Back to our Duluth trip. While my “Everybody Matters” client has chosen the employee wellbeing path, past CEO’s I’ve worked for have chosen other means including:
- The “cut expenses to the bone and build re-sale value on the employees’ backs” path
- The “shiny object” approach
- The “it will be fine” tactic
- The “employees are lucky to even be on this trip to Duluth, get back to work” culture
These were not always my preferred way to Duluth. But there were always actions I could take while there to ensure my work was aligned with what the business needed. For instance:
1. Ensure understanding:
- What does success look like? When we’ve reached (Duluth) how will we be different? What will you see more of/less of?
- I can see the intended positive outcomes. What might be the unintended consequences? (HT: Mike Halperin) And are we willing to live with those or put something in place to manage/mitigate them?
2. Clarify direction:
- Given the goal of (Duluth), how do you see skill sets/time in the office/management oversight/etc. needing to change to achieve these results?
3. See where you stand:
- In these kinds circumstances, what have you found most helpful in terms of HR leadership and functional support? (if you get a deer in headlights look, you have work to do)
Another action you have available to you is to quit. DON’T PANIC! We’re just talking here. But seriously, considering whether this is the right place for you is a fine conversation to have with yourself, a confident or mentor. You may find that considering another job actually heightens your commitment for the one you have. On the other hand, another job may seem like manna from heaven but completely out of reach. I know it’s a challenge to consider the heavy lift of looking for and securing another job. I’ve written about the invisible handcuffs that many of us feel clamp us inescapably to the job we’re lucky enough to have. Do consider, though, that if you are not aligned with the company goal or paths to get there, you will by definition be tolerating a cognitive dissonance that over time can turn into burnout or worse. [Click to Tweet]
Bottom line? Just like the equation we use for performance management (the expectation is X, the performance is Y, the difference is Z and we need to close that gap), we can apply the same dispassionate, rational and supremely effective logic to the CEO / HR alignment question. If your CEO’s path is X and your HR passion and values are Y, the difference is Z and you have some work to do.
Next up: How to tell if there’s a match from the start.
HR leaders and leaders-to-be! If you are interested in learning more ways you can become more aligned with your CEO mission and goals, consider joining UPschool. UPschool‘s online membership provides access to programs, expert guidance, tools, templates and workshops to HR professionals looking for personal and strategic leadership development.