The Harsh Reality of Politics & HR

There is a sinister being floating around the HR profession. It permeates all aspects of leadership, and often has deadly consequences for the brave HR pro who doesn't understand it.

Politics.

Not Savvy? You Have No Chance

But first, let's discuss the critical skill of having organizational savvy. The workplace, and specifically HR's role to play in it, is a path fraught with peril. Competing executive team interests, fear of change, and the intimidating effect modern business and social tools have on old-school leaders are significant political landmines. 

Add to that the demands of an ever changing and contemporary candidate pool puts tremendous pressure on those leaders who want to move away from traditional approaches (read here outdated and horribly ineffective), and move to something that aligns with how our digital world actually works (read here, it's 2017.)

For the highly motivated leader who lacks the organizational savvy to understand that simply putting forward good ideas is not even remotely close enough to a real strategy, the missteps can derail one's credibility in a matter of meetings.

"Because organizational savvy entails "high-integrity" political skills, retaining a moral compass is the cornerstone component. Savvy individuals use ethical means to achieve what's good for their organizations. They advance their careers and maintain high moral standards."

- Brandon Partners

Good Ideas and Getting Results

One of the questions I'm asked constantly is how I was able to move forward with an aggressive employer brand strategy (social media, blogging, podcast, etc...) while working in an industry that is conservative, and candidly, one that rarely understands how contemporary talent acquisition work gets done.

It was not as complicated as one might think. The biggest issues that had to be overcome did include internal politics; but fear and lack of insight from the other executives were the real barriers. It was all about me and my approach. I had to be savvy.

First, I stopped using HR jargon. No one cares about it except HR people. It doesn't drive business results or help the bottom line. 

Second, I used the business language of the industry, because that is what matters. Period.

Third, I linked my contemporary approaches that were clearly necessary, to the strategic plan of my organization. Your HR plan doesn't mean a thing if it is not linked to the organization. (see HR jargon reference)

End result? Success across the board: employee engagement, recruiting, employer brand, and job satisfaction for the team.

How About You

Are you still using HR lingo and wondering why everyone is not excited about your every word? No one cares. Do you understand the political landscape of your company? Really? How? Step out of your HR shell, embrace the industry you are in, and watch your influence and success grow.

I'd love to hear from you.

No Excuses.

HR Reflections: Learning to Lead

Crawling

It was all about that first opportunity...and learning what I didn't know. 

Laws, compliance, rules, policies, structure, control, process...that was good HR.

Then it was about managing...and learning what I didn't know. 

People, behavior, expectations, deadlines, accountability, communication...that was good HR.

Walking

Next it was about complex organizations...and learning what I didn't know. 

Corporate values and politics, the business of healthcare, governance, bizarre third party behavior, national perspectives...that was good HR.

Running

Later is was about thinking beyond my organization and industry...and learning what I didn't know. 

The digital world, social media, employer branding, national strategies that go far beyond traditional ideas...that was good HR.

Leading

Today it's about one thing: courage...and I'm still learning.

I no longer have time to focus much energy on those that are so caught up in their own stuff that they suck time and energy out of those around them. 

Those leaders have failed. They won't recover, and we don't have time for them.

There is simply too much ahead that must be accomplished. Maybe if I can be courageous enough, I can help make it happen.

How About You

Ignore the noise. Be courageous instead.

I'd love to hear from you.

No Excuses.

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Walk With Me In Hell

I spend an inordinate amount of time thinking about leadership. I read about it, watch others practice it, and sadly see many struggle with it (including me.) Once in a while however, a leader moves from the pack of nameless faces and rises above the masses.

It is rare...

...and for that brave soul, it can be a very lonely place.

Courage
Think about the leaders in your organization. Many are mired in an endless task list, administrative duties that have nothing to do with either the company's values or strategic plans, or have very little time to actually support the talent on their teams.

Talent, after all, is the only thing that matters in today's world. No talent...no culture...no execution...no profit. Nothing.

So which leader in your world has moved out of "the way things are done here" and has taken a bold step forward? I'm not talking about the ones who say they're bold...I want you to identify a leader who has taken action that demonstrates the courage to truly be bold.

Do you still have anyone on your list?

Bold Can Be Hell
I think we can all recognize when "things need to change" in our organizations, right? The metrics are bad, decisions are not being made in a timely manner (or at all), and important deadlines are missed.

Someone needs to take action. But...

"My calendar is really tight this week, so I'll get that on my To-Do list and convene a task force at some point to fully examine all of the issues involved, and make sure I don't step on any executive's over-inflated ego...I mean toes."

Bold leaders simply do not accept the same old duck and run approach that so many faux-leaders rely on to survive.

Bold leaders do something. They break through bottlenecks. They force their way through the blockers in the company. They execute plans in a way that others are simply afraid to do.

Yes, I said it. Many leaders are simply scared to lead. It is much easier to focus on one's survival than it is to put the organization ahead of yourself.

What are the consequences of taking real action? Criticism. Colleagues turning on you. A scramble to justify their own ineffectiveness. 

Candidly, the bold ones are put through hell. That is until the results prove the bold leader was correct all along...and then they are suddenly considered a genius.

There is a reason no one ever talks about bold teams. It's only the individual that gets the coveted label of being bold.

How About You
Who are the bold leaders in your organization? Have you fired up the blow torch and joined the dinosaur naysayers on the attack; or, are you willing to walk with the brave ones and provide the support they deserve?

I'd love to hear from you.

No Excuses.



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