Smalley - Top 10 HR Leadership Mistakes

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LEADING ORGANIZATIONAL LEADING ORGANIZATIONAL EXCELLENCE BY AVOIDING EXCELLENCE BY AVOIDING

THE TOP TEN HR THE TOP TEN HR LEADERSHIP MISTAKESLEADERSHIP MISTAKES

Live Learn Lead Live Learn Lead The Evolution of a Leader The Evolution of a Leader

in Human Resourcesin Human ResourcesPresented byPresented by

Jack Smalley, SPHRJack Smalley, SPHR

Director, HR Learning and Development Director, HR Learning and Development

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Great HR Leadership can move Great HR Leadership can move Men, Women, and MountainsMen, Women, and Mountains

BUTBUT

�� Do irreparable damage to our Do irreparable damage to our followers from our mistakesfollowers from our mistakes

�� The higher level we achieve The higher level we achieve the further we can fallthe further we can fall

�� Our employees choose to Our employees choose to allow us to succeed or failallow us to succeed or fail

can also:

Introduction

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Traits of Great Leaders in HRTraits of Great Leaders in HR�� VisionVision�� HonestyHonesty�� CompetentCompetent�� Forward thinkingForward thinking�� InspiringInspiring�� IntelligentIntelligent�� CourageousCourageous�� Straight forwardStraight forward�� ImaginativeImaginative�� JudgmentJudgment�� InitiativeInitiative�� DecisivenessDecisiveness�� TactTact�� IntegrityIntegrity�� EnthusiasmEnthusiasm�� UnselfishnessUnselfishness

�� KnowledgeKnowledge

�� LoyaltyLoyalty

�� EthicalEthical

�� TrustTrust

�� ConfidenceConfidence

�� MaturityMaturity

�� AssertivenessAssertiveness

�� CandorCandor

�� Sense of humorSense of humor

�� CompetenceCompetence

�� CommitmentCommitment

�� CreativityCreativity

�� HumilityHumility

�� FlexibilityFlexibility

�� EmpathyEmpathy

�� CompassionCompassion

�� Influence Influence

Rate your Leaders

Rate yourself

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The Greatest Lessons IThe Greatest Lessons I ’’ve ve Learned about HR Leadership Learned about HR Leadership

were from My Mistakeswere from My Mistakes•• Poor Hiring DecisionsPoor Hiring Decisions•• Social Similarity Social Similarity •• Holding nonHolding non --performers accountableperformers accountable

�� Wrong message to best employeesWrong message to best employees

•• Defining True DiversityDefining True Diversity•• Lapses in IntegrityLapses in Integrity•• Lost in Management LandLost in Management Land•• Allowing Subordinates to Feed the EgoAllowing Subordinates to Feed the Ego

Introduction

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Putting Projects Before PeoplePutting Projects Before People

#10 HR Leadership #10 HR Leadership MistakeMistake

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#10 HR Putting Projects Before #10 HR Putting Projects Before PeoplePeople

�� Employees are Employees are OpportunitiesOpportunities NOT NOT InterruptionsInterruptions

�� Normally a result of Normally a result of Type Type ““ AA”” personalitypersonality

�� Signs of a Type Signs of a Type ““ AA””Paper PusherPaper Pusher•• ““ People are interruptionsPeople are interruptions ””•• ““ I prefer to be alone to get I prefer to be alone to get

my work donemy work done ””•• ““ This job would be great This job would be great

except for the peopleexcept for the people ””•• ““ II’’m impatientm impatient ””

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�� Signs of a Type Signs of a Type ““ AA”” Paper Pusher Paper Pusher concon ’’ tt ..•• ““ My wife thinks IMy wife thinks I ’’m escaping from herm escaping from her ””•• ““ I speed up my wifeI speed up my wife ’’s story tellings story telling ””•• On Saturdays you make a list of weekend On Saturdays you make a list of weekend

projectsprojects•• You cannot relaxYou cannot relax•• Subordinates know they have 5 minutes to Subordinates know they have 5 minutes to

get their point acrossget their point across

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�� Bill Clinton PresidencyBill Clinton Presidency•• Aids kept him focused on Aids kept him focused on

economyeconomy•• Campaign HQ signCampaign HQ sign•• ““ ItIt ’’s the economy stupids the economy stupid ””

�� Great HR Leaders signGreat HR Leaders sign•• ““ ItIt ’’s the people stupids the people stupid ””

�� Our employees decide Our employees decide our futureour future•• Success/FailureSuccess/Failure

“It’s the people stupid”

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Assuming Your Best Employees Assuming Your Best Employees Require Little RecognitionRequire Little Recognition


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#9 Assuming Your Best Employees #9 Assuming Your Best Employees Require Little RecognitionRequire Little Recognition

�� Who is the most important person in your Who is the most important person in your life?life?•• Your spouseYour spouse•• Have you ever heard, Have you ever heard, ““ You never tell me you love You never tell me you love

me anymoreme anymore ””•• And we say? And we say? •• Who are the most important people in your work?Who are the most important people in your work?

** I rest my caseI rest my case

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�� Affirmation of good performance motivatesAffirmation of good performance motivates•• Often better than financial incentivesOften better than financial incentives•• Employees thrive on praiseEmployees thrive on praise

�� Especially your bestEspecially your best

�� Catch your best off guardCatch your best off guard•• If employee says If employee says ““ Is something wrong?Is something wrong? ”” We say We say

““ No, INo, I ’’m calling because something is rightm calling because something is right ””•• In front of senior managementIn front of senior management•• Mobil Oil CEOMobil Oil CEO ’’s s ““ whatwhat ’’s rights right ”” callcall

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Recognition during economically Recognition during economically uncertain timesuncertain times

�� When $$ and promotions are not When $$ and promotions are not available for high potentialsavailable for high potentials•• Assign temporary projects/assignmentsAssign temporary projects/assignments•• Challenging with visibility to senior Challenging with visibility to senior

leadershipleadership•• OneOne--onon --One time with Executives on One time with Executives on

special projectsspecial projects

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Accepting Mediocre Performance Accepting Mediocre Performance Especially in Our Own HouseEspecially in Our Own House


Report Card

C-

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#8 Accepting Mediocre #8 Accepting Mediocre Performance within HRPerformance within HR

�� Classifying Your PerformersClassifying Your Performers•• ““ A PerformersA Performers ”” are the reason we are are the reason we are

successfulsuccessful•• ““ B PerformersB Performers ”” are productive but may are productive but may

lack broad lack broad promotabilitypromotability•• ““ C PerformersC Performers ”” meet minimal expectations meet minimal expectations

and do not move the organization forwardand do not move the organization forward

A

B

C

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#8 Accepting Mediocre Performance within #8 Accepting Mediocre Performance within HRHR

Choices for mediocre HR performance Choices for mediocre HR performance ““ C PerformersC Performers ””•• Coach to improve performanceCoach to improve performance•• Counsel out of organizationCounsel out of organization•• Remain as status quo is unacceptableRemain as status quo is unacceptable

�� Many companies regularly prune out the Many companies regularly prune out the ““ CC PerformersPerformers ””•• Jack Welch, GEJack Welch, GE

�� But most lower their standards to accommodateBut most lower their standards to accommodate•• Message to Message to ““ A PerformersA Performers ””

�� Leaders and managers Leaders and managers should be held accountableshould be held accountablefor for ““ C PerformersC Performers ””•• Only 1 Only 1 ““ C appraisalC appraisal ””

�� HR sets the acceptable standardHR sets the acceptable standard

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Failure To Build Relationships Failure To Build Relationships And Trust in HRAnd Trust in HR


““ The HR Mission StatementThe HR Mission Statement ””

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#7 Failure to Build Relationships #7 Failure to Build Relationships and Trust in HRand Trust in HR

�� Do relationships impact success?Do relationships impact success?

1.1. HR HR RelationshipsRelationships lead tolead to2.2. TrustTrust leads toleads to3.3. InformationInformation leads toleads to4.4. Success Success in Human Resourcesin Human ResourcesYour employees must trust you in order to Your employees must trust you in order to

share informationshare information

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1.1. Relationship with your Leader/subordinatesRelationship with your Leader/subordinates•• My first day/month with ExpressMy first day/month with Express

2.2. Multiple relationships with peersMultiple relationships with peers•• Begin at Day 1Begin at Day 1•• Building for the futureBuilding for the future•• Target former incumbentTarget former incumbent ’’s adversariess adversaries

3.3. Relationship with other departmentsRelationship with other departments4.4. Relationships within the communityRelationships within the community

•• BoardsBoards•• VolunteerVolunteer•• Business connectionsBusiness connections•• Candidate sourcesCandidate sources

Hierarchy of Relationships (4)

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Building relationships has always been my strengthBuilding relationships has always been my strength�� Became low priority as I drifted apart from coBecame low priority as I drifted apart from co --

workersworkers�� HR department employee opinion surveyHR department employee opinion survey�� HR department scored low on trustHR department scored low on trust�� Weekly department meeting on Weekly department meeting on ““ The Speed of TrustThe Speed of Trust ””

•• Stephen CoveyStephen Covey�� Online trust exercise confirmed major trust issuesOnline trust exercise confirmed major trust issues�� Opened my eyesOpened my eyes�� Back to basics to rebuild relationships within HR Back to basics to rebuild relationships within HR

departmentdepartment

(A Personal Story on Relationships)

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Four Cores of Establishing HR Four Cores of Establishing HR Credibility:Credibility:

�� Your IntegrityYour Integrity�� Your IntentYour Intent�� Your CapabilitiesYour Capabilities�� Your ResultsYour Results

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1.1. Your IntegrityYour Integrity•• HonestyHonesty•• Walking your talkWalking your talk•• Courage to remain with your values and beliefsCourage to remain with your values and beliefs•• Most violations of trust are violations of integrit yMost violations of trust are violations of integrit y

2.2. Your IntentYour Intent•• Your motivesYour motives•• Your agendasYour agendas•• BehaviorBehavior•• Caring as much for others as ourselvesCaring as much for others as ourselves•• No hidden agendas, especially in HRNo hidden agendas, especially in HR

Four Cores of Establishing Credibility

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3.3. Your CapabilitiesYour Capabilities•• Ability to InspireAbility to Inspire

�� ConfidenceConfidence ▪▪ KnowledgeKnowledge�� AttitudesAttitudes ▪▪ StyleStyle�� SkillsSkills ▪▪ Restore trustRestore trust

4.4. Your ResultsYour Results•• Track recordTrack record•• PerformancePerformance•• Right things doneRight things done•• Achieving results as promisedAchieving results as promised•• Creating a reputationCreating a reputation

Four Cores of Establishing Credibility

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�� Gallup Survey on TrustGallup Survey on Trust•• Trust in people who run your companyTrust in people who run your company 86%86%•• Top executives do right for customersTop executives do right for customers 90%90%•• Top executives do right for employeesTop executives do right for employees 72%72%

* * How would you rate your leader/company in How would you rate your leader/company in trust?trust?

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1.1. Take responsibilityTake responsibility•• Blame yourself vs. othersBlame yourself vs. others•• Get out of blame game to solution gameGet out of blame game to solution game•• ““ I made a mistakeI made a mistake ””

2.2. Communicate your solutionCommunicate your solution•• Reestablish your credibilityReestablish your credibility

�� This is what I didThis is what I did�� This is what IThis is what I ’’ ll doll do

3.3. Ask for adviceAsk for advice•• Swallow your prideSwallow your pride•• From above, peers and especially subordinatesFrom above, peers and especially subordinates

Three ways to “Rebuild” HR Trust after Mistakes

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Failing At Organizational ChangeFailing At Organizational Change


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#6 Failing At Organizational #6 Failing At Organizational ChangeChange

�� Organizational change is the Organizational change is the most soughtmost soughtafter competencyafter competency for todayfor today ’’s HR Leadership s HR Leadership talenttalent

�� Progressive organizations align HR with Progressive organizations align HR with organizational change to embrace organizational change to embrace company company cultureculture

�� Employees who resist organizational change Employees who resist organizational change may be a may be a reflection of their leadershipreflection of their leadership

�� Companies will continue to implement Companies will continue to implement constant organizational change for constant organizational change for survival survival in a global economyin a global economy

�� HR must leadHR must lead

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�� An HR leader who fails to adapt or change An HR leader who fails to adapt or change becomes out of touch and obsoletebecomes out of touch and obsolete•• End up outside inner circle of decision makersEnd up outside inner circle of decision makers•• No longer involved in strategy sessionsNo longer involved in strategy sessions•• Outside progressive thinkers bypass and go Outside progressive thinkers bypass and go

directly to their subordinatesdirectly to their subordinates•• Organization is in overOrganization is in over --drive and HR is outside drive and HR is outside

looking inlooking in

�� Failing for HR to endorse organizational Failing for HR to endorse organizational change is becoming stuck in the presentchange is becoming stuck in the present

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�� Failure to communicateFailure to communicate�� Failure to involve your top performersFailure to involve your top performers�� Having a good message but inadequate Having a good message but inadequate

messengers messengers �� HR must have effective messengersHR must have effective messengers�� Put the Leaders with the most integrity Put the Leaders with the most integrity

in front of your peoplein front of your people

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Dictatorship Decision MakingDictatorship Decision MakingBy Stifling HR Maverick ThinkersBy Stifling HR Maverick Thinkers


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#5 Dictatorship Decision Making#5 Dictatorship Decision Making

�� Collaborate (as long as you agree)Collaborate (as long as you agree)�� Resist new ideasResist new ideas

•• Boomers vs. XerBoomers vs. Xer ’’ss

�� My 2My 2ndnd BossBoss•• IntroductionIntroduction•• Borrowed lunch $$Borrowed lunch $$•• Lectured on who was bossLectured on who was boss

�� #1 insecurity of ineffective leaders#1 insecurity of ineffective leadersView HR talented subordinates as View HR talented subordinates as threatening thus restricting diverse thinkersthreatening thus restricting diverse thinkers

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Knowledge in an organization Knowledge in an organization = Power for HR= Power for HR

�� HR dictatorship decisionHR dictatorship decision --makers makers restrict subordinates by keeping restrict subordinates by keeping in darkin dark•• Racism in South 1940sRacism in South 1940s --1960s1960s•• Gov. G. Wallace Gov. G. Wallace –– University of University of

AlabamaAlabama•• My wifeMy wife ’’s cos co --worker worker ---- Beaumont, TXBeaumont, TX•• Ignorance rulesIgnorance rules

Knowledge

KEEP OUT

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�� A Peacock In The Land Of PenguinsA Peacock In The Land Of Penguins�� Recognizing talent within diversityRecognizing talent within diversity�� Those from a different mold can teach usThose from a different mold can teach us�� Story of Kim GriffinStory of Kim Griffin

�� Little HR experienceLittle HR experience�� NonNon --degreeddegreed�� Exceptional work ethicExceptional work ethic�� Diligent learnerDiligent learner�� Refused to give upRefused to give up�� Outstanding HR professionalOutstanding HR professional

�� Large organizations can silence diverse thinking Large organizations can silence diverse thinking from hidden culturesfrom hidden cultures

Must Read

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Too Much Talking;Too Much Talking;Not Enough WalkingNot Enough Walking


Employees

HR Managers

HR Leader

#4 Too Much Talking; Not Enough Walking

HR Servant Leadership

• A Great Concept

• Difficult to Implement

• HR Servant Leadership is Leaders serving their Employees

Most companies don’t have the HR Leadership integrity or employee maturity level to sustain servant leadership

• Often employees want HR leaders to take charge

• To make difficult decisions

• To lead organization thru turbulent times

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#4 Too Much Talking; Not #4 Too Much Talking; Not Enough WalkingEnough Walking

�� Eight relocations 20 yearsEight relocations 20 years�� 10 employers10 employers�� No retirement vestingNo retirement vesting�� Limited succession planningLimited succession planning�� Sacrificed own career to followSacrificed own career to follow�� Never spends $$ on selfNever spends $$ on self�� Family always firstFamily always first

Pam SmalleyPam SmalleyNow, it is her turnNow, it is her turn

Servant Leadership is about caring for othersServant Leadership is about caring for others ’’successes more than your ownsuccesses more than your own

The Perfect HR Servant Leader

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�� True HR Servant Leaders roll up their True HR Servant Leaders roll up their sleevessleeves•• Do everything anyone else doesDo everything anyone else does•• Remain close to their peopleRemain close to their people•• Communicate everything, every timeCommunicate everything, every time•• Are available 24/7Are available 24/7

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�� Some Leaders fail at including employees in Some Leaders fail at including employees in goal settinggoal setting•• Employees will buyEmployees will buy --in what they are part ofin what they are part of

Why do some HR Leaders excel at buyWhy do some HR Leaders excel at buy --in to in to their bosstheir boss

ButButFail at employee buyFail at employee buy --inin

Unclear Goals

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#4 Too Much Talking; Not Enough #4 Too Much Talking; Not Enough WalkingWalking

�� Some are more concerned Some are more concerned with who said vs. what was with who said vs. what was saidsaid

�� ItIt ’’s comical observing s comical observing ineffective leaders ineffective leaders Kissing Kissing UpUp•• Talk like a lionTalk like a lion•• Walk like an infantWalk like an infant

Why? � Because ineffective HR Leaders excel at

““ Kissing UpKissing Up ””But fail atBut fail at

““ Kissing DownKissing Down ””

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Getting Lost In HR Management Getting Lost In HR Management LandLand


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#3 Getting Lost in HR #3 Getting Lost in HR Management LandManagement Land

�� Lose touch with employeesLose touch with employees�� Focus 100% above and little belowFocus 100% above and little below�� Communicate at minimal levelCommunicate at minimal level�� Little issues become major crisisLittle issues become major crisis�� Simply out of touchSimply out of touch

•• ““ Out of OfficeOut of Office ””

�� Develop Develop Apathy CaveApathy Cave symptomssymptoms

Why after we reach a certain level in HR we become someone else

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#3 Getting Lost in HR Management Land#3 Getting Lost in HR Management Land

Symptoms�� NonNon --caring negative attitudecaring negative attitude�� Problems areProblems are

•• IgnoredIgnored•• Covered upCovered up•• Blame othersBlame others

�� Leaders become afraid to make decisionsLeaders become afraid to make decisions•• 22ndnd guessedguessed•• Former Chicago LeaderFormer Chicago Leader

�� Culture dominated byCulture dominated by•• BlameBlame•• Excuses Excuses

�� Employee absenteeism, tardiness, lack of position Employee absenteeism, tardiness, lack of position ownershipownership

•• The absent employee and the out of touch leaderThe absent employee and the out of touch leader•• WifeWife ’’s counsels counsel

Apathy Cave

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#3 Getting Lost in HR Management #3 Getting Lost in HR Management LandLand

Solutions�� Create a positive cultureCreate a positive culture�� Constant communicationConstant communication�� Stay connected to your peopleStay connected to your people�� Identify employee strengthsIdentify employee strengths

•• Focus on strengthsFocus on strengths•• MentorMentor•• SupportSupport•• Marcus BuckinghamMarcus Buckingham

�� ““ Discover your strengthsDiscover your strengths ””

�� Create a climate of ownershipCreate a climate of ownership�� EmpowerEmpower�� Reward positive performanceReward positive performance

Apathy Cave

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#3 Getting Lost in HR Management #3 Getting Lost in HR Management LandLand

�� Large egosLarge egos�� Power hungryPower hungry�� Individual Accomplishments vs. Team Individual Accomplishments vs. Team

SuccessesSuccesses�� Leading by fearLeading by fear

•• Focusing on mistakesFocusing on mistakes

�� Risking integrityRisking integrity�� HR must base all decisions on protecting HR must base all decisions on protecting

integrityintegrity

A View into HR Management Land

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Poor CommunicationPoor Communication

““ The HR Leadership Death The HR Leadership Death PenaltyPenalty ””


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#2 Poor Communication#2 Poor CommunicationTop 10 HR Leadership Communication MistakesTop 10 HR Leadership Communication Mistakes

10. HR Communication Mistake10. HR Communication Mistake•• ““ This will be off the recordThis will be off the record ””

•• There is no such thingThere is no such thing•• State clearly whyState clearly why

9. HR Communication Mistake9. HR Communication Mistake•• Assuming your employees know what is Assuming your employees know what is

going ongoing on•• Assume they know nothingAssume they know nothing•• Some know allSome know all•• Others know littleOthers know little

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#2 Poor Communication#2 Poor CommunicationTop 10 HR Leadership Communication MistakesTop 10 HR Leadership Communication Mistakes

8. HR Communication Mistake8. HR Communication Mistake•• Spinning the messageSpinning the message

�� Avoiding the truthAvoiding the truth�� Bad newsBad news�� Lose integrityLose integrity�� Honesty rulesHonesty rules

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#2 Poor Communication#2 Poor Communication7. HR Communication Mistake7. HR Communication Mistake•• Failure to listenFailure to listen

•• EgoEgo•• InsensitiveInsensitive•• ArrogantArrogant

6. HR Communication Mistake6. HR Communication Mistake•• Failure to Manage Conflict within HRFailure to Manage Conflict within HR

•• 42% of Leaders time42% of Leaders time•• Why some HR Leaders hide from conflictWhy some HR Leaders hide from conflict•• DonDon ’’ t take sidest take sides•• Address immediatelyAddress immediately•• Avoiding the extremesAvoiding the extremes

•• Power hungryPower hungry•• Short attention spanShort attention span

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#2 Poor Communication#2 Poor Communication5. HR Communication Mistake5. HR Communication Mistake•• Criticizing employeesCriticizing employees

•• Focusing on Past vs. PresentFocusing on Past vs. Present•• Come across as bullyCome across as bully•• IntegrityIntegrity

4. HR Communication Mistake4. HR Communication Mistake•• Talking Too MuchTalking Too Much

•• The one who loves to hear themselvesThe one who loves to hear themselves•• Walking thesaurusWalking thesaurus•• Only goal is to impressOnly goal is to impress•• Hog the clockHog the clock•• Talk over othersTalk over others•• Constantly interruptingConstantly interrupting

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#2 Poor Communication#2 Poor Communication

3. HR Communication Mistake3. HR Communication Mistake•• Unsolicited AdviceUnsolicited Advice

•• Ready, Shoot, AimReady, Shoot, Aim•• Responses not thought outResponses not thought out•• Professional knowProfessional know --itit --allall•• Expert on everythingExpert on everything•• Fixing the spouse Fixing the spouse ““ Golf SwingGolf Swing ””•• Ask permission to respondAsk permission to respond

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2. HR Communication Mistake2. HR Communication Mistake•• Admitting YouAdmitting You ’’re Wrongre Wrong

•• Disagreement becomes emotionalDisagreement becomes emotional•• Leader crushes subordinateLeader crushes subordinate•• Lose objective thinkingLose objective thinking

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1. HR Communication Mistake1. HR Communication Mistake•• LyingLying

•• Partial truthsPartial truths•• Breaking confidentialityBreaking confidentiality•• Lose trust foreverLose trust forever•• Instead say Instead say ““ II’’m not free to commentm not free to comment ””•• Silence rules over liesSilence rules over lies

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Failure To MentorFailure To MentorIn Human ResourcesIn Human Resources


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#1 Failure to Mentor in HR#1 Failure to Mentor in HR

�� Baby Boomer exitBaby Boomer exit�� CradleCradle --ToTo--Grave employment no longer existGrave employment no longer exist�� Programs needed to retain talented Programs needed to retain talented

millennialsmillennials while embracing organizations while embracing organizations cultureculture

�� Mentoring must expand beyond Mentoring must expand beyond boss/subordinate relationshipsboss/subordinate relationships

�� Companies must focus on female mentoring Companies must focus on female mentoring opportunitiesopportunities•• MaleMale--ToTo--MaleMale

Mentoring Is At A Critical Crossroads

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Knowing when and Knowing when and how to say them how to say them ––when to keep them to when to keep them to yourselfyourself

Having the right wordsHaving the right words

Must be acquiredMust be acquiredCan be learnedCan be learned

WisdomWisdomKnowledgeKnowledge

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�� Henry Porter, GrandfatherHenry Porter, Grandfather•• Be myselfBe myself•• Utilize my strengthsUtilize my strengths•• Church leaderChurch leader

�� Jack Smalley, Sr., FatherJack Smalley, Sr., Father•• Became my best friendBecame my best friend•• Never ask anything you arenNever ask anything you aren ’’ t willing to givet willing to give•• Fire chiefFire chief

�� Sam Sam DuggerDugger•• QB 1960QB 1960•• Worked with me on my dreamWorked with me on my dream•• Saturday morningsSaturday mornings

Mentoring begins at parenting and continues throughout life

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�� Jim SmithJim Smith•• 11stst HR mentorHR mentor•• Took risk on meTook risk on me•• Created my styleCreated my style

�� Ron SybertRon Sybert•• Mobil Oil HR mentorMobil Oil HR mentor•• Guided my careerGuided my career•• Kept me out of HR Kept me out of HR

management landmanagement land�� Larry Ferree, SPHRLarry Ferree, SPHR

•• Mentored me at 52Mentored me at 52•• HR Leader/FriendHR Leader/Friend•• Took risk on hiring meTook risk on hiring me

�� Pam SmalleyPam Smalley•• Family LeadershipFamily Leadership•• Servant LeadershipServant Leadership

•• Relationships first in HRRelationships first in HR•• Learn the business for Learn the business for

credibilitycredibility

•• Surround yourself with people Surround yourself with people better than yourselfbetter than yourself

•• Resist being HR copResist being HR cop•• Win over adversariesWin over adversaries

•• Best at avoiding anonymityBest at avoiding anonymity•• Protect integrityProtect integrity

•• Family firstFamily first

Mentoring begins at parenting and continues throughout life con’t.

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�� Develop succession planningDevelop succession planning�� Recognize your future HR LeadersRecognize your future HR Leaders

•• Hire your replacementHire your replacement�� Think outside the boxThink outside the box

•• H. Sweet, TrainerH. Sweet, Trainer�� VP, MFGVP, MFG

•• F. Moran, HR ManagerF. Moran, HR Manager�� RIF listRIF list�� VisionaryVisionary�� VP HRVP HR

•• M. Powell, US NavyM. Powell, US Navy�� Management trainee, MfgManagement trainee, Mfg�� Recognized HR talentRecognized HR talent�� VP, HR, Wells FargoVP, HR, Wells Fargo

There is No HR Success Without HR Successors

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�� Strong subordinates mentor upStrong subordinates mentor up�� Let subordinates know when they inspire usLet subordinates know when they inspire us�� B. B. NaclerioNaclerio�� K. K. KusomotoKusomoto�� B. GannonB. Gannon�� K. GriffinK. Griffin�� Each would ground me back to realityEach would ground me back to reality

Great HR Leaders Welcome Mentoring from Subordinates

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ConclusionConclusion

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JackJack ’’s Recipe for HR Leaderships Recipe for HR Leadership�� 3 cups 3 cups FollowerFollower

•• To become a great HR leader we To become a great HR leader we must first be a great HR followermust first be a great HR follower

�� 3 cups 3 cups ResponsibilityResponsibility•• Take full responsibility for each Take full responsibility for each

failed action failed action •• Admit mistakes earlyAdmit mistakes early

�� 3 cups 3 cups PraisePraise•• Share the praise for all Share the praise for all

successes successes

Follower

Responsibility

Praise

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JackJack ’’s Recipe for HR Leadership s Recipe for HR Leadership concon ’’ tt ..

�� 3 cups 3 cups ListeningListening•• Listen to your people and be Listen to your people and be accessibleaccessible

�� 5 quarts 5 quarts IntegrityIntegrity•• Make decisions based on protecting itMake decisions based on protecting it

�� MIX WELL, MIX WELL, Nurture and MentorNurture and Mentor

Note: Note: ““ IntegrityIntegrity ”” is mentioned in thisis mentioned in thispresentation 20 times presentation 20 times

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ReviewReview

10.10. Putting HR projects before peoplePutting HR projects before people9.9. Assuming your best employees require little Assuming your best employees require little

recognitionrecognition8.8. Accepting mediocre performance within HRAccepting mediocre performance within HR7.7. Failure building relationships and trust in HRFailure building relationships and trust in HR6. 6. Failing at organizational changeFailing at organizational change5.5. Dictatorship decision making by stifling HR maveric k Dictatorship decision making by stifling HR maveric k

thinkersthinkers4.4. Too much talking; not enough walkingToo much talking; not enough walking3.3. Getting lost in HR management landGetting lost in HR management land2.2. Poor communication Poor communication ““ The HR Death PenaltyThe HR Death Penalty ””1.1. Failure to mentor in HRFailure to mentor in HR

Top 10 HR Leadership Mistakes

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Suggested ReadingSuggested Reading

AhlrichsAhlrichs, Nancy S. , Nancy S. Manager of Choice 5 Competencies for Cultivating Top Manager of Choice 5 Competencies for Cultivating Top TalentTalent. Palo Alto, . Palo Alto, CalifCalif: Davies: Davies--Black Pub., 2003. Print. Black Pub., 2003. Print.

BennisBennis, Warren G. , Warren G. Leaders Strategies For Taking ChargeLeaders Strategies For Taking Charge. New York: . New York: HarperBusinessHarperBusiness, 1997. Print. , 1997. Print.

CascioCascio, Wayne F., and John W. Boudreau. , Wayne F., and John W. Boudreau. Investing in People Financial Investing in People Financial Impact of Human Resource InitiativesImpact of Human Resource Initiatives. New York: FT, 2008. Print. . New York: FT, 2008. Print.

Cottrell, David. Cottrell, David. Leadership Energy: A HighLeadership Energy: A High--Velocity Formula to Energize Velocity Formula to Energize Your Team, Customers and ProfitsYour Team, Customers and Profits. Dallas: . Dallas: CornerStoneCornerStone Leadership Leadership Institute, TX. Print. Institute, TX. Print.

Cottrell, David. Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can't Monday Morning Leadership: 8 Mentoring Sessions You Can't Afford to MissAfford to Miss. Dallas: . Dallas: CornerStoneCornerStone Leadership Institute, TX. Print. Leadership Institute, TX. Print.

Cottrell, David. Cottrell, David. Monday Morning Mentoring 10 Life Lessons to Guide You Up Monday Morning Mentoring 10 Life Lessons to Guide You Up the Ladderthe Ladder. New York: Collins, 2006. Print. . New York: Collins, 2006. Print.

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Suggested Reading Suggested Reading ConCon ’’ tt ..Covey, Stephen M.R., and Rebecca R. Merrill. Covey, Stephen M.R., and Rebecca R. Merrill. The Speed of Trust: The One The Speed of Trust: The One

Thing That Changes EverythingThing That Changes Everything. New York: Free, NY. Print. . New York: Free, NY. Print. FeinerFeiner, Michael. , Michael. The The FeinerFeinerPoints of Leadership The 50 Basic Laws That Will Points of Leadership The 50 Basic Laws That Will

Make People Want to Perform Better for YouMake People Want to Perform Better for You. Boston: Business Plus, 2004. . Boston: Business Plus, 2004. Print. Print.

FinzelFinzel, Hans. , Hans. The Top Ten Mistakes Leaders MakeThe Top Ten Mistakes Leaders Make. San Diego: David C. Cook . San Diego: David C. Cook Distribution, 2007. Print. Distribution, 2007. Print.

Lencioni, Patrick M. Lencioni, Patrick M. The Three Signs of a Miserable Job A Fable for The Three Signs of a Miserable Job A Fable for Managers (And Their Employees)Managers (And Their Employees). San Francisco: . San Francisco: JosseyJossey--Bass, 2007. Print. Bass, 2007. Print.

Maxwell, John C. Maxwell, John C. 21 Indispensable Qualities of a Leader Becoming the 21 Indispensable Qualities of a Leader Becoming the Person that People Will Want to FollowPerson that People Will Want to Follow. Nashville, TN: T. Nelson, 1999. . Nashville, TN: T. Nelson, 1999. Print. Print.

Maxwell, John C. Maxwell, John C. 21 Most Powerful Minutes in a Leader's Day Revitalize 21 Most Powerful Minutes in a Leader's Day Revitalize Your Spirit and Empower Your LeadershipYour Spirit and Empower Your Leadership. Nashville, . Nashville, TennTenn: Thomas : Thomas Nelson, 2000. Print. Nelson, 2000. Print.

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Suggested Reading Suggested Reading ConCon ’’ tt ..McClain, Gary R., and Deborah S. Romaine. McClain, Gary R., and Deborah S. Romaine. The Everything Managing The Everything Managing

People Book Quick and Easy Ways to Build, Motivate, and Nurture People Book Quick and Easy Ways to Build, Motivate, and Nurture a Firsta First--Rate Team (Everything Series)Rate Team (Everything Series). New York: Adams Media Corporation, . New York: Adams Media Corporation, 2002. Print. 2002. Print.

McCollMcColl, Peggy. , Peggy. The 8 Proven Secrets to Smart SuccessThe 8 Proven Secrets to Smart Success. Nepean: Destinies, . Nepean: Destinies, ON. Print. ON. Print.

Oakley, Ed. Oakley, Ed. Leadership Made Simple (New and Condensed Version)Leadership Made Simple (New and Condensed Version). . Annapolis: Annapolis: CornerStoneCornerStone Leadership Institute, 2007. Print. Leadership Institute, 2007. Print.

Press, Harvard Business School. Press, Harvard Business School. Manager's Toolkit The 13 Skills Managers Manager's Toolkit The 13 Skills Managers Need to Succeed (Harvard Business Essentials)Need to Succeed (Harvard Business Essentials). New York: Harvard . New York: Harvard Business School, 2004. Print. Business School, 2004. Print.

Robbins, Harvey, and Michael Finley. Robbins, Harvey, and Michael Finley. The Accidental Leader What to Do The Accidental Leader What to Do When You're Suddenly in ChargeWhen You're Suddenly in Charge. San Francisco: . San Francisco: JosseyJossey--Bass, 2003. Print. Bass, 2003. Print.

SartainSartain, Libby, and Martha I. Finney. , Libby, and Martha I. Finney. HR from the Heart Inspiring Stories and HR from the Heart Inspiring Stories and Strategies for Building the People Side of Great BusinessStrategies for Building the People Side of Great Business. New York: . New York: AMACOM/American Management Association, 2003. Print. AMACOM/American Management Association, 2003. Print.

Stone, Florence M., and Randi T. Sachs. Stone, Florence M., and Randi T. Sachs. The HighThe High--Value Manager: Value Manager: Developing The Core Competencies Your Organization DemandsDeveloping The Core Competencies Your Organization Demands. New . New York: AMACOM, NY. Print. York: AMACOM, NY. Print.

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