Melissa HamiltonHost
And for me, several months have passed since I recorded those conversations.

And I think that's actually why I wanted to do this episode now rather than when the series was fresh, because the insights have had time to settle for me.

You know, from what I've heard across all six of those conversations, and I've heard your feedback from listening to the podcast, which has been amazing, thank you, and I've asked more questions.

And what I kept coming back to time and time again was why are CPOs, Chief People Officers, the most senior people leaders in an organisation, why are they still so often seen as a support function? Why are they still the person you call when you've got a people problem or when you need someone to navigate a policy? It's not a knock on the people in these roles.

The six leaders that I spoke to are extraordinary and they are deep into shaping the future.

But for many senior leaders in people functions, they're operating against a structural assumption that is deeply embedded, that the people function is downstream of strategy, not part of shaping it.

So today's reflection, I think, is impactful for any executive or CEO who wants to be shaping strategy, who wants to be influential at the center of every strategic conversation, not off to the side waiting to be consulted.

Not the person who gets called in when there's a people problem to solve, but the person whose thinking is so sharp, whose relationships are so deep and whose presence is really consistent so that the conversation just doesn't happen the same way without them.

That's what I kept hearing across these six conversations and that's what I want to give you today.

And for me, several months have passed since I recorded those conversations.

And I think that's actually why I wanted to do this episode now rather than when the series was fresh, because the insights have had time to settle for me.

You know, from what I've heard across all six of those conversations, and I've heard your feedback from listening to the podcast, which has been amazing, thank you, and I've asked more questions.

And what I kept coming back to time and time again was why are CPOs, Chief People Officers, the most senior people leaders in an organisation, why are they still so often seen as a support function? Why are they still the person you call when you've got a people problem or when you need someone to navigate a policy? It's not a knock on the people in these roles.

The six leaders that I spoke to are extraordinary and they are deep into shaping the future.

But for many senior leaders in people functions, they're operating against a structural assumption that is deeply embedded, that the people function is downstream of strategy, not part of shaping it.

So today's reflection, I think, is impactful for any executive or CEO who wants to be shaping strategy, who wants to be influential at the center of every strategic conversation, not off to the side waiting to be consulted.

Not the person who gets called in when there's a people problem to solve, but the person whose thinking is so sharp, whose relationships are so deep and whose presence is really consistent so that the conversation just doesn't happen the same way without them.

That's what I kept hearing across these six conversations and that's what I want to give you today.
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