6 Relationship-Building Strategies That Help CHROs Gain Influence in the C-Suite
Chief Human Resources Officers face a critical challenge: translating HR initiatives into business outcomes that resonate with fellow executives. Building influence in the C-suite requires strategic relationship management and a fundamental shift in how HR leaders communicate their value. This article explores six proven strategies, backed by insights from seasoned CHROs and executive leadership experts, that transform HR from a support function into a strategic business partner.
Bring Business Solutions Not HR Opinions
One strategy that's helped me gain real influence in the C suite is simple, but it works every time: I stopped showing up with "HR opinions" and started showing up with "business solutions."
Early in my leadership journey, I realized something quickly. Executives don't ignore HR because they don't care about people. They ignore HR when they feel like HR is only showing up to point out problems, slow things down, or ask for permission.
So instead of coming to the table saying, "We can't do that," I started asking:
"What outcome are we trying to protect here?"
Because once you understand the true business goal, you can help leaders get there without creating risk.
The biggest shift came when I began building relationships outside of meetings.
I made it a habit to have quick, informal check-ins with leaders when there wasn't a crisis. Ten minutes here, a call there. I asked what they were worried about. What they were seeing on their teams. What they needed from me.
That trust built up over time. And when difficult decisions hit, they didn't see me as "HR." They saw me as someone who understood the business and could help them lead through it.
If I had to sum it up in one sentence:
Influence in the C suite comes from being consistent, calm, and business-minded, even when the room is uncomfortable.
Share Talent Risk Accountability With CFO
Share ownership of talent risk with the CFO to link people decisions to financial outcomes. Build a simple joint risk map that shows turnover, skill gaps, and leadership gaps in dollars. Run scenarios for fast growth, M&A, automation, and regulation to show the range of impact. Translate each risk into value at risk and cash flow effects to guide choices.
Give joint updates to the CEO and audit committee with clear mitigation plans and returns. Fund key actions from a shared budget line to signal real shared ownership. Schedule a working session with the CFO to list the top five talent risks and size their cost today.
Run Quarterly Leadership Bench Reviews
Hold quarterly executive talent reviews that use a clear, trusted dashboard. Track leading signals like bench strength, time to fill, flight risk, internal mobility, and diversity in critical roles. Compare trends to strategy needs and outside benchmarks to keep the talk grounded. Focus the conversation on root causes and actions with named owners and dates.
Tie agreed actions to bonus goals so progress is real. Share short notes after each review so everyone knows next steps. Set a date for the first review and ask each leader to bring three reliable data points.
Create Enterprise-Wide Succession Pipelines
Build succession plans that cross business units and regions, not just functions. Work with the board to set rules for readiness, diversity, and development moves. Create slates that include talent from outside the role’s home team to break silos. Use short rotations and simulations to test candidates in real work and raise confidence.
Keep both emergency and long-term plans current and known by the board chair. Show how this cuts key-person risk and speeds strategy shifts when roles open. Invite the board’s nominating chair to a session that maps cross-functional slates for the top roles.
Offer Confidential Peer Executive Counsel
Offer confidential executive coaching to peers as a shared growth benefit, not as a fix. Use respected external coaches and a clear privacy charter to build trust. Pair coaching with 360 feedback and two or three simple behavior goals tied to business outcomes. Form small peer practice groups to build skills between sessions.
Report only themes and progress at the group level, never names or quotes. Link funding to clear results like team health, decision speed, and retention of top talent. Send a note inviting peers to opt into a pilot coaching program with a signed confidentiality charter.
Conduct Cross-Functional Crisis Readiness Drills
Run crisis drills that test how the company would keep work going when trouble hits. Pick realistic scenarios like a cyber attack, a supply shock, a strike, or a site shutdown. Bring HR, IT, Legal, Finance, Operations, and Communications into the same room to practice. Walk through choices on pay, safety, system access, messages, and coverage for key roles.
Capture gaps and fix playbooks, contact trees, and vendor lists after each drill. Repeat until roles and steps are clear and fast. Book a two-hour drill next month and name an owner for each critical decision.