The HR Leader Who Outsmarted the CEO

A few years ago, I walked into a boardroom where the CEO of a fast-scaling company had just declared:

“HR is important, but it’s still a support function. We need to focus on real growth drivers—sales, marketing, and product.”

I sat there, silent. The leadership team nodded along. The head of sales smirked. The CFO shifted in his seat.

Then I asked, “Who built the sales team that closed your biggest deal?” Silence.

I continued, “Who designed the leadership pipeline that made sure you didn’t collapse under your own growth?”

More silence.

And finally: “Who ensured that your culture didn’t disintegrate when you acquired your last partner?”

That’s when the CEO leaned forward. Because deep down, every leader knows the truth: You can have the best strategy in the world, but without the right people, it’s worth nothing.

That was the moment the conversation changed. HR wasn’t a “support function” anymore—it was the foundation of sustainable business growth.

The Fatal Mistake: When Leaders Think They Can ‘Do’ HR

Many business owners unknowingly sabotage their own growth by undervaluing HR’s role. The biggest blunders happen when:

🚫 Leaders sidestep HR and think they can manage people strategies themselves.

🚫 Other functions start making HR decisions, leading to chaos and resentment.

🚫 They avoid hiring strong HR leadership, fearing a real HR leader might challenge their authority.

🚫 HR is reduced to administrative tasks, instead of shaping business outcomes.

I’ve seen businesses lose their essence simply because the founders refused to let HR be HR. They let marketing, finance, or operations dictate people’s policies—without realizing that people strategy is not an afterthought; it’s the foundation of everything.

And when the wrong people start making HR decisions, the cracks show up fast—high attrition, talent disengagement, and a complete breakdown of accountability.

The most successful companies in the world have one thing in common: They treat HR as a business driver, not a cost center.

• At Netflix, culture is treated as a product, built with precision, intent, and strategy—by HR.
• At Unilever, talent development isn’t an afterthought—it’s a core driver of innovation and market leadership.
• At Microsoft, leadership development is not just encouraged; it’s a business imperative that keeps the company ahead of competitors.

So, what separates transformational HR from transactional HR?

1.  HR Is the Architect of Business Growth

CEOs think about revenue, market expansion, and competitive positioning. What they often miss is that none of these goals are possible without the right talent, culture, and leadership in place.

A weak HR function = weak hiring = weak execution = failed strategy. Period.

2.  HR Controls the Real Metrics That Matter

What’s the biggest cost for a business? People. What’s the biggest driver of productivity? People. What’s the biggest reason companies fail? People.

HR isn’t just about hiring and payroll—it’s about workforce optimization, leadership succession, culture engineering, and performance acceleration. The right HR strategy can increase profitability more than any marketing campaign ever could.

3.  HR’s Real Power Is in Future-Proofing the Business

Market trends shift. Competitors evolve. Business models collapse.

What doesn’t change? The need for resilient, adaptable, high-performing teams.

When HR is given a strategic seat at the table, it ensures that the business is not just reacting to change—but anticipating and shaping it.

HR Leaders, It’s Time to Own Your Seat

HR is not an administrative function. It is not a department that exists to execute someone else’s vision. It is not a “cost.”

And if you’re in HR, it’s time to stop asking for permission to lead. It’s time to claim your role as the architect of business success.

Because the truth is—you’re not a support function. You’re the growth engine.