THE BIG IDEA
There is an uncomfortable truth that our function seldom discusses in public
(though, believe me, the conversations are always happening offline, particularly among rising talent)
Many HR leaders – up to, and including, CHRO – are perceived as unwilling, unable or flat out resistant to improving the function.
Many of those HR leaders talk a very good game about the need for change and their desire to make it happen.
But, when the change becomes a reality – through process, practice or behavior – those same HR leaders are suddenly back-tracking on decisions, picking apart already agreed solutions, mobilizing business leaders to resist change, and on, and on…
Make no mistake, these tactics are designed to stall or end the change before it can yield value.
As an innovator or change agent within HR, it is easy to grow cynical about HR leaders, and see this behavior as a toxic power play
(and, in 30 years of improving the function, I have to actually make that a VERY EASY)
“Help me change things,” they ask, only to turn around when you’re ready to implement and say, “how dare you seek to change things, what were you thinking?!!”
(been there, earned the scars, learned from the experience)
Reading all this, you may be having some sort of reaction.
And that’s fine. We have a saying at the dojo where I train in Karate, when an individual correction is being made via group intervention:
If you feel like I’m talking to you, then I probably am
As I said above, we don’t talk about this in public
(almost like the first rule)
but, from the many conversations I’ve had while in the function, and in coaching and consulting to the function, this behavior is endemic.
So, if you find yourself disagreeing with what I’ve just shared, I’m probably talking to you.
But let’s pause for a moment because, aside from some near/actual psychopathic HR leaders
(I count 4 that I’ve worked with directly over the course of my career so far)
this behavior is rarely willful or cynical.
It’s simply a matter of self-preservation.
After all, HR professionals at all levels learn early in their career what it is to be under fire all the time, vilified simply for being part of the function, having to carry the bag when the business doesn’t want to do its own dirty work, and ending up the butt of corporate stereotype jokes, cartoon strips, and stand-up comedy.
HR professionals are either close to, or already deep within, survivor syndrome and learned helplessness. It’s the nature of long-term success in the function.
But, remember, we don’t talk about it.
When we’re caught in survivor syndrome, we naturally look to stick with the status quo
(which we know how to deal with and, though uncomfortable, isn’t killing us)
using three primary tactics:
- Reduce uncertainty
- Protect against risk
- Deflect blame
And here’s the catch-22 for HR leaders – how do I survive to tomorrow even while the world of work, business leaders and employees are demanding that the status quo shift for the better?
Said differently, how do I lead improvement of HR, without actually transforming anything?
But remember, we don’t talk about this stuff in public.
So, if you feel like I’m talking to you, I probably am.
TRY THIS
I wish there was a magic wand…
A “7 Steps To…” check-list…
A one-day off-site…
But there isn’t. Not really.
Because history is littered with whole-function quick-fix approaches to HR transformation that have run aground on the rocks of HR leaders’ self-preservation.
The work here begins and ends with step 1: admitting that our resistance is a choice over which we have lost control
(and yes, it is TOTALLY appropriate to use an addiction parallel here – but that’s a longer discussion than allowed for by this article)
We don’t always see ourselves for our manifest behaviors – our blind spots are, after all, blind.
But we are known by others for our knee-jerk reactions, our pattern of decisions, our derailing behaviors.
After all, they’re being discussed offline, between everyone but us.
And, if you feel like they’re talking about you, then they probably are.
It is time for an intervention.
USE THIS
In reading this article, if there’s any part of you that recognizes the negative impact of your need for self-preservation – please, please, please don’t go it alone!
These behaviors are the norm and it’s REALLY hard to dig yourself out of the hole without a helping hand.
This may take the form of 1-to-1 coaching…
Or it may just be connecting with like minds in my IMPROVING HR MASTERY COMMUNITY.
Whichever route you choose, the work starts and ends with you, not the stuff that HR is doing
(though that can be a vehicle)
nor fixing your HR colleagues, business leaders or organizational culture.
The aim is to turn the impact of your self-preservation from negative to positive. To finally end that downward spiral of survivor syndrome and form a virtuous cycle of elevation and contribution.
If you feel like I’m talking to you, I probably am.
So let me say it clearly, because I’m talking about it in public.
You are not alone.
Let’s talk.
FOOD FOR THOUGHT
“It’s easy to love the nice things about ourselves, but true self-love is embracing the difficult parts that live in all of us. Acceptance.” ~Rupi Kaur
