People Strategy

Conclusion: The Power of People

Throughout this book, I've spent a great deal of time explaining how to build a people strategy by using my experiences with Lattice. And indeed, that is an important lens through which I see myself and through which I share these learnings. The chance to work with thousands of companies and People and HR leaders over the past five years at Lattice has been a source of learning, motivation, and fulfillment unlike anything else I've had in my career.

While the HR hat is an important one for me to wear on occasion (and one that I wear proudly), it's not my primary one. My first responsibility is to be the CEO of Lattice, the company, and to do everything that I can to make it the kind of place we want to help our customers become. Fortunately, there's a beautiful overlap between the work we do internally at Lattice and the work we do on behalf of customers. As the HR function becomes increasingly strategic over time, the roles and work of CEOs and their HR leaders are converging.

For the people in either role, the top priority is people – full stop. They're responsible for bringing great talent to the organization, setting the values and standards of work, giving people the resources and the space they need to be successful, making sure that people-related problems are addressed, and that people-related opportunities are identified. I feel very privileged to be working on something so closely aligned with the work I'm doing every day internally ...