LEADERSHIP: KEEPING H.R. AT THE TOP TABLE

Published: 2009-02-23   please add a comment below

Let’s start with two anecdotes. First: I was recently talking with a client, with whom I’ve done business strategy work and who’s keen to try our Leadership Action Planning tool for himself and his team. Notwithstanding current conditions, their business is growing and profitable. It’s well-run and operates in an online retail space that’s gaining market share. But, he’s initiated cautionary cost-cutting; and, is wary of starting a leadership program at this time, even though he recognises its merit and its relative cheapness (given it’s also online).

Second: my programmer was talking to a woman friend, who’s responsible for leadership training in the local subsidiary of a multinational. She likes our simpler Leadership Problem-Solver tool, since it addresses a gap left by many leadership programs. A failure to convert awareness-raising and generalised learning into specific plans of action.

So, my conclusions? First, even CEOs, who see merit in leadership development are prone to hold back at present. Understandable; but, risky with today’s tough markets and de-motivated staff. Second, many HR people recognise that training’s got to be more practical: delivering changed outcomes.

How are things in your organisation? Delays and cut backs? And, how’s this affecting HR? Strengthening its position in the top team; or, hurting it? Too often in a commercial crisis, HR goes backwards. When the whips are cracking, the stockmen call the tune. And, the lesson? HR has to prove its whip cracks too! So, try this checklist:

• How practical are the outputs and the deliverables from your leadership programs? Mostly evaluations and general principles? Or, a plan that’s on-the-record, with clear commitments, and do-by dates that each leader’s going to implement?
• Does the plan cover hard (economic, market and technical) issues the leader’s responsible for as well as the soft (people, organisational and cultural) ones?
• Is this done online (using a framework that ensures things aren’t overlooked) and to keep costs down?

The above are musts, if HR’s going to be part of strategy and the big decisions. So, if you have a team member or friend, who’s an HR executive, please forward this to them

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®