Learning to See

Early in my career, I came across an article that spoke to "the artist within us" and how each of us has the potential to become an artist. After reading the article, I recalled that during high school, I had taken art courses which inspired me to sign up for a class. I remember walking into the art class and seeing so much talent and feeling really intimidated. In that first class, the instructor gave us brief instructions and asked us not to "over think things" and just to paint. I panicked – everyone started painting without reservation, and their canvasses were coming to life, but I could not muster up enough confidence to do anything other than mix colors.

The second week, I continued to feel intimidated, and I froze. The instructor, Caroline, walked around the class giving subtle suggestions to each student. I nervously awaited her approach. She came over to me and said- "you know Sharon – you should actually start to paint." I explained that I was so intimidated by how far ahead everyone else was in the class and that I felt that I had overestimated my abilities in signing up for the course. I did not think I was good enough. A gentleman overheard our conversation, and he leaned over to me and said, "last year, I could only draw stick figures, but then I learned to see. Trust me – what you are seeing today didn't happen overnight." The "learn to see" comment really resonated with me because I realized that I had somehow been stuck behind my own blinders. 

Almost immediately, I felt more comfortable, my reservations started to dissipate, and with that, my brush hit the canvas, and I started to paint.

“Dedicate time to helping your HR Teams understand the importance of ongoing learning, particularly in understanding and staying on top of business results. Also, ensure that the knowledge you gain is applicable and shared with your team in real-time.”

Although this lesson was in an art class, I applied the "learn to see" concept to how I have viewed my role in Human Resources over the years. I see Human Resources as helping organizations to "learn to see," and after working for over 25 years in various industries with global operations, here are the Top 10 lessons I have "learned" and how I leverage them to help organizations "see," based on my research, mentorship, and career experiences:

Never compromise your values

Human Resources are the guardians of an organization’s values. If employees feel that HR is not addressing issues that do not align with their values, this will completely undermine the organization's credibility. If you are finding that you are advocating for values-led leadership and the behaviors aren't being role-modeled from the top – then you should ask yourself if this is the right organization for you.

Think like a CEO

One of the greatest gifts that I have realized as I started to work directly with executives is the importance of understanding how a CEO thinks. What is important to them? What is important to their boss – is the Board of Directors. Delivering against day-to-day activities is important, but equally important is understanding how everything links to the big picture.

Understand your customer

One of the biggest gaps I have experienced working in Human resources is the lack of focus on understanding the customer. I started my career in financial services, and this really set the stage for me to understand the importance of understanding my customers. Take the time to visit your operations or sites to really understand and appreciate the "unspoken word" and dynamics, routines, and norms. When customers feel that you have invested in getting to know them as individuals and respect their time and perspectives, they are more likely to be supportive of a new program and will support the change.

Meet organizations and people where they are

Every organization is at various stages of the organizational maturity model. Even within the organization, there may be divisions that are operating in "reactive mode" versus "optimal mode," where there are established routines and processes in place. Although leaders may be excited about a new HR initiative, if they do not understand where their organizations are on the maturity curve –the initiative will fail fast. Unless your customer can see a return on investment for efforts such as improving areas such as safety, production, engagement, retention, or reducing costs - you should question whether the initiative should be launched or explore its timing. Without completing a proper assessment, the chances are your customers will feel that Human Resources are disconnected from reality and resist the change.

Make your work visible

Engage actively with communications departments. Leverage communications and branding to help employees understand how the key activities and initiatives are linked to the organization's strategy and driving organizational performance. Year over year, the question HR departments should ask "what did we do differently to evolve our workplace culture? For example, are our programs and processes making our company stand-out versus our competitors for talent?"

Find a mentor

Early on in my career I actively sought out mid-career mentors to ask for coaching and feedback. I often reflect and use their advice. Learning from others' experiences and "life lessons" helped me avoid some of the same challenges or helped me recover from challenges more quickly.

Stay committed to ongoing learning

I have worked in organizations where there was a discomfort with going outside of one's organizations or industries to learn. The best HR professionals I have worked with have invested in their development on an ongoing basis. Investment in development doesn't have to cost a lot of money. I regularly subscribe to free blogs, podcasts, and articles and listen to books via the Audible App. Dedicate time to helping your HR Teams understand the importance of ongoing learning, particularly in understanding and staying on top of business results. Also, ensure that the knowledge you gain is applicable and shared with your team in real-time.

Help leaders make the connection between their actions and mental health

This is the biggest gap I have found in attending any leadership training that I have attended. Leaders need support in understanding the power they have in enabling positive mental health through the work environments they create. Help them understand the role their interactions can have with their teams and the impact this can have on one’s self-esteem. Many of us have experienced challenging work environments and are aware of how this has impacted our own mental health and translated to home life. Stress the importance that leadership and culture can play beyond "hitting the numbers." Creating a strong workplace culture where people feel heard, valued, and respected can increase engagement, inclusiveness, safety, and performance.

Celebrate successes

As HR, we often only hear feedback when things are not going well. The last couple of years has been extremely difficult for HR professionals to navigate organizations through COVID-19while delivering results. Take the time to celebrate successes with your teams.  

Help your teams "learn to see."

Help them see the value of HR reinforcing these lessons and others you have experienced along your own journey. Help them feel pride in understanding the significance of their contributions beyond the day-to-day and how instrumental HR is in driving a culture where people feel respected and valued for their contributions equally regardless of background and level/job title.