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Questions for Covey: Redefining HR's Role for Success
October 01, 2006
By Stephen R. Covey
This month's questions were submitted by Marilyn Figlar, vice president, leadership and organizational development, Lockheed Martin Corporation in Bethesda, Md.
MF: How can a human resources practitioner develop the confidence he or she needs to be successful with business leaders?
SC: My first suggestion is, avoid "HR speak" and learn to think and speak strategically so that you're seen as a vital partner with the CEO and other top executives. The HR role can become greatly enhanced as we move from the Industrial to the Knowledge Worker Age because of the heightened need to attract and keep top talent.
I've found that HR professionals really have to leave their comfort zones to do what I'm suggesting. The key again is to really work at looking at the world through the lens of the needs and concerns of the CEO and other top executives around recruiting, attracting and retaining top talent. When I make this presentation, it usually sets off a stir of energy and thinking simply because people inwardly know they've allowed a technical focus to subordinate their strategic role.
There is also a very strong trend to do the opposite of what I'm suggesting. The Sarbanes-Oxley Act has led many organizations to replace the HR person in the "throne room" with an auditor to make sure that the corporate officers and the board stay in compliance. In many ways, this propels us back to an Industrial Age paradigm and model, with all of its straitjacketing tendencies.
Second, act with deep integrity so your security comes from within, not from people's opinions.
Third, increase in your competence and knowledge. Again, seek experience and practice over time in developing the skills of being a true executive partner who thinks conceptually, strategically and interdependently, rather than as a practitioner on various HR subjects.
MF: What do you think is on the horizon regarding personal effectiveness with today's new college grads?
SC: The future and success of today's college grads lies in training them to think conceptually, strategically and interdependently. The key is to inspire them to find their unique talent and passion. I would encourage them to develop a character of deep substance and integrity so that their security comes from within and they're not afraid of leaving their comfort zone and facing new challenges. I also encourage young people to be humble and open to gaining experience and staying on a high learning curve. Because we have moved to a new Knowledge Worker economy that is influenced by the world-class competition of a global, digitized economy, they have to go full-speed to catch up and add value.
MF: Do you think the United States can solve the problem of our increasing high school dropout rate and lack of competitiveness with other countries in math and science?
SC: If we develop a greater sense of alarm and urgency, a new system of accountability, and freedom of choice for high school students to attend the school that will best prepare them for the new competitive reality, I would say 'yes.' But if the wider culture and public school educators, administrators and unions continue to fight for mediocre standards, non-competitive environments and a lack of accountability, then no. I've been an educator all my adult life, and educators are among the finest people I know. But I don't believe most schools are aware of what's happening in the global economy. Students need to be prepared to deliver. Too often schools are too protective, too scarcity-minded, too defensive and too unionized, and many become distracted from the greater need of climbing on board the world's fast-moving competitive train.
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