So You Want a Seat at the Table? How are you Showing Up?

 Cindy Johnson, Co-Founder Tag4HR

As HR professionals, we often hear about the importance of having a "seat at the table." We want to be involved in strategic decisions, influence company culture, and be recognized as valuable business partners. But before we demand that coveted seat, it's worth asking ourselves: How are we showing up? Are we embodying the kind of leadership that earns the trust of CEOs and executives? Unfortunately, many HR leaders fall short, and it's creating serious problems for companies that should be thriving with strong HR leadership.

Having worked with several companies, I've seen firsthand how HR can make or break a business. And too often, I'm brought in because the HR leader isn't meeting expectations. Many CEOs don’t know what exceptional HR leadership looks like, and they struggle to give feedback or even understand what should be happening in the HR department. As a result, the HR function can stagnate or, worse, cause serious harm to the business.

Some of the recurring challenges I've seen include:

• Failure to execute on ideas: HR leaders propose great initiatives but don’t follow through, leaving CEOs frustrated.
• Playing favorites: A lack of impartiality when handling employee relations, leading to trust issues and diminished team morale.
• Not developing the HR team: Leaders focus so much on other departments that they neglect the growth and training of their own HR staff.
• Neglecting the basics: Payroll mistakes, benefits mismanagement, and compliance lapses—these are foundational elements, and dropping the ball here can lead to serious repercussions.
• Poor communication: HR leaders fail to gain buy-in from key stakeholders, or they don’t communicate critical changes effectively, leading to confusion and resistance.

This list could go on, and it’s troubling. When these issues persist, the credibility of the HR function is eroded. It's no wonder some CEOs feel lost about how to give HR feedback—they haven’t seen what great HR leadership can achieve.

So, What’s Going Wrong?

Why do these issues persist in HR leadership? Are some HR leaders fearful they’ll be exposed as not knowing enough? Do they feel the need to control every aspect because they’ve never been trusted to lead before? Do they struggle with decision paralysis due to a lack of confidence?

Here are a few possible reasons HR leaders might not be performing as expected:

• Fear of Failure: Some HR leaders may feel insecure in their roles, fearing that mistakes will expose them as unqualified. This fear can lead to inaction or poor decision-making.
• Control Issues: Having never been given real autonomy before, some HR leaders may micromanage or hold on to control out of fear that things will go wrong if they let go.
• Lack of Alignment with the Business: When HR leaders focus too much on internal processes without understanding the broader business strategy, their efforts can become misaligned with the company’s goals.
• Resistance to Feedback: Many HR leaders are skilled at giving feedback, but when it comes to receiving it, they may become defensive or fail to seek out constructive input.

Time for Self-Reflection: How Are You Showing Up?

If you're an HR leader striving for that seat at the table, it's crucial to reflect on how you’re showing up for your company, your team, and yourself. Here are some critical questions to consider:

• Are you aligning your efforts with business priorities?
  It’s essential that HR initiatives aren’t just for the sake of HR. They need to tie directly into what the business is trying to achieve. Do you understand the company’s strategic goals? Are your efforts contributing to those goals?
• Are you open to feedback?
  We talk about creating feedback loops for employees, but how often do we solicit feedback about our own performance? And more importantly, how do we respond to it? Humility in leadership is key to growth.
• Are you staying neutral?
  Playing favorites or getting caught up in office politics can destroy your credibility as an HR leader. Are you treating all employees fairly and objectively? Can your team and leadership trust you to be impartial?
• Are you handling the HR basics effectively?
  It’s great to be a strategic partner, but the day-to-day HR operations must run smoothly. Are payroll, benefits, compliance, and employee relations all handled without issue? Do employees feel secure knowing HR has these essentials under control?
• Are you creating or eliminating drama?
  Drama in the workplace can often stem from poor leadership. Are you the one creating unnecessary conflict, or are you the calm, steady presence people rely on to diffuse situations and offer solutions?
• Are you developing your team?
  As a leader, it's not just your responsibility to lead others—it’s your responsibility to help them grow. Are you investing in the professional development of your HR team, ensuring they have the tools and knowledge to succeed?
• Can others trust you?
  Trust is the foundation of any relationship, and it's especially true in leadership. Are you trustworthy, consistent, and reliable? Can your leadership team, your peers, and the employees count on you?

It Starts with HR Leaders

If we want to change the credibility of HR, it starts with us, the HR leaders. CEOs, executives, and employees are all looking at how we show up every day. Are we partners in the business, or are we just playing the part? It’s not enough to want a seat at the table—we need to demonstrate why we deserve to be there by being the leaders our companies need.

Great HR leadership isn't just about creating policies or managing benefits. It's about understanding the business, building trust, and creating an environment where both the company and its people can thrive. Take the time to reflect on how you’re showing up—and commit to being the kind of HR leader who not only deserves a seat at the table but can make a real impact once you're there.

If you find yourself unsure of how to take that next step or need fresh perspectives, don’t hesitate to seek guidance. Finding a mentor to bounce ideas off can be a powerful tool for growth. Having someone to offer feedback, share their experiences, and provide insight can help you develop the expertise and confidence you need to expand your capacity to lead.

Because at the end of the day, HR isn’t just about managing people—it’s about leading the company forward. Let’s make sure we’re doing exactly that.