By David Creelman

Management’s actions are often inconsistent with their espoused values. It is the HR leader’s job to point this out. My colleague Andrew Lambert calls this ‘holding up the mirror’. If, for example, management says performance management is important, yet do not do it themselves, then HR needs to encourage them to reflect on this inconsistency.

Holding up the mirror is uncomfortable. Why HR is expected to play this role is unclear. Maybe it is because behaviour is seen to be an HR issue or maybe it is a holdover from the days when HR was seen as the employees’ advocate. In any case, HR should embrace the role.

It is true that holding up the mirror is unlikely to be in the HR leader’s job description, but I know of cases where the chief executive has specifically asked HR to take on this role. Other times it just seems natural for HR to do it. In any case, every senior team needs someone to hold up the mirror; if no one else is doing it then HR should step up.

Risks of taking on this role
There are obvious risks in holding leaders accountable for living up to their stated ideals. No one likes to be told they are performing poorly, especially if it is tinged with ethical colours – which is what holding up the mirror is all about.

There are a few things HR can do to handle this role effectively:

• Strictly avoid being sanctimonious.The mirror does not condemn or judge or decide; it simply illustrates.  HR’s role is to bring issues to management’s attention and invite them to consider it.
• Don’t own the issue.HR is not responsible for top management’s behaviour. If management is being two-faced then that is their choice. HR’s responsibility is only to ensure top management is aware of what they are doing and how it may be perceived.
• Avoid being tedious.Occasionally holding up the mirror is appreciated. Doing so in every meeting is tedious. Choose your times carefully.
• Have a solution. If management isn’t living up to their values then there is probably a reason for it. HR should have thought about a reasonable, practical solution and be prepared to offer that point of view.

Areas where top management may need the mirror
Here are some areas where leaders may need to look in the mirror:

• Applying different standards to themselves than to others.Leaders may see bending the rules as a serious offence for others but understandable in their special case. They may talk about the importance of learning and appraisal for others, but not do it for themselves. There are innumerable opportunities for leaders to exhibit the natural human tendency of holding themselves to easier standards than other people. HR needs to point out the damaging effects this can have.
• Treating employees badly.Top managers usually espouse treating people with respect and then, in the spur of the moment, do something thoughtless like firing someone via a  text message. HR has to speak up whenever this occurs.
• Short-termism.Managers believe the long-term is important while being under incredible pressure to respond to short-term issues. When this gets out of hand HR has to hold up the mirror.
• Not living up to difficult values like rigour and transparency. Many values are difficult to live up to. There are times when management will have to tread through grey areas. HR needs to be ready to help them see just how dark a shade of grey they are venturing into and raise the alarm if they veer into wrong doing.

What to do
Holding up the mirror is a courageous act that HR must be willing to take on. Yet, courageous should not mean foolhardy.  HR should tread carefully and be thoughtful in how to present issues in a way that will get an acceptable response.

Holding up the mirror is most important at senior levels simply because these leaders have so much power. However, HR professionals at all levels should be aware of occasions where it is their duty to gently help people reflect on inconsistencies between values and behaviour. People can do bad things without being bad people; HR can play a role in helping good people live up to their own ideals.

David Creelman is CEO of Creelman Research, providing writing, research and speaking on human-capital management. He works with a variety of academics, think tanks, consultancies and HR vendors in Canada, the U.S., Japan, Europe and China. Mr. Creelman can be reached at dcreelman@creelmanresearch.com.