This document discusses 10 common mistakes made by HR leaders. It begins by introducing Jack Smalley, the presenter, and outlines traits of great HR leaders. It then details the top 10 mistakes: putting projects before people, assuming best employees need little recognition, failing to build relationships and trust, accepting mediocre performance, dictatorship decision-making, failing at organizational change, too much talking and not enough action, getting lost in management land, poor communication, and poor hiring decisions. For each mistake, the document provides examples and suggestions for improving performance and leadership.

1. LEADING ORGANIZATIONAL
EXCELLENCE BY AVOIDING
THE TOP TEN HR
LEADERSHIP MISTAKES
Live Learn Lead
The Evolution of a Leader
in Human Resources
Presented by
Jack Smalley, SPHR
Director, HR Learning and Development
1

2. Great HR Leadership can move
Men, Women, and Mountains
BUT
can also:
Do irreparable damage to our
followers from our mistakes
The higher level we achieve
the further we can fall
Our employees choose to
allow us to succeed or fail
2
Introduction

3. Traits of Great Leaders in HR
Vision Knowledge
Honesty Loyalty
Competent Ethical
Forward thinking Trust
Inspiring Confidence
Intelligent Maturity
Courageous Assertiveness
Straight forward Candor
Imaginative Sense of humor
Judgment Competence
Initiative Commitment
Decisiveness Creativity
Tact Humility
Integrity Flexibility
Enthusiasm Empathy
Unselfishness Compassion
Influence
Rate your Leaders 3
Rate yourself

4. The Greatest Lessons I’ve
Learned about HR Leadership
were from My Mistakes
• Poor Hiring Decisions
• Social Similarity
• Holding non-performers accountable
Wrong message to best employees
• Defining True Diversity
• Lapses in Integrity
• Lost in Management Land
• Allowing Subordinates to Feed the Ego
Introduction 4

5. #10 HR Leadership
Mistake
Putting Projects Before People
5

6. #10 HR Putting Projects Before
Employees are People
Opportunities NOT
Interruptions
Normally a result of
Type “A” personality
Signs of a Type “A”
Paper Pusher
• “People are interruptions”
• “I prefer to be alone to get
my work done”
• “This job would be great
except for the people”
• “I’m impatient”
6

7. #10 HR Putting Projects Before
People
Signs of a Type “A” Paper Pusher
con’t.
• “My wife thinks I’m escaping from her”
• “I speed up my wife’s story telling”
• On Saturdays you make a list of weekend
projects
• You cannot relax
• Subordinates know they have 5 minutes to
get their point across
7

8. #10 HR Putting Projects Before
People
Bill Clinton Presidency
• Aids kept him focused on
economy
• Campaign HQ sign
“It’s the
• “It’s the economy stupid”
people
Great HR Leaders sign stupid”
• “It’s the people stupid”
Our employees decide
our future
• Success/Failure
8

9. #9 HR Leadership
Mistake
Assuming Your Best Employees
Require Little Recognition
9

10. #9 Assuming Your Best Employees
Require Little Recognition
Who is the most important person in your
life?
• Your spouse
• Have you ever heard, “You never tell me you love
me anymore”
• And we say?
• Who are the most important people in your work?
* I rest my case
10

11. #9 Assuming Your Best Employees
Require Little Recognition
Affirmation of good performance motivates
• Often better than financial incentives
• Employees thrive on praise
Especially your best
Catch your best off guard
• If employee says “Is something wrong?” We say
“No, I’m calling because something is right”
• In front of senior management
• Mobil Oil CEO’s “what’s right” call
11

12. #9 Assuming Your Best Employees
Require Little Recognition
Recognition during economically
uncertain times
When $$ and promotions are not
available for high potentials
• Assign temporary projects/assignments
• Challenging with visibility to senior
leadership
• One-on-One time with Executives on
special projects
12

13. #8 HR Leadership
Mistake
Accepting Mediocre Performance
Especially in Our Own House
Report Card
C-
13

14. #8 Accepting Mediocre
Performance within HR
Classifying Your Performers
A • “A Performers” are the reason we are
successful
• “B Performers” are productive but may
B lack broad promotability
• “C Performers” meet minimal expectations
C and do not move the organization forward
14

15. #8 Accepting Mediocre Performance within
HR
Choices for mediocre HR performance
“C Performers”
• Coach to improve performance
• Counsel out of organization
• Remain as status quo is unacceptable
Many companies regularly prune out the
“C Performers”
• Jack Welch, GE
But most lower their standards to accommodate
• Message to “A Performers”
Leaders and managers should be held accountable
for “C Performers”
• Only 1 “C appraisal”
HR sets the acceptable standard
15

16. #7 HR Leadership
Mistake
Failure To Build Relationships
And Trust in HR
“The HR Mission Statement”
16

17. #7 Failure to Build Relationships
and Trust in HR
Do relationships impact success?
1. HR Relationships lead to
2. Trust leads to
3. Information leads to
4. Success in Human Resources
Your employees must trust you in order to
share information
17

18. #7 Failure to Build Relationships
and Trust in HR
Hierarchy of Relationships (4)
1. Relationship with your Leader/subordinates
• My first day/month with Express
2. Multiple relationships with peers
• Begin at Day 1
• Building for the future
• Target former incumbent’s adversaries
3. Relationship with other departments
4. Relationships within the community
• Boards
• Volunteer
• Business connections
• Candidate sources
18

19. #7 Failure to Build Relationships
and Trust in HR
(A Personal Story on Relationships)
Building relationships has always been my strength
Became low priority as I drifted apart from co-
workers
HR department employee opinion survey
HR department scored low on trust
Weekly department meeting on “The Speed of Trust”
• Stephen Covey
Online trust exercise confirmed major trust issues
Opened my eyes
Back to basics to rebuild relationships within HR
department
19

20. #7 Failure to Build Relationships
and Trust in HR
Four Cores of Establishing HR
Credibility:
Your Integrity
Your Intent
Your Capabilities
Your Results
20

21. #7 Failure to Build Relationships
and Trust in HR
Four Cores of Establishing Credibility
1. Your Integrity
• Honesty
• Walking your talk
• Courage to remain with your values and beliefs
• Most violations of trust are violations of integrity
2. Your Intent
• Your motives
• Your agendas
• Behavior
• Caring as much for others as ourselves
• No hidden agendas, especially in HR
21

22. #7 Failure to Build Relationships
and Trust in HR
Four Cores of Establishing Credibility
3. Your Capabilities
• Ability to Inspire
Confidence ▪ Knowledge
Attitudes ▪ Style
Skills ▪ Restore trust
4. Your Results
• Track record
• Performance
• Right things done
• Achieving results as promised
• Creating a reputation
22

23. #7 Failure to Build Relationships
and Trust in HR
Gallup Survey on Trust
• Trust in people who run your company 86%
• Top executives do right for customers 90%
• Top executives do right for employees 72%
* How would you rate your leader/company in
trust?
23

24. #7 Failure to Build Relationships
and Trust in HR
Three ways to “Rebuild” HR Trust after
Mistakes
1. Take responsibility
• Blame yourself vs. others
• Get out of blame game to solution game
• “I made a mistake”
2. Communicate your solution
• Reestablish your credibility
This is what I did
This is what I’ll do
3. Ask for advice
• Swallow your pride
• From above, peers and especially subordinates
24

25. #6 HR Leadership
Mistake
Failing At Organizational Change
25

26. #6 Failing At Organizational
Change
Organizational change is the most sought
after competency for today’s HR Leadership
talent
Progressive organizations align HR with
organizational change to embrace company
culture
Employees who resist organizational change
may be a reflection of their leadership
Companies will continue to implement
constant organizational change for survival
in a global economy
HR must lead
26

27. #6 Failing At Organizational
Change
An HR leader who fails to adapt or change
becomes out of touch and obsolete
• End up outside inner circle of decision makers
• No longer involved in strategy sessions
• Outside progressive thinkers bypass and go
directly to their subordinates
• Organization is in over-drive and HR is outside
looking in
Failing for HR to endorse organizational
change is becoming stuck in the present
27

28. #6 Failing At Organizational
Change
Failure to communicate
Failure to involve your top performers
Having a good message but inadequate
messengers
HR must have effective messengers
Put the Leaders with the most integrity
in front of your people
28

29. #5 HR Leadership
Mistake
Dictatorship Decision Making
By Stifling HR Maverick Thinkers
29

30. #5 Dictatorship Decision Making
Collaborate (as long as you agree)
Resist new ideas
• Boomers vs. Xer’s
My 2nd Boss
• Introduction
• Borrowed lunch $$
• Lectured on who was boss
#1 insecurity of ineffective leaders
View HR talented subordinates as
threatening thus restricting diverse thinkers
30

31. #5 Dictatorship Decision Making
Knowledge in an organization
= Power for HR
HR dictatorship decision-makers
restrict subordinates by keeping Knowledge
in dark KEEP OUT
• Racism in South 1940s-1960s
• Gov. G. Wallace – University of
Alabama
• My wife’s co-worker -- Beaumont, TX
• Ignorance rules
31

32. #5 Dictatorship Decision Making
Must Read
A Peacock In The Land Of Penguins
Recognizing talent within diversity
Those from a different mold can teach us
Story of Kim Griffin
Little HR experience
Non-degreed
Exceptional work ethic
Diligent learner
Refused to give up
Outstanding HR professional
Large organizations can silence diverse thinking
from hidden cultures
32

33. #4 HR Leadership
Mistake
Too Much Talking;
Not Enough Walking
33

34. #4 Too Much Talking; Not Enough Walking
HR Servant Leadership
Employees
Most companies don’t
• A Great Concept have the HR Leadership
HR Managers integrity or employee
• Difficult to Implement
maturity level to sustain
• HR Servant Leadership servant leadership
is Leaders serving their
HR Leader • Often employees want HR
Employees
leaders to take charge
• To make difficult decisions
• To lead organization thru
turbulent times

35. #4 Too Much Talking; Not
Enough Walking
The Perfect HR Servant Leader
Eight relocations 20 years
10 employers
No retirement vesting
Limited succession planning
Sacrificed own career to follow
Never spends $$ on self
Family always first
Pam Smalley
Now, it is her turn
Servant Leadership is about caring for others’
successes more than your own
35

36. #4 Too Much Talking; Not
Enough Walking
True HR Servant Leaders roll up their
sleeves
• Do everything anyone else does
• Remain close to their people
• Communicate everything, every time
• Are available 24/7
36

37. #4 Too Much Talking; Not
Enough Walking
Unclear Goals
Some Leaders fail at including employees in
goal setting
• Employees will buy-in what they are part of
Why do some HR Leaders excel at buy-in to
their boss
But
Fail at employee buy-in
37

38. #4 Too Much Talking; Not Enough
Walking
Why?
Because ineffective HR Leaders excel at
“Kissing Up”
But fail at
“Kissing Down”
Some are more concerned
with who said vs. what was
said
It’s comical observing
ineffective leaders Kissing
Up
• Talk like a lion
• Walk like an infant
38

39. #3 HR Leadership
Mistake
Getting Lost In HR Management
Land
39

40. #3 Getting Lost in HR
Management Land
Why after we reach a certain level in HR
we become someone else
Lose touch with employees
Focus 100% above and little below
Communicate at minimal level
Little issues become major crisis
Simply out of touch
• “Out of Office”
Develop Apathy Cave symptoms
40

41. #3 Getting Lost in HR Management Land
Apathy Cave
Symptoms
Non-caring negative attitude
Problems are
• Ignored
• Covered up
• Blame others
Leaders become afraid to make decisions
• 2nd guessed
• Former Chicago Leader
Culture dominated by
• Blame
• Excuses
Employee absenteeism, tardiness, lack of position
ownership
• The absent employee and the out of touch leader
• Wife’s counsel
41

42. #3 Getting Lost in HR Management
Land
Apathy Cave
Solutions
Create a positive culture
Constant communication
Stay connected to your people
Identify employee strengths
• Focus on strengths
• Mentor
• Support
• Marcus Buckingham
“Discover your strengths”
Create a climate of ownership
Empower
Reward positive performance
42

43. #3 Getting Lost in HR Management
Land
A View into HR Management Land
Large egos
Power hungry
Individual Accomplishments vs. Team
Successes
Leading by fear
• Focusing on mistakes
Risking integrity
HR must base all decisions on protecting
integrity
43

44. #2 HR Leadership
Mistake
Poor Communication
“The HR Leadership Death
Penalty”
44

45. #2 Poor Communication
Top 10 HR Leadership Communication Mistakes
10. HR Communication Mistake
• “This will be off the record”
• There is no such thing
• State clearly why
9. HR Communication Mistake
• Assuming your employees know what is
going on
• Assume they know nothing
• Some know all
• Others know little
45

46. #2 Poor Communication
Top 10 HR Leadership Communication Mistakes
8. HR Communication Mistake
• Spinning the message
Avoiding the truth
Bad news
Lose integrity
Honesty rules
46

47. #2 Poor Communication
7. HR Communication Mistake
• Failure to listen
• Ego • Power hungry
• Short attention span
• Insensitive
• Arrogant
6. HR Communication Mistake
• Failure to Manage Conflict within HR
• 42% of Leaders time
• Why some HR Leaders hide from conflict
• Don’t take sides
• Address immediately
• Avoiding the extremes
47

48. #2 Poor Communication
5. HR Communication Mistake
• Criticizing employees
• Focusing on Past vs. Present
• Come across as bully
• Integrity
4. HR Communication Mistake
• Talking Too Much
• The one who loves to hear themselves
• Walking thesaurus
• Only goal is to impress
• Hog the clock
• Talk over others
• Constantly interrupting
48

49. #2 Poor Communication
3. HR Communication Mistake
• Unsolicited Advice
• Ready, Shoot, Aim
• Responses not thought out
• Professional know-it-all
• Expert on everything
• Fixing the spouse “Golf Swing”
• Ask permission to respond
49

50. #2 Poor Communication
2. HR Communication Mistake
• Admitting You’re Wrong
• Disagreement becomes emotional
• Leader crushes subordinate
• Lose objective thinking
50

51. #2 Poor Communication
1. HR Communication Mistake
• Lying
• Partial truths
• Breaking confidentiality
• Lose trust forever
• Instead say “I’m not free to comment”
• Silence rules over lies
51

52. #1 HR Leadership
Mistake
Failure To Mentor
In Human Resources
52

53. #1 Failure to Mentor in HR
Mentoring Is At A Critical Crossroads
Baby Boomer exit
Cradle-To-Grave employment no longer exist
Programs needed to retain talented
millennials while embracing organizations
culture
Mentoring must expand beyond
boss/subordinate relationships
Companies must focus on female mentoring
opportunities
• Male-To-Male
53

54. #1 Failure to Mentor in HR
Knowledge Wisdom
Can be learned Must be acquired
Having the right words Knowing when and
how to say them –
when to keep them to
yourself
54

55. #1 Failure to Mentor in HR
Mentoring begins at parenting and continues
throughout life
Henry Porter, Grandfather
• Be myself
• Utilize my strengths
• Church leader
Jack Smalley, Sr., Father
• Became my best friend
• Never ask anything you aren’t willing to give
• Fire chief
Sam Dugger
• QB 1960
• Worked with me on my dream
• Saturday mornings
55

56. #1 Failure to Mentor in HR
Mentoring begins at parenting and continues
throughout life con’t.
Jim Smith
• 1st HR mentor • Relationships first in HR
• Took risk on me • Learn the business for
• Created my style credibility
Ron Sybert
• Mobil Oil HR mentor
• Guided my career • Surround yourself with people
better than yourself
• Kept me out of HR • Resist being HR cop
management land
• Win over adversaries
Larry Ferree, SPHR
• Mentored me at 52
• Best at avoiding anonymity
• HR Leader/Friend
• Protect integrity
• Took risk on hiring me
Pam Smalley
• Family Leadership • Family first
• Servant Leadership
56

57. #1 Failure to Mentor in HR
There is No HR Success Without HR Successors
Develop succession planning
Recognize your future HR Leaders
• Hire your replacement
Think outside the box
• H. Sweet, Trainer
VP, MFG
• F. Moran, HR Manager
RIF list
Visionary
VP HR
• M. Powell, US Navy
Management trainee, Mfg
Recognized HR talent
VP, HR, Wells Fargo
57

58. #1 Failure to Mentor in HR
Great HR Leaders Welcome
Mentoring from Subordinates
Strong subordinates mentor up
Let subordinates know when they inspire us
B. Naclerio
K. Kusomoto
B. Gannon
K. Griffin
Each would ground me back to reality
58

59. Conclusion
59

60. Jack’s Recipe for HR Leadership
3 cups Follower
• To become a great HR leader we
must first be a great HR follower
3 cups Responsibility
• Take full responsibility for each
failed action
• Admit mistakes early
3 cups Praise Follower
• Share the praise for all Responsibility
successes Praise
60

61. Jack’s Recipe for HR Leadership
con’t.
3 cups Listening
• Listen to your people and be accessible
5 quarts Integrity
• Make decisions based on protecting it
MIX WELL,
Nurture and Mentor
Note: “Integrity” is mentioned in this
presentation 20 times
61

62. Review
Top 10 HR Leadership Mistakes
10. Putting HR projects before people
9. Assuming your best employees require little
recognition
8. Accepting mediocre performance within HR
7. Failure building relationships and trust in HR
6. Failing at organizational change
5. Dictatorship decision making by stifling HR maverick
thinkers
4. Too much talking; not enough walking
3. Getting lost in HR management land
2. Poor communication “The HR Death Penalty”
1. Failure to mentor in HR
62

63. Suggested Reading
Ahlrichs, Nancy S. Manager of Choice 5 Competencies for Cultivating Top
Talent. Palo Alto, Calif: Davies-Black Pub., 2003. Print.
Bennis, Warren G. Leaders Strategies For Taking Charge. New York:
HarperBusiness, 1997. Print.
Cascio, Wayne F., and John W. Boudreau. Investing in People Financial
Impact of Human Resource Initiatives. New York: FT, 2008. Print.
Cottrell, David. Leadership Energy: A High-Velocity Formula to Energize
Your Team, Customers and Profits. Dallas: CornerStone Leadership
Institute, TX. Print.
Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can't
Afford to Miss. Dallas: CornerStone Leadership Institute, TX. Print.
Cottrell, David. Monday Morning Mentoring 10 Life Lessons to Guide You Up
the Ladder. New York: Collins, 2006. Print.
63

64. Suggested Reading Con’t.
Covey, Stephen M.R., and Rebecca R. Merrill. The Speed of Trust: The One
Thing That Changes Everything. New York: Free, NY. Print.
Feiner, Michael. The Feiner Points of Leadership The 50 Basic Laws That Will
Make People Want to Perform Better for You. Boston: Business Plus, 2004.
Print.
Finzel, Hans. The Top Ten Mistakes Leaders Make. San Diego: David C. Cook
Distribution, 2007. Print.
Lencioni, Patrick M. The Three Signs of a Miserable Job A Fable for
Managers (And Their Employees). San Francisco: Jossey-Bass, 2007. Print.
Maxwell, John C. 21 Indispensable Qualities of a Leader Becoming the
Person that People Will Want to Follow. Nashville, TN: T. Nelson, 1999.
Print.
Maxwell, John C. 21 Most Powerful Minutes in a Leader's Day Revitalize
Your Spirit and Empower Your Leadership. Nashville, Tenn: Thomas
Nelson, 2000. Print.
64

65. Suggested Reading Con’t.
McClain, Gary R., and Deborah S. Romaine. The Everything Managing
People Book Quick and Easy Ways to Build, Motivate, and Nurture a First-
Rate Team (Everything Series). New York: Adams Media Corporation,
2002. Print.
McColl, Peggy. The 8 Proven Secrets to Smart Success. Nepean: Destinies,
ON. Print.
Oakley, Ed. Leadership Made Simple (New and Condensed Version).
Annapolis: CornerStone Leadership Institute, 2007. Print.
Press, Harvard Business School. Manager's Toolkit The 13 Skills Managers
Need to Succeed (Harvard Business Essentials). New York: Harvard
Business School, 2004. Print.
Robbins, Harvey, and Michael Finley. The Accidental Leader What to Do
When You're Suddenly in Charge. San Francisco: Jossey-Bass, 2003. Print.
Sartain, Libby, and Martha I. Finney. HR from the Heart Inspiring Stories and
Strategies for Building the People Side of Great Business. New York:
AMACOM/American Management Association, 2003. Print.
Stone, Florence M., and Randi T. Sachs. The High-Value Manager:
Developing The Core Competencies Your Organization Demands. New
York: AMACOM, NY. Print.
65

66. Express Employment
Professionals
Wishes You the
Greatest of Leadership
Success
66