As the UK Employment Rights Bill progresses and is in consultation, most discussions are about what is essentially required, what you must do – the policies you need to update, the processes you need to amend, the boxes to be ticked. But here’s the thing: this moment isn’t simply what leaders need to do differently - it's about who they need to be. As Jane Saddler, Executive Coach at Core Coaching Ltd, points out, it is about what kind of leadership our workplaces really require to create and support a thriving culture.
The Hidden Mandate
Reading between the lines of the regulation, there is a call for a more human-centred workplace. The Bill places renewed emphasis on worker well-being, flexible working, inclusive practices and transparency, which I don’t believe can be sustainably addressed through checkbox solutions. For HR professionals, this means shifting the conversation with leaders from “This is what you need to implement” to "This is who you need to be."
Moving From Doing to Being
Traditional leadership has often been measured by outputs: decisions made, initiatives launched, and problems solved. The Bill challenges this model by demanding leadership that demonstrates leadership qualities rather than purely outcomes.
The distinction is subtle but transformative:
‘Doing’ leadership focuses on actions: setting goals, holding meetings, making decisions, managing tasks
‘Being’ leadership centres on presence: building trust, managing emotions, creating psychological safety, modelling authenticity
Doing matters, of course, but a leader's presence can provide the foundation for meaningful action – the ‘being’ informs the ‘doing’.
5 Essential ‘being’ qualities for leaders
Regardless of compliance outcomes, you don’t have to look far to find evidence that ‘being’ qualities foster more inclusive, resilient, and high-performing cultures.
Be Curious
A full to-do list can distract us from noticing the valuable ‘human data’ in daily interactions. Staying curious about reactions, interpersonal dynamics, and shifts in energy can offer opportunities for early preventative conversations, before minor issues escalate.
Be Authentic
Authenticity is showing up with the truth, even though things are not clear. It’s about being okay saying, “I don’t know,” and inviting open dialogue.
Be Mentally Fit
Understanding our emotional triggers, reactions, and behaviours and how this impacts our interactions with others is crucial. Leaders who are mentally fit approach conversations with neutrality – they are present, able to listen to what’s being said, and respond resourcefully.
Be Ethical
The Bill’s emphasis on worker protections requires leaders who embody ethical principles in all interactions, not just in formal decisions. If inclusion is valued, leaders must be inclusive in day-to-day micro-behaviours, not just in policy development.
Be Courageous
Difficult conversations can feel uncomfortable but when addressed with compassion and candour, they do more to create trust than to undermine it, sending signals that people and their experiences matter.
What does this mean for HR?
There’s a role for HR professionals to encourage a cultural movement.
What’s going well
Use pulse surveys to spot what’s working and celebrate it. Tell stories of leaders making a difference through inclusive behaviour and their strong presence.
Redefine success
Move beyond traditional KPI’s. Start asking, To what extent do people feel safe speaking up? What is the level of trust within this team? Are we truly listening?
Opportunities for learning
Provide opportunities for leaders to reflect, learn and grow - through peer coaching, reverse mentoring with junior employees, leadership learning circles and prompts or templates to structure reflections.
From compliance to competitive advantage
The question isn't whether your organisation will comply with new legislation, it’s whether you'll use this opportunity to create workplaces where presence enhances performance, relationships, talent attraction and retention.
And for that, the journey begins not with another policy document, but with a conversation about being.
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