As HR professionals and leaders, we often find ourselves pouring so much into the people we serve that we neglect our own needs. I’ve been guilty of this myself—working hard, staying involved in multiple initiatives, and often viewing my work as my hobby. I believed being “always on” was what made me effective. But recently, I experienced a powerful reminder of just how essential self-care really is.
A colleague of mine, Michelle Hansen, suggested something out of the blue: a Taylor Swift trivia night. As a huge Swiftie, I was excited by the idea, but my first instinct was hesitation. Could I really carve out time for this when my schedule was already so full? Eventually, I decided to just say “yes,” and I’m so glad I did. We didn’t win, but our team name—Shake It Office—definitely won some style points! The night was unexpectedly fun, a great way to bond with my coworkers, and, more importantly, a wake-up call.
This simple experience reminded me that self-care doesn’t always have to be about meditation or solitude (though those can be powerful too). Sometimes, it’s about breaking out of routine and enjoying life outside of work. That trivia night left me feeling recharged and with a more positive outlook for the rest of the week.
I realized that small moments of joy like this can greatly impact our mindset and energy levels. This was a moment of vulnerability—a recognition that I haven’t always been great at taking care of myself, even as I encourage others to do so.
I spoke with my colleague Brandon Laws on a recent podcast, and we came up with some tips for leaders and HR professionals on practicing self-care.
Intentionality Is Key to Self-Care
Self-care, we’ve learned, needs both spontaneity and intentional planning. On one hand, saying “yes” to something spontaneous can be incredibly rewarding. On the other hand, scheduling intentional breaks, like blocking out time each day for a walk or a quick meditation session, can be transformative. For example, Brandon said he blocks out his lunch hour daily and uses that time for walking, eating, or simply decompressing. He also integrated short mindfulness sessions into his day—like Andrew Huberman’s 10-minute non-sleep deep rest technique—to reset his nervous system and clear his mind.
As Leaders and HR professionals, we know the importance of modeling behavior for our teams. This includes showing that self-care is non-negotiable. By taking care of ourselves, we’re better equipped to care for others, make sound decisions, and lead with resilience.
Creating a Culture That Encourages Self-Care
While personal self-care is critical, building a workplace culture that promotes it is equally important. At Xenium, our culture team, XCITE (Xenium Culture Inclusion Team and Enhancement), creates opportunities for connection and recharging. From casual ice cream socials to team bonding events, these moments allow us to step away from work, connect, and feel a sense of belonging. Employers can—and should—create similar low-cost opportunities that encourage self-care and inclusion for their teams.
It’s easy to focus only on productivity and results, but fostering a culture of well-being can lead to better outcomes overall. When employees feel cared for and have permission to take breaks or enjoy team events, it’s a win-win for both the individual and the organization.
Taking Initiative for Ourselves and Others
One of the most impactful parts of my recent experience was realizing how powerful it is when others encourage us to take a break. It’s important to support others— inviting someone to a fun event, suggesting a walk during lunch, or just checking in to see how they’re doing. Leaders can make a difference by recognizing when our team members need a breather and encouraging them to take it.
Self-care doesn’t have to be complicated. It could be as simple as saying “yes” to that unexpected invitation or scheduling a 10-minute reset during a hectic day. Whatever form it takes, self-care is an investment in yourself and your ability to show up as your best self for those around you.
Let’s challenge ourselves to do better—not just for the people we lead but also for ourselves. We can’t pour from an empty cup, but by making small shifts, we can create a ripple effect that benefits everyone.