Stunned Silence – CEOs & HR Leadership Part 2

I work with a CEO who has a vision to shape his company into a place where his positive return on investment is defined by employee wellbeing and advancement. Inspired by the book “Everybody Matters: The Extraordinary Power of Caring for Your People Like Family” by Bob Chapman, CEO of Barry-Wehmiller, he was moved by the idea of the “product” being employee wellbeing and the business operations being organized and led for that purpose. He shared this inspiration with me at our first executive coaching meeting which he had arranged in order to get guidance on developing his own vision and legacy and on implementing an HR function to support .

I KNOW, RIGHT?!?! Perhaps I should have suggested you sit down first before laying that crazy egg on you. Because SISTERS AND BROTHERS, THIS is the way to Duluth for ME!

Okay, so from an HR leadership standpoint, this definition of “positive return on investment” is gong to require some additional investigation in order to ensure common purpose.

Again, questions are our friend: What does employee wellbeing and advancement look like to you? How will you know it when you see it? In what ways do you see the company helping to foster it? What’s off the table? What might that mean for your current managers? Is there a certain type of employee who would be an ideal fit for that kind of company?

Asking questions like these give you a number of SUPER IMPORTANT things like:
You get clear on what “it” is. Not your idea of “it” or a vague sense of “it” but what the CEO sees as “it”. This is particularly important if either you are so smitten with your initial understanding of “it” that you have stopped listening and are daydreaming of all the phenomenal HR implications and opportunities “it” will engender OR if you are so repelled by “it” that you’ve stopped listening and are mentally updating your resume. Take a pause. Ask the questions. Understand fully and clearly. This is your HR leadership JOB.

You define success metrics right out of the gate. The “How will you know it when you see it” question is key. Your CEO will articulate exactly what behaviors, characteristics, pomp, circumstance and background music they are envisioning when the thing is done. Take note. This is what your work should produce and be measured on.

You connect HR strategy dots. If the positive return on investment is defined as employee wellbeing and advancement then we can brainstorm all the ways we can help facilitate that outcome from employer branding and job posting language to internships and inclusion work to rewards and recognition and more. Just be sure not to lose the CEO dots in your planning. For example, when I heard employee wellbeing and advancement I immediately thought benefits and training. But as I asked more questions, it became clear that employer branding and career progression were going to be more directly tied to the CEO’s idea of having “people who want to advance, buy a house, grow a family and be fit.” Whoa. Important information right there. And now key to the strategy.

Delve deep into the strategic vision of the CEO. Take the time to draw the connections from outcome to today’s HR leadership work. Hold yourself accountable to the business outcomes you’re shooting for. This is true common purpose.

P.S. By the way, keep an eye out for Arthur Trapotsis, CEO of Consolidated Sterilizer Systems.  First, the sterilizer system biz is more sexy than you’d think.  Second, CSS is a great place to work and will be even greater as this new strategy unfolds. Third, I’m guessing you’re going to see Arthur’s name in a management book or TED talk one of these days.  He’s a sharp dude. 

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 professional growth.