The relationship between HR and CEOs is often complex, often marked by the push and pull of responsibilities and expectations, especially in terms of organizational leadership development. In a conversation below, Stefan and Hubert explore the mindset shifts required to break this cycle.
Hubert:
Stefan, I very often find that CEOs lead in a very direct and business-oriented way, sometimes with good intentions, but that they also pull off toxic things. The employees then go to HR to complain and HR is then actually confronted with it. What can you do about it?
Stefan:
I think this also applies to CEOs, from HR’s point of view: HR doesn’t have to give the CEO what he wants. CEOs prefer to delegate leadership and all this “feel me, feel me” to HR. As HR, you have to give the CEO what he needs. That’s a different mindset in leadership. You can’t just delegate this leadership because you are at the heart of it. If they bring in all the poison, as HR you can only compensate. So the goal is to lead effectively without this poison. And that’s better in the end for the CEO and for the whole organization.
Hubert:
But does that mean that HR has to change in order to achieve this?
Stefan:
My basic rule in consulting is that those sitting opposite me always have to change. When I talk to HR, then – yes, HR has to change. Because you can only ever change yourself. And complaining about a troublesome CEO is a bit of a relief, but it doesn’t help.
Hubert:
Good, thank you
Translated with DeepL.com (free version)