In the TV show “The Office,” regional manager Michael Scott viewed HR leader Toby Flenderson as a hindrance, not a help. As clueless as Michael could be, there’s a reason why viewers identified with his frustrations about dealing with HR. While the show exaggerates their conflict for comedic effect, it nonetheless reflects a common challenge in corporate America.

It’s time to change the perception of HR. C-suite colleagues sometimes view the HR department as a figurative principal’s office, whose focus on forms and policies does little to support the business. But it doesn’t have to be that way.

When I first came to Brighton Health Plan Solutions, the C-suite did not yet view HR as a partner in the business’s growth. Jim Cusumano, at the time our CFO and now our CEO, would be the first to admit he didn’t fully understand or appreciate HR’s role, viewing it more as a cost center than an important building block of the organization. But now, Jim is my most fervent supporter and partner.

How did that happen?

How CEOs and HR leaders can build a partnership

Jim and I have worked together for over 20 years, but it took about five years for us to build a true partnership. Over time, projects became collaborative, and conversations became healthy debates. Jim began to recognize HR’s contributions and influence. That didn’t happen by accident. My team and I repeatedly demonstrated that we understood the business and were key contributors to its success.

Throughout my experience at Brighton HPS, the following strategies have helped me develop fruitful relationships with executives, and can be beneficial in helping CEOs and HR leaders work more collaboratively:

1. Truly understand the business

Jim and I lead with business discussions. This should be the end game for all HR leaders—becoming a business partner with a passion for people.

Dive deep into the problems your company is solving, the products and solutions it offers, and the challenges it faces. Familiarize yourself with the company’s mission and stakeholders’ expectations. Become an expert in compliance and how to meet state and federal regulations.

As an HR leader, you must contribute to strategy. Consider what kinds of people, talent and strategy are the best fit to accomplish your company’s goals. If you’re entering a new market, understand what that entails in terms of hiring practices and complying with local rules and regulations.

2. Empower your workforce to achieve business goals.

While HR isn’t often involved in sales or marketing, it does enable client-facing employees to grow and expand the business. So, consider how your team’s responsibilities can empower your workforce to meet company goals.

A key role of HR is to set up your workforce for success. For example, you’ll need to keep up with benefits trends and ensure employees have access to the right benefits to meet their needs. (At Brighton HPS, we consider the customized solutions we offer clients when building benefits packages for our own employees.)

3. Meet often with your CEO.

Regular communication with the C-suite is key. Jim and I meet every day. Our communication spans from formal meetings to informal catch-ups. Often, I am Jim’s first call in the morning and his last one in the evening.

While not all HR leaders need to speak to the CEO this frequently, be sure you are always in lock step. Become indispensable. When communicating, be transparent and upfront—it continues to build trust.

4. Be thoughtful in your approach.

Who doesn’t love discussing innovation and transformation? That said, before you start creating new programs, make sure your foundation is in order. It may not be as fun, but as my contractor father taught me, before you can build you need a strong base.

How often are you in a meeting and asked a question where you feel compelled to respond? “Let me give it some thought” is an acceptable answer. Don’t back yourself into a corner—and don’t be afraid to pivot.

Don’t lose sight of what’s most important: the people. Though Brighton HPS has grown to three times the size it was when Jim and I first started, we still prioritize meeting each new hire together. During the onboarding process, new employees immediately experience the company’s inclusive culture with a “Getting to Know Our CEO and Chief People Officer” call. Jim and I also make a point to meet and celebrate wins with all employees who have been promoted.

HR as an ally

When people see Jim and me together, they are quick to notice the dynamic. Our partnership has contributed to so many great results. Have there been bumps? Some disagreements? Absolutely. We address those directly, take accountability and keep moving forward.

All of this is not to say it takes 20 years to make a relationship work for the benefit of the company. The quicker you can align your vision with the vision of the CEO (and other executives), the more likely you will be seen as a strategic partner in the growth and success of the business.