Those of you who know me are aware that I am biased toward action. Mulling things over? Nope. Researching a little bit more after the conclusion seems clear? Not unless you can convince me of the value in it. Talking something to death? Never.
I know a lot of folks in HR whose bread and butter is generated through speaking, generating content that others purchase or receive as part of consulting packages, and whose reputations are built upon their gravitas in the HR public sphere. I think these people are great. I admire them, learn from them, enjoy their work, and become a better HR professional because of my exposure to them.
Here’s the thing, though. I am what’s called a “do-er.” If words and actions disagree, actions are always what I believe. If there’s a choice between doing something and talking about it, I prefer to do. You may think that makes me “tactical” or even “transactional” in orientation, but that couldn’t be further from the truth. My work product communicates, adds value and is left behind, as words fade into the air. It can be referred back to, shaped, revised, and molded to fit the needs of tomorrow and the next day. I continuously communicate while I act-strategically, efficiently and, hopefully, helpfully.
Action is what matters most. HR is sometimes guilty of acting in a way that’s not consistent with what we say, as a result of burnout, lack of experience, or failure to speak truth to our clients. We say that our company’s employees are its most important asset. We talk about employee engagement like it’s a priority. We even spout messages about developing leaders internally and caring about retention. Then what happens? We complain about human problems and label people like we think we know their stories. We are complicit in treating employees like they are cogs in a machine because our shareholders need a teeny, tiny bit more value. We (sometimes haphazardly) label some people with monikers like “High Potential” (without recognizing the unconscious bias we all have in making this choice) and participate in numbering them in order of their perceived value. We allow our manager clients to get away with not coaching, communicating about performance or engaging in difficult conversations with their direct reports.
Are you as frustrated with this as I am? Let’s do something. Speak less, act more. Treat employees with dignity, no matter what they have done or said, or what consequences we must deliver. Everyone tends to find themselves in crisis at one time or another, and there are no walls around the workplace anymore. Recognize people, know them and appreciate them every day. Question authority when you think your wonderful, unique and human teammates are being mislabeled or made the victims of petty, poor leadership politics. Hold your manager clients’ feet to the fire when they avoid conflict or face to face communication, and remind everyone all the way up the management chain that they own the success or failure of their front-line employees.
Let’s agree that we’ll act. Our workplaces will be better for it, and the trust level in HR will go through the roof. And, ultimately, our organizations will be more successful, which is exactly what our business leaders need from us.
Photo credit: Foter.com