Leigh Winter’s Timeless HR Truths 2.0

"I’ve posted snippets before, but this is the full playbook—straight from the woman who taught me what real leadership looks like."

I’m not big on sharing personal stories online—but lately, I’ve been thinking about how people pass down family recipes, handwritten advice, and wisdom that never goes out of style.

In that spirit, I’m sharing something passed down to me—not from a cookbook, but from decades in the HR trenches. These are "Timeless HR Truths" from my mother, Leigh Winter.

She was my first mentor in HR, and still holds the title as one of my best—and the longest-serving—mentors. Long before HR became my own calling, she showed me what real leadership looked like: practical, people-centered, and grounded in dignity and common sense.

Over the years, I’ve shared a few of her insights. But this is the most complete version—a one-page collection of her top truths. Simple standards. Five decades of people-leadership experience. And still relevant in any industry, any decade, any workplace.

✅ Practical✅ Time-tested✅ Grounded in dignity, accountability, and wisdom that works

Whether you’re leading teams today or developing the next generation of leaders, I hope you’ll find something in here that speaks to your experience—and sharpens your approach.

Leigh Winter’s Timeless HR Truths- 2.0

·        If you want to know something, ask. (Think engagement surveys—or better yet, real conversations.)

·        If you want to get into the game, go where it’s being played—and engage. (Leadership happens in the arena, not from the sidelines.)

·        Doing nothing about a people problem is rarely a solution—it’s usually just a compressed delay of negative impact. (Delay compounds dysfunction. Action creates clarity.)

·        Don’t use the word 'attitude.' Describe behaviors instead—it leads to more effective conversations. (Behavior is observable. Attitude is assumable.)

·        A strong producer isn’t automatically a strong manager. (Leadership requires new skills—and consistent development.)

·        No one should be surprised when they’re being terminated. (Transparency and feedback are key responsibilities of leadership.)

·        Always protect dignity and self-respect. (Especially in the hard moments—that’s when it matters most.)

·        There’s rarely anything new in training. (Focus on what works and how people learn—relevance, repetition, and reinforcement.)

·        Share the bottom line first—then explain the 'why.' (People want the headline before the story.)

·        You are responsible for your own growth. (Companies can support it—but they can't own it.)

·        Celebrate effort, not just outcomes. (It builds resilience, motivation, and long-term performance.)

·        Some people lead. Others follow. Respect both. (Every role has value—leadership is not a hierarchy of worth.)

·        You can’t make people smile. But you can make them want to. (Foster an environment that invites engagement and joy.)

·        Most people want to do well—but environment and genetics matter. (Performance is influenced by more than willpower.)

·        Praise in public. Discipline in private. (It preserves dignity and builds trust.)

·        If you want something, say so. (Clarity is more productive than hoping someone reads your mind.)

·        Want to understand motivation? Ask. (Yes, again.) (The answer may be simple—and surprising.)

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