For HR leaders, having a solid working relationship with senior management or the executive in your organisation is critical. Being able to work together as a ‘united front’ is often the key to progressing important HR and organisational matters. 

In my career as (mostly) an external consultant and (briefly) an internal HR practitioner, I have seen matters not succeed nor do as well as they could have because of some level of disconnect between HR and senior management. 

These different levels of disconnect can range from minor misunderstandings regarding a project’s approach to significant differences in values and behaviours. 

In my experience, most HR leaders are cognisant of the importance of their relationship with the executive. However, humans being human, issues can creep in and undermine having an optimal working relationship. 

Some common issues include: 

• Lack of mutual understanding. The two sides may each be labouring under the false belief that there is a shared understanding between them when there isn’t.
• Busyness. Busyness on one or both sides of the relationship equation can cause communications to be compromised.
• Feeling intimidated. Those new to an HR leadership role might occasionally feel intimidated in approaching an executive and thereby forgo having necessary conversations on important matters.
• Ill feelings. In some cases, there may even be some level of ill feelings between the two parties which, undoubtedly, impact communications. 

7 ways to strengthen your relationship with the executive 

Given the importance of HR and the executive working together well, I’ve identified seven critical aspects regarding optimising this relationship. These are as follows:

1. Gain mutual trust

A priority objective as an internal HR practitioner or external consultant is to establish a working partnership of mutual trust with the executive. 

This typically takes time, but it’s important to be cognisant of this goal from the start and begin its cultivation with your first contact. 

A couple of areas I’ve found important in cultivating a trusting relationship include:

• Seek to initiate (brief) conversations with the executive to know them, and so they can get to know what you can offer.
• Ensure projects are delivered as and when expected. If this is not possible, be sure to speak with the executive in advance of the delivery date.

You also want to be easy to work with which means being reasonable and flexible while engaged with the executive on work matters. 

Having an affable and trusting relationship with the executive will support you in being able to approach them to discuss more challenging issues that will inevitably arise when working together.  

2. Understand the executive

HR leaders should seek to continually improve their understanding of both the executive and the organisation.

You want to gain an understanding of who the executive is… as a leader and as a person. The questions to consider include:

• How do they like to operate in their role? 
• What are their needs and potential biases? 
• What situational context and challenges are they facing at any one time? 

In addition, while external consultants need to take time to understand the organisation and its culture, the same applies to internal HR practitioners. This is especially true when they start employment with the organisation. I’d suggest the following to learn about the organisation:

• Review the organisation’s website.
• Organise visits to the various areas within the organisation and talk to the staff members and supervisors.
• Attend as many organisational (and departmental) functions and events that you’re able (and allowed) to attend. 

The more understanding you have of the organisation, the more it will also assist in your understanding of the executive. 

3. Maintain independence of thought

Despite my earlier admonition to be ‘user friendly,’ it’s also important to maintain an independence of thought when working on a matter with the executive. Don’t blindly accept their views on a matter.

Even though it may ultimately be their decision, in most cases you can ask questions (or even negotiate) regarding the project/initiative and its direction. 

In doing so, the main suggestion I have for these situations is to pay attention to the executive’s words and body language. Do they appear open and receptive, or are they becoming uncomfortable (or even irritated) with your questions and views? Timing is important here. Deciding whether to return later to a particular topic needs to be considered. Again, the better you understand the executive, the better you’ll be able to judge the situation.  

In any event, try not to be intimidated. It’s to their benefit to have another set of eyes to assist in fully understanding their position and the direction on a matter. 

4. Provide project clarity

When discussing a project or initiative with the executive, it’s important to establish mutual clarity regarding a matter and how it will proceed. 

Don’t be afraid to ask questions or organise additional meetings to confirm this clarity. Read HRM’s article five types of questions that strategic leaders should be asking for some ideas on the types of questions you could be asking.

It’s critical to have a shared understanding of: 

• The project’s/initiative’s objectives.
• The approach the organisation will take.
• The expected results and how these will be measured. 

In relation to establishing a shared understanding, I’d suggest the following:

• Do your homework (on a proposed project or initiative) and get as clear as possible on the details before and after planning meetings.
• Don’t be timid about asking questions of the executive if you’re not sure of what they’re wanting.
• If you’re still not sure after meetings, circle back to them out-of-meeting to seek clarification. 

Without a doubt, it is far better to take the time to establish good alignment on a project than for you and the executive to be moving in different directions.

5. Set some ground rules. 

Similar to project clarity, it’s imperative to ensure there is a joint understanding of any ground rules regarding a project, or in working together generally. 

When working as a psychologist in internal HR, an example of setting ground rules pertaining to my professional requirement to keep specific individual matters in specific situations confidential (unless there was a waiver/permission). I needed to convey this limitation to the executive at the start so that there wouldn’t be any conflicting expectations. 

Another example of a ground rule is clearly delineating roles and responsibilities between the HR leader and the executive when working together on a specific project or initiative. 

An additional example would be securing the executive’s commitment to a project, so the HR practitioner is not left holding the bag if, for example, an in-process matter is summarily halted. This situation has happened to me whilst working in an internal HR. Thereafter in planning meetings, I learned to have a discussion with the executive related to potential outcomes for a particular matter and how these would be jointly managed. 

6. Keep the executive apprised. 

Most executive leaders want to be kept informed regarding the ongoing progress of a project or initiative. This apprising can often fall by the wayside due to busyness and competing priorities.

However, I believe it’s the responsibility of the HR practitioner to ensure that the executive is kept informed and updated in whichever manner (e.g. a quick catch up or a more formal presentation) and frequency that was agreed on. 

It’s important to take the initiative in these instances; don’t wait for the executive to make contact and ask for updates. Not taking this responsibility can potentially lead to the executive feeling kept in the dark, which can harm the social capital and trust you’ve worked hard to develop.

7. Position yourself as a project leader

As in keeping the executive informed and apprised, in a broader sense, it is up to the HR leader or consultant to manage the project or initiative and, in doing so, take on a leadership role. This is in both a practical sense and in terms of your mindset. This can mean taking ownership of all aspects of the initiative or project, dealing with hurdles along the way, and keeping it all moving forward. 

However, in your taking this leadership role, I’d suggest having a conversation with the executive at the planning stage regarding expectations and let them know how you can assist them in managing the project. Many executives will welcome this. Again, jointly define areas of responsibility so that you have clear project expectations. 

Conclusion

Consistency and flexibility are key when working with executive leaders. Every executive (and every situation) is different. Be mindful of how you approach each and modify as necessary whilst being consistent in your goals of adding value and in building and maintaining relationships. 

The relationship between the HR practitioner and the organisation’s executive or senior management is critical for optimal mutual functioning and outcomes. The best way to ensure this result is to be mindful of all of these points and actively employ them in one’s day-to-day practice with the executive.

Dr David Hall, PhD is Director and Consulting Psychologist in private practice at DRDH Pty Ltd and is based in Brisbane, Qld.

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