Weekly Newsletter Vol. 99 - July 23, 2025

Your millionth meme of the Astronomer CEO and the Head of HR…

Generating your Lead Story…

When Power Meets HR: Why the Astronomer Scandal Should Be a Wake-Up Call for Every Company

If you’ve been following the recent controversy at Astronomer, you know that news broke of a personal relationship between the CEO and the company’s Head of Human Resources. The story has made its way into boardrooms and breakrooms alike and for good reason.

This isn't just tabloid fodder.

It’s a stark reminder of how blurred lines at the top can corrode culture, distort ethics, and put an entire organization at risk.

Let’s unpack what this really means.

Ethics Start at the Top

Leadership isn’t just about setting strategy — it’s about modelling behaviour. When the CEO, the most powerful figure in the company, enters a personal relationship with the Head of HR — the very person responsible for enforcing ethical behaviour and workplace fairness — it sends a dangerous message: that power can bend the rules.

Regardless of whether the relationship is consensual, the optics are damning.

Employees naturally wonder:

• Will disciplinary decisions be objective?

• Can I trust HR to advocate for me?

• What happens if someone files a complaint involving the CEO?

Once trust in HR is compromised, your culture isn’t just damaged — it’s paralyzed.

Why This Breaks the Psychological Contract

Every employee enters into an unspoken agreement with their company: “In exchange for my loyalty, time, and effort, you’ll treat me fairly, support my growth, and protect me from harm.”

When those at the top create situations that appear self-serving — or worse, manipulative — that psychological contract is broken.

Employees may not resign on the spot, but their emotional disengagement begins immediately. Quiet quitting, internal politics, and fear-based decisions spread quickly, especially when it feels like the rules don’t apply equally.

The Real Danger: Favouritism and Political Fallout

Let’s be clear: It’s about power.

When the CEO and HR leader are involved in a personal relationship, what happens when:

• Promotions are handed out?

• Internal complaints arise?

• Disciplinary actions are needed?

• Layoffs are announced?

Even if decisions are technically sound, perception becomes reality. Employees may start to believe favouritism is at play. Others might align themselves politically and not because it’s right, but because it’s safe.

And that’s when your culture erodes. Talent leaves. Accountability disappears. Mediocrity flourishes.

The Power Imbalance Is Impossible to Ignore

Let’s not mince words — this is not a relationship of equals.

The CEO has disproportionate control over salaries, promotions, layoffs, and organizational direction. The Head of HR is supposed to be the guardian of ethics and the voice of the people. When these roles overlap personally, one of two things happen:

• The HR leader loses independence, becoming an extension of executive influence.

• Or the CEO undermines the very systems meant to protect employees from executive overreach.

Neither scenario is acceptable.

Erosion of Reporting Channels

Ask any HR professional what their greatest challenge is, and they’ll tell you: getting employees to feel safe enough to report problems. If HR is seen as compromised, those channels break down completely.

Employees won’t speak up. Whistleblowers disappear.

Toxicity festers quietly until a crisis breaks out publicly damaging not only internal trust but brand reputation.

What Companies Should Learn From This

1. Power dynamics matter. Even consensual relationships can create serious ethical and operational issues when one party holds systemic power over the other.

2. HR must remain independent. The Head of HR should never be in a position — personally or professionally — where their decisions can be perceived as biased or conflicted.

3. Boards must act decisively. If governance is to mean anything, company boards must have clear guidelines, disclosures, and accountability frameworks for executive conduct.

4. Culture is built on consistency. If the rules don’t apply to leadership, they don’t apply to anyone.

The Astronomer situation is a case study in what not to do — not just because of poor optics, but because of the deeper damage it inflicts on employee morale, culture, and organizational integrity.

Leadership and HR must work together — but not like this.

Culture is the ultimate competitive advantage. And it starts with trust, not secrecy.

You can’t make this stuff up

_{(*Disclaimer: these are real experiences provided by RME's community of job seekers and hiring managers)}

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