Moody At Work

Moody At Work Revolutionizing Workplace Culture and Financial Services

08/26/2026

Here is something no job description, promotion criteria, or leadership framework is measuring right now.

Empathy.

Not as a soft skill. As a hard number.

Zety and SIGMA Assessment Systems analysed nearly 20 years of personality assessments across more than 4,000 managers. What they found should be sitting at the top of every CEO, COO, and HR leader's agenda.

Managers score between the 27th and 39th percentile on empathy. Below the population average. Every industry. Including HR. Including healthcare. The people responsible for shaping your employees' daily experience of work are, on average, less emotionally equipped to do it than the general population they lead.

And here is why this keeps happening.

Organisations promote based on what they can see and measure. Revenue. Output. Technical competence. These are visible, trackable, and easy to reward with a title change. Empathy is none of those things. So it never makes the promotion criteria. And the management layer that results reflects exactly that blind spot.

The employee on the other side of this does not experience it as a data point. They experience it as a manager who does not notice when they are struggling. Who does not adjust when the pressure is too high. Who checks in on schedule rather than on instinct.

And so they stop being honest. They manage upwards. They perform fine. Until they are not fine anymore and the organisation finds out through an exit interview or a sick leave spike.

The solution is not a two-day empathy workshop. It is building the data infrastructure that gives every leader in your organisation, from the CEO to the frontline manager, honest real-time signal on how their people actually feel. Continuously. Anonymously. Before the cost becomes visible on a balance sheet.

Read the full picture: https://moodyatwork.com/the-people-leading-your-employees-score-below-average-on-empathy/
Book a demo: https://moodyatwork.com/demo-contact/

Sources: Zety and SIGMA Assessment Systems, Empathy in Management Report 2026. 4,000+ managers. 20 years of data.

08/04/2026

Most organisations measure whether their managers are delivering results.

Almost none measure whether their managers are okay.

And that blind spot is now showing up in the data in a way that should concern every HR leader, every People Operations professional, and every founder who believes their culture is holding together.

71% of managers are currently burned out. Of those, 40% are actively considering leaving their leadership role entirely to protect their own wellbeing.

These are not weak leaders. These are the people who said yes to more responsibility, more pressure, and more accountability for other people's outcomes, often with less support, less clarity, and less honest feedback about how they were actually doing than the teams they were expected to lead.

And here is what happens to those teams in the meantime.

Employees do not see a burned-out manager and think "my organisation is under pressure right now." They see someone who cannot give them what they need and make a quiet, rational decision to stop expecting it. They stop raising problems. They stop asking for development. They stop investing discretionary effort in a role that stopped feeling worth it.

That withdrawal does not show up on a dashboard. It does not trigger an alert. It just quietly accumulates until the day a resignation lands on a desk and everyone asks what happened.

What happened started months earlier. In the ordinary week when a manager who was already running on empty had nothing left to give the person sitting across from them.

The organisations closing this gap are not doing it by adding more to their managers' plates. They are doing it by building the infrastructure to know how both managers and employees actually feel, continuously, anonymously, and in real time, so that the erosion is visible before it becomes irreversible.

Read the full picture: https://moodyatwork.com/trust-in-managers-collapsed-37-in-two-years-your-employees-felt-every-point-of-that-drop/
Book a demo: https://moodyatwork.com/demo-contact/
Sources: DDI Global Leadership Forecast 2025. 10,796 leaders. 50 countries. 24 industry sectors.

07/08/2026

Most organisations think they would know if their people were struggling.
They wouldn't.

42% of employees are actively hiding mental health struggles from their manager right now. The reason is not embarrassment. It is calculated professional self-protection. They have watched what happens when people are honest at work. They made a decision.

And so they smile through the one-to-one. They reply to the check-in message with "all good." They carry whatever is actually happening somewhere no dashboard, no survey, no manager can reach.

Until they can't anymore.

48% of US employees have left a job because of their mental health. The vast majority never told their employer why. They didn't leave a trail. They just disappeared from a seat that suddenly needed filling, at a cost that never appeared cleanly on any balance sheet.

This is what poor workplace culture actually costs. Not the visible exit. The invisible erosion that precedes it, month after month, while leadership operates on the assumption that silence means everything is fine.
It doesn't. It never did.

The organisations getting this right are not running better wellness programmes. They are building the infrastructure to know how their people actually feel, continuously, anonymously, and in real time, before the struggling employee becomes the departed one.

Read the full story here: https://moodyatwork.com/42-of-your-employees-are-struggling-right-now-and-they-will-never-tell-you/
Book a demo: https://moodyatwork.com/demo-contact/

06/23/2026

89% of what's killing your company never appears on an absence report.
It's the people at their desks. Logged in. In the meeting. Replying to emails.
Producing almost nothing.

Presenteeism costs US businesses $150 billion every year.
Ten times more than absenteeism.

A global company. 17,000 employees. Decades of history.
Slow cultural collapse. No absence spike. No obvious alarm.
Just people showing up. Going through the motions.
Until one quarter - complete silence. Nobody said anything at all.
Within 90 days, the exit wave began.

The tragedy was not the collapse.
The tragedy was that the signals were there months before.
The mood shifting. The bottlenecks building. The belief quietly draining out of the room.
Leadership never saw it coming because nothing flagged it.

Moody At Work would have sent the alert before the fall.
Not after the exit interviews. Not after the board meeting.
Before the score dropped. Before the silence set in. Before the window closed.
A direct signal to the team leader and admin: something is shifting. Act now.
That is the difference between intervening and just documenting.

You were not missing data. You were missing data that moves.
Read more: https://moodyatwork.com/the-150-billion-problem-hiding-in-plain-sight-employee-presenteeism-and-what-your-dashboard-is-missing/

Book a demo: https://moodyatwork.com/demo-contact/

What would change in your organization if your leaders were alerted before the fall — not after?

06/04/2026

Most organisations are still hiring for the wrong thing. Not wrong in the sense that skills don't matter. They do. But the research keeps pointing to the same uncomfortable truth: you can assemble a room full of brilliant, experienced, highly qualified people and still end up with a team that underperforms, stays silent in meetings, and slowly loses its best thinking to the fear of being wrong.

And here is why it keeps happening.

The entire infrastructure of how companies build teams is designed around capability. Job descriptions measure it. Interviews test for it. Performance reviews track it. Organisations have built elaborate systems to evaluate what people can do and almost no systems to understand how people feel while doing it.

So the environment question never gets asked. Not formally. Not consistently. Not in a way that produces data anyone can act on.

Leaders assume that if nothing is visibly broken, the culture is fine. That if people are showing up and delivering, they must feel safe. That silence in a meeting means agreement rather than the quieter, more expensive truth that someone has learned it is safer to stay silent than to be wrong in front of the wrong person.

This will keep happening because psychological safety is invisible by design. It doesn't appear on a dashboard. It doesn't show up in a skills matrix. It erodes in small moments the idea that got dismissed, the question that got a cold response, the meeting where one voice dominated and everyone else adjusted their behaviour accordingly.

By the time a leader notices the problem, the culture has already adapted around it.
The organisations beginning to close this gap are not doing it by running another culture survey or adding a value to the wall. They are doing it by building real-time visibility into how their people actually feel before silence becomes the norm and the cost of that silence shows up in performance data.

Moody At Work was built for exactly that gap.

Read more on our blog: https://moodyatwork.com/the-question-google-asked-that-most-leaders-are-still-afraid-to-answer/
Statistics: Google Project Aristotle

05/19/2026

Here's something that doesn't get talked about enough.

Most managers genuinely want to support their teams. That's not the issue. The issue is the system they're working inside was never designed to tell them the truth about how people feel.

Think about it. Companies have dashboards for sales pipelines, project timelines, customer satisfaction. Real-time. Updated constantly. Acted on immediately.
But how an employee is actually doing this week? That gets captured once a year. In a survey. With their name attached. Answered carefully. Shared with HR. Filed somewhere.

So of course there's a gap. Of course leaders overestimate how well their teams are doing. They're not getting honest signal they're getting managed signal. Curated. Filtered. Sanitised by the fear of being seen as the person who isn't coping.

And it will keep happening because the incentives are backwards. Employees have learned that honesty at work carries risk. Managers have learned to read the room instead of reading the data. And organisations have learned to celebrate wellbeing initiatives rather than measure whether they're working.

Nobody's lying. The system just wasn't built for truth.

Until companies create the infrastructure for employees to share how they honestly feel anonymously, regularly, without consequence the gap between what leaders believe and what teams experience will keep growing quietly in the background.

Moody At Work changes what's possible when people finally feel safe enough to be honest.

Read more on our blog: https://moodyatwork.com/your-employees-are-not-fine-and-your-managers-dont-know-it-yet/
Statistics: YourThoughtPartner and Harris Poll

05/05/2026

Most people assume working longer hours automatically means getting more done.

Why does this happen?

Because the human brain isn’t built for sustained overload. Fatigue reduces focus, decision-making slows down, and errors increase leading to more rework and less meaningful output. The harder people push beyond their limits, the more efficiency quietly breaks down.

And this isn’t going away anytime soon. As workplaces become more connected and always-on, the pressure to “do more” will keep rising making overwork feel normal, even when it’s counterproductive.

The real challenge ahead isn’t working more hours, it’s working better within the hours we already have.

Moody At Work can save!

Read more on our blog: https://moodyatwork.com/why-productivity-is-declining-despite-longer-hours/
Statistics: Stanford University

04/16/2026

About half of your performance rating doesn’t come from your work—it comes from who is judging you.

A large study of ~4,500 managers found:

~62% of variation in performance ratings comes from the rater (manager)
Only ~21% reflects actual employee performance

This isn’t just bias in the usual sense.

It happens because managers differ in:

what they consider “good work”
how much of your work they actually see
how they interpret the same outcomes

So the same performance can look different depending on who evaluates it.

Performance ratings don’t just measure output.

They measure interpretation.

At At Work, we help teams turn subjective signals into clearer, more consistent performance insights.

Read more on our blog: https://moodyatwork.com/why-performance-ratings-dont-measure-what-you-think-they-do-and-what-it-means-for-workplace-culture/
Statistics: Journal of Applied Psychology

04/16/2026

When employees understand the "why", motivation follows.

Yet in many organizations, communication still happens behind closed doors. Strategy is discussed in leadership meetings, decisions are made quietly, and employees are expected to simply execute.

Why does this happen?

Partly because leaders worry that sharing too much information will create confusion or resistance. And partly because communication is often treated as a final step after decisions are made, rather than a continuous part of leadership itself.

But the cost of silence is high. When people don’t understand the reasoning behind decisions, they disengage, speculate, or feel disconnected from the direction of the organization.

And this challenge will likely grow. As companies become more complex and distributed, the gap between leadership decisions and employee understanding can widen even further.

Moody At Work helps leaders close that gap by making workplace mood and communication visible. Because when people feel informed, they feel included—and motivation follows.

Read more on our blog: https://moodyatwork.com/transparent-leadership-communication-drives-motivation-in-workplace-culture/
Statistics: ZipDo

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