My Director of HR has the capability to be our VP of People, but they keep pulling themselves back into payroll and benefits administration instead of leading strategically. How do I help them GWC the higher-level seat?

Question

Tyler Smith · Accepted Answer

Your HR Director is likely suffering from a lack of confidence or clear direction on what strategic leadership actually looks like in their seat. They are retreating to payroll and benefits because those tasks are familiar, comfortable, and have clear, concrete endpoints. This is a common hurdle when transitioning a tactical manager to a strategic leader. To help them GWC the VP of People seat, you must first clear their plate. They cannot think strategically if they are spending thirty hours a week on administrative tasks. Look at your Accountability Chart and identify who can take over the tactical HR duties. You may need to hire an HR coordinator or outsource payroll processing. Next, redefine their seat's measurables. If their weekly scorecard metrics are purely administrative, change them to strategic indicators like employee retention, leadership bench strength, or training program completion rates. What gets measured gets managed. Then, spend time with them to clarify what strategic ownership means. They need to understand that their value to the company is no longer measured by the volume of tasks they complete, but by the strategic alignment of your talent with the business's long-term V/TO goals. Give them a specific strategic Rock for the quarter, such as designing a leadership development program or building a succession plan for key roles. Coach them through the process, but do not do the work for them. If, after clearing their tactical workload and providing clear expectations, they still struggle to think strategically, they may not have the capacity for the VP seat, and you will need to find the right person for that role.