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There has been ongoing discussion about how to effectively train Human Resource (HR) professionals to secure a prominent position at the executive table. This topic is frequently covered in leading industry publications such as Training & Development magazine and HR Magazine. Moreover, local chapters of professional organizations, including the American Society for Training & Development (ASTD) and the Society for Human Resource Management (SHRM), consistently offer specialized training sessions addressing this crucial issue.
Having had the privilege to share my journey of “earning the seat at the Executive Table,” I feel compelled to recount my story. Initially, I consulted with my former manager, Jim Yoakum, who generously collaborated with me in documenting this experience. Together, we focused on transforming the dynamic between Trainers and Vice Presidents from distant acquaintances into close business partners through a series of lunches and email discussions. (Refer to “You Do Not Become One of the Big Dogs If You’re Left on the Porch: A Trainer’s Journey to the Executive Table”).
Executive Chair
The journey to executive recognition is long and multifaceted. After transitioning from my comfortable role as a trainer’s manager within the company’s training department, I accepted the challenge of leading training at a newly established company branch. Like many HR professionals, I was initially assigned a title that did not reflect my ambitions. Jim, my successor and boss, viewed HR functions skeptically, labeling them as “overhead” and a “necessary negative element,” a perspective that undermined my credibility during a critical phase of my career development.
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Over the course of five years, we cultivated a robust partnership, drawing strength from our diverse perspectives and shared experiences. The process was challenging, especially at the outset, but ultimately rewarding. My role evolved from being “just an instructor” to becoming the “chief of staff.” This shift expanded my responsibilities from developing and delivering training courses to acting as a vital business partner. Consequently, my compensation doubled, reflecting my increased value, while my contributions to organizational success multiplied tenfold.
Jim and I reviewed the essential steps he needed to undertake to recognize me as a respected employee and an indispensable asset to the department’s performance. To assist you in replicating our success, we developed a concise checklist. This guide offers practical strategies for trainers aiming to earn an executive title. While tailored for trainers, the advice is applicable to any professional aspiring to be recognized as a serious contributor in their field.
Steel Cabinet
Focus on generating tangible results rather than merely completing assignments. Dedicating 12-14 hours a day to designing innovative programs, such as Computer-Based Trainings (CBTs) and educational materials, is demanding but impactful. You might wonder, “How do I approach this?” The key is understanding how your role supports the business: What problems have you solved? Which initiatives have you propelled forward?
Review your activities from the past six months and document the business outcomes resulting from your efforts. Confirm that your time investment aligns with measurable benefits to the organization. Business leaders prioritize individuals who directly enhance efficiency, customer satisfaction, and profitability by addressing “people problems” and facilitating goal achievement—not just those who conduct numerous training sessions or achieve high evaluation scores.
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