7 minute read
Branch presidents: Showcasing their influence
Kathy Catton, Human Resources magazine editor, asks HRNZ’s branch presidents how they influence their committee, their community and their workplaces. Here she summarises their responses.
As HR professionals, many of us can relate to the challenge of carrying out our objectives and responsibilities without holding any official direct authority over individuals or departments. We can’t tell someone to do something or insist on a particular modus operandi. There’s no “my way or the highway”. So, to excel in our roles, it is crucial for HR professionals to learn the subtle yet powerful art of influencing.
This is something HRNZ’s branch presidents are practising on a daily basis. I asked nine branch presidents how they use their position to drive change and impact the committee and community they serve. And I asked them to share their practical tips and suggestions on influencing. Their responses can be framed into seven common areas.
Build Relationships
First and foremost, strong relationships are vital for any HR professional to make a lasting impact within their organisation.
As Kelly Wealleans, Canterbury Branch President says, “You need to start to build trust and really connect with your leaders and other teams in the business.” Kelly suggests doing this by offering to chair or sit in on operational meetings with managers. “Influencing is easy when you can connect closely and help others through their journey in the organisation.”
Kelly also advises other HR professionals to consider their own personal brand and how they want to be seen. “To influence well, your brand should foster trust, respect and inclusivity,” says Kelly. “You need to create a solid sounding board where leaders can depend on you.”
BECOME A TRUSTED ADVISER
Many branch presidents agree with Kelly, saying the essential element to credibility is being a trusted adviser. That involves developing a deep understanding of the organisation’s strategic goals and ensuring the HR strategies are aligned with those.
“I’ve been in many roles where I haven’t had the authority or even staff reporting to me, but I feel just stepping up to take the lead in different areas where you see a need, backed by a trusting working relationship, works well,” says Felicity Hislop, Wellington Branch President.
“I think sometimes people end up assuming you have some authority because of the leadership role you play when you put yourself forward!”
Teamwork, collaboration and transparency were all solid elements for the branch presidents in becoming trusted advisers.
SHOWCASE YOUR EXPERTISE
It comes with the territory that many branch presidents are also subject-matter experts.
No more so than the Academic Branch, led by Deepika Jindal. This virtual branch is made up of the HR academic community in Aotearoa New Zealand and aims to uplift the quality of HRM education and research at the national level.
“We hold webinars, regularly contribute to Human Resources magazine and run an annual member survey,” says Deepika. “We also run an annual inperson symposium of Academic Branch committee members, which is a great opportunity to collaborate on teaching and research and also strengthen our connections with each other.”
Effective Communication
A common theme for branch presidents when influencing is the need for clear and concise communication. Many speak of using open-ended questions to seek opinions and being approachable. As Kerry Tattersall, Hawke’s Bay Branch President, says it’s important to be “prepared to flex into the most appropriate communication style dependent on who you are talking to”.
LEAD BY EXAMPLE
Influencing without direct authority also requires leading by example. All the branch presidents spoke of the importance of ‘showing up’ and demonstrating integrity, empathy and accountability in their interactions in order to inspire others to follow suit.
“I see my role as bringing people together and encouraging them to share their passions and expertise, which in turn inspires and initiates changes at an individual and workplace level,” says Sarah Morton-Johnson, Waikato Branch President.
All set annual goals and hold regular meetings to discuss critical decisions.
“I set the tone, test the pulse, remain focused on the end result and offer consistency in my approach as well as a structured approach to meetings with energy,” says Tara Fisher, Auckland Branch President. “I ensure all have a voice and feel encouraged to contribute.”
Embrace Data
Brendon Jull, Taranaki Branch President, believes in the power of providing several options for consideration when influencing others.
“I back them up with consequences and precedent, as well as data and facts,” says Brendon. As Kerry also summarises, “If you’re trying to influence someone with a strength in numbers, make sure you use numbers, facts, data and statistics in your kōrero.”
The Academic Branch is also strong in this area, providing evidence-based insights to support HR professionals. This data-driven approach adds credibility, making it more likely for managers and stakeholders to accept and act upon HR proposals.
Seek Collaborative Opportunities
Influencing without authority often thrives in collaborative environments. HRNZ branches are no different, it appears. All branch presidents talk of working with a range of teams and organisations when organising events for members.
“We think a lot about the unique needs of our community and do a lot of networking,” says Katie Hirst, Branch President of the Northland Branch. “We try to maintain connections and offer opportunities for connection and engagement.”
Grant O’Kane, Otago Branch President, also seeks to offer events and speakers who appeal to not only HRNZ members but the wider business sector.
“Over time the relationship between the Otago Branch and local businesses has become mutually beneficial and as Branch President, I continue to build and improve those relationships,” he says.
Final Words
Sarah Morton-Johnson sums up her and her fellow branch presidents’ thoughts on influencing by saying, “It’s all about having authentic relationships, being an opinion sharer and truth-teller (even when the message is not popular). The key is turning up regularly, being available, looking, asking and listening for feedback and being prepared to experiment to meet the needs of those you are serving.”
One final observation from this group of branch presidents is the enormous sense of pride individuals gain from belonging to their branch. For example, Kerry Tattersall, says she was astounded by the creative solutions the Branch came up with when the cyclone devastated the Hawke’s Bay region in February 2023. “So many people lost their homes and yet, businesses had to continue for not only business as usual mahi but to be a part of the clean-up and rebuild of the region. Our HR professionals were the enablers of many of the creative solutions put in place to keep our region moving forward and most importantly, providing hope for our people. I am so proud to belong to the Hawke’s Bay HR community. It was such a terrible time, and yet in the face of adversity, we all mucked in, changed ways of working and more importantly, supported each other with even some laughter thrown in, too.”
SOUND BITES ON INFLUENCING, FROM OUR BRANCH PRESIDENTS
“Authenticity, transparency and thoughtfulness are key.”
Deepika Jindal
“I want to have an influence by ensuring we are aligning our reasons for being on the Committee and creating a personalised and open approach for our members.”
Kelly Wealleans
“We have a very strong desire for members to contact us with any ideas they might have.”
Felicity Hislop
“The rule is we are all equal, and opinions are valid and worth listening to. Each member brings a different strength and links to different areas of the community we play to.”
Grant O’Kane
“Our focus is not on the number of initiatives we run, but on the impact of what we deliver.”
Deepika Jindal
“Get alongside the key players. Listen to their concerns and offer solutions. At the end of the day, HR is about solutions. In doing so, you are influencing in a positive manner.”
Grant O’Kane
