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October 19, 2012


Josh Westbrook

In general I agree with you Kris. I think the big divide between HR pros who can become HR VPs/Directors versus those who will struggle to advance pass HR Managers is whether you're a "people pleaser" or a "straight shooter".

Some HR pros, and Business leaders, mistakenly believe that being strategic is making the business leaders "happy". It actually could be the opposite. In fact being "strategic" isn't alway about making customers and investors happy. Being strategic is about understanding industry forces and organizational capabilities and from that exploiting opportunities and minimizing threats.

Once you commit to a strategy, quite often you must tell employees, leaders, customers or shareholders "no", because it doesn't enhance the strategy.


I like it when I hear a similar compliment, I like to think I'm their first experience in breaking their preconception of what an HR person is or can do. I'm not limited to being a policy pusher, I'm a business person.

Steve Youll

Kris, well said. This is my ultimate goal as a person who practices with a business focus on people, without excluding everything else in the business. Some of my experiences taught me to pay attention to what finance was doing, what IT is doing, what engineering is doing, etc, etc, etc, and be "the guy" that brings it all together in terms of people. A mentor of mine suggested this, "Learn to read a balance sheet and know what generates revenue. The rest will follow." And, he was right. Practice the business of HR and not just HR in a business.


**sigh. Hr.

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