I learned early on that to be able to influence change, I had to know the business I worked for - inside and out. I needed to understand my CEO, my senior leadership team: what kept them up at night, what drove their decisions, and what mattered most to them (and yes, what didn’t).

How did I do this?

⚡Asked questions (and a lot of them): I was curious. I made it a point to ask leadership about everything; their biggest challenges, most important goals, and the company’s direction. I wanted to understand what success looked like to them, how they defined failure, and where they saw the roadblocks. That last one is where I focused. How could I remove the roadblocks.

⚡Immersed myself in the business: I went on a listening tour, spending time with different departments and learning their pain points. How did their day-to-day operations work, what goals did they have? It gave me a full picture of how HR could support the business – soup to nuts.

⚡Took an ownership approach to HR: I worked hard to view HR through the lens of our senior leaders. What would I do if I was in their shoes? Understanding that perspective helped me align HR efforts to the company’s overall mission. It provided clarity on how to support and communicate the needs of our employees while still meeting the demands of a growing business. Win/win!

Why does it matter?

When I learned to truly understand the business and speak the language of the C-Suite, everything shifted. Framing employee needs and HR strategies in terms of ROI, growth, and risk allowed me to address their biggest challenges - the ones that kept them up at night. This approach not only advanced initiatives critical to a resilient company culture but also created a shared understanding that drove impactful change.

Sometimes our goals aligned seamlessly; other times, we were at odds. But no matter the situation, I approached every conversation with the same mindset: What’s best for the business? Whether it meant enhancing talent strategies, driving leadership development, or cultivating a culture of accountability, my focus remained on making a measurable impact.

This approach earned trust, built credibility, and solidified my role as a true partner. One leader said it best: “What sets you apart is that you understand the business. You don’t just focus on HR issues; you see the whole picture and what matters most.”

For HR to drive real, lasting impact, we have to think beyond policies and procedures. We must connect our efforts to broader business objectives, transforming from a support function to an indispensable strategic partner. That’s the value HR can and should bring to their seat at “the table”.