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CHROs Divulge the Pressures of Being Modern People Leaders

Source | www.tlnt.com | LARS SCHMIDT

The modern CHRO holds one of the most difficult positions in the C-suite. You have to possess a deep understanding of the business that’s on par with your executive peers. You need to be able to influence and guide the CEO as a trusted advisor on all things people. You must grasp the nuance of your business and strategic plan so that you can align your people strategy for where you are today and where you’re going over the next several years. All while overseeing the company’s most volatile asset — its people.

[Editor’s note: Join Lars Schmidt for an interactive webinar to discuss the challenges raised in this article and to discover ways to do HR better in the coming year. Register here for “Redefining HR in 2021: How to Make This Time Different,” on Tues., Jan. 26, at 3 p.m. ET. ]

Add to this external factors like #MeToo, Black Lives Matter and social justice, political and geopolitical change, generational shifts, technological change and more, and it’s a wonder the people in these roles find time for sleep. The expectations on modern people executives are massive. That’s one of the reasons the tenures are declining and the number of vacancies seems to climb each year.

It’s a hard job. It’s a lonely job. You often deal with some of the most traumatic experiences humans face — death, divorce, disease, loss, dishonesty, and more. You also rarely have internal support networks where you can talk about all of the above. That pressure can be incredibly isolating. It takes a special skill set and ability to navigate these waters.

You’re also under tremendous pressure from the business and your C-suite peers to make an impact — quickly. Michael DeAngelo is the former chief people officer at Mozilla. He’s an experienced people leader, with past HR executive roles with Pinterest, Google, Pepsico, Microsoft, and others. He weighed in on the importance of developing your onboarding plan during a podcast I’d done with him:

Be very clear about your plan and take the time to understand the organization before acting. You’re going to get pressure to make key decisions. Your team’s going to be asking you to do things that have been holding for 6 to 12 months. As a new CPO, the best thing you can do and explain to your team is to convey that it’s really important you learn here first.

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