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Lauren is a Human Resources executive with over 20 years of People and Culture…
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Lauren Tropeano shared thisThis is a picture of the personal safety devices I carry with me all the time. This is just a small glimpse of what it’s like to be a woman who travels alone for work. A constant whisper of many internal thoughts and lots of small considerations that many people (thankfully) have the privilege of never having to think about. Will my Uber take me to my destination or go somewhere else? Will I be followed home? What comments will someone make when I walk by? Can I run in my shoes if I need to? Who else might have access to the main key to my hotel room? There’s a lot of dialogue around women’s safety in the US right now, and I think it’s a conversation that deserves attention. This is a professional platform. But it’s also a platform made up of people. We don’t check our basic human needs at the door when we come to work. And that’s why this has a place here. Because it’s something that unfortunately so many women need to quietly navigate and consider, sometimes also just to do their job. Safety is a basic human need. The more we understand what it feels like for people who worry about not having it, the more thoughtful and compassionate we can be toward one another. It’s also worth mentioning that there are so many good men in this world who are incredible allies and citizens. The actions of few don’t define many. I’m incredibly grateful to be part of a team of male colleagues who know how I feel about (and worry about) safety. They have listened without judgment, and meet my safety quirks with extraordinary empathy when we travel together. Those of you know who you are- thank you! My simple ask here is to be a good human. Be an up stander not a bystander and a be compassionate to and considerate of the experiences of others. We have nothing to lose and everything to gain when we do the right thing. 🤍
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Lauren Tropeano shared thisI always like it when a conversation about HR gets a little spicy... and this was one of them. 🌶️ We covered Renaissance workers, uncovering unconventional talent hiding in plain sight by leaning into #skills, and one of my favorite topics: how we actually motivate humans to work with AI instead of fearing it. And, in addition to all of that, there was one part of the conversation that really got me going... If you know me, you know I just love when people ask me the question about HR earning "a seat at the table." And I never hold back in my answer to this one. The function responsible for the single biggest investment on almost every company's P&L is somehow still asked whether it's worthy enough to be part of the conversation. How does this even make sense? 😵💫 If you're leading people, leadership, organizational design, workforce capability, AI readiness, skills, culture, and performance, you're not adjacent to the business. You are helping build it, sustain it and future proof it. As I continue to sit with this one, going back and forth between genuine curiosity and head shaking disbelief, I've concluded that maybe we've been asking the wrong question all along. Instead of asking whether HR deserves a seat at the table and how to get one, I think we need to ask whether we've built enough People leaders who think and can operate like business leaders AND if we honestly have enough business leaders who think about and care about people. Because both must co-exist in business in order for this work and the people doing it to fully express their value. Thanks so much for having me Al Dea. This one was thoughtful, candid, a little spicy, and exactly the kind of discussion I wish we all could have more often. I'd love to hear what you think after you listen. Spicy takes always welcome! Check it out here: https://lnkd.in/gDmgGuUqThe Renaissance Worker: Rethinking Talent in the Age of AIThe Renaissance Worker: Rethinking Talent in the Age of AI
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Lauren Tropeano shared thisI've been thinking about something for a while. To be honest, I know this is controversial but I think it needs to be said, so hear me out. We’ve glorified stress and intensity at work for far too long. Somewhere along the way, we started believing that if people aren't exhausted, overwhelmed, or operating at their max all the time, they're probably not working hard enough. I don't buy it. Life is a marathon. No one can reasonably sprint through it forever while constantly at peak performance and doing their best work. I believe high-performing teams can also be calm and peaceful. That people need to rest. And that accountability and kindness can coexist while keeping unbelievably high standards at the same time. In fact, when people feel safe, trusted, and supported, they're far more likely to do exceptional work and to want to do it even when it’s tiring. Sitting with these thoughts for some time inspired my latest article for the Forbes Human Resources Council. In it, I explore why "chilling out" might actually be one of the most underrated leadership strategies we have, not because we're lowering the bar or stepping back, but because we're creating an environment where people can sustain excellence over the long term. At the end of the day, the projects will change, strategies will evolve, companies will grow, pivot, and reinvent themselves. But the relationships we build, the way we make people feel, what we've learned along the way and the lives we lead outside of work are what endure. How do we reconcile it all? I believe our greatest opportunity as leaders is to build a culture where excellence and humanity aren't competing priorities, but they're partners. That's where sustainable high performance lives. I'd love to hear what you think. You can find the full article here: https://lnkd.in/grc2_ehNWhy 'Chilling Out' May Be The Culture Strategy Companies Are MissingWhy 'Chilling Out' May Be The Culture Strategy Companies Are Missing
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Lauren Tropeano shared thisOne of the most underrated traits in business today is humility. The willingness to show up and say, “I don’t have all the answers.” To get curious, try something new, to make mistakes and ask for help. The simple willingness to learn from the person sitting next to you. That’s what I loved about our Docebo AI Build Days this week. Our teams came together in Paris and Biassono with permission to play, experiment and build with AI. There was no expectation to be perfect. No experience needed. Just an invitation to be curious. Humility creates space for other people to contribute. It reminds us that we don’t need to have every answer to make progress. Sometimes learning was as simple as a colleague leaning over and saying: “Have you tried this?” That’s the power of learning together rather than alone. Because as humans, we’re wired for togetherness. We learn faster. We get more creative. We help each other grow. Transformation isn’t just about adopting new technology. It’s about creating the conditions where people are willing to be beginners again, to try something new and to feel good taki a step forward. And there is something wonderfully human about that. Thank you to Samuel Irizarry, Samuel Adams and Preet Patel for creating that space and inspiring our team to #neverstoplearning ✨ #AI #Learning #Humility
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Lauren Tropeano shared thisCan we finally stop looking for unicorns? 🦄 You know the one... the candidate with the perfect resume who checks every single box. What if that's exactly the wrong strategy for the future of work? I recently had a great conversation with Benedict Evans about why it's time to move beyond searching for the mythical "purple squirrel" and start hiring for potential instead. One idea we talked about was the concept of the Renaissance worker. A renaissance worker is someone with expertise in one area who is constantly building new skills across others. They're curious. Adaptable. They're just as comfortable learning as they are leading. And they're able to connect ideas across disciplines. I think these are the people who will thrive in the age of AI. The future belongs to organizations that stop hiring people for what they've already done and start hiring them for what they're capable of becoming. Thanks, Benedict, for such a thought-provoking conversation. Check out the full article here: https://lnkd.in/g3f4RKRa I'd love to hear your take. Are we still putting too much weight on the "perfect" resume?Docebo's CPO on hiring for adjacent skills, not perfect resumesDocebo's CPO on hiring for adjacent skills, not perfect resumes
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Lauren Tropeano shared thisWhew, it's been a whirlwind couple of weeks getting the kids back to school and settling into fall! I'm a bit behind on sharing about this but I recently had the chance to chat with Nicole Hammond on Hiring Happy Hour about what preparing for the workforce of 2030 really looks like. Here's something that really stuck with me in our conversation. By 2030, nearly 70% of the skills we use at work today are expected to change. That's a lot to take in... but I don't see that as something to be afraid of. I see it as an opportunity to rethink how we hire, develop, and grow our people. And I continue to believe that as AI takes on more technical work, our human skills become even more valuable. Curiosity, judgment, communication, empathy and adaptability will be some of our greatest differentiators as humans in an AI driven world. We also talked about hiring for potential over perfection, building skills-based organizations, and why it's better to start small and learn than wait for the perfect plan. It was a fun conversation. Thanks for having me Nicole Hammond 💛 Check out the clip below, and you'll find the full episode in the comments. I'd also love to know what human skills you think will be valuable more than ever at work? Leave me a comment with your thoughts.
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Lauren Tropeano shared thisThe skills our people need are evolving faster than ever, and the way we learn has to evolve with them. For me, the biggest shift is this.... Learning can no longer be something we pause work to do. It has to become part of how work gets done. As AI reshapes roles, our responsibility is to create opportunities for people to build new capabilities through experience, experimentation, and application in real time. The organizations that will thrive won't be the ones with the most training. They'll be the ones that make learning part of their everyday rhythm and connect it directly to business outcomes. For global and hybrid teams, that means creating an environment where people feel supported, connected by a shared purpose, and empowered to continuously grow. Learning isn't about accumulating knowledge. It's about building capability. When people grow, organizations grow with them and everyone wins. 🪴 https://lnkd.in/eaqaVC3r16 Ways To Build A Learning Program That Works In 202616 Ways To Build A Learning Program That Works In 2026
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Lauren Tropeano shared thisI’d rather be an optimist and be wrong than a pessimist and be right. - Ole Gunnar Solskjær (Pic of double rainbow 🌈 I saw while driving- silver lining to some of the crazy rainy summer days we’ve been having!)
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Lauren Tropeano shared thisA few days ago I celebrated sixteen years of marriage. Inspired by my friend Kyle Lacy who recently did the same, I want to share about this milestone and my incredible other half Giovanni. If you work in leadership long enough, people start to think they know your story. Your career moves, your thought leadership and “how do you do it all”. What most people never know or see are the people behind it all who make it possible to keep showing up. I’ve been privileged enough in my career to get to know a lot of the partners behind the leaders and it’s truly incredible to see how formative they are to the journey of successful people. Gio and I are high school sweethearts, which still feels a little wild to say out loud, because we were basically kids when we met. Statistics say that only 2% of high school sweethearts actually make it. Its so special that we are part of that small group. Long before careers, children, or any idea of what our lives would become we bet on each other. We built our lives on possibility, resilience, loyalty and commitment. We built shared values growing up together and always decided to choose each other even when things were hard. He knows me at my best, but more importantly he deserves a medal for knowing me at my worst. He’s seen the exhaustion, the constant struggle of being a parent and a professional at the same time, and is always there on the days where I question everything. And somehow, he still shows up with love, humor, and a level of patience that should honestly be studied. He is my constant. My calm in the chaos. My quiet champion. The single person who knows me for exactly who I am and is also truly the kindest, most humble human I know. What I love most is that our partnership has never been about traditional roles or keeping score. It’s always been about ‘us’- about building a life where we both get to thrive, even if that sometimes means one of us is thriving while the other is just trying to make it through helping with homework and morning drop offs. We both take all the turns at everything and it matters profoundly. Leadership can be lonely. And I don’t think we talk enough about how much it matters to have someone who sees past the job title, past the version of you the world gets to see, and just loves you as an imperfectly perfect person. So, as we celebrate 16 years of marriage, I keep coming back to this professional truth: The best decision I’ve ever made professionally wasn’t a career move or choosing a certain company. It was choosing a partner who gets it and genuinely shows up for you every day. Giovanni, thank you for believing in me, for your patience, your humor, your steadiness, and your love that never asks for anything in return. ❤️ (Pic from Gio's senior prom when we were just kids 🌹)
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So excited for this conversation JESS VON BANK! See you in Paris
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Lauren Tropeano reacted on thisLauren Tropeano reacted on thisI’ve always been a huge believer in shadowing as a development tool. Back when I designed learning and development programs, I built entire development paths around it. At Red Robin, I designed a self-paced program where team members shadowed different roles, earned certifications in each area, and collected pins (think Girl Scout badges!) as they progressed toward management opportunities. It did more than develop future leaders. It created a much more dynamic, cross-trained team where “I don’t have anyone who can cover this role today” became a lot less common. As I’ve grown as a leader, I’ve never stopped using shadowing, both formally and informally. I shadow my managers, frontline team members, peers, leaders…pretty much anyone willing to let me tag along. So when Sarah Swanson asked if she could shadow me for a day as part of her effort to learn more about different areas of the business, I was immediately in. And we had the best day. She got a very real look at what an SVP of Customer Experience day can look like—from handling the inevitable ad hoc fires to digging into data, strategic planning, and translating all of that into cross-functional initiatives and department priorities. I happened to have a lighter meeting day, which made it even better. Instead of just watching the action, we had time to talk about the “why” behind it and dig into how I think about decisions, priorities, and the business. And, as all good shadowing experiences should work, the learning went both ways. I taught her some of my Gmail inbox tricks, and she showed me better ways to organize my Slack. This felt like such a great example of Docebo “Never Stop Learning” mindset in action and of the collaborative culture here. Thanks for riding along for the day, Sarah! I loved getting to learn from each other.
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Lauren Tropeano liked thisLauren Tropeano liked thisI just wrapped a fantastic, highly collaborative group discussion on "Collective Sensemaking in the Age of AI" at MIT Sloan School of Management I miss IRL (in real life) discussions. It feels incredibly refreshing to leave the "internet" and engage in collective sensemaking in the physical realm - face-to-face - with real people and real executives across varied industries who have genuine skin in the game. Huge thanks to MIT Sloan CIO Symposium leadership for organizing this and sharing the powerful "Inquiry" framework. #AIWeekBoston
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Lauren Tropeano reacted on thisLauren Tropeano reacted on thisLauren Tropeano is Chief People Officer of Docebo. In this episode, Lauren explores how organizations can navigate rapid change, develop talent, and create the conditions for successful AI adoption. She introduces the concept of the “renaissance worker,” someone who combines core expertise with adjacent skills and interests to create value beyond traditional roles. Lauren discusses how a skills-based talent philosophy can help organizations identify and deploy employees’ capabilities, why HR leaders need to understand the broader business, and how leaders can encourage AI experimentation through learning and invitation rather than mandates. Listen Here: https://lnkd.in/eZZ9W-7v
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Lauren Tropeano reacted on thisLauren Tropeano reacted on thisHere's a truth about the CHRO seat that nobody wants to say out loud. Your job security isn't tied to your performance. Its tied to one relationship. The data just confirmed it. Nearly half of the Fortune 200 CEOs appointed last year replaced their CHRO. 39% of new CHRO appointments came right after a CEO change. Read that again. The single biggest predictor of whether a CHRO keeps their seat isn't engagement scores, or retention, or the money they saved, or the transformation they led. Its whether the CEO who hired her/him is still there. We dont talk about this because its uncomfortable. We'd rather believe the seat is earned on merit and kept on results. And its earned on merit. But its kept on relationship. With one person. Here's the part that'll be unpopular. I don't think that's entirely wrong. The CHRO is the CEOs closest confidant on the hardest, most human decisions in the company. Who to promote. Who to exit. How to handle the executive whos brilliant and toxic. That role only works on deep trust. A new CEO wanting their own person in that seat isn't pettiness. Its the nature of the job. So here's what I wish someone had told me earlier, and what I tell every CHRO I coach now. Stop treating the CEO relationship as a soft skill you'll get to. It is the job. Not the deliverables. Not the dashboard. The trust. Protect it, invest in it, and be honest inside it even when honesty is the risky move, because a relationship that cant hold your truth was never protecting you anyway. And build your life so that no single relationship, at any one company, owns your financial security or your sense of worth. That's not cynicism. That's the only real security there is. The CHROs who understand this sleep fine through a CEO transition. The ones who don't find out the hard way that the seat was never theirs. It was on loan. If your whole security plan is one persons continued employment, that's the gap worth closing.
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Lauren Tropeano liked thisLauren Tropeano liked thisThe best AI GTM shops I know all say you need 3 things. If you don’t have them, AI is just a toy, not a tool. 1️⃣Documented process If you can’t walk a human through how to do a workflow, your agent won’t be able to do it. If you aren’t sure if a workflow works, your agent won’t make it work. Agents don’t make something from nothing. They take a workflow with tons of places where humans are inconsistent and bring consistency. You will get consistently better or worse outcomes from agents. It all depends on if the process is good or not. Not if the agent is good or not. 2️⃣Harness All those little things you need to know so that you can run the process, that’s the harness. Harness is a dumb word. It’s just context really. Agents need to know your qualification criteria to qualify inbound leads. Without the focus the harness brings, there are too many ways AI can mess up. It’s like saying you want a great lawn. Once you have context of your climate, species of grass, weed control, it’s a lot easier to make your lawn awesome. 3️⃣Data Strategy and cleanliness CRM + warehouse + signals + ETL + etc etc So much data, so many places. If you don’t have a strategy of what is where and how it works, AI is lost. You need a unified record across all the places data lives. I’ve heard a few people using Clay Audiences for this. The key is not another warehouse but a GTM-native action layer on top. Non-GTM folks need that same data and creating another source doesn’t work. You don’t just create an agent on the weekend that transforms GTM. You can build a little helpful toys for sure. But reps have enough little toys. Having these 3 things is the real place to start building tools.
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Lauren Tropeano reacted on thisLauren Tropeano reacted on thisIt’s been a couple of weeks since I officially hit my 3-month mark as a BDR at Docebo Toronto! It’s been quite the journey so far, and I’m proud to be part of a company and community filled with so many motivated people. A special thank you to my manager, Aaron Clark, and team lead, Claire Jewell. Your guidance and mentorship, not only for me but for the entire team, have been incredibly valuable. Excited to keep learning, growing, and pushing myself alongside this amazing team. Let’s get it!
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Bronze Award for Customer Partnership Excellence
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Forbes Human Resources Council
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