NAAAHR C Suite Access Presentation Final


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Presentation Made to NAAAHR Los Angeles regards how human resources can access to "C" Suite Executives

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NAAAHR C Suite Access Presentation Final

  1. 1. How HR Professionals Can Gain a Seat at the Executive Table<br />By David R. Barnes Jr. M.Ed CPC, VP Client Solutions, InclusionINC<br />
  2. 2. Discussion Topics<br />As a result of participating in this discussion you will have an awareness of how to:<br /><ul><li>Prepare to engage with a CEO, COO, or CFO
  3. 3. Gain access to the CEO, COO, & CFO
  4. 4. Establish your credibility with a senior executive</li></li></ul><li>Discussion Topics<br />As a result of participating in this discussion you will have and aware of how to:<br /><ul><li>Make your “Business Case”
  5. 5. Facilitate a senior executives advocacy for your cause
  6. 6. Report back on your results</li></li></ul><li>Preparation<br />“All significant breakthroughs were breaks<br />with old ways of thinking”<br />- Thomas Kuhn<br />
  7. 7. Preparation<br />Should you be viewed as an “Human Resources Practitioner”?<br />or<br />A “Business Manager” who’s area of expertise is Human Resources?<br />
  8. 8. Preparation(What You Should Read)<br /><ul><li>Company Annual Reports
  9. 9. Company Financials
  10. 10. Company Quarterly 10K SEC Filings
  11. 11. Wall St. Analyst Call Transcript
  12. 12. Company Press Releases</li></ul>Public Company<br />
  13. 13. Preparation(What You Should Read)<br /><ul><li>Bloomberg
  14. 14. Reuters
  15. 15. Business Week
  16. 16. Wall St. Journal
  17. 17. Gallup </li></ul>Public Companies<br />
  18. 18. Preparation(What You Should Read)<br />Private Company?<br />
  19. 19. Preparation(Who You Should Establish Relationships With)<br /><ul><li>Influencers
  20. 20. “Trusted Advisors"
  21. 21. Business Stakeholders
  22. 22. “Power Brokers”
  23. 23. Connectors</li></ul>Networking<br />
  24. 24. Gaining Access to the Executive Team<br />Passionate Curiosity <br />They ask big-picture questions. They wonder why things work the way they do and whether those things can be improved upon. <br />Battle-Hardened Curiosity<br />They want to know if somebody is the kind of person who takes ownership of challenges or starts looking for excuses.<br />Team Smarts<br />They understand how teams work and how to get the most out of their teams<br />What are Senior Executives<br />Hot Buttons? <br />
  25. 25. Gaining Access to the Executive Team<br />Know<br />Senior Executives<br />Hot Buttons? <br />A Simple Mindset <br /> Most senior executives want the same thing from people who present to them: be concise, get to the point, make it simple. Yet few people can deliver the simplicity that many bosses want. <br />Fearlessness<br />One of the things that I characterize as fearlessness is seeing an opportunity, even though things are not broken<br />- “The Corner Office” by Adam Bryant<br />
  26. 26. Gaining Access to the Executive Team<br />Know Your<br />Senior Executives <br />Social Style<br />1<br />2<br />
  27. 27. Gaining Access to the Executive Team<br /><ul><li>Indentify a “Game Changer Issue” to address
  28. 28. Document your issues; evidence and impact downside (data, data, data, data!) across the enterprise (validate, validate, validate,)
  29. 29. Document your recommended solutions; evidence and impact upside (data, data, data, data!) across the enterprise (validate, validate, validate,)
  30. 30. Review your initiative with; Influencers, Trusted Advisors, Stakeholders for validation, refining, and potential sponsorship
  31. 31. Identify the most appropriate to introduce your initiative then present it </li></ul>The <br />“Big Kahuna” Issue!!! <br />
  32. 32. Gaining Access to the Executive Team<br />Low Cost<br />High Cost<br />The <br />“Big Kahuna” Issue!!! <br />The Focus<br />ROI<br />ROTI<br />What It May Impact<br />Operating Profit<br />EBIT<br />Low Impact<br />High Impact<br />
  33. 33. Establishing Your Credibility<br />The<br />“Duh”<br />Slide<br />
  34. 34. Establishing Your Credibility<br /><ul><li>Know the “Language” of the “C” Suite – Take a “Finance for Non Financial Managers”
  35. 35. Know the Bio’s of Your Executives – Know everything about their careers you can
  36. 36. Become “Business Visible” and sustain your visibility – Send out relevant business information to stakeholders, influencers, and trusted advisors</li></ul>What Else Can You Do?<br />
  37. 37. Making Your Business Case<br />Making Your Presentation<br />
  38. 38. Making Your Business Case<br />Making Your Presentation<br />Kenneth Chenault<br />Steve Jobs<br />Kenneth Frazier<br />Jack Welch<br /> Richard Parsons<br />
  39. 39. Making Your Business Case<br /><ul><li>Identify issue
  40. 40. Present evidence (data, data, data)
  41. 41. Quantify impact (cost; financial, process, people, market, competitive)
  42. 42. Present solution (details, cost, implementation plan, etc.)
  43. 43. Review ROI</li></li></ul><li>Making Your Business Case<br /><ul><li>Do a “Mock” Presentation
  44. 44. Vision Your Successful Presentation
  45. 45. Be Concise
  46. 46. Be Prepared To Be Challenged
  47. 47. Be Prepared To Present Again
  48. 48. Be Prepared To Own The Project</li></li></ul><li>Gaining Advocacy<br />Ask For It!<br />
  49. 49. Gaining Advocacy<br /><ul><li>Be specific about what you want
  50. 50. Have a plan (communication, meetings, budget, etc.)
  51. 51. Identify the “WIFM”
  52. 52. Make it happen </li></li></ul><li>Report Back on Results<br /><ul><li>Have a project plan
  53. 53. Have milestone dates for accomplishments
  54. 54. Schedule update briefings
  55. 55. Hold a final briefing
  56. 56. Leverage your success!</li></li></ul><li>Thank You!<br />Thank You!<br />Good Execution!<br />