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In this Ask the Expert episode of the HigherEdJobs Podcast, I joined hosts Kelly Cherwin and Andy Hibel to discuss a question many HR professionals feel deeply but rarely say out loud: "How do you create a sounding board for an HR department when you are the go-to department for the institution?"
Below is my summary of our conversation and the practices I rely on as an HR leader navigating that exact challenge.
Why HR Still Needs a Sounding Board
I opened the discussion by naming the truth that many of us experience. As I explained, "When HR is the institutional fixer, the counselor, the voice of reason, it can feel like there is no place to go, no safe space to think out loud, test ideas, or simply be human." I emphasized that support is not optional. "Creating a sounding board is not just possible. It is essential for good decision-making and institutional sustainability."
Creating Internal Structure: The Daily Tailgate
One practice that keeps my team grounded is our daily "tailgate," a short 20- to 30- minute morning meeting where our six-person HR team connects before the day begins. As I described on the episode, "We meet every morning to talk through the day, identify pain points, and calibrate as a group. It is a safe place to think out loud, challenge ideas, and support one another." These meetings build culture as much as they build alignment. "Sometimes the tailgate is 45 minutes because there is a lot to discuss, and sometimes it is 10 minutes because we are just talking about what Halloween candy we stole from our kids."
Building Trusted Connections Across Campus
A sounding board cannot live only inside HR. Because our work touches every corner of the institution, we need strong campus partners who challenge, broaden, and strengthen our thinking. As I explained, "HR works closely with legal, finance, student affairs, academic affairs, facilities, and IT. Understanding their work helps us understand our own." Trust matters more than titles. "A sounding board should include people who maintain confidentiality, think institutionally, and are willing to respectfully challenge you."
Before we discussed boundaries, Andy highlighted an important legal nuance. "If HR talks with academic affairs about something, confidentiality may not legally hold the same way it does when legal counsel is present." Kelly added that sometimes the key is keeping conversations strategic rather than personal, saying, "Talking high-level and anonymously is so helpful."
This helped frame my next point: "You cannot have a functional sounding board without clear boundaries. There is a difference between venting and strategizing."
Why External Networks Are Essential
HR work can be isolating, especially at small and mid-size institutions where you may be the only person handling your portfolio. External networks offer a unique level of support. In Andy's words, "The HR folks at Coke are not calling the HR folks at Pepsi to trade stories, but in higher ed, we do." These connections provide perspective and reduce isolation. As I shared, "Professional networks are invaluable. They let you speak freely without institutional politics, and they reduce the isolation that can come with HR work at small and mid-size institutions."
My Ignite cohort remains one of my strongest professional communities. "Our Ignite group chat from four years ago is still active. I learn about HR trends every day from that group of 12." The core lesson is quite simple. "Build the relationship before you need it. Be proactive, not reactive."
Advice for Campus Leaders
When Andy asked what I would tell presidents about modeling healthy sounding board practices, my answer was direct. "Modeling the use of a sounding board shows others it is okay to ask for help. Leaders do not have to know everything. Working collectively makes everyone and the institution stronger."
Key Takeaways
Here are the reminders I hope HR professionals keep in mind as they build their own support systems:
- HR may be the go-to department, but that does not mean you have to carry everything alone. You deserve support too.
- A good sounding board does not happen by accident. It grows from intentional routines, shared trust, and consistent connection.
- Do not underestimate the power of relationships. Whether across campus or across the country, the right people can reduce isolation and help you think more clearly.
- Boundaries matter. Protecting confidentiality and separating venting from strategy keeps you grounded and protects everyone involved.
- Leaders set the tone. When you ask for help, you give others permission to do the same, which strengthens the culture for the entire campus.
As a reminder, the full transcript of every HigherEdJobs Podcast can be found by clicking on "transcript" next to the episode's show notes.
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