We do not see through our eyes alone.

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).

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.

Of course, change requires change. Until there is a felt need for change, it is only an event not a pattern.

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

Sometimes HR transformations have been definitions. Just because someone does an e-HR system or puts in a new talent system or changes the HR function does not mean an HR transformation has occurred. We identified four phases of HR transformation. Missing any of the four phases would be an incomplete effort.

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.