Trust First, Process Second: What I've Learned As An HRBP To Global Leaders & Teams

I remember when my company went from a regional structure to an HRBP model and how nervous I was to begin working with Product, Legal, and Finance. And I kept wondering, 'how can I make the most impact?'

My mind immediately went to coming up with different solutions and soon I found myself spinning in circles with possibilities but nothing concrete. Until it hit me. Solutions aren't possible until you understand the root cause of issues and you can't get to the root cause if people don't trust you.

Trust comes first, process comes second.

Here's how I leaned into trust-building with VP and EVPs of Product, Legal, and Finance:

1. Starting out and staying curious

   Curiosity allowed me to come to discussions with an open mind, instead of assumptions. By asking curious questions I was able to get more information that led me to understanding my leaders and their teams better. With greater understanding came more intentional and impactful solutions.

   
   

   But staying curious is the hard part because after learning about the teams the inclination to assume increases. I caught myself thinking 'Oh, I know where this is going to go.' So, I made it my mission to become more aware of those thoughts and every time I had one I would challenge myself by asking this: do I have the information to back up this thought or am I just assuming?

   
   

2. Small wins upfront

   Once you get information it is easy to keep gathering and hoarding it (I speak from experience here). But, without action, that information doesn't become valuable and you risk eroding the trust that leaders and employees gave you. Look for things that are low lift (not a lot of effort) but medium to high impact (would have immediate effects or use). By actioning information, you're showing your people that you can be trusted and they will continue to reach out to you.

   
   

3. Set realistic expectations and stick to them

   Listen, leaders are constantly moving and so they expect you to be go-go-go as well. That is why it is important to set and communicate expectations early because as Dr. Margaret Cochran once told me, "to be clear is kind." By setting and communicating realistic expectations you are showing that you know how to manage your time. By sticking to those expectations you are showing you can be trusted and true to your word.

Working with new leaders can feel intimidating and scary but it doesn't have to be! Remember to lean into building trust, getting to know your people, and nurturing those relationships as you go. Because processes come and go but trust must always remain constant.