Rather than re-write an old story, the time has come for strategic HR leaders to help cultivate environments of greatness. Shaping new stories for employees and customers will require determination, but in the long run the recession battered workplace will be renewed, vital and thriving!

A well respected high-school football coach was asked during the drafting process why one of the school's star athletes, Jonathan, would not be selected to play quarterback in the fall or considered for any other position on the team. After all, the accomplished High School team with two consecutive State National Championship titles had a vision in becoming three for three and was always scouting for top athletes possessing physical stamina and a competitive drive.

Coach responded calmly, "You see, it's quite simple. When I first started my coaching career, I made the decision early on that when recruiting our players we'd look for two things: incredible talent and a team builder. While assessing this year's possible picks and reviewing references, the facts became clear about Jonathan's story. His talent ability is shiningly above-average and could certainly help lead us to our school's third State National Championship. But there's another part of Jonathan's story which fails to demonstrate the level of team commitment necessary to be truly successful in the long-term. I've learned that Jonathan is disrespectful to his parents and siblings. He takes more from the team than he gives and in my opinion," Coach continued, "the strongest teams start at home, with strong families. If he hasn't learned this lesson by now and we allowed Jonathan to play, what lesson (s) would he really be learning on the team? How would his disrespectful behavior impact the stories of all the other team members?"

"As Coach, it's my responsibility to maintain the team's character. It's my responsibility to help shape the stories being written for each player on this team. When the accolades are gone and the trophies are gathering dust, what stories will each of our players remember? The one's involving them? Or the one's they helped to shape in the relationships between their teammates?"

Emerging from the economic recession will require organizations in all industries to embrace different competitive conditions than those that existed prior to the crisis. For many companies this point will inevitably prove difficult in order to adjust to the leadership styles and cultural elements necessary in order to compete in the new normal of operating in an economy with unfamiliar rules.

A new order

This finds many leaders evaluating business strategies and asking some key questions both personally and professionally, such as:

· At this very moment are the leaders (coaches) in our organization proud of the collective choices made during the hard times?

· What would be lost if our company disappeared? Why would it matter and to whom?

· Are our leaders unified around the organizational core values? Are they non-negotiable?

· What leadership elements and characteristics will best align our organization's strategic objectives?

· In what ways will our leadership portfolio need to change in order to reflect a new generation of leadership development who will be ready to take on the marketplace of the future?

· Which leaders are currently sitting in key seats on the bus? Are these the right leaders who will help us find and build the best team, and then together figure out how we write a new story? Can these leaders ask the right questions and provide disciplined action? Are they respected and create cultural capital, or do they diminish returns by disrespectful behavior and fear tactics?

While navigating through Health Care legislation, impending Finance and Labor Law Reform and increased governmental regulations, the burden for companies and HR to manage the complexities is high. Even though the demands may be mounting, strategic HR leaders need to remain focused on the critical call to action by accepting the responsibility that comes when the course and direction of paths change. Before we can truly serve the organization, HR must also ask:

· What is the contrast between success and failure for the organization? And the HR team?

· When we look inside our organization to assess its health, what are we seeing? Is there a disease spreading slowly? Are we acting in ways that imprison us by the mistakes of the past, the economy, or the cards we've been dealt? Are we self-inflicting injury by avoiding the tough conversations? Conversations that may very well place our own roles on the line.

· Are we ready to accept that every great leader has had to struggle at some stage? Will our team be tough enough for this struggle that lies ahead while serving compassionately?

Perhaps it's time to reflect and increase our understanding of the "back stories" of our leaders and organizations. The stories that have shaped them to who they are today and the impact they have on others that may influence the future. After listening to these stories, it may be time for a courageous step to be taken. A step that would recommend that a new seat on a different bus is in the best interest for a particular leader so that the right environment can take root, a new workplace culture can grow that will shape dynamic stories for employees and customers; with the end result being the creation of long-term impact.

As 21st Century HR leaders, what is your greatest hope for your organization? What remarkable stories will you help shape for the people impacting your company and community?

©Copyright. All rights reserved. Judy White, President, The Infusion Group, LLC, partnering with leaders and organizations to optimize the 21st Century Workplace through an infusion of strategic people management consulting and executive coaching services. www.theinfusiongroupllc.com