Introduction
In the field of Human Resources (HR), derailment often occurs when leaders lose their self-awareness and strategic influence, disconnect from talent, or lose credibility within the organization. This article explores the attitudinal and behavioral factors, as well as professional skill deficiencies, that can lead to the downfall of HR leaders. We will also provide recommendations to help these leaders stay on track and avoid derailment.
Attitudinal and Behavioral Factors
Reactive Instead of Proactive
When an HR leader focuses solely on urgent matters and neglects important strategic tasks, they become overly operational. This reactive approach robs them of vision, disconnects them from emerging trends, and pigeonholes them as crisis managers rather than talent architects. In today’s rapidly changing environment, agility, adaptability, and foresight are essential.
Lack of Deep Listening
An HR leader who doesn’t actively listen risks losing touch with the organization. Listening is not just about hearing; it’s about understanding what’s unsaid and the underlying messages. Ineffective listening leads to disconnection, misunderstandings, and decisions that are misaligned with the team’s reality.
Excessive Control
Micromanagement is one of the most toxic behaviors. An HR leader who doesn’t delegate or trust their team creates operational paralysis and demotivation. Moreover, it conveys the message that there’s no room for error or autonomy. In HR, we advocate for talent empowerment, not dependence or subservience.
Professional Skill Deficiencies
Obsolescence in Digital and Analytical Skills
In a work environment where data, automation, and artificial intelligence are commonplace, an HR leader lacking digital skills loses relevance. If they don’t understand how to leverage People Analytics, agile organizational design, or technology applied to talent, their strategic contributions become diluted.
Inability to Influence Senior Leadership
An HR leader’s inability to communicate effectively with business language or understand financial logic and key organizational indicators can lead to being perceived as a support function rather than a strategic partner. Influence is not imposed; it’s built through technical credibility, holistic vision, strategic thinking, and consistency.
Inadequate Crisis Management and Ambiguity Handling
Changing environments require adaptable, resilient leaders who can navigate uncertainty. Those needing certainty to make decisions or freeze when faced with ambiguity lose their way. An HR leader must be a reference for adaptability, resilience, and flexible thinking.
The Future of HR Leadership
HR leadership in 2025 demands more than just process operation or regulatory compliance. It requires emotional presence, wise decision-making, ethical influence, and strategic vision. To maintain this level, leaders must be vigilant about their blind spots. Derailment doesn’t warn; it manifests through small habits, delayed decisions, or ignored signals.
Recommendations to Avoid Derailment
1. Practice Reflective Leadership and Intentional Self-Care
- HR leaders need spaces to reflect on their practice, reconnect with their purpose, and review their emotions.
- Coaching or mentoring can help identify blind spots, challenge learned behaviors, and open new possibilities.
- Self-care is not a luxury but a responsibility: prioritize sleep, disconnection, personal relationships, and mental well-being.
2. Build a Learning Community and Foster Continuous Feedback
- HR leaders cannot walk alone. They need to engage with professional networks, attend specialized forums, participate in practice communities, and stay updated.
- Encourage feedback from your team, peers, and other leaders to understand perceptions and areas for improvement.
- Continuous improvement culture involves knowing how you’re perceived and what adjustments are needed.
3. Develop Future-Ready Competencies
- Today’s HR leaders must evolve. Key competencies include systems thinking, digital literacy, critical thinking, cultural intelligence, and business ethics.
- Continuous learning is not optional; it’s essential to avoid derailment. Skills in hard skills like data analysis and soft skills such as empathetic communication, diversity management, and inclusive leadership will make a difference.
