely with clients to co-create tailored solutions that drive meaningful impact. Silpa is passionate about fair, human-centered talent practices and supports HR leaders in shaping inclusive, future-ready workforces.
