Why Trusted Thought Partnership Matters More Than Ever For HR Leaders

By Suzy Stollery

In an age of increased scrutiny, complexity and change, the role of the HR or People function has never been more visible or more questioned. Having firmly established itself as a key strategic business partner alongside Finance and IT, HR continues to attract commentary that scrutinises its influence, often without acknowledging the reality of what HR leaders are holding day to day. At the same time, expectations continue to rise. HR leaders need to be strategic, commercially credible, values led and deeply human, often all at once. While this tension is not new, the growing credibility and visibility of the function has only intensified the pressure.

Frequently the most trusted partners to the CEO and executive team, HR leaders hold the confidence of senior leaders, navigate extremely sensitive decisions and carry the emotional weight of organisational change. They are relied upon to bring balance, perspective, and sound judgement at moments of uncertainty. Yet many quietly acknowledge how difficult it is to find that same level of trusted partnership for themselves.

The expanding challenges for HR leaders.

HR leaders operate in a context of constant tension. They balance long term strategy with immediate operational demands, commercial pressures with employee wellbeing, and organisational values with external scrutiny. When people strategy is genuinely embedded within business strategy, this responsibility is held collectively, and the HR leader can operate as a fully accountable business leader. However, there are many examples where HR leaders carry a broader organisational load, compensating for gaps in leadership capability around them.

The cumulative impact this has on those leading HR can often be overlooked. Many spend their time supporting others through complexity while having little space to slow down, think clearly or test their own thinking. Over time, this can erode clarity, confidence and impact.

Senior HR roles can also be uniquely isolating. CPOs often sit at the heart of the executive team while also standing slightly apart from it. They are expected to be wise, impartial and steady, even when the issues they are navigating are complex, sensitive or personally demanding. The very position that gives them influence can limit where they turn to think things through candidly.

Confidentiality, and organisational politics, mean doubts and dilemmas cannot easily be shared internally. Over time, this can create a quiet sense of isolation. What is needed is not more frameworks or advice, but a trusted external partner who understands the realities of the role and can offer space for honest reflection, challenge and perspective.

Why “coach or mentor” is the wrong question.

HR leaders are often encouraged to choose between coaching or mentoring. In practice, this distinction rarely reflects what is most helpful. Coaching offers space to reflect, think differently and strengthen leadership presence and strategic focus. Mentoring brings perspective, context and reassurance drawn from lived experience. In complex leadership roles, the most valuable conversations often require both.

When support comes from someone who understands what it means to lead an HR function, to sit alongside the CEO, influence boards, hold organisational risk and make decisions with wide commercial reach, the conversation becomes more grounded and more relevant. There is no need to explain the context. The complexity is already understood.

A partnership grounded in credibility and experience.

This is where a unique dual approach to expert coaching combined with seasoned mentorship becomes particularly powerful. Working with experienced HR leaders who are also highly trained coaches brings real world insight alongside tailored support. It allows for both challenge and understanding in equal measure.

Such partnerships create a confidential space where HR leaders can step back, explore their thinking, test decisions and reconnect with their leadership purpose. For many, particularly those in standalone, senior roles, or those HR leaders whose development is being fast tracked, this kind of support provides clarity and confidence at moments when it matters most.

Developing the leader, not just the function.

Sustainable impact in HR leadership does not come from technical expertise alone. It comes from how HR leaders show up, how they influence, how they hold complexity without becoming overwhelmed, and how they accelerate the development of their own HR teams.

Investing in leadership intention, identity, presence and perspective is no longer optional. For HR leaders who are trusted partners to everyone else, having a trusted partner of their own can be transformative.

About the Author
A former Chief People Officer and International HR Director, Suzy brings over 25 years global HR experience, having worked with organisations including Motorola, Dyson, Pukka Herbs, Unilever, and Lipton Teas and Infusions. She now works as an Executive Coach, Culture Consultant and HR Mentor, supporting organisations of all sizes, and serves as a Non-Executive Director. Candid yet compassionate, she is known for fostering constructive coaching and mentoring relationships that enable individuals and organisations to act with greater clarity, intention and impact.