Three

The Human Resources Emerging Executive

Ian Ziskin

• Editorial: Jossey-Bass
• Año: 2015
• ISBN:
  9781119057178
• Edición: 1
• Categoría: Negocios y empresa
• Categoría: Gestión

A comprehensive guide to success in the changing HR leadership role

THREE is the definitive guidebook for thriving in the ever-changing role of HR leadership. Itis written for high potential HR emerging executives who want to accelerate their effectiveness and business impact, and for the bosses, peers, colleagues, friends, coaches, mentors, and teachers who want to assist them in doing so. Centered around three critical and complementary aspects of the role, this book explores leadership philosophy, HR's evolving role in today's organizations, and the future of HR and effective organizations to help emerging HR leaders find and establish their place in the field. The interplay between leadership and HR competencies is clearly laid out, and lessons learned from CHROs and other HR leaders, as well as academic thought leaders, form the basis of authoritative coverage of crucial components of effective HR leadership, now and in the future. The discussion simplifies the relationship between business strategy and human capital strategy; balances the "what, " "who, " and "when" of HR leader development, and explores the themes, trends, and implications emerging in the HR field. You'll learn how to lead change, master the art of the question, build leadership and talent, create a performance culture, understand Boardroom dynamics, and learn tips and techniques from over one hundred of the very best HR leaders. The book begins with a comprehensive self-assessment, and each chapter ends with a self-assessment specific to that chapter. Also, a wealth of tools and checklists are included to help you start immediately applying what you've learned.

HR leaders are under more pressure than ever to deliver high quality people-related solutions quickly and effectively, but they often don't have the broad foundational experience and perspective to effectively do so. This book provides the solution in the form of comprehensive examination and practical implementation of the critical components of the HR leadership role.

• Develop a personal leadership philosophy, and behaviors for success
• Embody the changing HR role to make people and organizations more effective
• Ask the right questions and effectively engage other leaders
• Create a performance-driven culture and anticipate critical resistance points
• Anticipate and prepare for the future of work, organizations, and HR to ensure you remain relevant

Today's organizations demand a broader array of cross-functional and cross-organizational perspectives to address complex multi-dimensional challenges and orchestrate practical solutions. THREE is the emerging HR leader's guide to acquiring the mindset and skillset required for success.

CHAPTER 1
Act Like It’s Personal

Personal Leadership Philosophy

In his book, Leadership Is an Art, Max DePree defined leadership as follows: “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant” (DePree, 1989, 11). I can’t think of a more appropriate way for HR people to think about themselves as leaders.

Our job as HR executives is to cause people and organizations to be more effective and to address reality with brutal optimism. We help others to see challenges for what they really are, confront them, and resolve them. It is also our job to serve others—not to be subservient, but to serve the needs of people and the organizations in which they work. Serve them by making them better and more effective. Serve them by helping them seek the truth, obtain real feedback, and deal with change. Serve them by enabling them to develop their talents and be their best. Serve them by giving them the confidence, courage, and capabilities they need to make important things happen and deliver results. Serve, not be subservient.

Despite the criticality of the HR executive’s role in helping other people be better and more effective leaders, I find that most HR leaders do a terrible job of figuring out who they themselves are as leaders. Like the cobbler’s children, I think we spend so much time worrying about how to develop others that we give precious little thought to who we are and what we want to be known for. While you might believe that there is a noble unselfishness in this approach, it is also a sure path to leadership mediocrity.

Personal Leadership Profile

It is virtually impossible to invest in and build capable leaders without first investing in and developing ourselves as HR leaders. The very best HR executives I know have a point of view about themselves—what they believe in, what they want to be known for, how they want others to see them, how they hold themselves accountable, what their leadership brand is—they have a personal leadership philosophy. And, once they have a clear point of view, they actually tell other people what it is. Not in an arrogant way, but in a clear and confident way: “Here is what I stand for, and here is what I expect of you and others.”

The personal leadership philosophy can take many forms and may be shared with others in many ways. But there are two things common to all good personal leadership philosophies I have seen and heard. First, they are short enough to articulate and remember. And second, they are not a secret.

While the importance of having a personal leadership philosophy applies not only to HR leaders, but to all leaders, wouldn’t it be great if you were better at it than anyone else and could put yourself in the position of teaching others how to create such a philosophy? There is no better way to be perceived as a credible leader than to teach other leaders how to be more capable and credible leaders.

The personal leadership profile (see Appendix 1 for the full version) is a tool I use to work with all kinds of leaders in crafting their personal leadership philosophies. It’s a process for working through your beliefs and priorities about leadership and what you want to be known for by others. So ask yourself the following questions and see where you stand:

1. Role Model: What leader has served as an inspiration to me, and why?
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2. Bringing Out the Best: When have I been at my best as a leader, particularly in bringing out the best in other people?
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3. What Is Important to Me: What people, things, philosophies, values, beliefs, and/or experiences are most important to me?
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4. What I Value in Others: What are the behaviors, attributes, and/or characteristics I value most highly in others?
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