By Mandy Cox
Over the past several months, we have reflected on the reality that many Catholic leaders are being asked difficult questions about their organization’s health plan and moral commitments — often without preparation or formation for those conversations.
But those conversations do not begin when an employee questions a benefits decision. In many ways, they begin much earlier. They begin in a job posting, in the language used during an interview, in onboarding conversations, in employee policies and training, and in the way leaders explain not only what the organization does, but why it does it.
Catholic identity is communicated long before a difficult question arises. And employees form impressions about the mission of an organization through hundreds of small interactions over time.
In April, we quietly launched a pilot program for Catholic professional development for leaders serving in Catholic organizations. The goal was not simply to help leaders respond to challenging employee questions. It was to help leaders think more intentionally about how Catholic identity is reflected throughout the culture of their organization.
What we heard from participants confirmed the need for this kind of formation.
One participant reflected:
“It made me start thinking about how to introduce and reflect the Catholic teachings when onboarding, as well as on-going training with staff. I look forward to the next lessons to hopefully learn how to incorporate our identity into the HR architecture of our organization.”
A woman prays in a Catholic church while on retreat. Photo Credit: Amor Santo.
That insight captures something important. Catholic identity cannot exist only in mission statements or leadership messaging. It must be reflected consistently in the daily life of the organization — including the systems, language, and relationships that shape the employee experience.
Many leaders today carry responsibilities they were never formally trained to navigate. A supervisor, principal, pastor, or HR leader may suddenly find themselves responding to questions about contraception, sterilization, gender identity, infertility treatment, or other morally complex issues connected to employee benefits. In those moments, employees are not only evaluating a policy decision. They are evaluating whether the organization’s identity is genuine, understandable, and consistently lived.
Too often, leaders feel caught between compassion and clarity. They may worry that communicating Catholic teaching will damage relationships or create conflict. Others simply feel unprepared and avoid the conversation altogether.
Formation helps leaders move beyond that tension. It gives them practical language, greater confidence, and a clearer understanding of how to represent the mission of their organization in both ordinary and difficult conversations.
Importantly, receiving formation is not about getting perfect answers. It is about helping leaders recognize the role they already play in shaping culture.
Culture is formed when a prospective employee reads a job description. It is formed when a new hire is onboarded. It is formed when policies are explained. And it is formed in the unscripted moments when employees ask difficult questions and leaders choose how to respond.
Formed leaders form culture.
In July 2026, we will begin rolling out this professional development resource more broadly to CBA members. In the months ahead, we will continue sharing more about the program and the need it is intended to address. Our hope is not simply to provide information, but to help Catholic organizations strengthen their mission and identity throughout every stage of the employee experience.