Latest news with #ElainePage
Forbes
19-06-2025
- Business
- Forbes
What Bold CEOs Need From Their Chief People Officer
CEOs must stop asking their Chief People Officer to run better processes and start expecting them to ... More drive performance transformation. In the most successful companies, HR doesn't just support the business. It scales it. Shapes it. Sometimes, saves it. But for that to happen, CEOs must stop asking their Chief People Officer to run better processes and start expecting them to drive performance transformation. That kind of shift doesn't come from dashboards or engagement programs. It comes from bold partnership. To learn more about what this partnership between the CEO and CPO should look like, I had the chance to interview Elaine Page. Page has built high-impact cultures inside fintechs and tech startups and transformed a Fortune 100 healthcare system with over 80,000 employees. As a CHRO and GM, she's led remote-first scaling, restructured underperforming functions, integrated $2B acquisitions, and rebuilt trust after cultural breakdowns. At the center of each success story? A CEO who treated HR as a strategic growth function, not a support one. 'Great HR isn't a department,' said Page. 'It's a system of leverage for the business.' 'But the CEO has to want it,' Page elaborated. 'Most CEOs say people are their greatest asset, but then they treat HR like a liability. That disconnects costs from companies more than they realize.' Elaine Page, Former Chief People Officer at TaxJar and GM, Stripe The difference between HR that performs and HR that transforms comes down to one mindset shift: Stop asking what HR can do for you. Start asking what kind of company you want to become. The best CHROs—the ones who drive business value—ask questions like: Specifically, Page said that CEOs should expect their CHROs to pull three enterprise levers: When Page took on a culture transformation at Northwell Health, she didn't start with posters or PowerPoints. She started by listening to thousands of employees, from emergency room nurses to IT leads, to understand what truly mattered to them. From that came a bold new Employee Value Proposition (EVP) that moved far beyond branding. It shaped how the organization hired, onboarded, promoted, recognized, and paid its people. It wasn't just a culture statement. It was an operating system. The results? 'If your EVP lives in a slide deck, it's dead on arrival,' said Page. 'If it lives in hiring rubrics, bonus plans, and performance reviews, then you've built something real.' At Stripe and other fintech companies, Page faced a different challenge: scale without chaos. Rather than defaulting to plug-and-play HR templates, she asked leaders what outcomes truly mattered, and then built simple, agile systems to drive clarity, energy, and momentum. The result? Performance systems that matched the business's pace. Talent strategies that flexed with growth. Leadership frameworks that aligned to outcomes, not just values. 'Great HR doesn't mean complex. It means aligned,' she said. 'At scale, you need simplicity that drives consistency, not bureaucracy that slows things down.' Today, AI is forcing every function to evolve, and HR is no exception. Page is currently advising a tech company on embedding AI into the employee and recruiter experience. They're using it to: 'AI shouldn't be a buzzword in HR,' Paige said. 'It should be a scale enabler. A trust builder. A real-time insight engine.' Page is candid about where CHROs fall short and where CEOs miss the mark. 'Even the most talented CHRO can only deliver at the level the CEO allows,' she said. 'And the highest-impact partnerships are forged in truth.' She's seen too many HR leaders stuck in compliance land because their CEO didn't invite them into the business. She's also seen CHROs shy away from hard feedback out of fear of rocking the boat. The best partnerships share three traits: 'I've made mistakes,' Page admits. 'I've stayed quiet when I should have pushed. But the longer I've done this work, the clearer it's become: you don't earn a seat at the table by playing nice. You earn it by delivering results and telling the truth about what's in the way.' If you're a CEO reading this, ask yourself: And perhaps the most important question: 'Do I want HR to run more smoothly - or do I want the business to run better?' There's a difference. And it shows up in trust, speed, retention, and results. Page's message is clear: The CHRO you need isn't the one who runs HR well. It's the one who helps you run the business better - through people, performance, and possibility. And when that partnership clicks? That's when HR stops performing… and starts transforming. Kevin Kruse is the Founder + CEO of LEADx, scaling and sustaining leadership behaviors with behavioral nudges, micro-learning, and live cohort-based workshops. Kevin is also a New York Times bestselling author of Great Leaders Have No Rules, 15 Secrets Successful People Know About Time Management, and Employee Engagement 2.0.
Indian Express
13-06-2025
- Business
- Indian Express
9 essential AI tips for CEOs from a people-first leadership expert
Artificial intelligence is transforming our world. While it is not only changing the way we work, it is also redefining leadership. Businesses worldwide are racing to deploy new AI technologies, however, not many business leaders are able to see it beyond the realm of tech upgrades. If you are a business leader who wants to make the most of the present AI wave, here is a practical roadmap for AI adoption and navigate transformation. The following tips are a faithful reproduction of a LinkedIn post by Elaine Page, who is an influential voice and renowned talent strategist. Page begins her post by informing her followers that she has been doing what most would be doing at the moment – leafing through everything on AI and talking to founders, skeptics, operators, and optimists. And in all of these conversations, Page revealed one line that hit her harder – 'This isn't just a tool shift. It's leadership reckoning.' The growth and transformation expert said that this line reminded that her job as leader was not simply to understand disruption; rather humanise it, translate it, and, most importantly, to help her team grow through it instead of being left behind. She later turned to one of her most trusted mentors, whom she describes as 'a no-BS-CEO-turned-investor' to ask what he would do if he were running a company today. Page revealed that her mentor laid out a crisp, people-first roadmap for AI transformation. Below are the practical steps for leaders to navigate through the age of AI. These steps, born out of personal experience of Page's mentor, can resonate with leaders across the spectrum. As we know, AI is no longer optional learning; it is important that every senior leader must go through an immersive, hands-on bootcamp. It should not just be a webinar or a white paper but rather deep learning. This is imperative, as according to Page, one cannot lead what they cannot understand. Moreover, educating senior members in an organisation is key, as they are more likely to set the direction, culture, and pace of change. If they are unable to comprehend the benefits or disadvantages of AI, they cannot take informed decisions or raise the right questions. There could also be a possibility that they may unknowingly slow the innovation process, pursue hype and delegate AI strategy without vision. In an organisational setup, as leaders are learning about the change, Page recommends that companies should deploy their best thinkers to start documenting real challenges across business. In essence, they should skip the hype and just create a working list of problems that they would need better answers for. In simple words, dedicate resources to identifying real problems and focus on pain points across teams, workflows, and customer experience. Once a list of problems has been identified, it is time to start matching them with AI solutions. The expert recommends looking for opportunities to boost productivity, improve customer service, reduce costs, and scope out new revenue streams. Page asserts that AI is not here to replace people but to support them. She advises business leaders to frame it this way and works towards proving it. 'Communicate with optimism' is the mantra here. The present day evokes a need for leadership that is intentional and understands the technology, enables people, and most importantly, builds trust in the face of change. Leaders should be cautious as to not leave this solely to the IT teams alone. Page advises setting up an AI helpdesk and recruiting internal 'power users' and curious learners who can be the 'AI coaches' for various teams. Page essentially calls them the in-house translators, change agents, and champions of AI. In short, make AI adoption peer-led and momentum-driven. This can be one of the most useful recommendations for companies that desire to equip its staff with the latest AI tools. Primarily, because many organisations reportedly struggle with skilling their staff, and having an in-house helpdesk or familiar faces to coach them can be a valuable move. There is a need to balance the portfolio. Page believes that although quick wins are essential to building energy and belief, organisations also need long-term bets to push themselves forward in the long run. The transformation expert advises balancing short-term sprints with long-term missions. As we know, the AI landscape is currently a loud space with many selling their tools. The expert cautions against falling for just features. One should opt for ones that are adaptable, align with one's value, and grow with the needs of the organisation. One should look for flexibility, reliability, and strong values alignment. 'Think of relationships, not just features.' Many CEOs and innovators are working towards embracing this change with policies that are human-centric, ensuring that everyone gets to reap its benefits. However, there are many who may be struggling to sift through these times of dimensional shift without the tools and skills needed to make the most of it. Page believes that AI must come with governance, and it should not be phase 2. Leaders should be transparent with their teams, set boundaries around data use, and put people at the centre of every decision. In essence, companies should prioritise human-centred outcomes. Making ethics part of AI strategy should be a given. AI is bringing along a need for a shift in mindset. In the past few years, perhaps the biggest challenge has not been keeping up with rapid AI advancements but leading through this phase with purpose and empathy. Page terms this as 'the messy middle'. Even though people are likely to break things, they should celebrate the ones who experiment. Organisations should strive to make failing forward a part of their culture. Normalise learning and celebrate the bold. At a time when there is a mad rush to scale, leaders should avoid simply tracking usage and focus on tracking value. These could simply be where you are saving time, which domains are showing enhanced productivity, or even where human potential is being unlocked. Page believes that ROI should be about real human outcomes and not vanity metrics. The author claims that this is not a checklist but a cultural shift, and she believes that one should focus on building trust, learning, and transparency. Elaine Page is currently a chief people officer, board advisor, and talent strategist known for building high-performing teams. Based on my interactions with enterprise leaders, tech innovators, and organisational experts, one recurring theme is the lack of clear direction around AI adoption. But insights from leaders like Page suggest a growing effort to bring clarity and structure to what often feels like a chaotic wave of advancement. Her post offers not just guidance, but a much-needed human lens on transformation. Bijin Jose, an Assistant Editor at Indian Express Online in New Delhi, is a technology journalist with a portfolio spanning various prestigious publications. Starting as a citizen journalist with The Times of India in 2013, he transitioned through roles at India Today Digital and The Economic Times, before finding his niche at The Indian Express. With a BA in English from Maharaja Sayajirao University, Vadodara, and an MA in English Literature, Bijin's expertise extends from crime reporting to cultural features. With a keen interest in closely covering developments in artificial intelligence, Bijin provides nuanced perspectives on its implications for society and beyond. ... Read More
