Credibility as an Human Resources professional is based on action and results, not theory and intellectualism. Terry Meyer and Lydia Cillie-Schmidt explore the role of the credible activist and just how courage and conviction can be utilised to further personal and client ambitions.
by Terry Meyer and Lydia Cillie-Schmidt
ABOUT THE AUTHORS
Terry Meyer designed and runs the Programme in Strategic HR Leadership for Stellenbosch Business School and runs in-house programmes through the HR Leadership Academy, which form part of his consulting business, Leadership SA. He can be contacted on 083 2515019 or at mailto:firstname.lastname@example.org Lydia Cillie-Schmidt established and now manages The Talent Hub. She can be contacted at mailto:email@example.com
The role of credible activist involves both strong individual performance through effective relationships and strong business performance which has a bearing on the general effectiveness of the business. Personal credibility combined with the ability to influence the organisation is an essential differentiator between highly effective HR leaders and those who are only technically competent HR professionals. So what do HR leaders need to become to be credible and what skills do they need to develop to influence people in an impactful way?
(1) Credibility Personal credibility is less about what you can do and more about who you are. Technical competence is important but it is not sufficient to earn a seat at the Board room table. Our experience suggests that the following are key to being visibly credible:
Defining who you are and what you stand for;
Defining what your professional offering is and how it adds value;
Building a personal brand;
Building and leveraging a network; and
Being master of your craft.
Let us have your thoughts: As a profession it is essential to access as many innovative ideas and opinions as possible. Please join our conversation and forward your comments on what Terry and Lydia have said, or add to their thoughts in whatever way you see fit.