Dave Ulrich Quotes & Sayings

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%). — Dave Ulrich

It is easier to talk about doing things than doing them. Many of us want to exercise more, eat more healthy, be kinder to our loved ones, etc., but unless we have specific milestones about how to do this, our intentions do not match our actions. The HR milestones we lay out offer specific steps along the longer journey to HR transformation. — Dave Ulrich

When desperate people seek easy solutions without doing the hard work of fundamental learning and change, resilience is undermined and real growth and learning fade. — Dave Ulrich

I like to co-author books to learn from those I write with. — Dave Ulrich

We do not see through our eyes alone. — Dave Ulrich

Sometimes HR transformations have been definitions. Just because someone does an e-HR system or puts in a new talent system or changes the HR function does not mean an HR transformation has occurred. We identified four phases of HR transformation. Missing any of the four phases would be an incomplete effort. — Dave Ulrich

Of course, change requires change. Until there is a felt need for change, it is only an event not a pattern. — Dave Ulrich

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside. — Dave Ulrich

People are our greatest asset . — Dave Ulrich

Leaders being born vs. made is a bit of a separate issue. The research on this issue is fairly conclusive: 50/50. We have innate predispositions that affect who we are and what we do (nature) but we can learn and develop and grow (nurture). — Dave Ulrich

When I think of organizations, I think of the capabilities an organization has more than its morphology or structure. The ability of an organization to have a shared purpose and the ability for employees to be productive are critical capabilities for most organizations today. — Dave Ulrich

Being an effective leader is enormously complex. It requires vision to see a future, dedication to make things happen, sensitivity to people who are quirky at times, and personal confidence without arrogance. — Dave Ulrich

Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would. — Dave Ulrich

I like ideas, frameworks, and figures. — Dave Ulrich

People will change when they see that the change will help them reach their goals. If the CHRO sees that the HR transformation that others desire will help the CHRO reach his or her goals, then there will be more support. Absent this reasoning, the CHRO may go through the motions, but the transformation will not be sincere or lasting. — Dave Ulrich

There is an increasing gap between academic research and business application. Sometimes the incentives for success in the academic world are not consistent with what it takes to run a company. — Dave Ulrich

I see top business schools working to bridge this gap [between academic research and business application] by respecting executive education, by having more mature students who proactively draw from faculty what they know they need, and by having faculty who are willing to leave their ivory towers for the murky world of business reality. Unfortunately, at other times, business professors have little or not interest or savvy about business issues. — Dave Ulrich

People are more likely to support a change when they have information on it and when they participate in it. So, getting the CHRO information about the transformation and involving the CHRO in the transformation effort are critical to success. — Dave Ulrich