Many leaders today default to being “nice” when it comes to employee development and feedback, often opting to avoid truths in favor of protecting feelings. Maria O’Keeffe, the chief people officer at Ogilvy, says this approach is ultimately a disservice to both employees and organizations. Her suggestion to other leaders: to stop being nice and start being kind. 

“Being nice is protecting people’s feelings, which is important. I don’t expect anyone to be rude or caustic, but I don’t think it’s authentic. I don’t think it helps people grow," O’Keeffe said during a fireside chat at From Day One’s Chicago conference. “Being kind is about authenticity. It’s about transparency, and it’s about not shying away from those difficult conversations that ultimately will help people grow,” she told moderator Alex Maragos, anchor and reporter at NBC 5 Chicago.

O’Keeffe says that the tendency to “say as little as possible” during performance reviews or termination meetings is often driven by a fear of liability, and typically fails employees on the receiving end. This absence of courageous honesty seeps into meetings, letting bad ideas go unchallenged because no one wants to stand alone as the dissenting voice.

In contrast, kindness requires the courage to be direct and authentic. It provides the clarity that employees need to understand expectations, develop skills, and find the right career path in an era that demands rapid adaptation.

O’Keeffe, who joined Ogilvy after spending 25 years with Edelman, emphasized the power of founder-led organizational cultures, like Ogilvy’s, which is grounded in the values of David Ogilvy. “We cling to that in a very important way,” she said, noting these historical values remain relevant today. 

However, Ogilvy consciously avoids dwelling in the past. “We try to modernize those values and those tenets so that they fit a modern organization today,” O’Keeffe said.

This intentional culture, visibly reinforced through quotes on walls, homepages, notebooks, and meeting discussions, serves as a critical anchor for employees navigating relentless uncertainty. 

O’Keeffe described the current climate as mirroring the unprecedented challenges 2020 brought: economic headwinds, regulatory shifts around diversity, equity, and inclusion, the ongoing complexities of hybrid work adoption, and heightened demands for emotional well-being support. A strong, clearly communicated culture provides stability in the face of uncertainty. 

Increasing economic pressures inevitably lead organizations to make tough decisions, including potentially downsizing their workforce. How companies handle the aftermath of these decisions is pivotal, she says. At Ogilvy, the approach centers on radical transparency about the financial situation and a swift pivot towards purpose. “We give people a sense of purpose in every role at every level within the agency,” she said. Leaders at Ogilvy articulate how each employee’s contributions help to unlock growth, drive better outcomes, or create new offerings, connecting everyone to the organization’s goals.

This transparency extends to strategic decisions. “Employees crave information. Information is power, and it’s empowering when you have facts to be able to make informed decisions,” O’Keeffe said. 

Transparency matters too, when it comes to adopting new tools and technology. O’Keeffe acknowledged the initial “angst and concern” within Ogilvy's creative ranks about AI’s capabilities. The agency overcame resistance by demonstrating AI's practical role: handling rote, administrative, and repetitive tasks that “empty people out,” freeing up time for the deeply human-centric, creative work that “feeds their soul.”

Ogilvy leverages WPP’s, its holding company, AI platform, Open, through its “Open for Open Days.” The agency essentially shuts down for a full day, allowing employees to immerse themselves in the platform within their specific roles, learning practical applications in familiar environments. “We [look at] the adoption trends right after those days, and the line continually increases,” she said. 

When asked for her defining word of 2025, O’Keeffe chose inclusion. She defined it as fostering a profound sense of belonging and connection for every employee. “I want people to feel they are in a safe, inclusive space doing something that is part of something bigger,” she said. This means ensuring that employees are included in growth opportunities, working on meaningful teams, and contributing to client work with a positive impact.

Ade Akin covers workplace wellness, HR trends, and digital health solutions.

(Photos by Tim Hiatt for From Day One)