1.  Being a CHRO is harder now than during the pandemic

Tiffany made a bold but resonant claim: being a CHRO today is more difficult than it was in 2020. Why? Because the external chaos never stopped—it just changed.

You're still dealing with everything the pandemic surfaced (distributed teams, burnout, mental health), but now you also have to navigate AI transformation, economic instability, policy shifts, and increased pressure to cut costs.

“It’s like we left the pandemic, but the work never paused. And now CHROs are carrying all of it—humanity, performance, transformation, and governance—without a break.”

2. Reframe this season as a once-in-a-generation opportunity

Rather than getting buried by the noise, Tiffany encouraged HR leaders to zoom out. We’re at the beginning of a generational shift in how work happens. Those closest to the work have the most influence right now.

The key? Reconnect to your purpose and put on the blinders. Focus on what’s uniquely yours to do.

“In the Derby, horses wear blinders. Not because they can’t see, but because they need to focus on what’s ahead. We need that same energy right now as leaders.”

3. HR leaders are under-selling their impact to boards

One of Tiffany’s biggest takeaways from going through a formal board readiness program? CHROs often underestimate how critical their work is to long-term business strategy.

Whether it’s executive succession, AI transformation, or global expansion—there’s a talent angle. And boards are starting to recognize that.

“It’s not that I didn’t know how important the people strategy was. But sometimes we downplay it in board settings. We can’t afford to do that anymore.”

4. Board service is not just quarterly meetings

If you’re thinking about board service, Tiffany had a clear message: it’s a real job.

You need to deeply understand governance, contribute beyond your functional expertise, and invest the time to be a strategic partner. It’s not just about showing up for comp committee meetings.

“A healthy board isn’t just showing up once a quarter. It’s staying connected, asking the right questions, and helping the business look around the corner.”

5. Start thinking like a futurist

CHROs aren’t just operators anymore—they’re futurists. Tiffany urged leaders to expand their lens and build practices that anticipate where the business is going.

She’s focused her own time on board readiness, executive compensation, and now AI. The throughline? Preparing for the next era of work.

“My superpower is leading people through business transformations with effective human capital strategy. That’s what gets me excited 10 out of 10 times.”

Thanks for reading. See you next time!

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