{ "media_type": "text", "post_content": "I am in my first HRBP role. It has been a role I’ve been wanting to focus on and get in to but never got the opportunity to do so. My imposter syndrome has kicked in, especially since it’s all remote too.  I was wondering if anyone can give some advice on how to build that trust and relationship piece with managers to be able to succeed? I feel like my fear is holding me back and I am so afraid of failing again.", "post_id": "5f3d9fd103087c001c468f13", "reply_count": 9, "vote_count": 6, "bowl_id": "5682e6afd55b9e0f00fce669", "bowl_name": "Human Resources", "feed_type": "crowd" }
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I am in my first HRBP role. It has been a role I’ve been wanting to focus on and get in to but never got the opportunity to do so. My imposter syndrome has kicked in, especially since it’s all remote too.  I was wondering if anyone can give some advice on how to build that trust and relationship piece with managers to be able to succeed? I feel like my fear is holding me back and I am so afraid of failing again.

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Frankly, I'd spend time "getting smart" about the organization. Schedule lots of introduction and information gathering conversations, and just ask questions and listen. People just want to be heard and if you play that part at the beginning, you'll gain a lot of support. You can't really advise or be as effective without well rounded understanding of the business and its challenges anyway.

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Agree completely re: meeting with stakeholders at all levels and spending time learning the business and the people, making sure they feel heard. I would add that I've found it beneficial to ask What works well? What systems work the way they are designed to? as well as asking the opposites of those questions. Why do you stay? is just as informative as Why would you leave? (P.S. This post caught my eye because I am also experiencing some IS. . . glad to know it's not just me. Sending you light and good vibes in hopes it doesn't last too long.)

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I would create a 90 day Onboarding plan for yourself that includes creating a regular cadence of meetings with all of your stakeholders, meet with people in finance to understand their role and intersection with HR along with other operational teams: L&D, Comp, Talent Acquisition... Lean on external resources to learn as well: all the major consulting firms have free access to newsletters on leadership, Hr, People Operations, Strategy & Operations...KPMG, Deloitte, E&Y, PWC and the strategy masters —McKinsey. Fortune Magazine also has free on-line newsletters for women in leadership and there’s no better resource for HRPs than Harvard Business Review (HBR). The key to being a confident HRP is to understand the business as well as the people.

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The HRBP role is part HR expert/advisor while also asking good thoughtful questions to draw out others in solving their own challenges and opportunities. Doing this seamlessly in a conversation is an art. Agree with D1's points above. Learn as much as you can about the company, HR best practices, and good coaching questions. You'll be great. We all feel imposter syndrome from time to time.

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As an early career HRBP I also struggled with creating trust and credibility with the seasoned sales and marketing leaders I partnered with. I started with always being responsive and following through, volunteering to help with the little things (small wins!), and delivering quality results to slowly build my credibility. Eventually, I knew enough to start offering more strategic inputs and being able to counsel and consult in 1:1s but it definitely took time before getting to that point. My advice is to not beat yourself up for not knowing everything in the first 90 days and trusting in your own relationship building skills.

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What function do you partner?

I agree with what’s been said. I’m also curious about what you mentioned about being “so afraid of failing again.” I’d encourage you to explore what that “failure” was and if in fact it was a failure, or a valuable learning experience which brought you to where you are now.

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