The HR Intuitive: 33 Lessons to Awaken Your Inner Guide
It begins here, with your ability to connect innately to your people and to yourself.
An intuitive operates in the realm of things often not seen or recognized, due to a lack of sensitivity to the surroundings. This skill set is not magical and is one that everyone possesses. Unfortunately it is often underdeveloped or subconsciously block. An HR Intuitive utilizes these skills to craft organizational strategies centered on people.
This book contains 33 lessons to awaken your intuitive skill set. These lessons will allow you to hear once again, a voice that has long been suppressed, forgotten or ignored. It is this voice that awakens the healing arts of HR, where we actively engage in restoring individuals to their true intention and make possible a level of greatness not yet experienced within our organizations.
What Readers Are Saying…
The Purpose of My Work
The concept of HRart first materialized in the conclusion of my earlier book, From Heart to HRart. It was initially articulated as five belief statements that encompassed the clarity I gained from intuitive guidance. It was this clarity that began the HRart movement.
That book attracted all sorts of readers and each one connected to the vulnerable stories I shared. They even connected with the five overriding lessons it revealed. However, when they reached the conclusion—my proud declaration of HRart beliefs—many expressed feeling disjointed. The book was branded as self-help, which it was, but it contained intimate experiences of my personal self-help journey. I discovered there is not strictly one way to find happiness. It is rooted in something much bigger and began from a passion which stemmed from my professional vocation.
The first ten years of my professional life were dedicated to serving organizations associated with Human Resources that I had fallen in love with. I ate, slept and bled HR. It was and is the ultimate essence and source of inspiration for all of my work. Even my self-help journey was sparked from a desire to become a better practitioner, identifying organizational culture strategies that truly serve those with whom I work. I am driven by the belief that people make the difference; without them, organizations fail. The key to all organizational culture development and engagement strategies is fueled by our ability to innately connect with the people.
I believe there are two aspects of the HR practice that have gone missing, the human element and the recognition of HR responsibilities for leaders, and I am not the only one who recognizes the vacancy. “Put the human back in Human Resources,” we cry. Sounds great, but what exactly does that entail?
Adding the Human Back
The human element returns to the workplace when three things happen. First, we as leaders and HR practitioners must acknowledge fully that we too are human. This means we are not impervious to disengaging with our work, and we are not impenetrable when it comes to experiencing pain or ache as a result of toxic workplace practices. Therefore, we must acknowledge this fact, but be willing to increase our awareness of how being human ultimately impacts our work.
Second, the true art of connection is only obtainable when we are able to access our intuition. What is commonly recognized as a mere gut feeling is the missing ingredient to the great mystery of human nature. When we are capable of accessing that intuition, we are also able to access the accompanying transparency that allows us to see things as they are—not as we assume they are.
It is our intuition that pipes up in moments during our busy day when we must pause and engage with an individual we value. But intuition shares information that cannot be rationalized alongside operational management tactics, and therefore is discounted as nonsense. It is this mindset that has caused the intuitive voice to go silent in so many of us. We mistakenly believe it has no place at work. Yet it is in our workplaces where we seek trust, loyalty and mission-driven passion from our employees. Do these not warrant genuine connection?
Finally, we must know that as leaders, managers or HR practitioners, part of our job is being a healer. If we desire for people to show up in our workplaces able to deliver nothing but their best, we must be able to know how to unleash that best, which is only possible when a path of healing occurs.
Currently as leaders, our mentoring and coaching practices focus on the surface level, directed by workplace observations and occasionally scratching beneath the surface. But as mentors and coaches, we have a responsibility to extend an invitation to a safe place where reaching into the depths is permitted. These depths reveal the healing that is needed for an individual to reach their best and serve their highest good. Sometimes those depths expose something darker that needs a referral, but without our invitation, that darkness may limit an individual indefinitely.
You’re Not Human Resources
In college, my textbook defined Human Resources as the following:
“Human Resource Management is the term generally applied to those activities concerning the management of people.” (Human Resource Management by Robert L. Mathis and John H. Jackson)
This definition describes our profession in a very broad sense, however its scope should include all activities concerning management of people. Personally, I am tired of the same old story of how organizations dump their people issues on HR. I have always been baffled how one small department—usually a single person—becomes solely responsible for the most valuable and expensive “asset” to an organization.
Historically, HR positions were created for the purpose of handling administrative tasks associated with personnel. The cumulation of those tasks—like creating policies, managing employee benefits, overseeing payroll and training—is indeed a full-time job. However, over time, the hefty tasks of organizational culture change and employee engagement were added to the job description as well. It paints a disturbing picture that the only person who should care about managing culture and engagement is HR. For me, I can’t help but translate that to: “We don’t care about our people.”
The purpose of my work is to help all those who do care about the people in their organizations. These are the individuals I like to refer to as having a HRart. I believe we must expand the scope of HR when it comes to the topic of culture and employee engagement. This must include all who participate in managing people within our organizations, including those “informal leaders” who serve so frequently as the breath of our organization.
This book is focused on one aspect of my HRart work. It is designed to begin awakening a voice that may have been silenced by workplace cultural norms. It is meant to connect you once again with that gut feeling you could never justify. It is also meant to show you what’s possible if you let go of the need for logic, and trust in your intuitive knowing.
HR is a practice of service that is desperately needed. In my first book, you gain a new set of eyes. This book is all about gaining a new set of ears. The lessons will allow you to once again hear a voice that has long been suppressed, forgotten or ignored.