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.

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

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.

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).

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.

I like to co-author books to learn from those I write with.