Feeling out of place in high-level HR strategy meetings?

Feeling out of place in high-level HR meetings is more common than we think. The key is to stay curious, learn the language of strategy, and speak up with confidence. Every perspective matters—your voice adds value, even if it feels intimidating at first. Great insights and encouragement for anyone stepping into bigger rooms

Early in my career, I was invited to an HR strategy meeting with senior leaders. I prepped by reviewing the agenda, researching key terms, and jotting down insights. I asked one thoughtful question—and it sparked a valuable discussion. That moment boosted my confidence and showed me that preparation builds credibility.

Building confidence means creating an environment where individuals feel capable, supported, and motivated to tackle challenges. It involves providing clear goals, constructive feedback, and opportunities for skill development. Recognizing achievements, even small ones, reinforces a sense of progress and ability. Encouraging open communication and listening to concerns helps foster trust and security. By modeling confidence and positivity yourself, you inspire others to believe in their potential. Ultimately, building confidence creates a resilient, proactive team that’s ready to meet any challenge with determination.

Building confidence in high-level HR strategy meetings is indeed vital for effective participation. Acknowledging your expertise is the first step, and preparation plays an equally important role. Researching key terms and staying informed about industry trends empowers you to contribute meaningfully. Active listening and asking clarifying questions not only enhance your understanding but also demonstrate your engagement to peers. Additionally, consider seeking mentorship or feedback from more experienced colleagues to gain insights and bolster your confidence. Remember, confidence is a skill that improves with practice. Push your boundaries, and over time, you'll find yourself becoming a valuable contributor to strategic discussions.

Feeling out of place in high-level strategy meetings isn’t a sign you don’t belong—it’s often a sign you see what others are missing. HR strategy isn't just about metrics and models. It's about how people experience power, policy, and purpose inside an organization. If you're the only one naming how decisions impact equity, trust, or morale—you’re not off-base. You’re doing the job. What helps: Anchor your insights in business outcomes and cultural consequences Speak with clarity, not apology And remember: strategic alignment doesn’t require sameness. It requires courage. You don’t have to talk louder to be heard. You just have to speak from what you know—deeply, and without shrinking.

At my first HR strategy meeting, terms like "FTE" and "RAG status" were thrown around. I didn’t want to interrupt, so I noted them down and researched later. At the next meeting, I understood the flow and even clarified a metric using RAG. That small win built my credibility.

Understanding jargon means taking the time to learn and interpret the specific language, acronyms, and terminology used within a particular field or organization. It helps ensure clear communication and prevents misunderstandings. By understanding jargon, you can better participate in discussions, collaborate effectively, and build credibility with peers and stakeholders. It’s also important to translate complex jargon into simple language when communicating with broader audiences. Ultimately, understanding jargon supports more efficient and productive interactions, fostering stronger relationships and better results.

🔍 Keep a personal glossary of HR terms 📚 Read industry blogs, HR journals & SHRM content 💡 Ask politely for clarification when jargon arises 📝 After meetings, review terms you didn’t understand 🎧 Listen to HR podcasts to absorb language naturally 📈 Use new terms in conversations to reinforce learning 🤝 Partner with a colleague to decode complex language

Early in my HR career, I committed to learning beyond daily tasks—reading industry blogs, joining webinars, and attending workshops. During a strategy meeting, I confidently shared insights on remote work trends, which sparked a valuable discussion. This proactive learning not only boosted my confidence but also showed my team I was invested in our future success.

Embracing learning means cultivating a mindset of curiosity, growth, and continuous improvement. It involves seeking out new knowledge, reflecting on experiences, and being open to feedback. By embracing learning, you adapt to change more effectively and develop innovative solutions. This approach also fosters resilience and confidence, as you view challenges as opportunities to grow. Supporting a culture of learning within your team encourages collaboration, skill development, and long-term success. Ultimately, embracing learning empowers you to evolve, stay ahead of trends, and achieve your full potential.

📘 Approach every meeting as a growth opportunity 🧠 Shift mindset from “I don’t know” to “I’m learning” 📝 Keep a learning journal to track new insights 💬 Ask curious, respectful questions 👣 Take small steps—progress builds confidence 🌱 Celebrate improvements, not perfection 🤝 Learn from peers, mentors, and real examples

Let’s be honest—high-level HR meetings can sometimes feel like a parade of buzzwords. It’s tempting to nod along and hope no one notices when we’re a little lost. But there’s real power in genuine learning. With so much high-quality thinking out there—academic research, industry journals, consultancy insights—it’s never been easier to deepen your understanding. And in a world shaped by digital transformation, climate shifts, and evolving work models, staying informed isn’t a luxury, it’s a responsibility. If you’re serious about the future of work, the MIT Work of the Future Task Force is an excellent place to start—insightful, grounded, and refreshingly readable. Confidence is useful. But curiosity, done properly, gets you further.

After my first few HR strategy meetings, I asked a mentor for feedback on my contributions. They pointed out I could be clearer and more concise. Taking that advice, I practiced refining my points before meetings. Over time, my confidence grew, and my input became more impactful. Seeking feedback helped me grow professionally and added real value to our strategic discussions.

Seeking feedback involves actively inviting input and opinions from team members, stakeholders, or customers to assess performance and identify areas for improvement. It shows openness to growth and creates a culture of transparency and collaboration. Effective feedback-seeking includes asking thoughtful questions, listening without judgment, and acting on the insights gained. Regular feedback loops help fine-tune strategies, enhance communication, and strengthen relationships. By valuing feedback, you ensure that your actions are aligned with the needs and expectations of those you serve, driving better outcomes and continuous improvement.

🗣 Actively ask for feedback after meetings or presentations 🙏 Show appreciation for honest input 📋 Request specific feedback on areas like clarity or contribution 🔄 Use feedback to adjust and improve visibly 💡 Treat feedback as guidance, not criticism 📆 Schedule regular check-ins with mentors or managers 📈 Track your progress and reflect on changes made

You’re in the room for a reason. Not just to take notes or nod appreciatively—your perspective is part of the value. Diversity of thought isn’t decorative; it’s how good strategy gets better. Of course, timing helps. If the group’s in divergent mode, it’s the moment to throw ideas into the mix, ask “what if,” or gently challenge the obvious. If we’re in converging territory, then it’s about sharpening the thinking—spotting blind spots, suggesting fixes, or helping good ideas survive contact with reality. Don’t worry if your idea isn’t fully formed. Few are, to begin with. Share it, test it, and be willing to shape it with others. A half-decent idea you speak up about is infinitely more useful than a brilliant one left stewing in silence.

My manager once passed me a note in a senior leadership meeting: “Make your voice heard.” I was always quietly listening, but too late when I tried to contribute — the moment had passed. I’ve since learned that contributing doesn’t always mean offering new ideas. Sometimes, a good question is just as valuable. Questions can refine thinking, surface risks, or expand ideas. When paired with a positive affirmation, they can be powerful: “John, I really like your idea—it aligns with our strategy and could boost teamwork. Have you considered expanding it to other teams?” Well-placed questions and affirmations are a great way to make your voice heard.

Contributing ideas means actively sharing your thoughts, suggestions, and perspectives in a group or project. It involves being proactive, open-minded, and ready to collaborate with others to find creative solutions. Your ideas, no matter how big or small, can spark innovation and drive progress. Contributing also shows commitment and builds a culture of inclusivity and shared ownership. By encouraging everyone to participate, you tap into a diverse range of insights and expertise, leading to better decisions and outcomes. Ultimately, contributing ideas strengthens teams and supports continuous improvement.

I've felt this. Yesterday I wasn't senior enough to be in this meeting and today I am the fresh face at the table. Just remember that your proximity to the 'coalface' is your value. You know the friction points in systems, the feedback that never makes it upstream, the gaps between process and practice. Senior leaders — even in HR — lose touch with the day-to-day realities. So speak up. Use I statements. 🔹 “What I’m hearing from teams is…” 🔹 “What I’ve seen happen most is…” 🔹 “One thing managers ask for is…” These aren’t opinions. They’re insights grounded in lived experience. Your experience. At the coal face of serving your staff. Don’t sit on your hands. Your perspective matters.

💡 Share even small, relevant ideas—every voice matters 📝 Jot down thoughts during meetings to organize them 🔍 Connect your ideas to business goals or data 🗣 Speak up early to build confidence 🤝 Build on others’ points to add value 🎯 Focus on solutions, not just problems 🌟 Trust that fresh perspectives can spark innovation

I disagree with #6: “Network Internally.” That’s partially right—but it misses the mark. If you’re already in the room, the exposure box is checked. (Exposure = what happens to you—unchosen, often shapes you.) What’s missing is action. (Action = the intentional choices you make to learn, unlearn, and relearn.) You need external perspective. The strongest leaders have a bench of external peers they can call for perspective. Build that bench. Growth comes from the 50/50 model: 50% exposure. 50% action. In this case and at this level, focusing on networking internally will narrow your frame of reference and stagnate your growth as an HR leader.

🤝 Introduce yourself to colleagues across departments ☕ Schedule casual coffee chats to build rapport 💬 Join internal groups, forums, or committees 📧 Follow up after meetings with thoughtful messages 👥 Attend team events to strengthen connections 🧩 Learn about others’ roles to see the bigger picture 🔗 Build allies who can support and guide you

Internal networking isn’t about collecting contacts—it’s about getting smarter. No one has the full picture, so talk to people. Find out how things actually land, what’s working, what’s not. That’s how you spot the gaps between strategy and reality. It’s also how you build coalitions—because strategy without delivery is just an expensive slide deck. The more connected you are, the more likely things get done. So ask, listen, learn. It’s not politics—it’s practical.