QUESTION: Boardroom Relevance?

Dear Merry,

I've had the opportunity to read your column and hear you speak. I notice that you are always encouraging boardroom relevance. I am a Director of OD and to tell you the truth, I've never been invited into the boardroom - I don't know what they are talking about. How would you advise me to be boardroom relevant if I've never been to a board meeting?

I have responsibility in my organization for coaching. My program focuses on the second level leadership, which includes about 2,000 Senior VPs, VPs and Senior Directors.


RESPONSE: Align to the Organizational Strategy

Dear Executive,

Thank you for asking this question. It's true; I am passionate about encouraging HR/OD professionals to create programs that are boardroom relevant. Very often when I ask this question of the leaders I consult with they share, like you, that they don't specifically know what's being discussed in the boardroom.

Consider asking your boss or another C-level executive what the top 3 imperatives are for the company - you might find yourself in an interesting business discussion. Ask yourself:
1. What is your company's organizational strategy?
2. What key business issues are hot for leadership right now?
3. How can your programs be a solution?

To create programs that are boardroom relevant, I suggest the following:

1. Align Your Programs to the Organizational Strategy: Most HR/OD leaders that I consult with are already running programs that are boardroom relevant - they just have not thought of them or positioned them in this way. So very often I coach them to keep running the exact same programs they are now, but I support them in understanding that it's their responsibility to frame their programs in language that ties them to the organizational strategy. Your job is to run programs that align with your company's overall learning agenda and have those programs be part of the solution to your company's specific business issues.

2. Frame your Program in Business Language: Once you understand how your programs support the organization's overall strategy, you can then position your programs to solve a business issue of concern for the organization. Echo back the language the organization uses to articulate its strategy. Use business metrics and language to frame your programs rather than HR language and metrics.

3. Link Your Programs to Larger Programs with Strong Organizational Support: Often coaching is a small part of the organization's learning and training focus. As such, coaching programs are often under supported. But, coaching is very often used to develop executive bench strength to fill critical spots for succession planning. Might you end up with more financial support, resources and more attention for executive coaching if you linked it clearly to your succession planning imitative? Or as another example: If innovation is a top goal for the organization then training, coaching, rewards systems, etc. could all be components of an innovation effort.

In my work with HR/OD leaders I have noticed that the people who frame their programs in business language enjoy robust budgets. Line people don't often understand the value of HR programs. They support them because it feels like the right thing to do. If you "speak into their listening and offer the same exact program you are now, but framed in business language and positioned to solve a business issue, you will find greater organizational and financial support for your programs. At the same time you will build trust and respect among your constituents, and position yourself as a business leader - in addition to an HR leader. If your programs produce good results and you appropriately promote the business results of your programs, you might just find yourself invited into the boardroom.

Dare to Deliver!
Merry

Merry Marcus
www.breakthroughconsulting.com