Having a seat at the table requires that HR leaders demonstrate the ability to communicate with candor without alienating those with opposing positions. As discussed in the readings and videos this week, HR leaders will sometimes find themselves in situations where they have to deliver bad news or stand up to strong-willed individuals in the C-Suite. This could even include the CEO, who may advocate actions that the HR leader does not believe are in the best interest of the company and its employees.

What steps can HR leaders take to ensure their voice is heard, but not put their careers in jeopardy?
What should be done to prepare for a difficult conversation to smooth the way in delivering bad news?
When you reflect on your Executive Presence:
What areas do you feel are your biggest strengths?
What areas would you most like to improve on and why?
What concrete actions can you take to make these improvements?
If you have a real-life experience you can share to illustrate, please include this in your response.
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​