- Jenny Bledsoe, VP of Operations, Meyer Corporation, US
- Scott Bohannon, CEO, Info-Tech Research Group
- Duane Borah, Manager, Goodwill
- Michael Burns, Executive Vice President, ASE
- Debra Dana, Senior HR Executive, Consultant
- Gene Deszca, Professor, Wilfrid Laurier University
- Chris Easley, Director of HR, Treasure Island Casino & Bingo
- John Hannah, SVP & CHRO, Purolator
- John Janetos, Professor, Wilfrid Laurier University
- Andrew Lambert, Associate Partner, CRF, Creelman Lambert
- Jeff McLanahan, VP of Training – Success Academy, Clockwork Home Services
- Larry McMullen, Director, Learning and Organization Development, The Hillman Group Inc.
- Marieta Medoza, Head of HR, AOL Canada
- Stephanie Jane Myddelton, Organizational Development Specialist, Freelance Consultant
- Cinnie Noble, Founder, CINERGY Coaching
- Craig Parrish, VP HR, BNSF Logistics, LLC
- Drew Railton, Managing Partner, Caldwell Partners
- Regional Learning & Development Head, Asia, Willis Group
- Ron Thomas, CEO, Great Places to Work Gulf
- Schuyler Totman, M.A., Consultant, Management Consulting, author of Ironies Leaders Navigate: What the Science of Power Reveals about the Art of Leadership
- Regina Youngblood, HR Director, City of Durham
- The role of HR in addressing C-suite discord can be a difficult path to navigate as HR is often part of the C-suite and reports to the CEO. This can create a tricky dynamic.
- Underlying power dynamics in the C-suite often lead to discord, but can be difficult to alter. The egos that sometimes accompany positions of power can also make it difficult to gain traction for changing the C-suite status quo.
- Resolving C-suite conflict is about leadership. The head of HR should engage in this issue not because they are HR but because it is an important component of being a strong people leader in the organization.
- The C-suite is a role model for the rest of the organization. The behaviors and interactions of the C-suite trickle down and impact the way the rest of the organization interacts. Ensuring that your C-suite has a healthy team dynamic will translate into success for all levels of the organization.
Impact and Result
- It is essential that CEO supports the initiative, otherwise you will not gain any traction with the rest of the C-suite team.
- Collaborating with the C-suite, rather than placing blame, will help create a reaction that is responsive rather than defensive.
- Assess the issues that are underlying the causes of discord by gathering input from all C-suite members and put in place action steps that will help the C-suite shift from unhealthy conflict to collaboration.
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Understand HR’s role in managing C-suite conflict
Call #1 - Understand HR's role in resolving C-suite discord.
Guided Implementation #2 - Assess the cause of conflict in the C-suite
Call #1 - Gain buy-in for assessing the C-suite’s level of collaboration.
Call #2 - Review the assessment tool outcomes.
Guided Implementation #3 - Develop a collaborative C-suite culture
Call #1 - Gain advice on how to create alignment in the C-suite on strategy and goals.
Call #2 - Review the RACI tools to understand how to analyze duplication of roles.
Guided Implementation #4 - Develop the appropriate leadership behaviors
Call #1 - Gain advice for delivering conflict resolution training.
Guided Implementation #5 - Establish protocols and processes that alleviate conflict