Navigating the future of HR together

Bringing a bold idea to the C-suite

Focus on a clear problem to solve, keep it simple, start with a pilot, and come armed with data.

By Dean Carter | January 19th, 2024

The challenges facing HR leaders in 2024 are complex and human, and executives in the C-suite and on Boards are going to expect tangible results.

That likely means raising expectations for CHROs to identify strategic opportunities, set a clear path for impact, and bring their full expertise to the table.

To bring bold ideas forward, HR leaders need to be highly purposeful in their approach to build buy-in on the investments or pivots they see as critical to better outcomes for the year.

Here are some tactics to consider when bringing your bold idea to the C-suite:

Focus on the clear problem to solve

The idea that motivated your bold vision should be pretty clear in your mind, but that doesn’t necessarily mean it will be easily understood by your CEO or other C-suite executives.

This is where clarity and simplicity are your friends. Don’t try to do too much with any single initiative or you might inadvertently invite more scrutiny than if you had focused on a specific issue.

Your time will often be better spent refining the idea to an elegant solution that also solves a problem that your C-suite is thinking about.

Run to simplification and away from complication

It’s natural for us to focus on designing solutions to the problems we face. We want to address the issues that company leaders expect us to handle and deliver on them.

The trap that too many people fall into is picking an approach that makes their lives easier but may actually increase complexity. It’s much easier to generate buy-in when you think beyond your own lane.

Pair with a partner

Convincing another executive leader to join your cause will make your case stronger, and it also shows that you’re advocating for the business — not just for yourself.

When I proposed a pilot program at Patagonia that involved taking Fridays off on a specific schedule to help address employee retention, I got the head of the Design team on board with my idea.

Set the stage for stakeholders (if needed)

Let’s face it — allocating budget for HR initiatives usually isn’t the favorite activity for CEOs or Boards. If you’ve managed to get your CEO on board using the tactics outlined here, you can go even further toward getting your idea approved if you put in the work to help them make the case to your Board.

This step won’t always be necessary, but especially if your big bet involves a large expenditure, you can use any expertise you have in Board level communication to strengthen your case. If you’re inexperienced or rusty with your Board comms, this is a good reminder to seek out those skills now before you need them!

Pivot to pilot

As I mentioned above, a pilot can be a great compromise when executives are aligned with the vision but still have hesitations about cost or other implementation details. Getting approval for a pilot allows you to do a thoughtful rollout, gather data, and conduct analysis that will refine your proposal for a more permanent solution if you still recommend one.

Armed with data that supports your hypothesis, you have a much better chance of securing longer-term funding. Just this year at Guild, I proposed a pilot for a benefit to allow breastfeeding parents to take a traveling companion on work trips to allow their baby to come along with them. To help overcome concerns surrounding cost and liability, we agreed to a pilot that proved out the real-world impact of the program.