Leading Without Authority and Having Only Professional Responsibility

Within an executive’s unit of responsibility, wherein they are required to set goals, give performance feedback, mete out reward and have the ability to hire and fire, they can obviously expect performance that will achieve their goals. Sally is an excellent leader and thoughtfully uses her “executive amplitude” or “position power” with grace and ease. She is respectful, listens well, and doesn’t overshadow the leaders who report to her. With her inherent role-authority she politely asks for things to be done and compliments high performance, yet also gives timely, accurate, and acute critical feedback if necessary. She expects those who report to her to do what she asks. She uses what I call “authority-demand” (making decisions and taking action) well—a key reason she very well may be the next CEO. But, as with any other type of power, authority-demand must be properly used.

An executive on a management team wouldn’t think of directly and assertively using their authority demand in a peer’s area, but this is what Sam innocently did in his eagerness to prove his capability. When HR or other staff members take authority they don’t have, they usually create resistance similar to the unthinkable: An executive’s taking charge in another manager’s unit of operations. In Sally’s rush to cover the broad scope of her responsibilities she inadvertently pushed Jack into this untenable situation—trying to lead with authority when he had none. In short, it is ludicrous to think that an HR staff member could take over the operational executive’s area, yet this is a big mistake that is often made by well-intentioned executives and their partner HR staff when executives ask their HR professionals, who have responsibility only for their professional expertise, to lead with authority.

HR Professional—How to Leverage Your Impact

• Never let a busy, demanding, unaware, or uninformed executive push you to work on a project in a way that will not lead to success.
• Be bold and direct, if necessary, in a quiet, reserved, and respectful way. If needed, privately coach the executive you are working with on the proper way to use you as a catalyst, i.e., as a type of internal consultant. Talk specifically about roles. For example, remind them that this is their project, not yours, that they are responsible for pushing the project with rewards and discipline, if needed. You are responsible for excellent professional delivery of your craft, a helper responsible for providing professional expertise as input, but never in a demanding way. Remember that you are working for the executive and his team as a professional resource, that the project is theirs, not yours.
• Always hold confidential your discussions with the executives you are working with. Protect their authority and reputation (unless something egregious is done). Never admit to knowing things before others do. Act surprised even when you have known a “tidbit” of information for a while. NEVER BRAG! You don’t want to use your “referent power” or your “political power.” When you use such power, you have won in the short term, but have lost your longer-term organizational trust.
• Never kick off a project outside of HR. This sends the message that you are in charge, when you are not. First, before the project kickoff, make sure the executive is crystal clear on the outcome they want and the time frame before the project kickoff. Always have the executive kick off the project with a definition of the expected outcome. Ask them to announce that they are providing you and your HR team as a resource. Make sure they point out that their people, not HR, are responsible for the outcome within the timeframe desired. This IS NOT an HR initiative, but rather a business objective important to the enterprise. You will not be resisted or mistrusted if the lead manager positions you as a trusted resource for the team to pull in, not push out. Executive must make sure their people feel they, not HR, are the ones “on the ice” for the results.
• Don’t ever let anyone refer to a project as an “HR initiative.” Instead, make sure it is portrayed as a business initiative essential to the successful functioning and competitiveness of the organization. It is the operational team’s initiative, while you and your HR team are catalysts and facilitators. Although your role is essential, play it as if you are merely helpers. Give compliments in a polite way, pointing out that the courage required for change and leadership comes from the executive’s team, not from you or your team. Lightly take in appreciation for your professional expertise and work, but quickly pass the praise back to the executive’s team so that they maintain the feeling of responsibility for the project’s success. This will keep them alert to the responsibility for both the glory of success and consequences of failure, and then they can’t blame HR for a poor outcome.
• Don’t ever let anyone refer to a project as an “HR initiative.” Instead, make sure it is portrayed as a business initiative essential to the successful functioning and competitiveness of the organization. It is the operational team’s initiative, while you and your HR team are catalysts and facilitators. Although your role is essential, play it as if you are merely helpers. Give compliments in a polite way, pointing out that the courage required for change and leadership comes from the executive’s team, not from you or your team. Lightly take in appreciation for your professional expertise and work, but quickly pass the praise back to the executive’s team so that they maintain the feeling of responsibility for the project’s success. This will keep them alert to the responsibility for both the glory of success and consequences of failure, and then they can’t blame HR for a poor outcome.
• When you meet resistance to the changes necessary for success, remember not to become upset or pushy. Do not withdraw or please. Instead, put tough issues on the table in a timely manner and help the team stay in problem-solving mode.
• Do not assume authority by threatening or arguing with any of the executive’s team members. When you are calm, respectfully point out that perhaps one or both of you are out of alignment with what the executive wants. Don’t be “self-RIGHT-eous.” Admit that there is a possibility that you could have a blind spot or be misinformed, and suggest that together you take the issue to the executive in charge for clarification. To do otherwise, such as by arguing or threatening, is to assume authority you do not have.
• Remember, the less “power” you use or show, the more powerful and successful you will become as you peacefully solve problems and thereby build trust with others. This is called “personal power,” the most significant of all powers in the human system; it builds slowly one working situation at a time.

Executive--How to Properly Leverage an HR Professional:

• Remember that the project is yours, not HR’s; never call it an HR project. The reason or “logic” for doing the project is related to a key business goal, so always correct people when they say “HR project” or give too much credit to HR for the achievements.
• You must be very clear as to the expected outcome, timeframe, and resources available for completion of the project, while letting people engaged in the project know these could change.
• You must kick off the project as YOUR and your team’s project, not as HR’s. Emphasize that you expect your people to deliver the outcome within the timeframe desired and that you are providing HR as a resource—a helper, a catalyst, and a type of internal consultant—for them to use.
• Hold the HR professional responsible for good professional advice and facilitation, but not for project outcomes.
• Ask your group, not HR, to report their progress to you on at least a monthly basis AS A GROUP. Do not let HR make this report.
• Let the group know that you have asked HR for regular updates in addition to your usual management practices that the group is familiar with.
• If there is misalignment within your team, you, not the HR professional, are responsible for straightening that out.
• Never promise perfection. Promise persistence. Let your project team know that you and they together will “keep on keepin’ on,” even in the face of mistakes or significant challenges. Emphasize the importance of staying in problem-solving mode and not pointing fingers. Make it known that you don’t want yourself or anyone else on the team surprised by a decision or action that affects them.
• Remember, this is a significant learning activity, as well as an objective to achieve. The learning is longer-term.

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