Effective Strategies for CHRO Success in Board and C-Suite Engagement
Enhance your role as a Chief Human Resources Officer with insights from leading experts in navigating board relationships and working with the C-Suite. Learn key tactics such as establishing credibility, understanding CEO engagement, and aligning HR strategies to business objectives to succeed in the corporate landscape.
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Presentation Transcript
TODAYS TOPICS Working with the Board Working with the C-suite Working with the Board on CEO Succession 2
OUR FACULTY Mara Swan: CHRO 21 years - Molson Coors, Manpower - 5 public and private Boards Sue Suver: CHRO 14 years - Arrow Electronics, U.S. Steel, Aptiv - 7 non-profit Boards Lucien Alziari: CHRO 18 years - Avon, Maersk, Prudential Financial - 5 private and non-profit Boards 3
WORKING WITH THE BOARD Understand the CEOs rules of engagement with Board Establish your brand with Chair/Lead Director, Committee Chairs, all Board members Have line of sight into topics/content for Board/Committee meetings Be viewed as credible enterprise, functional and culture executive Speak with ease and accuracy about enterprise stats/risks Proactively monitor and introduce trends Know current state and future needs of talent and organizational capability Consistently deliver on commitments 4 Sue Suver
WORKING WITH THE BOARD Understand their role They are not a team You report to the CEO and to the Board Agree your rules of engagement with your CEO You are not the advocate or apologist for your CEO There are no casual conversations Understand the full company/Board context Adult conversation vs sales pitch Lucien Alziari 5
WORKING WITH THE C-SUITE It s all new no matter what Observe, listen, and then act Spread the love around and down Have an informed POV on the business (80/20 rule) Tie your agenda to your peers vested interest is like $ in the bank You will be tested don t fall into the typical traps Mara Swan 6
WORKING WITH THE C-SUITE Trusted advisor to CEO: knows rules of engagement Viewed as credible enterprise executive: knows shareholders, strategy, operations/finance -- deeply Builds trust/confidence of peers Monitors and acts on trends Effective in the art of tough conversations Understands organizational politics, but doesn t play politics Table Stakes: Knows current talent strengths and gaps Builds a business-savvy, outcomes-oriented HR team Consistently delivers on commitments 7 Sue Suver
WORKING WITH THE BOARD ON SUCCESSION Ground in strategy not character sketches The Board owns this You own and run the process Ensure multiple perspectives, internal and external, multiple touch points, data vs opinion Importance of optionality - different profiles vs multiple versions of the same thing You reap what you sow on culture Remember there are human beings in a very high-stakes environment - candidates, CEO, Board members Lucien Alziari 8
WORKING WITH THE BOARD ON SUCCESSION Populate and cultivate the field Align on Succession Profile Test/Assess, Test/Assess, Test/Assess . Data not opinions External options Handling the transition effects and don t underestimate the emotion of the retiring CEO Mara Swan 9
