Executive Vice President and Chief People & Legal Officer, Manpowergroup
Search every verified Michelle Nettles interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Michelle Nettles, Executive Vice President and Chief People & Legal Officer at ManpowerGroup, has discussed the importance of flexibility and questioning the status quo in leadership. In a 2022 International Women's Day video, she stated that leaders should reflect on how flexibility already applies to them and noted that younger generations, having grown up with more flexibility and diversity, are less inclined to follow the status quo. She added that their inquisitive nature prompts adults to reconsider practices that are maintained simply because "we always have." In a 2020 podcast, Nettles addressed the impact of the COVID-19 pandemic on work and leadership. She described solidarity against the virus as a fundamental human response but expressed concern about emerging nationalism, emphasizing the need for a connected global economy. Nettles argued that trust empowers workers and that human-focused leadership, rather than a mechanistic approach, creates opportunity. She distinguished remote working from flexibility, defining the latter as employee choice in delivering output, and said managers must listen, be vulnerable, and exercise judgment about invading personal space. Regarding diversity and inclusion, Nettles stated that the practice has not progressed significantly and that the pandemic has increased focus on disability and neurodiversity, though progress remains challenged by societal biases.
“When you're in a leadership role you have to be reflective of how is flexibility showing up for you already, because you get to make the decision and no one is there to question.”
“They've lived and grown up with more flexibility, they've lived and grown up with more diversity, and they are a lot less inclined to just follow the status quo.”
“I love the fact that my nephew and the young people I see always question 'why' — that inquisitive nature is so powerful.”
“As adults it at least for me makes me pause and think: why do we do that, and if we just simply say 'because we always have' is that sufficient?”
“I think the big one is solidarity and that by and large we we are we've all identified a common enemy in the virus and we're all eager to overcome that virus. I think that is what is fundamental about human beings.”
“The nationalism that's emerging is heartbreaking, and when you think about where we are as a global economy, it's really important that we stay connected. Supply chains and the importance of them just getting medical equipment or providing services—we must push into being a global economy and the responsibility that th...”
“When you put trust in your workers, you empower them. I think they show up and that's the beauty of human beings. If you really unleash that potential, that potential shows up.”
“For those CHROs who were already very authentic and very much human-focused in their approach, I see them rising to the top. When you lead from a human perspective and not just from a mechanistic approach, you see incredible opportunity and organizations rally behind people.”
“It is truly a COVID one size fit one. For a company, you have to lead with your values to drive what you do. That may still mean your culture evolves, and it's an opportunity to modernize culture and reflect on what is needed to transform and achieve strategic objectives.”
“Flexibility will be here and it will stay. How it manifests will differ from person to person, company to company, job to job. Companies have to step back and look at investment in real estate and technology and the trade-offs because you can't do all at one time.”
“Remote working just simply says you can take your laptop and work somewhere else; flexibility says it's actually the employee's choice in how they deliver their output. That requires leaders to be very clear on output requirements, which some leaders are not clear on.”
“Managers must listen, be vulnerable, empathize, and then ask for forgiveness when they overstep. They must exercise judgment about invading employees' personal space, especially as work and home boundaries blur.”
“Diversity and inclusion will become more fragmented because of the pandemic. Intersectionality becomes even more difficult to unpack and understand unless you actually experience it. Leaders must be prepared to listen, be empathetic, exercise common sense, and be vulnerable to share.”
“The practice of diversity and inclusion has not really progressed; it is often based on what group is easiest to attract or most needed. COVID has increased focus on disability and neurodiversity, but overall, progress is challenged by societal biases and prejudices.”
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In conversation with our amazing ManpowerGroup CHRO, Michelle Nettles, discussing talent, the future of work, diversity, and ...
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