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| 02.03.05
A Whack Up Along Side Of The Head Of Human Resources
 By Brent Filson
When we perceive the simple center in the seemingly complex, we can change our world in powerful new ways.
Albert Einstein perceived the simple E=MC2 in the complexities of physical reality and changed the history of the 20th century.
Big Daddy Lipscomb, the Baltimore Colts 300 pound all-pro tackle in the 1960s perceived the simple center of what was perceived to be the complex game of football. "I just wade into players," he said, "until I come to the one with the ball. Him I keep!" - and changed the way the game was played.
Likewise, human resources, despite its complex activities, should have a fundamentally simple mission, yet it is a mission that is being neglected by many HR professionals. I call that mission the Leadership Imperative - helping the organization recruit, retain, and develop good leaders.
Clearly, without good leaders, few organizations can thrive over the long run. What characterizes a good leader? A good leader consistently gets results - in ethical and motivational ways. Because they interact with all business functions and usually provide education and training for those functions, human resource professionals should be focused primarily on recruiting, retaining, and developing leaders that get results. Any other focus is a footnote.
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Yet working with human resource leaders in a variety of companies for the past two decades, I find that many of them are stumbling. Caught up in the tempests of downsizing, compliance demands, acquisitions, mergers, and reorganizations, they are engaged in activities that have little to do with their central mission. Ignoring or at least giving short shrift to the Leadership Imperative, they are too often viewed, especially by line leaders, as carrying out sideline endeavors.
Many HR leaders have nobody to blame for this situation but themselves. By neglecting the Imperative, they themselves have chosen to be sideline participants.
Here is a three-step action plan to get the HR function off the sidelines and into the thick of the game.
 Recognize. Link. Execute.
Before I elaborate each step, let me define leadership as it ought to be. For your misunderstanding leadership will thwart you in applying the Imperative.
The word "leadership" comes from old Norse word-root meaning "to make go." Indeed, leadership is about making things go - making people go, making organizations go. But the misunderstanding comes in when leaders fail to understand who actually makes what go. Leaders often believe that they themselves must make things go, that if people must go from point A to point B, let's say, that they must order them to go. But order leadership founders today in fast-changing, highly competitive markets.
In this environment, a new kind of leadership must be cultivated - leadership that aims not to order others to go from point A to point B - but instead that aims to motivate them to want take the leadership in going from A to B.
That "getting others to lead others" is what leadership today should be about. And it is what we should inculcate in our clients. We must challenge them to lead, lead for results with this principle in mind, and accept nothing else from them but this leadership.
Furthermore, leadership today must be universal. To compete successfully in highly competitive, fast changing markets, organizations must be made up of employees who are all leaders in some way. All of us have leadership challenges thrust upon us many times daily. In the very moment that we are trying to persuade somebody to take action, we are a leader - even if that person we are trying to persuade is our boss. Persuasion is leadership. Furthermore, the most effective way to succeed in any endeavor is to take a leadership position in that endeavor.
The Imperative applies to all employees. Whatever activities you are being challenged to carry out, make the Imperative a lens through which you view those activities. Have your clients recognize that your work on the behalf of their leadership will pay large dividends toward advancing their careers.
Recognize: Recognize that recruiting, retaining, and developing good leaders ranks with earnings growth (or with nonprofit organizations: mission) in terms of being an organizational necessity. So most of your activities must be in some way tied to the Imperative.
Read the Rest of the Article.
About the Author:
He is founder and president of The Filson Leadership Group, Inc. – and has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at http://www.actionleadership.com |
