You can only help a person if you feel deep empathy about what they're going through. The first step towards building a successful business relationship with our clients is to show them that we genuinely care. We wouldn’t be here otherwise. We don’t jump into building a strategy before we have understood our partners’ needs, done the research and the reading.

There is no single approach to a group of people with different characters, cultural backgrounds, and behaviors. We empathize with everything leaders or employees experience on a company level and we try to reach even the most isolated members and help them engage. 

Synchro’s main belief is that the biggest cultural advantage of an organization is to nurture psychological safety. We teach leaders that high-performing teams are ones where people ask questions, offer even half-baked ideas and take risks. Our experience shows that working environments where people are free to challenge the status quo are much more effective and successful.

We have adopted this work philosophy ourselves - collaborate with our partners by providing honest, mature and unbiased feedback that would help them perform better. We grow together with you and achieve goals through transparency and forthright communication. 

We treat our clients the way we want to be treated. Partnership lies in respect, being happy, timely, and satisfied with the results. We practice what we preach, making us a reliable partner that clients want to meet again. The future of HR is evidence-based. That’s why we prefer to have a transparent and systematic approach to our recommendations, we collect data and base our decisions on validated real-life examples.

Don’t worry, intuition is still a thing in the HR world, but without a logical explanation and data, it often compromises the employees' future. We choose to scream “I knew it!” only when our efforts lead to something truly amazing.

Dwelling on the past has rarely helped anyone achieve their current goals in an efficient manner. Neither has being fixated on the far future. It shows a lack of confidence in the here and now. We try to keep our minds set on being present, with lessons learned from past failures and a clear vision of what’s ahead. We realize that we work in a fast-paced environment and often companies are overwhelmed with big plans for the future. 

Still, we try to keep ourselves and the leaders we work with concentrated on a small list of priorities that matter NOW and still contribute to the big picture. We help them concentrate on one thing at a time without risking squandering their time on various abstract projects.