Trust and Influence Making the C-Suite Your Sweet Spot - SHRM National June 2013
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Trust and Influence Making the C-Suite Your Sweet Spot - SHRM National June 2013
- 1. Andrea P. Howe June 19, 2013 1-202-906-0485 andrea@getrealnow.com @AndreaPHowe Trust and Influence: Making the C-Suite Your Sweet Spot Gary S. Jones, SPHR 1-404-935-7846 gary.jones@grizzard.com @GarySJonesSPHR
- 2. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green
- 3. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green In this “moment of truth,” what should I do? A. Leave the room B. Answer both questions C. Share what I learned at school D. Redirect attention to the client
- 4. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Human vulnerabilities have serious consequences • Waste • Lost opportunity • Compromise • Failure
- 5. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Trust has upside 2. Engagement 3. Productivity 4. Information sharing 1. Influence 5. Creativity/innovation What are the Top 5 benefits of trust in the workplace?
- 6. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Today, we’ll explore what it really takes … … to be trustworthy … to be influential … to make a habit of trust
- 7. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green A solid foundation makes a difference presentations.shrm.org getrealnow.com/SHRM2013
- 8. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Being trustworthy starts with being present @AndreaPHowe @GarySJonesSPHR
- 9. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Looking up “trust” is a waste of time trust
- 10. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green The Trust Equation brings clarity to ambiguity T trustworthiness C credibility Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000 C T=
- 11. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Part of the HR leader’s credibility is “the story” • Know the field of HR • Only speak as an authority when you are one • Provide evidence of an informed opinion
- 12. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Here’s a situation: • You promised your CFO a report by “close of business” • You won’t be able to deliver it until 8am • She typically gets in at 9am
- 13. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What should you do? A. Decide not to worry about it B. Deliver at 8am with a quick note C. Re-promise now for 8am tomorrow D. Send a message to your team mate (cc your CFO)
- 14. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Reliability relates to actions T trustworthiness C credibility R reliability Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000 C + R T=
- 15. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green In HR, tactical excellence matters • Handle the “little” things well • Deliver on C-suite promises • Treat all your stakeholders as executives
- 16. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Here’s another situation: • Paul, your CEO, is 10 minutes late to your one-on-one • In passing, he mentions issues at home • Throughout the meeting he seems distracted
- 17. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What should you do? A. Stay focused on the agenda B. Make a mental note … then ask later if he is okay C. Make a mental note … then look for ways the team can help D. Pause to make an observation
- 18. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Intimacy equates to safety T trustworthiness C credibility R reliability I intimacy C + R + I T= Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000
- 19. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green How “attuned” are you? Look at—and experience— the world from your CXO’s perspective. What’s it like?
- 20. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Start by getting in your CXO’s world 2 3 4 51
- 21. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What’s the biggest derailer? T trustworthiness C credibility R reliability I intimacy ? __________ Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000 C + R + I ?T=
- 22. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green The biggest derailer lives inside of us Imagine me as CHRO! Hey, that was my idea! I’ll get to hang out with the big guys! That new system is happening no matter what! Do I really have what it takes? $$$$$$! Will they ever notice me?
- 23. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Self-orientation is all about focus T trustworthiness C credibility R reliability I intimacy S self-orientation Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000 C + R + I ST=
- 24. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Next up, what it really takes … … to be trustworthy … to be influential … to make a habit of trust
- 25. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Facts Logic Truth Influence is as misunderstood as trust
- 26. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What drives influence might surprise you reciprocity
- 27. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green You have to earn the right to be right Earn the Right RATIONAL NON-RATIONAL Paraphrase Empathize
- 28. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green Finally, what it really takes … … to be trustworthy … to be influential … to make a habit of trust
- 29. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green It takes practice to become natural “We are what we repeatedly do. Excellence, then, is not an act, but a habit” —Aristotle 76 4 3 2 1 5
- 30. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What will your 30-day experiment be?
- 31. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What’s on your mind? • Insights? • Points of view? • Questions?
- 32. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green What’s your biggest takeaway? #1
- 33. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green
- 34. © 2012-2013 Andrea P. Howe. All rights reserved. Portions developed in partnership with Charles H. Green How will you choose … … to set yourself apart? presentations.shrm.org getrealnow.com/SHRM2013
Notes de l'éditeur
- Know the field of HR:Being a HR generalist is such a broad-based profession. We have to have some degree of working knowledge across the spectrum of HR competencies. SHRM has developed a competency model which defines the required proficiencies at each level of a person’s HR career: entry, mid, senior, executive levels. Only speak: Two words: Inflated resumes. You know how we feel as HR professionals when we see a candidate who has clearly inflated his/her resume? We think we’re getting one thing and then, in the interview, figure out that the candidate has over-represented his or her actual experience. Unfortunately, we’re not exempt from this temptation. Because we want to be valued and have greater influence in our organizations, it is tempting to pretend (or at least imply) that we have greater levels of expertise in each of these functional areas than might be the case. I remember the first time I was asked to develop a variable compensation program for retail store managers and salespersons. I was tempted to (or you could say “I felt a lot of pressure to”) oversell my capabilities <or whatever are the right words for you to indicate “stretch the truth”>. But the truth is, I had never developed that kind of a program. Credibility means only speaking as an authority when you are one. By definition, we cannot have equally high levels of expertise in every area of HR. So we must be clear—and honest—about our level of expertise. Provide evidence: If you’ve done special work in performance management design or health and safety, of course, share what you’ve learned when it’s appropriate. Those experiences are part of your story. If the topic of conversation is on staffing and you’ve just read a relevant article or study, of course, share it. These stories help demonstrate your continued growth and credibility as a HR professional who has an informed opinion.
- Handle: Making sure the tactical, transactional things are done with excellence helps open the door to increasing our influence with the C-Suite. We must hold ourselves to a high standard regarding these day-to-day activities. If our C-level leaders routinely hear about inaccuracies in payroll, benefits administration, staffing, or safety, it is really hard for them to overlook those complaints when we are trying to gain their attention and support for larger, more strategic initiatives.Deliver on C-suite promises: When you say you’re going to do a comp analysis by a certain date, do it. That said, none of us are perfect. We all make mistakes. We all sometimes underestimate the amount of time a project may take. As Andrea mentioned, when these things happen, be sure to get in communication with your CXO immediately. The perception of reliability is built one transaction at a time. Every encounter with someone in the C-Suite is an audition for leadership.Treat…: And, come to think about it, why wouldn’t we treat all of our stakeholders as executives? Why would there ever be a situation where we didn’t do our best to deliver what we promised? Remember, people talk in organizations. A lot of our time is spent dealing with the repercussions of this talk. And let’s not forget, they are also talking about us! The perception the C-Suite has of our reliability can be boosted significantly by the shared perceptions of others throughout the organization. Let’s treat all our stakeholders as executives.
- ANDREA COVER AND I CHIME IN.So, when we ask for 30 minutes of their time to discuss a new HR initiative, we need to realize that, for us, it may be the biggest thing we’re working on. For our CEO, it’s probably not. It’s just one of many high level projects and concerns that occupy her time and energies.