8 Questions Chros Should Regularly Ask Themselves

One daily question that comes into my mind is, "Am I truly empowering our teams and HR professionals to create and deliver to their maximum potential?" For our purpose at HRDQ, it is to empower learning solutions to build individual and organizational capability. This question keeps me focused on whether our products, tools, and community efforts are building leaders and teams with the capabilities needed to accomplish their objectives.

I always keep in mind how HRDQ's material, from dynamic resources to webinars and workshops, is fueling engagement and practical skill-building. I consider how our clients experience the impact of our resources and if they leave with tangible strategies for improving team performance. Aligning HR plans and organizational goals is central to what I do.

This introspection also makes me consider the culture we foster at HRDQ itself. Are we practicing what we teach others regarding behaviors in our instructional solutions? Are we building teamwork, flexibility, and continuous improvement among our internal team members? By continuously asking myself this question, I can then assess if our internal processes mirror the principles of development we train others on externally.

Finally, this question prompts me to focus on significant results, more productive teams, increased involvement, and greater organizational performance. It helps to remind us that HRDQ is a trusted partner for HR professionals who want to create significant change in their organizations.

The question I ask myself regularly to ensure I am effectively leading the HR function and supporting the organization's success is the following:

"Are the policies and best practices I am implementing genuinely improving the employee experience and helping us to meet business goals?"

This question addresses the two main priorities of HR: the people and the business. The people are the employees, the humans we are serving. How are we doing with engagement, employee well-being, and the heart and soul of the organization? The other priority is the business itself. What are our business outcomes? What does retention and performance look like? Are we compliant? Are we maintaining profitability?

The reason I ask myself this key question is because I need to ensure I am striking the balance between supporting the business while also supporting the people. If I am leaning too much in one direction after I ask myself this question, this might be a cue for me to shift priorities. I don't want to be too transactional or too people-pleasing. There needs to be that balance. This balance is the goal.

Am I Developing People or Just Managing Problems?

This question forces me to evaluate whether I'm being proactive about team development or just reacting to issues as they arise. The distinction shapes how I approach every HR decision at SCOPE.

When I focus on developing people, I'm thinking about career progression, skill building, and creating opportunities for growth. This approach prevents many problems before they start because engaged, developing employees rarely become performance issues or retention challenges.

The question helps me shift from administrative HR tasks to strategic talent development. Instead of just processing requests and handling conflicts, I'm actively working to make each team member more capable and satisfied with their professional growth.

I evaluate this monthly by looking at specific actions I've taken to advance someone's career, provide new learning opportunities, or connect their work to meaningful outcomes. If I'm only handling problems without developing capabilities, I'm missing the strategic value HR should provide.

The impact shows in retention rates and team engagement. When people feel genuinely supported in their professional development, they become more invested in organizational success. They also require less management intervention because they're motivated by growth rather than just compliance.

This perspective transforms HR from a support function into a competitive advantage. Developing people creates stronger teams that drive better business results while reducing the time spent managing problems.

From a CEO's perspective, the question I consistently ask myself is, "How are we enabling our people to be at the forefront of innovation?" This goes beyond traditional HR metrics and delves into the core of how Edstellar empowers its workforce. It's about fostering a culture of continuous learning and development, which is critical for an organization's long-term success. By investing in our team's growth, we're not just upskilling them; we're building a resilient, adaptable, and forward-thinking workforce. This approach ensures that HR isn't just a support function but a strategic partner driving business outcomes and positioning Edstellar as a leader in the corporate training space. This focus on people-centric innovation is the key to our success and a lesson I believe every leader should embrace.

The question I often ask myself is: "Are people comfortable telling me the things I might not want to hear?"

That single question keeps me grounded. HR isn't just about policies or processes. It's about whether people trust you enough to be honest. If they don't, then the function isn't really serving the business.

I try to check this in small ways. In team meetings, I ask open questions and resist the urge to jump in too quickly. I remind managers that real feedback, even if it stings, is more useful than polite silence. And when employees raise issues, I make sure they can see follow-up action; otherwise, speaking up starts to feel pointless.

When this works, problems surface early instead of festering. People also feel more committed because they know their input shapes how the company runs. That one question helps me test if HR is doing its job or just going through the motions.

The question I ask myself regularly is: "Would I want to work here if I weren't the founder?"

It's a simple filter, but it forces me to step out of the leadership bubble and look at our culture, policies, and daily experience from the perspective of every team member. When you're running a company, it's easy to focus on big-picture metrics—growth, profitability, customer satisfaction—while assuming the employee experience will naturally follow. In reality, it needs the same intentional design and constant iteration.

Asking this question pushes me to examine things like: Are we creating an environment where people feel valued beyond their output? Are opportunities for growth accessible to everyone, not just the most vocal? Do our benefits, feedback loops, and flexibility reflect the kind of workplace I'd actively choose?

One example that came out of this reflection was how we approached flexibility. We already offered remote work, but when I asked myself that question honestly, I realized I'd still want more autonomy over my schedule. That led us to implement results-focused work hours, giving people ownership over when they work as long as outcomes are met. Morale and retention improved almost immediately.

I've learned that leading the HR function isn't just about policies—it's about empathy in practice. This question keeps me grounded, reminds me to listen more than I speak, and ensures that the culture we're building is one I'd proudly join, not just one I happen to lead.

One question I regularly ask myself is: "Are we creating an environment where people can do their best work and want to stay?"

This simple question helps me stay focused on both performance and retention. It reminds me that effective HR leadership isn't just about policies or hiring metrics. It's about building a culture of trust, clarity, and growth.

If the answer ever feels uncertain, I dig deeper. Are we listening to feedback? Are career paths clear? Are managers trained to lead with empathy and accountability?

Leadership is not static. Asking this question keeps me aligned with our team's evolving needs and ensures that HR remains a strategic partner in our company's growth.

Hello,

The one question I ask myself constantly is: "Are we designing roles that make people feel essential, not just employed?"

At Neolithic, we don't just hire to fill a seat; we craft roles around talent that can evolve with the company. When we started empowering warehouse leads to co-develop workflow improvements, we saw a shift: fewer errors, stronger morale, and even an uptick in retention.

If your people don't feel like co-architects of the company's success, you're just managing bodies, not building culture.

Best regards,

Erwin Gutenkust

CEO, Neolithic Materials

https://neolithicmaterials.com/