Essential competencies for high performing HR professionals include being a cultural steward, talent manager, operational executor . . . and having a thick skin.
Listen, let me just save you some time and <wasted> energy. If you are not pleased with a decision I've made or frustrated because I don't see things your way and get the urge to call me names, you'll have to do better than "obtuse and obstructionist."
Really, professionals should be able to communicate without name calling but in those cases where that doesn't happen, you have got to know . . . "sticks and stones may break my bones but names can never harm me." They used to, like when I was 4 and the big girls came up to me and taunted, "Mona Lisa, are you going to cry? Are you going to cry?" Yup, I cried, but no more.
Big girls, big words, artistic taunts and ridiculous slams aside, there is something that does catch my attention: questions about my motives, my intentions or my credibility.
Credibility. It's the thing that keeps me up at night, has me second guessing my actions and replying my conversations. And at times, it is the thing I insert into situations where it has no place being.
What else do I know about credibility?
Well, a lot actually and I am going to be talking credibility and leadership today at the 22nd Annual ALAMN Educational Conference and Exposition Leadership Boot Camp. All very fitting because I've stepped foot in a boot camp or two back in the day.
ALAMN members and guests, welcome to the blog and I look forward to speaking with and learning from you today.