What Pascale Pero taught me about presence, resilience, and care in the workplace
We talk a lot about well-being and leadership these days. But it is not often you meet someone who brings those words to life with consistency and deep care.
Pascale Pero is Lead HR at GHD, Germany’s leading home care provider. She has spent her career navigating change, pressure, and complexity.
I had the chance to sit down with Pascale for a conversation that felt more like a shared reflection than a formal interview. We talked about invisible signs of burnout, what it really means to lead with care, and why emotions and performance are not opposites.
She is someone who reminds you that leadership is not about having all the answers. It is about showing up, staying human, and being present when it matters most.
An interview by Mirela Dimofte.
An HR leader with a passion for human-centric leadership
Mirela: Pascale, welcome. For those who have not met you yet, could you briefly introduce yourself and share what drives your passion for humanity, human-centric leadership, and well-being?
Pascale: Thank you, Mirela. I am Pascale Perrot, and I lead HR at GHD, the largest home care service provider in Germany. I have worked in HR for many years, across different roles and responsibilities, but one thing has always been constant: my interest in people. What motivates them, how they navigate change, how they find meaning in their work – that is what drives me.
Over the years, I have seen the pressure on people intensify. That made me even more committed to building environments where people feel seen and supported. Even if we lack all the tools or budgets we would love to have, we can always choose to lead with care.
Mirela: What does well-being mean to you, personally?
Pascale: It is no longer a “nice to have.” It is essential. After the pandemic, with economic instability and even war nearby, people are understandably tired, anxious, and often silently struggling. Many of the signs are invisible—you feel them, but you do not always see them. What people want now is to know that their work matters. That they matter.
And that is why leadership has to evolve. We need to pay attention to people’s energy, emotional safety, and resilience. Human-centred leadership is not a trend—it is a necessity for the future.
Acknowledging with someone is struggling
Mirela: How can leaders recognise when someone on their team is struggling—especially if they are not speaking up?
Pascale: I can give you a real example. A few weeks ago, one of our most engaged colleagues became quiet. She missed a deadline – nothing critical – but it was out of character. I noticed the silence, the absences, the change of tone. So I asked her if everything was okay. That small question opened up the space for her to share. She had previously suffered burnout, and something in the team environment had triggered those feelings again.
It is often not what we see that should make us wonder what is happening with a colleague. Sometimes, we need to look for what we no longer see: no more smiles, less engagement, subtle shifts in behaviour or performance. And sometimes, we need to ask others in the team if they noticed something. Observation and genuine care go a long way.
What is human-centric leadership?
Mirela: What does human-centric leadership mean for you, especially from your role in HR?
Pascale: For me, it is about remembering that there are human beings behind every decision. Even when the spreadsheets tell us to cut costs or restructure, we have a responsibility to ask: how will this impact people? Can we communicate transparently, handle it thoughtfully?
It is not about avoiding difficult decisions. It is about how we approach them — with empathy and care. HR is not just a function. It is a service to people. We need to remember that people have lives—family responsibilities, personal struggles—and peak performance is not constant. And that is okay.
What does leading with care look like?
Mirela: Have you seen a specific moment when human-centric leadership made a real difference in someone`s life?
Pascale: Yes—two, actually.
One was during reintegration after long-term sickness. When managers stayed in contact during their employees’ leave—not about work, just to check in as humans—it made all the difference. The trust was there when they returned. They felt welcomed, not judged.
The second was in my own team. A colleague shared that she was mentally unwell and was considering long-term treatment. She hesitated because she did not want to let the team down. I told her: take the break now, get the help you need, and come back stronger. We stayed in touch during her time off, and when she returned, we planned a smooth reintegration. She later told me that just knowing she had that support made all the difference.
Mirela: That’s powerful. I also remember a funny example—at one point, I had several team members announce pregnancies back-to-back. They were so nervous to share the news, fearing it would impact our productivity plans. But life is life. You always find a way to adapt, celebrate those milestones, and support people.
Pascale: Yes, I completely relate. I am a mother of three, and we have many women in HR. I would never say, “Do not get pregnant. Just keep working.” We must normalise these life moments. If you know what people are going through, you can plan better, offer support, and avoid unnecessary stress. There is always a solution.
Helping managers to adopt a people-first attitude
Mirela: How do you help managers adopt a people-first approach, especially under pressure?
Pascale: First, acknowledge that managers are under pressure too. We expect them to be superheroes—motivating others, delivering results, supporting the team. But they are human.
So I keep it simple: tell them they do not have to solve everything. Just ask the question. “How are you really doing?” And mean it. Listen. Be present. That is leadership. We do not need perfect leaders—we need present ones.
There is a principle from the FISH! philosophy that I love: “Be there. Choose your attitude. Make their day.” When I feel overwhelmed, I go back to that. Focus on what matters. Be there for your people.
Performance or burnout?
Mirela: Balancing performance and preventing burnout—is that even possible?
Pascale: It is hard, especially when budgets are tight and expectations remain high. But we can start by structuring work better—introducing flexibility where possible, having honest conversations, adjusting expectations.
Burnout prevention starts with feeling seen and valued. It is not about fancy programs. It is about trust, planning, and clear communication. For example, when a teammate took a break, we restructured work so the rest of the team was not overloaded. That prevented more stress—and potentially more burnout.
Mirela: How have employee expectations evolved in recent years? I have personally seen more people looking for purpose than before. Moreover, I do appreciate flexibility and freedom, and I know I am not the only one.
Pascale: Flexibility has become non-negotiable. Even in roles where remote work is not possible, people want some autonomy. More than that, they want purpose. Younger colleagues ask, “Why am I doing this? What impact does it have?”
In our home care environment, the purpose is very clear. But even then, we need to keep reinforcing it, especially in uncertain times. And people need psychological safety. They need to know they can speak up without consequences. That is a big shift in expectations.
Humbleness in leadership
Mirela: If you could embed one mindset into every team leader, what would it be?
Pascale: The ability to say, “I am not sure,” or “Let’s figure it out together.” That is not a weakness—it is a connection.
When we had a big change in our company and I myself was surprised by it, I immediately called my team. I told them honestly that I did not have all the answers—but we would navigate it together. That created safety. That is human leadership.
Mirela: I agree. The old “leave your emotions at the door” mindset does not work anymore. If we are asked to bring passion to work, how can we be told to leave emotions behind?
Pascale: Exactly. Emotions are human. And that is what work is—human.
Mirela: For companies just getting started with well-being, where should they begin?
Pascale: Start small, but make it real. Do not wait for the perfect program. Introduce regular check-ins. Train managers to listen. Focus on resilience. People can sense when action matches words. Even small steps, when done consistently, build trust. Well-being does not have to be expensive—it has to be sincere.
The future of work is human
Mirela: And finally, looking to the future of work—what trends do you see?
Pascale: First, sustainable performance. Not harder work, but healthier work. Second, mental health will be as central as physical health. And third, leadership accountability. How leaders behave, how they listen, how they show up—those things will matter even more.
Because in the end, people do not leave companies. They leave cultures.
Mirela: Thank you, Pascale. This was such an honest and heart-centred conversation. Thank you for everything you do to make leadership more human.
Pascale: Thank you, Mirela. It was a pleasure to talk about this—it is a topic close to my heart.
Closing thoughts
What stayed with me after talking to Pascale is this: being present matters more than being perfect.
We often ask leaders to deliver results, stay composed under pressure, and support their teams—all at once. But as Pascale reminds us, leadership is not about having all the answers. It is about noticing, asking the right questions, and being there when it counts.
If the future of work is to become more human, it will not be because we wrote it into value statements—but because people like Pascale lead that way every day.
Thank you, Pascale—for your honesty, your stories, and your work. It makes a difference.
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