Leveraging the 4 HR leadership dilemmas for greater organizational impact

After identifying the four key paradoxes that create the HR Leadership Dilemma, many professionals ask me: "What now? How can I change?" Based on my work with successful HR executives who have navigated these challenges, here are practical strategies to overcome each dilemma and reclaim your leadership potential.

Bridging the Tactical-Strategic Divide

The most effective HR leaders create clear boundaries around their tactical responsibilities while carving out dedicated time for strategic work. Start by conducting a time audit of your current activities, identifying what can be delegated, automated, or eliminated. Create systems that allow your team to handle routine matters without your involvement. For example, develop decision-making frameworks that empower your team to resolve common issues independently.

Schedule regular "strategic blocks" in your calendar—protected time devoted exclusively to long-term planning and strategic initiatives. Communicate these boundaries clearly to your team and stakeholders. Another approach is to establish "office hours" for tactical matters while protecting time for strategic work. If you are being left out of important meetings, request to join so you can be involved in strategic discussions before tactics were decided, not after.

Resolving the Service-Leadership Tension

This tension requires reframing how you and others view HR's role. Position yourself as a strategic business partner with specialized expertise rather than a service provider. Develop business acumen equal to your HR expertise, allowing you to speak the language of your executive peers and connect people initiatives directly to business outcomes.

For instance, in response to a dramatic rise in employee relations issues, we created a “Spotlight on Culture” training that used real, anonymous case studies and was co-delivered by HR and a Managing Director within the business. Partnering with the MD helped to demonstrate the seriousness of the issue and the potential impact of legal settlements and reputation damage. This helped me to earn the authority that I was not just “crying wolf,” but trying to protect business interests.

Remember that true HR leadership often means having courage in difficult moments. Practice articulating your professional expertise with confidence, particularly when it conflicts with short-term business desires.

Closing the Capability-Confidence Gap

To bridge this gap, start by recognizing the extensive knowledge and expertise you already possess. Document your achievements and contributions in a brag/success file. What business problems have you solved? What initiatives have you successfully implemented? This creates a personal portfolio of evidence you can reference when self-doubt arises.

Establish a peer advisory group of trusted HR colleagues who can provide perspective and validation. This external network was a huge help to me when I was in a solo Head of HR role at a fintech.

Challenge yourself to act before feeling 100% ready. Try the "90% rule."

Challenge yourself to act before feeling 100% ready. Try the "90% rule." When you reach 90% confidence in a decision or presentation, commit to moving ahead without further tweaking. We are focused on progress, not perfection. You’ll find yourself trusting your professional judgment and speaking up more.

Mastering the Influence-Authority Balance

HR leaders with significant impact develop strategic influence that functions like authority. Start by mapping your organization's decision-makers and power dynamics. Understand what motivates each stakeholder and how your initiatives connect to their priorities. The impact/influence matrix is a useful took for this.

Build what I call "strategic capital" by consistently delivering value before requesting resources. For example, always have data on hand to demonstrate the business impact of HR initiatives. This can help you to build a track record.

Frame HR initiatives in business terms rather than HR language. Instead of discussing "employee engagement," talk about "productivity drivers." When proposing new programs, present multiple options with clear business cases rather than a single recommendation that can be rejected outright.

Finally, be strategic about when to use influence versus when to request formal authority. Some situations require patient consensus-building, while others call for taking a call straight away.

By applying these strategies consistently, you can transform the HR Leadership Dilemma from a source of frustration into a powerful platform for organizational impact and personal growth. The most successful HR leaders don't just manage these tensions—they leverage them to become more effective and influential than their peers in other functions.

--------------------------------------------------------------------------------------------------------------------------------------

I work with female senior leaders in Human Resources who feel stuck to help them love their work or find work they love. I write about:

👂 Executive & career coaching

📄 Career development and career transition

🎯 Job search strategy

All content provided in this post is for informational purposes only. The writer makes no representations as to the accuracy or completeness of any information on this site or found by following any link on this site. The writer will not be liable for any errors or omissions in this information nor for the availability of this information. The writer will not be liable for any losses, injuries, or damages from the display or use of this information. These terms and conditions of use are subject to change at any time and without notice.