Trusted Adviser: There are strategies HR Leaders can employ to become true and valued business partners to their CEOs and Senior Managers

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Trusted Adviser: There are strategies HR Leaders can employ to become true and valued business partners to their CEOs and Senior Managers
How do you build this type of relationship and become a trusted adviser to the CEO? How do you go beyond your “HR expert” label to be viewed by top management as a critical partner in making the corporation’s most important decisions? To find out, we spoke with a dozen of the world’s top HR heads. They have advised some of the smartest, most demanding CEOs in business today—Lou Gerstner of IBM; Ivan Seidenberg of Verizon; Michael Capellas at Compaq, which merged with Hewlett-Packard last year; and Don Carty at American Airlines—and they have both the scars and the wisdom to show for it. In addition, co-author Andrew Sobel interviewed 30 leading CEOs about their most valued, trusted advisers during the research for his book Clients for Life. Together, these conversations have given us a unique understanding of the ingredients of the trusted adviser role.