Before the digital revolution swept through the workplace, there was a different kind of hustle. For Steve Patscot, now Consultant, Partner, and HR Practice Leader at Spencer Stuart, his journey began in the trenches of recruiting at GE – a time when communication, prioritization, and execution were honed through pure human connection, devoid of the now everywhere PC.
“I am grateful for that,” Patscot reflects, “because I had to learn how to communicate, prioritize and execute without the sophisticated tools of today.” This foundational experience clearly shaped his perspective on the enduring power of human skills in the world of HR.
Today, Patscot’s vision for the future of leadership is clear and compelling: “The world needs courageous transparent leaders who inspire and develop the next generation. I hope we are entering into a new golden age of bold leadership that tackles challenges with integrity and courage.”
This powerful statement underscores his belief in the transformative potential of leaders who operate with both boldness and unwavering ethical principles.
Who is/was your biggest influence in the industry?
In the early years it was Professors Noel Tichy and Davel Ulrich, they were incredibly involved with GE at various times and pioneered the modern approach to HR. They were pivotal for my development and understanding of the importance and value of a strategic approach to HR.
What is your best mistake and what did you learn from it?
My biggest mistake was staying at a job too long. I learned that when culture and leadership diverge from your values, it is crucial to move on.
What is your favourite part about working in the industry? What is your least favourite part, and how would you change it?
My favourite part of the search industry is the profound difference and impact you can make with a single hire. You can change someone’s life and a company’s trajectory – by placing “game changer” hires. The worst part is when organizations do not see value in the function.
It sounds like through your experience you really care about people, and you want to help them feel safe and comfortable, which is important in the industry. Please elaborate here.
I am dedicated to and care about building great companies with great leaders who do remarkable things. They, then in fact, care a lot about people and their community and of course delivering results.
How can HR most effectively demonstrate its value to the leadership team?
HR can demonstrate value by ensuring you have the best talent in critical roles and that great talent is aligned with the strategic objectives of the enterprise.
Where do you see the industry heading in five years? Or are you seeing any current trends?
There will be more AI, digital agents (employees) active in the workforce and the pace of change will be overwhelming. The military uses a term VUCA – volatile, uncertain, changing, and ambiguous – this will be the new normal. To thrive, you must be an incredibly agile learner and have high degrees of resiliency and grit.
What are you most proud of?
I am proud of our firm’s global impact in discovering and developing leaders and I am also proud of my three wonderful children.
Do you have any advice for people entering the profession?
1. You can differentiate yourself in any or all of three ways: (a) attitude, (b) work ethic (c) capability…what is your competitive advantage going to be?
2. Your world is moving so fast and changing rapidly – but the fundamentals are still key: integrity, relationships, reliability, collaboration – be great at all of these.
3. It’s hard – not impossible, to be great if you are not surrounded by people who are great. Early in your career find a place that has amazing talent and learn how to learn from the best. All of this applies to HR for sure but really any field.
As for HR specifically – if you do not know finance and technology – you will be on the B team not the A team.