Sometimes, however, I think we in HR are our own worst enemies. We say we want to be strategic partners, but we don’t know how to speak the language of business. If we get a seat, do we know how to speak so that the C-Suite gets it? Do we study our execs to know what works with them and what doesn’t? So much of the “art” of HR and of management in general is being able to read people. Some of us are better at that than others. I have to admit, that I am not as quick at that as others, but I’m learning — taken me a few years!

With respect to the C-Suite, perceptions are hard to break, and values are even harder. Unfortunately, often times I find that we’re not appreciated until we’re gone. I need some feedback from those of you who have been successful in gaining and keeping the C-suite’s ear. What are some of your secrets? What can we do to help reorient the perception of HR so that we are viewed as a vital partner in the success of our businesses?