Transactionist to Strategist: Horatio Alger at Work?

Have you ever heard the term "Horatio Alger story"? Ever actually read one? Most likely the answer is no, if not to both questions certainly the last one. I knew that "Horatio Alger story" was a synonym for "rags to riches." I was never even certain if they were about someone by that name or if Alger was the author. So I had the opportunity to read one the other day and got curious enough to do a bit of research. Horatio Alger, Jr. was indeed the author of a great number of stories about boys in late 19th century New York City who go from rags to respectability (however generally not riches as is usually stated.) They do this through a stroke of good luck that they then take advantage of through hard work and good moral character. There is even the Horatio Alger Association which honors individuals who "...are dedicated community leaders who demonstrate individual initiative and a commitment to excellence; as exemplified by remarkable achievements accomplished through honesty, hard work, self-reliance and perseverance over adversity. All potential Members must have a strong commitment to assisting those less fortunate than themselves and be willing to contribute to the mission of providing scholarships for younger generations."

As I finished reading one of the Ragged Dick stories, I started thinking, in a convuluted way, about HR and the transition from being a "lowly transactionist" to the much more "respected" level of "strategist" as a potential potential "rags to riches" story. Certainly no one wants to remain the "boot black" of HR, functioning as a "transactionist." Everyone wants to earn their "seat at the table" ( I see many of you cringing at that) and gain respectability in the organization. And many of you have done just that. You started initially in positions where you "toted that bail", delivered that package, filed that paperwork, did the screening interview, etc. Some of you may have had a mentor, "the wealthy benefactor" of the stories, that helped you along, gave you guidance and helped you better yourself in your position. And thus you found yourself in a position to affect change in your organization by providing advice, direction and wisdom based upon your knowledge of the business and the world. You became a Horatio Alger character.

So tell us your Horatio Alger story. Where did you start? Was there a "good turn of fortune" that helped you make it to the next level? Did you have a "wealthy benefactor"? What hard work did you do to achieve what you have today?

Or if you think I am "all wet" in my statement that no one wants to remain a "transactionist" tell me why. Do you take pride in the fact that you can "put a better shine" on transactions than others?

Strategist or Steward?

I had the opportunity to hear Dr. Robin Lissak of Deloitte Consulting present on Influencing Top Leaders. I even Tweeted on the presentation and got some good response to those tweets. So I thought a post was in order.

Lissak talked about the disconnect between CEOs and CHROs (Chief HR Officer) in what was seen as important for an orgainzation. One disconnect was that only 50% or so of organizations even have a CHRO. They all have a CEO. Second disconnect was that only 14% of the CHROs saw themselves as being strategic while 95% of CEOs want them to be. We always talk about that "seat at the table" and here we have an opportunity to get it and we are not. WHY ARE WE SO BEHIND THE CURVE???

Lissak made the point that HR mandates for the CHRO must involve revenue growth, talent strategies and operational excellence. CEOs see these as people issues. People issues are strategic. Most HR departments are still working on operational excellence. But HR issues are administrative. The message is that CEOs don't give a crap about HR issues. As Ulrich say in his books Human Resources Champions and HR Competencies the administrative stuff is a given. We have to do that well. However, a CEO does not care when we do it well. They only care when we do it poorly.

Dr. Lissak makes the point that people issues require a strategist while HR issues require a steward. And both of these are listed by Ulrich as HR competencies. However, my question is this, can you find those skill sets in the same person? Can the CHRO be both a strategist and a steward? The strategist needs to know the business of the business. They need to understand the customers and the value chain of the business. As Ulrich says they need to be the strategic architect, talent manager and the business ally. But the HR operations side needs someone who is that operational executor. Someone who pays attention to the detail of compliance, paperwork, proper reporting and the day-to-day employee relations. So it this the steward?

I personally believe that those are two different sets of skills. One of the things Lissak mentioned is the short tenure for many CHROs because they fail to connect with the CEO. Perhaps that is because two many CHROs have the STEWARD skill set and fail on the STRATEGIST end. Or perhaps they are too much STRATEGIST and miss the details needed on the STEWARD side and the company gets in trouble.

A solution? Hire a strategist as the CHRO, but make very sure they have a good steward as number 2!

What do you think? Tell me where I have miss read this dilemma and offer another solution.