My boss has no idea what I do.

At earlier points in my career, I worked for people who were very experienced in HR and could help guide me on what to do. They deeply understood the nuances of my job.

Then one day, I didn’t. I no longer worked for someone who was an expert in what I did.

I had advanced to the point in my career where I had a “generalist” boss and I was the expert in HR.

I tried different ways to communicate with them.
– Too many details, I got the glossed over look.
– Too few details, I got asked for more details.
– Too much about the process, and I was asked about the impact.
– Too much impact, and I was asked about the process.

I think you get the picture. It was exhausting and I felt  like I was wasting time.

I finally realized the problem – I was thinking like a functional leader, not an enterprise leader.

An enterprise leader starts with the problem facing the business, makes sure they understand it and all its nuances, and then proposes what’s best to solve it. They are agonistic about whether or not it’s (in my case) an HR solution or not.

I was speaking the wrong language.I kept coming in with HR solutions to business problems, and talked about them from the perspective of HR.

As soon as I made this shift, the whole relationship changed. I also discovered there was so much I could learn from my non HR expert boss.

It was the best of both worlds leaders strive for–I contributed solutions that helped the business and learned a lot from my boss…who now knew exactly what I did.My boss has no idea what I do.

At earlier points in my career, I worked for people who were very experienced in HR and could help guide me on what to do. They deeply understood the nuances of my job.

Then one day, I didn’t. I no longer worked for someone who was an expert in what I did.

I had advanced to the point in my career where I had a “generalist” boss and I was the expert in HR.

I tried different ways to communicate with them.
– Too many details, I got the glossed over look.
– Too few details, I got asked for more details.
– Too much about the process, and I was asked about the impact.
– Too much impact, and I was asked about the process.

I think you get the picture. It was exhausting and I felt  like I was wasting time.

I finally realized the problem – I was thinking like a functional leader, not an enterprise leader.

An enterprise leader starts with the problem facing the business, makes sure they understand it and all its nuances, and then proposes what’s best to solve it. They are agonistic about whether or not it’s (in my case) an HR solution or not.

I was speaking the wrong language.I kept coming in with HR solutions to business problems, and talked about them from the perspective of HR.

As soon as I made this shift, the whole relationship changed. I also discovered there was so much I could learn from my non HR expert boss.

It was the best of both worlds leaders strive for–I contributed solutions that helped the business and learned a lot from my boss…who now knew exactly what I did.

Coaching Consultation

Even the best leaders in the world struggle at times with the weight of the responsibilities of being a leader. You know this too! It’s hard work to balance it all and know what approach is the best one to meet your objectives while being a supportive leader for your team. But the best leaders don’t do it alone – they seek help from experts who can guide them to become the leader they want to be. Now, you can do the same by booking a free consult with me where I’ll help you get on the path to becoming a stronger leader.

Because I hold these calls personally, there are very few spots available, so if you’re serious about growing your business and would like the guidance and support of a trained expert, use the calendar provided to apply for your session now.

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