In most companies, the CFO talks numbers, the COO talks execution, and the CEO talks vision.
The CHRO often brings the most human-centered insights to the table—but in rooms dominated by numbers, ops, and revenue, it can be hard to get the same weight. Not because the work lacks value—but because the language of influence is different.
Here’s the opportunity: People are the business. Talent drives every outcome that matters—innovation, execution, and long-term growth. And no one understands that better than you.
What’s needed now is a more expansive playbook—one that helps you translate your insight into power that moves decisions, shapes strategy, and drives results.
That’s where the 12 Power Bases come in.
These are distinct forms of influence available to any senior leader—not just CEOs or CFOs. The CHRO can, and should, be using them all.
Let’s go deeper on four power bases that CHROs can activate immediately to shift how they’re perceived and how decisions get made.
“Want influence? Own a budget.”
If you’re always asking for resources instead of allocating them, your influence is capped. Start positioning your programs as business investments. Leadership development isn't a “nice-to-have”—it's a productivity lever. DEI isn’t just culture—it’s about risk management, employer brand, and long-term performance.
Pro move: Offer trade-offs. “We’ll pause this initiative to invest in manager capability that will drive retention and revenue impact in Q3.” That reframes the conversation.
“HR sees what others miss. Use it.”
You know where performance is dipping, where teams are burning out, and which leaders are quietly losing the room. That insight—if packaged strategically—can be a game-changer.
Don’t wait to be asked. Bring it. Use attrition trends, engagement data, and pulse survey results to frame risk, not just sentiment. Show how your insights predict operational friction, brand risk, or revenue loss down the line.
Pro move: Convert people data into leading indicators of business outcomes. That’s influence.
“Speak in business, not just HR.”
Your ideas are sharp—but how you package them matters. Talk outcomes, not just programs. Show how upskilling managers reduces voluntary attrition. How investing in onboarding cuts time-to-performance in revenue teams. This is about connecting the dots between people strategy and the P&L.
Pro move: Build a habit of translating HR initiatives into language the CFO and COO care about—risk, margin, growth, productivity.
“Don’t go it alone. Bring your allies.”
Sometimes influence is about who co-signs the message. If Sales or Ops are struggling to retain talent, use that moment to partner. If the CFO gets your ROI case and says it in the room—you win before you even speak.
Pro move: Build behind-the-scenes alignment with your peers before key meetings. Influence happens just as much before the room as inside it.
You’re not just a “people person.” You’re a strategic operator in a people-powered business. The way forward isn’t to speak louder—it’s to pull the right levers of influence.
Start with these four Power Bases. Map which others you already use—and which you want to strengthen. Your ability to influence across the business isn’t about changing who you are. It’s about owning how you lead.
Helen Dayen is the founder of Crucial Path Strategies, a leadership coaching and advisory firm that works with senior executives, investment professionals, and founders navigating high-stakes leadership, influence, and performance. For the past 10 years, Helen has coached leaders at the highest levels across financial services, tech, law, and high-growth companies. Prior to founding Crucial Path, she spent over a decade on Wall Street, where she advised institutional clients and helped influence multi-billion-dollar deals. Helen brings a rare combination of commercial acumen, coaching depth, and real-world grit to help leaders lead powerfully when it matters most.
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