Nicola Morris
August 26, 2025
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I don’t think there was one single key moment. I always knew I wanted to be in the people space, and I was lucky to have some brilliant leaders along the way who took a chance on me. One of the biggest turning points, though, was getting over my imposter syndrome, although it still rears its head sometimes. At the beginning of my career, I didn’t have formal qualifications, and that often made me feel like my perspective wasn’t valid. Once I started trusting my voice and experience, I was really able to shape my career with confidence.
A big part of that was recognising my personal strengths. I’m very logical and structured, which isn’t always seen as a typical people leader trait. Instead of seeing that as a disadvantage, I decided to make it my superpower. I leaned into fixing problems, creating strategies backed by data, and later, using psychometrics to support people’s growth. That combination helped me carve out a space where I could be authentic and add real value.
One of the biggest lessons I’ve had to learn is how to say no. Early in my career, I thought the way to prove myself was to say yes to everything, every request, every project, every extra piece of work. That eventually left me exhausted and doubting whether I was really cut out for the career I wanted.
I also faced some big setbacks. I’ve been fired, I’ve been made redundant, and I’ve had to pick myself up and start again. At the time, those moments felt like failures, but looking back they were catalysts for growth. They forced me to dig into my self-belief, reassess what I really wanted, and find the resilience to keep moving forward.
A turning point was learning to find my voice at the senior leadership table. Instead of trying to be the person who pleased everyone, I started focusing on bringing real value, asking difficult questions, backing up my perspective with evidence, and trusting that my point of view was valid. That shift gave me confidence and helped me move from being a doer to being seen as a true strategic partner.
I don’t think there was one pivotal moment. I always knew I wanted to step into a head of role or leadership position, so I worked hard and chipped away until I got there. To do that, I had to push myself into some very uncomfortable situations, taking on projects that at times felt overwhelming or completely new. But those moments forced me to grow, and I learned that you don’t always need to have all the answers at the start, you just need the courage to begin.
I was also fortunate to have a senior team around me who wanted me to succeed, but that support didn’t just happen by chance. It came from showing them what I could deliver, building trust, and demonstrating loyalty. That combination of perseverance, stepping into the uncomfortable, and earning the backing of others is what ultimately helped me into leadership.
Technology is transforming HR from being admin-heavy to being a strategic driver of culture and performance. Tools like AI-driven analytics, LMS platforms, and integrated people systems mean leaders can make smarter, faster decisions. But I’ve also seen the overwhelm when businesses drown in tech that doesn’t fit, or leaders aren’t sure how to get value from it.
For me, it’s about making life easier for people teams while creating a better experience and higher engagement for employees. Today’s workforce expects information instantly, in a simple and digestible format, and ideally with fewer clicks to get there. When done well, technology removes friction, builds trust, and supports culture.
My role is to cut through the noise and help clients choose the right tools for their stage of growth, and more importantly, make sure their people actually adopt them. Because the tech itself doesn’t change culture. It’s how people use it that makes the difference.
For me, success has always been about people strategy driving real business and commercial outcomes. When the people plan is aligned with the business plan, you see performance improve, leaders make better decisions, and growth becomes more sustainable. At the same time, success also means employees are fundamentally happy, clear on their opportunities, and engaged with the culture around them.
On a personal level, I’ve always measured my own leadership by the success of my team. If they are developing, thriving, and enjoying their work, that has always been the clearest sign that I am doing my job well. For me, happy people and strong business results are not separate things, they go hand in hand.
I see a shift towards more streamlined people teams that rely on smart technology to do the heavy lifting. AI and digital agents will take on a lot of the admin and repetitive tasks, freeing HR to focus on strategy and culture. That means HR professionals will need to be more commercially minded, data-driven, and confident in influencing business decisions.
I also see more emphasis on cross-training and agile, bespoke career pathways. Employees won’t expect to move up through rigid job titles in the same way. Instead, careers will be built around transferable skills, with people moving across functions and shaping their own progression in ways that fit both their strengths and the needs of the business.
Underlying all of this is the importance of simplicity and experience. Employees expect tools and information to be instant, easy to navigate, and relevant. The organisations that combine technology, agile development opportunities, and a strong culture will be the ones that deliver both commercial success and people who are genuinely thriving.
The biggest challenge is mindset. Many businesses still equate value with someone being in the office full time. Fractional work flips that. It’s about outcomes, not hours. I know from my own journey that it can feel uncomfortable to prove your worth in a different way, but once clients see the impact of focused, high-quality expertise, the value is obvious.
The other challenge is shifting focus across multiple businesses, each with very different cultures, priorities, and needs. That can be demanding, but it’s also what makes fractional work so rewarding. For me, the key is to approach everything with clarity and ease. Clients don’t want layers of complexity, they want simple, practical solutions and a smooth experience. By being really clear on scope, building trust quickly, and showing tangible results, I can adapt to each organisation while keeping the experience positive and consistent.
Stop waiting for permission. You don’t need another qualification or another year of experience before you speak up. Your perspective matters as it is. Confidence comes from doing, not from ticking every box first. I’d tell myself to lean into curiosity, ask more questions, and trust that I’d figure things out along the way.
Don’t get stuck in the admin or the policies. That’s not leadership. HR leaders are business leaders first. Learn how the business makes money, understand the strategy, and then use your people expertise to make it all work.
At the same time, never lose sight of the human side. The real value comes when you can deliver commercial success while also creating an environment where people are thriving. The two go hand in hand. My advice would be to always keep both in mind. Build credibility by showing how your work drives business outcomes, but measure your own success by whether your people are developing, engaged, and happy. That balance is what makes a great HR leader.
Either a detective or a solicitor, because I’ve always loved problem solving and getting to the root of an issue. But on the flip side, I’d also love to run a little restaurant or bar on a beach in Italy, enjoying the warm weather and a slower pace of life. I think that mix probably sums me up quite well. I thrive on challenge and complexity, but I also value simplicity and creating great experiences for people.
