10 Values and Principles that Define a CHRO’S Leadership Style

As Chief People Officer, I lead with a mindset of possibility, accountability, and deep care for our people. My leadership style is grounded in being a connector--between talent and opportunity, between business goals and people strategies, and between where we are and where we're headed next.

I believe HR's role is to architect an environment where exceptional people can do their best work. That means creating clarity, modeling consistency, and investing in growth--because when our people grow, the business grows. I lead with the belief that culture is a shared responsibility, but it starts with how leadership shows up. Every policy, every conversation, and every moment of feedback is an opportunity to reinforce what we value: integrity, collaboration, and client delight.

At the heart of my approach is a deep respect for the individuals who choose to build their careers here. My job is to ensure that choice is rewarded with opportunities for development, a culture of trust, and systems that support both performance and belonging.

During my time as a CHRO, and now in my roles as CEO of CultureShift HR and COO of a growing organization, my leadership approach has remained consistent: lead with clarity, empathy, and accountability. When I was in the CHRO seat, I understood that HR was more than a support function. It was a strategic partner at the core of every decision that impacted people and culture.

My style is rooted in coaching and collaboration. I do not believe in top-down leadership. Instead, I focus on creating space for HR professionals to lead with confidence, challenge assumptions, and build systems that actually serve the people in them. That often means asking hard questions, listening deeply, and making decisions that align with both ethical responsibility and business sustainability.

The values that have guided me then and now are transparency, fairness, and intention. I believe HR should be a reflection of the organization's humanity, not just its policies. Every decision, every process, every metric must be connected to how people experience the workplace. As CHRO, I worked to bridge the gap between executive vision and lived employee reality. Today, I continue to push for structures that are inclusive, forward-thinking, and human-centered.

If I could offer one piece of advice to current or aspiring HR leaders, it would be this: Never forget that behind every policy, every metric, and every initiative is a person. Build your strategy around that truth, and you will always lead with impact.

I would describe my leadership style as steady, transparent, and people-first -- but not soft. HR isn't just about support; it's also about accountability and clarity.

One principle that has guided me is this: treat people like adults, not policies. This means setting clear expectations, fostering mutual respect, and engaging in open conversations -- even when they're uncomfortable. Especially then.

I don't micromanage, but I do expect consistency and follow-through. I encourage people to own decisions and learn from mistakes without fear. This builds trust faster than praise ever will.

As a team, we always ask ourselves: are we creating an environment where people feel safe saying difficult things out loud? If not, we're missing the point. We can't fix issues that people won't discuss with us.

We also ensure our work is closely tied to business outcomes. It's not just about hiring faster or rolling out perks; it's about whether we're helping build a company where people want to stay and grow.

One practice I personally maintain is meeting with new hires early on. I ask them what surprised them about the company. This feedback -- raw and unfiltered -- has helped shape some of our best internal changes.

As CHRO, my leadership style is centered around empowerment, trust, accountability, and growth. I believe in creating an environment where employees feel safe to take risks, make mistakes, and learn from them because true innovation comes from courage, not perfection. Coaching is at the heart of my approach. I guide, challenge, and support my team and invest in their professional development opportunities to help them reach their full potential. Each individual has unique strengths, and it is my role to recognize and cultivate them as a driver for their success. This is essential to having a continuous learning mindset where feedback is a tool for growth rather than a measure of failure, which goes both ways with 360-degree feedback for my own improvement. Transparency, respect, and accountability shape the way that I lead, ensuring that every team member feels valued and heard, ultimately impacting our customers in a positive manner.

As the CEO of Hazan Consulting and a CHRO with over 20 years of leadership experience, my approach to leading the HR function is deeply rooted in strategic partnership, authenticity, and a people-first mindset.

I believe that HR should be a driver of business outcomes, not just a support function. My leadership style is both commercially driven and human-centered--ensuring that talent strategies align with business objectives while fostering a workplace culture where employees feel valued, heard, and empowered.

Core Values & Principles That Guide My Leadership:

1. Listen, Then Act - Great HR leadership starts with genuine dialogue. I prioritize two-way conversations, whether through executive coaching, employee listening forums, or structured career development discussions. Understanding what employees truly need--and acting on it--is key to building an engaged workforce.

2. Culture Starts at the Top - Leadership behaviors must align with company values. I work closely with executives to ensure that culture isn't just a set of words on a wall but is reflected in daily actions and decision-making.

3. Empowerment Through Clarity - People thrive when they have clear expectations, career pathways, and opportunities for growth. Whether designing talent strategies, performance frameworks, or leadership development programs, I focus on creating structures that enable people to do their best work.

4. Agility & Innovation - HR must evolve as fast as the business. I embrace data-driven insights, AI tools, and innovative practices to ensure that HR is not just reactive but proactively shaping the future of work.

5. Accountability & Impact - I challenge HR teams to be metrics-driven and results-oriented. Whether it's employee engagement, retention, or leadership effectiveness, HR should deliver measurable impact that contributes to business success.

Ultimately, I see HR as a strategic engine for business growth, helping organizations build high-performing, people-centric cultures where employees don't just stay--but thrive.

As Head of HR, I lead with heart and purpose. I believe HR is more than policies -- it's about people, culture, and building a place where everyone feels they matter.

My style is hands-on, honest, and focused on making things better. I care about doing the right thing, creating clear systems, and helping people grow. I don't just tick boxes -- I build things from the ground up and fix what's broken, even when it's hard.

I value fairness, accountability, and making work feel a little more human. I listen, I act, and I always try to see the bigger picture. For me, HR is the soul of a company -- and I'm here to protect it, shape it, and help it thrive.

A strong CHRO leadership philosophy centers on "investing in others while investing in yourself." It's akin to the in-flight safety reminder: secure your own mask first, then assist others. All too often, we try to fill others' cups while ours remains empty.

In our Talent Magnet CHRO Mastermind, we're focused on cultivating a culture where personal growth fuels organizational success. It's a community where we share insights, best practices, strategies, and a commitment to nurturing both people and performance. All while keeping an eye on the company's bottom line. We speak the business language. We have a seat at the table.

Unfortunately, too many HR leaders ask their C-suite for financial support to join something like a Mastermind - and are turned down. Instead, they are told to invest in their teams without being provided a development budget to support their top people promoters. This is extremely short-sighted.

If people matter to your business, then HR already has a seat and needs to keep sharpening their saw. We do an often thankless job with very little support from senior leaders. Help HR Leaders continue to level up by providing support and investing in them. And say thanks every now and then - after all, everyone appreciates meaningful recognition. :)

I have been a CHRO for well over 10 years.

The values that guide my way of working are openness, trust, fairness, and empathy.

Within my team and also with other colleagues, proactively communicating and reinforcing the 'big picture' (vision, if you will) has been the key element. Once you gain alignment of the stakeholders for what you are trying to accomplish, they see your actions in the right perspective. So communicate, communicate, and communicate.

Within the team, my working style has always been to allow space and empower the associates to deliver on the agreed-upon vision and strategies and have their back when they falter or need support.

Acknowledging initiative and performance, within and across the teams, has been another important lever I have used to build a high-performance culture.

'Understand before you expect to be understood' has been a guiding principle in resolving differences in perspective, or conflicts for that matter.

Encouraging the team to deliver on all the key areas where an organization needs support:

1. Serve the needs of colleagues, be it talent-related needs or their own matters where they need support.

2. Encourage and train managers to coach, develop, and connect with their people.

3. Understand business priorities and creatively craft initiatives and processes that support the priorities.

4. Ensure that we remain compliant in all respects of the law.

These practices have helped me build mutually supportive relationships with all the stakeholders and deliver value to the organization.

As a CHRO, my leadership style is deeply rooted in fostering trust through open communication. I believe that an engaged workforce starts with employees feeling heard and valued. In every decision I make, I prioritize creating an environment where people are comfortable sharing their thoughts, even if it means voicing concerns or challenging the status quo.

One instance that solidified this approach was during a period of rapid change in the organization. Employees were uncertain and apprehensive, and I could sense tension building. Instead of relying solely on formal announcements, I initiated a series of listening sessions where employees could voice their questions and frustrations directly.

At the same time, I emphasized transparency, openly sharing the challenges and constraints the organization was facing. While I didn't have all the answers immediately, being honest about what we knew and what we were still figuring out made a huge difference.

That experience taught me that communication is about consistency and authenticity, not just delivering polished messages. By ensuring that employees feel informed and involved, I've been able to build stronger relationships and a more unified team.

As a CHRO, I firmly believe that a people-first, strategy-driven leadership style is essential. My approach balances employee well-being with business goals, ensuring that HR isn't just a support function but a strategic driver of growth and culture.

My leadership is guided by three core principles: transparency, empowerment, and accountability. Transparency builds trust—employees and leadership should always know where we stand on policies, culture, and change. Empowerment means creating a workplace where employees feel heard, valued, and have the tools to succeed. Accountability ensures that both HR and leadership uphold ethical, inclusive, and performance-driven practices.

For example, when improving Diversity, Equity, and Inclusion (DEI) efforts, I didn't just implement policies—I introduced real accountability metrics, ensuring leadership actively participated in mentorship programs and inclusive hiring. This led to higher engagement scores and a more inclusive workplace culture.

The key to effective HR leadership? Lead with empathy, act with strategy, and create an environment where employees thrive and the business succeeds.