The "People First" Motto Is a Corporate Loophole for Avoiding Responsibility
Let’s talk about a phrase that companies love to throw around like glitter: “People first.” It’s clean, it’s convenient, and it looks great on a slide. But in practice? “People first” has become one of the biggest corporate loopholes there is.
It allows leaders to speak in generalities while dodging accountability. It sounds human, but it’s hollow—because when you say “people,” you don’t have to say who. And if you never say who, you never have to prove you’re actually doing anything for them.
So, let’s try something different. What if instead of “people first,” your motto was “Devin belongs here.” Or “Erika belongs here.” Or “Malik thrives here.” Now it’s specific. Now it has weight. You can’t hide behind a slide deck and a quarterly pulse survey. Someone can ask, How? Where’s the proof? What decisions are you making to back that up?
Because “people first” without proof is just branding. And people are tired of being branded instead of believed.
The truth is people want a lot—and they should. They want real growth, not vague “development tracks” that lead nowhere. They want to be pushed and held accountable. They want to be trusted with work that matters, and they want their leaders held to the same standards. They want to be paid what they’re worth—or at the very least, told the truth about what the company can afford and what it’s doing to close the gap. Don’t hit them with “industry standard” as if that means anything. That’s just a fancier way to say, We’re not doing worse than everyone else. Okay. But also, you’re not doing better.
People want honesty, and they want it early. Not just during performance reviews, but when there’s still time to improve. Before confusion becomes internalized as failure. Before they start mentally packing their things.
They want rest—real, uninterrupted rest. To recover from surgeries, grief, anxiety, or burnout. But also, just to take a random Tuesday to visit a friend, drive a parent to a doctor’s appointment, or sit in silence and remember who they are. They want autonomy. Folks with ADHD, anxiety, or other forms of neurodivergence don’t need to be micromanaged. They need to be trusted. They need systems that support them, not systems that suffocate.
People want belonging that doesn’t feel performative. The kind where someone can say, “I’ve seen you a few times but never got your name” without shame. Where being new doesn’t mean being invisible. Where thanks are given when no one’s watching. Where someone says, “We’re closing the office today—go take care of yourself,” and actually means it.
“People first” has become a phrase that says everything and nothing at once. It’s vague on purpose. Because the second you get specific, you introduce accountability. If a company says, “people first” and someone leaves burned out, unheard, or underpaid, leadership can shrug and say, “Well, we did our best. That’s just one person.” But if a company says, “Devin belongs here,” and Devin leaves, now someone has to answer: Did he? Really?
Vagueness protects the company. Specificity protects the people.
This is why culture needs a seat at the table. I say it all the time—I want to be Chief of Culture one day. Not to write values statements or schedule happy hours. I want to be on the ground. I want to walk the floor and ask, what would make your life easier? What feels off? Where are the gaps? Not during the exit interview—before people ever even think about walking out.
Culture isn’t about fixing things after people break. It’s about building systems so they don’t have to.
And yes, money helps. Money solves a lot. But money without meaning, without trust, without humanity? That’s not investment. That’s hush money.
So, let’s call it what it is. If you're not ready to put names to your people-first values... if you're not ready to build systems, listen with action, and adapt with humility... if you're not ready to be inconvenienced by the humans who keep your business alive... then you’re not people-first.
You’re comfort-first. Control-first. Image-first.
And if that’s where you are? Fine. Just say that.
Because the lie is what breaks trust—not the struggle, not the failure. The lie.
The truth is, people-first requires more than a slogan. It takes more than one brain, one person, or one brave moment. It requires leadership that isn’t afraid to name names, name problems, and stay in the room when things get uncomfortable.
Because people are complicated. And if you’re not ready for that, you’re not ready for them.
