HR Are Not "Service Bunnies": Why Doing It All Is a Systemic Myth
A few days ago, two of my team members shared a feeling that many high performers know all too well: Guilt.
They felt guilty for not getting through their endless to-do list after unexpected crises hit.
I know that feeling. I spent years suffering from it until I realized a fundamental truth: Most corporations are structured in a way that makes it literally impossible to finish everything.
If you want to build true authority and protect your energy, you have to stop playing a game you are designed to lose. Here are three uncomfortable truths we need to address:
The Myth of the Empty Inbox
As a publicly traded company, the system is optimized for continuous output. Even if we double the headcount tomorrow, the workload will simply expand to match the new capacity.
When you accept that "finishing everything" is a mathematical impossibility, the guilt starts to fade. You realize you aren’t drowning because you are inefficient; you are drowning because you haven’t set boundaries. You are helping row the boat—you aren't required to save the ocean by yourself.
The Trap of Immediate Availability
In HR, we pride ourselves on being service-oriented. But there is a fine line between being accessible and becoming a reactive "service bunny."
When you drop your strategic work every time someone knocks on your door, you unconsciously signal that their unexpected request is automatically more important than the focus work you were doing.
True Business Partners manage their internal clients. They say: "This is important, and I will give it my full attention at [scheduled time]."
Holding that brief moment of tension when you don't instantly jump feels uncomfortable. But that discomfort is where respect is built. And in leadership, respect beats popularity every single time.
The Unconscious Conditioning
In my practice, I observe a distinct pattern: Women in business often struggle far more with this guilt than men.
Societal expectations have conditioned many women to keep every ball in the air, prioritize short-term harmony, and take on the emotional labor of an organization—often at their own expense. Many men, by contrast, have been trained to prioritize ruthlessly. They accept that some balls must drop so they can focus on the few that actually drive results.
It’s time to adopt that mindset: The most important ball is rarely the one screaming the loudest at your office door.
The Ultimate Goal of HR
Strategic topics—like developing strong leaders in operational weak spots—are what prevent daily fires in the first place.
My philosophy on Leadership Enablement is simple: Good leadership training should aim to make routine HR intervention obsolete. We want leaders who solve daily operational friction themselves, freeing HR to focus on long-term strategy.
Stop trying to be everybody's darling.
Park the low-impact balls. Manage your door. Own your time.
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