When I began my career in public libraries, I was trained to be an in-depth researcher, an information scientist, and a storyteller — but not a manager. Like many in public service, I learned management on the job. Over time, I realized something critical: while we talk often about outcomes, data, and efficiency, we don’t talk enough about people. Specifically, about how people actually think.

That realization led me to pursue a Master of Public Administration — to strengthen my understanding of systems, people, and service. And along the way, I began asking a question that has guided my work ever since:

Are we hiring and managing with the whole brain in mind?

In the South, where many libraries and nonprofits operate with lean teams and wide responsibilities, one person often wears many hats — manager, strategist, community liaison, HR rep. The result is that we frequently hire for function rather than fit. We look for credentials or compliance instead of cognition.

Our systems favor linear, left-brain thinking: people who can follow steps, process rules, and complete forms. Yet much of our work — building relationships, inspiring communities, solving social problems — requires right-brain creativity: empathy, intuition, and connection.

We’ve built organizations meant for spreadsheets, not for souls.

As a journalist turned librarian turned HR professional, I’ve seen how emotional and social intelligence (ESI) are often treated as “soft skills.” But these are not soft — they are structural. They determine how teams communicate, how leaders inspire, and how organizations endure.

What if ESI were integrated into hiring and management the same way technical competencies are?

What if we measured how someone thinks and relates — not just what they know?

Imagine recruitment models that balance analytical aptitude (IQ) with emotional awareness (EQ). Imagine performance reviews that value creative problem-solving, empathy, and adaptability as much as policy compliance or task completion.

Left-brain thinkers (linear, logical, sequential) excel at structured processes and measurable outputs. Right-brain thinkers (intuitive, conceptual, holistic) thrive in ambiguity and connection-based problem-solving. Both are vital — but rarely do organizations intentionally design systems that leverage both.

Too often, creatives feel undervalued in bureaucracies, while linear thinkers feel frustrated by abstraction. The result? Miscommunication, burnout, and untapped potential.

The question isn’t which side is better — it’s how do we bridge the two to build more balanced, human-centered organizations.

What if our workplaces reflected the full spectrum of human cognition? What if leadership training and hiring models intentionally aligned people’s mental wiring with their roles?

That might look like:

Because in the end, public service isn’t just about policies or programs — it’s about people serving people. And that requires whole-brain thinking.

We can’t lead 21st-century organizations with 20th-century models of management. Understanding how we think, learn, and connect is no longer optional — it’s foundational.

When we build workplaces that honor both sides of the brain, we don’t just get better employees.
We get better humans.

✍️ Author Bio

Jen Baxter is the Founder of The Common Collective, an independent nonprofit civic organization dedicated to truth, connection, and courage. A veteran public-sector and nonprofit leader with 15+ years of experience, she brings a unique perspective to civic storytelling, organizational design, and leadership rooted in empathy and impact.

Until next time,

Guiding Principles 

People first | Transparency | Equity | Creativity | Accountability | Joy
www.thecollectivestories.org