NWA C-Suite: Lionel Riley

For the past couple of years, Lionel Riley has been chief human resources officer for Riceland Foods, where he works with senior leadership on human resources strategies and processes. He’s responsible for implementing talent management strategies and maintaining the organization’s entrepreneurial culture.

How do you stay current with industry trends and changes? I’ve learned that you can learn something from everyone. Never stop being a student. I stay current by reading, engaging in professional associations, and connecting with colleagues both inside and outside of my field. I also believe in the power of listening to employees at every level. It’s a combination of formal learning and informal insight that keeps me informed.

How do you handle pressure and stress in your leadership role? Pressure, to me, is simply a reminder that what we’re doing matters. I’ve faced plenty of high-stakes environments, both in business and in my military career, and what I’ve learned is the importance of staying calm and keeping perspective. When your team sees you steady and solutions-focused under pressure, it gives them confidence and creates a ripple effect. When the pressure is on, I remind myself, everyone is watching.

What is the best business advice someone has ever given you? “If you take care of your people, the results will take care of themselves.” At first, I thought it was just a nice saying, but over the years I’ve seen the truth in it time and time again. Success in any organization is built on the shoulders of people who feel seen, valued and trusted. When leaders (civilian, military, etc.) invest in developing their teams, listening to their ideas, giving them room to grow, and empowering them to make decisions, the performance naturally follows.

What are some aspects of leadership you are still working to improve? Leadership is a lifelong journey. For me, I’m continually working on listening more intentionally, making sure I don’t just hear what’s being said but truly understand the perspectives behind it. I’m also focused on ensuring I balance driving results with building sustainable systems that support the long-term growth of both people and the organization/mission. 

If you were not in your current role, what would you be doing? I’ve always had an entrepreneurial spirit, so I’d likely be running another business focusing on maximizing individual potential and grit that creates connection and brings people together. When I launched my charcuterie business, Graze Craze, it wasn’t just about food, it was about creating shared experiences around the table. I’d still be working in a space where I could mentor others, grow a team, and build something that has a lasting impact on both people and community.

What advice would you give someone wanting to be a leader in your industry? Be curious, be humble, and don’t be afraid to dive into the details. Leadership, in any industry, is not about the title you hold; it’s about the trust you build and the impact you leave. My advice for someone wanting to be a leader in HR is to master the balance between people and metrics. As a CHRO, I’ve seen firsthand that business success is powered by engaged, empowered people. As a colonel in the Air Force, I’ve learned that no mission is ever accomplished without the support and trust of a team.

How significantly has technology impacted your work? Technology has been a game-changer in every sense. From human resources to operations, it has streamlined the way we onboard talent, track performance, and communicate across locations. Utilizing data analytics to guide strategy or digital platforms reinforcing engagement. I always keep in mind, technology is a tool to enhance how we lead and collaborate, not a substitute for genuine connection.