Leadership
O
rganizations are like organically functioning
organisms; every component is essential.
And it’s not until something malfunctions
that its importance is highlighted i.e., you don’t pay
much attention to your teeth or your toes unless
something isn’t working — then it’s all you can
think of.
We like to compare the HR function in an organization
to the part of the brain that brings balance to all the
other parts. In a mechanical analogy, it is the oil in an
engine. It is neither a piston nor a valve, but without
it the engine implodes due to friction and becomes
non-functional.
Jay Elliot played a vital role in the early development
of Apple Computer. As Apple’s first VP of Human
Resources, he worked hard to achieve balance
by ensuring that people throughout the entire
organization were recognized and rewarded. And he
most certainly fulfilled the role of “oil in a motor” by
reducing the friction often generated by his genius
boss, Steve Jobs.
As stated in both of his books, The Steve Jobs Way,
and Leading Apple with Steve Jobs, Jay was both a
mentor to Steve and also a keen observer of how his
genius created the astonishing phenomena called
Apple Computer. The following advice comes from
Jay’s years at Apple, and also from his experiences
launching and running several other companies
since then.
Be an Extraordinary Business Partner
There is nothing new about stating that HR must be
integrated into the business of the business and not
act as an ancillary function that only handles “boring
administrative matters.” But simply being invited to
the table is not success. It’s just the opportunity
for success. Extraordinary contribution is what
transforms simple participation into leadership. One
of the things that made Steve Jobs special was his
fearlessness. He was the poster boy for someone
having the courage of their convictions. If he had
resisted speaking his mind because he allowed
others to intimidate him, the world would be a poorer
and less colorful place today.
Remember, every component of an organization
is essential; your contribution is necessary for its
success. Anything you suppress, any perspectives
you have that are not shared with other leaders,
are lost to the whole. “Ordinary” focuses mainly on
collecting a paycheck. “Extraordinary” brings their ‘A’
game and stands by their convictions.
Proactive vs. Reactive
This is another point you have likely heard many
times before, but knowing something and doing it
are two different things. You are in HR so you know
how the whole selection process works. We aim
to hire the smartest people we can find who fit our
organizations. Then we too often sadly watch as
they gradually get squeezed into roles, and process,
and systems that make it difficult for them to use
their talents.
Working proactively requires using that wonderful
brain that got you hired in the first place — all of
it. HR departments are not intrinsically immune
to inhibiting the expression of people’s talent, but
thankfully, they are more often a place where an
individual’s unique contributions are encouraged.
What is proactive? It is thinking strategically. It is
doing research, on your own volition, so that when
a difference of opinion comes up with a business
partner, you are the person in the room with the
facts, with the data, with the reason and justification
for your opinion.
Reactive isn’t always avoidable. No one is
omnipotent. But it should not be your standard
mode of operation. Reactive is fixing things after
they go wrong, waiting for someone to tell you what
to do. It is often accompanied by what we call the
“victim mentality.” That’s the viewpoint that there’s
nothing you can do about things, that what goes
wrong was out of your control, and so forth.
Commit yourself to be as proactive as possible.
Look ahead. Be more prepared. Lead.
Don’t Get Blinded by the Light
(Put Character and Integrity First)
Once managers realize the value of HR’s proactive
contributions they begin to include you more and
more in upper level events and meetings. It’s a great
thing when Senior Directors and C-Level Executives
begin asking for your council. And it is vital to
maintain the proper perspective. By that I mean
to continue to practice the Mantra: “Organizations
are like organically functioning organisms; every
component is essential.”
In other words, if you discover you have been
neglecting the “lower-level problems” individuals
trust you with, figure out how to remedy that. I am
absolutely certain none of us would tell ourselves
that “someone’s issues don’t really matter.” But it’s
not our thoughts or intentions that count. It’s the
things we do. And it is not only the morally right thing
to do; it is also the practical thing to do. Just like
Steve Jobs would not comprise on his principles, I
am advocating that you stand up for yours; even in
a storm. At the end of the day, you need to have the
respect of the person in the mirror.
Six
Principles
for Becoming a
Disruptive Leader
By Jay Elliot, HR West Presenter: Session 507 and Jay Orlin
www.
nchra
.org
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