It is easier to talk about doing things than doing them. Many of us want to exercise more, eat more healthy, be kinder to our loved ones, etc., but unless we have specific milestones about how to do this, our intentions do not match our actions. The HR milestones we lay out offer specific steps along the longer journey to HR transformation.

Leaders being born vs. made is a bit of a separate issue. The research on this issue is fairly conclusive: 50/50. We have innate predispositions that affect who we are and what we do (nature) but we can learn and develop and grow (nurture).

People are more likely to support a change when they have information on it and when they participate in it. So, getting the CHRO information about the transformation and involving the CHRO in the transformation effort are critical to success.

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.

I like ideas, frameworks, and figures.

Being an effective leader is enormously complex. It requires vision to see a future, dedication to make things happen, sensitivity to people who are quirky at times, and personal confidence without arrogance.

People will change when they see that the change will help them reach their goals. If the CHRO sees that the HR transformation that others desire will help the CHRO reach his or her goals, then there will be more support. Absent this reasoning, the CHRO may go through the motions, but the transformation will not be sincere or lasting.