Leadership has evolved over the years. Organisations today look very different than they did ten years earlier. It’s not just hybrid working or the fallout of the pandemic.
Organisations use different technologies, have different goals and measure their performance using different metrics. The task of a manager has expanded and grown. The role is more holistic and requires a variety of skills and perspectives. This is not a simple matter of command and control, or decision-making.
As leadership has evolved, HR professionals must adapt in order to lead. Dr Kiera dempsey Brench is Assistant Professor of Human Resource Management, Trinity Business School. She says HR leaders play a dual role in helping the business succeed on one hand, and advocating for the employees on the opposite. She says that balancing the two needs, which are sometimes at odds, can be difficult, especially when different stakeholders have different motivations for implementing strategy, policies, or practices.
The ability to influence can help HR leaders to find the sweet spot. It will guide them in how to package and sell the rationale for implementing a strategy or policy.
Data analytics is the second critical skill that HR leaders must possess to be effective. Dempsey Brench says that “decisions need to be based on evidence”. Data analytics can provide a snapshot into what’s happening in an organisation and help leaders predict future trends using predictive analytics. Kiera says that bringing the evidence base into the discussion is a great way to elevate and substantiate insights. It will help them move from subjective claims to object measures.
“To me leadership is consistency, compassion and the courage of action, even when it’s difficult,” says Carol Paddon Founder and CEO Atompi Academy. It’s not just about knowing the answer – it’s also about creating an environment where people feel comfortable asking questions, failing, and trying again. This is especially true in education where students look to us for more than just subject knowledge. They also want encouragement and belief.
Paddon suggests a variety of activities and techniques that can be used to maintain leadership, and help the organization move forward together. Not only do they contact their tutors when there is a problem, but the leadership team also regularly checks in with them. This relationship allows the team to have a say in how the business operates, as well as the tools, timetables and training that they require to remain effective.
HR becomes more than just policies and paperwork when it works in tandem with the core mission of the company. It becomes a catalyst for growth, well-being, and impact.
She concludes by saying that HR is closely connected with the mission of the company – happy tutors who are confident will always produce better results for students.
Paddon concludes, “When HR is integrated with the core purpose and goals of a business, it becomes more than just policies and paperwork.” It becomes a catalyst for growth, well-being, and impact.
“To be an effective HR leader in today’s world, you must combine foundational expertise and future-facing abilities,” says Archana Mhan a leadership expert, COO and author of The Through Line. Mohan says that HR leaders should assume they are familiar with areas such as talent strategy, organisational design, and employment law. She cites Deloitte & McKinsey research that shows what makes great HR leaders are their abilities to be integrators. They connect human systems with business outcomes using empathy, data fluency and systems thinking.
Mohan says that “great HR leadership is more than just having the right knowledge.” It’s all about developing meta-skills such as emotional agility, adaptive reasoning, and the capability to work with ambiguity.
“Growth today is not only about promotions, but also lateral mobility, exposure to other functions, and feedback loops in real time.”
It is not easy to acquire the necessary skills. Mohan says that growth today is a result of lateral mobility and cross-functional exposure as well as real-time feedback loops. Partnering with colleagues in finance, operations or product can help you expand your mind and inspire innovative approaches. Keep an open mind. Stay porous. “The most effective HR leaders are constantly in beta testing and evolving along with the organisations that they serve.”
Georgina waite is the CEO of Association of Business Mentors and she suggests another way to develop leadership skills. She argues that leaders who want to move into the C-suite need more than technical skills. She says that leaders must be able to manage multiple priorities, and they need to have the ability to influence and lead decisions throughout the organization. “The best leaders balance self-awareness and adaptability with the ability to influence and inspire others. They combine emotional intelligence and commercial insight, and are constantly evolving to respond to change.”
Waite believes that mentoring can be powerful in this context: “Through mentorship, aspiring leaders not only gain confidence, but also the clarity and perspective necessary to make a meaningful impact,” says Waite.
According to ABM research, 41% of leaders in business believe that business mentoring has helped them develop new leadership skills.
Waite argues that leaders must be well-equipped to handle such transitions. Making this change successful is important not only for them, but also for others. Talent that can have a positive impact on those they lead, their teams, and the organization as a entire is what makes successful leaders. HR has a dual role in leadership. They must ensure that leaders have the necessary skills and are prepared for the challenges they will face.
