[aHr #11] Transforming Transactional focus into Relational leadership; alongside the Trust equation
Shift the corporate HR function from a transactional focus to one of enablement, benefiting business agility by transitioning to a more resourceful human centered Enablement Agency.
This series shed a perspective on the past, present & future challenges in the world of Human Resources. What is expected of HR in terms of enabling flexibility, collaboration, speed and adaptability rather than delivering programs, policies and strict rules?
Howto cooperate with the rest of the business to deliver value with the business instead of to the business? Howto tweak our ways of working from process to purposeful impact…
As we’re crafting an effective program for Agility in HR we’ll include evolutionary insights and invite your feedback in the comments.
TL;DR
Too many processes and too many leaders treat customers, colleagues and employees transactionally, like cogs in a machine. That’s a huge waste. When business relationships are devoid of intimacy, we lose opportunities to work with people, to make something better together. Dora dares to challenge Middle Management and rocks the boat.
Exploring Corporate Chaos
Dora thought that, in her mid-40s, had seen it all. From awkward holiday parties to questionable dress code violations, she was a veteran in navigating the quirky world of corporate HR. But nothing could have prepared her now she took a role as an Executive Change Agent.
The executive team looked at Dora with a mix of hope and skepticism, as if she were about to perform a magic trick involving disappearing redundancies and appearing efficiencies.
“Dora,” said the CEO, Flint Grimstone, “we heard what you said and thought of the next steps. Now that we’re aware of being stuck in old ways, and we definitely need agility. we need you to help us turn this ship around.”
Dora nodded confidently, although inside, she felt like a hamster being asked to pilot a spaceship. for real.
Her first task was to address the company's labyrinthine processes. At her strategy team meeting, she feared a room of managers who seemed more interested in their smartphones than in discussing transformation.
“Too many processes and too many leaders treat customers, colleagues, and employees like cogs in a machine,” Dora started. “ I hope you are that’s a huge waste. When business relationships lack intimacy, we lose opportunities to collaborate and create something better together.”
The managers looked up, intrigued but still bit skeptical. Dora continued, “Transforming to an agile mindset isn’t about forcing people to comply with processes or new tools. It’s not about making people fall in line. Plenty of companies try that, but it rarely changes minds.”
She paused, noticing she had their attention now. “How can I engage with you without making you do something you don’t want to? By helping you change your perspective. By treating our relationship as a relationship.”
As the room was silent, Dora smiled and added, “When you boil business down to its essence, it’s about people. Imagine how many problems companies cause by treating people badly. Actually, don’t imagine—just read the news!”
Laughter rippled through the room. Encouraged, Dora continued, “So many internal problems in businesses are human problems: infighting, bad actors, power struggles. Treating people well and helping them change how they approach their work unlocks tremendous potential. Respect them. Be more relational.”
She could see the gears turning in their heads. It was working. “Now, imagine being able to continuously improve. Imagine amplifying your company’s strengths, helping it move faster, act smarter, evolve and grow. That’s what business agility can do: Unlock people’s creative freedom, flow, and flexibility to reach business goals.”
By the end of the meeting, the managers were nodding and even smiling. Dora felt a surge of triumph. The next few weeks saw her rolling out workshops and one-on-one coaching sessions, all while cracking jokes and sharing stories that made the abstract concepts of agility relatable and fun.
There were hiccups, of course. Like the time she tried to implement a new communication tool, and the IT department nearly staged a coup because they were still traumatized from the last software update fiasco. Or the day she accidentally booked a team-building retreat at a campsite notorious for its aggressive raccoon population.
Despite the setbacks, Dora’s approach worked. Slowly but surely, the rigid corporate culture began to soften. Teams communicated better, processes were streamlined, and innovation flourished.
Dora, the explorer of corporate chaos, had not only survived but thrived in her new role. Her secret? Remembering that, at the heart of every business, are people—and treating them with respect and humanity makes all the difference.
As she looked out over her transformed mindset of the Middle-managers, Dora couldn’t help but smile. She was navigating the corporate jungle and found the treasure in an agile, adaptive, and enabling leadership.
When you boil business down to its essence, it’s about people.
Charles Green’s trust equation.
executing the agenda: improving interdepartmental collaboration.
"Alright folks, let’s cut to the chase," Dora began, her voice echoing with authority. "No yapping! We need to talk about how to actually collaborate."
The managers blinked at her in surprise. Dora was known for her no-nonsense approach. "This is what I mean by being relational," she continued. "Relationships are built on trust, and trust is the cornerstone of successful teams and companies. Without it, everything falls apart."
"Sure, sure, trust," mumbled Steve from accounting, scribbling something in his notebook. "But what does that actually look like?"
Dora pointed at him, her eyes twinkling. "Great question, Steve! First, credibility means you know your stuff. Reliability means I can count on you. Intimacy, though, is how safe we feel sharing with each other. You won’t get that if you’re just transactional."
"Intimacy?" echoed Linda from marketing, raising an eyebrow. "In a corporate setting?"
"Yes, Linda," Dora nodded. "Not the romantic kind, obviously. But the kind where you can admit mistakes without fear. It’s crucial."
She then drew a big X on the whiteboard. "And here’s the killer—self-orientation. If you care more about yourself than the team, why would anyone trust you?"
"So, it’s like a pie?" ventured Jerry from sales.
"Exactly!" Dora beamed. "But let’s make it a pizza. Trust is the crust, credibility is the cheese, reliability the toppings, and intimacy the secret sauce. Self-orientation is the anchovies—nobody wants too much of that!"
The room erupted in laughter, and Dora knew she had them. Today, she’d turned corporate jargon into a relatable lesson. As the meeting wrapped up, she felt a sense of accomplishment. Maybe, just maybe, these managers would start seeing collaboration as a delicious pizza, rather than just another corporate mandate.
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In the next episode, Dora tackles howto build a powerful Human Resources Strategy.