08/CANADIAN HR STRATEGY
elements such as ex-
ecutive compensa-
tion and succession,
two functions long entrenched in an HR person's wheelhouse.
While he came up by dint of HR, Pratt nurtured a passion
for business and strategy and had the opportunity to develop
both while surpassing the rank and file. So it is important to
note that some basic level of financial literacy, coupled with a
strong interest in the business itself, are tantamount to running
a healthy organization, according to Pratt.
"I direct that to people in staff roles, like chief human re-
sources officers or CFOs, who can get lost in their own world.
They have to develop a broad-based view of the company if
they're going to be the CEO," Pratt advised. "Understand the
"THEY HAVE
TO DEVELOP
A BROAD-
BASED VIEW IF
THEY'RE GOING
TO BE CEO."
COURTNEY PRATT
Former chair of Knightsbridge
Over the years, Courtney Pratt has held the CEO title at Toronto
Hydro, Hydro One Networks and Stelco. As president, he's served at
Caldwell Partners and Noranda and, as director, he's made his mark
at Moosehead Breweries, the Toronto Board of Trade and the Univer-
sity Health Network. He also co-wrote Into the Blast Furnace: The
Forging of a CEO's Conscience.
Rare is the CHRO-cum-CEO — a transition to which Pratt has
been privy first-hand.
"It's silly but HR is one of those areas that people on boards,
people in management, think, 'Well, anyone can do that job.'
There's a bit of a prevalent attitude," he said.
The good news, at least for HR professionals, is the trend
is shifting. Boards are increasingly putting more emphasis on
PHOTOGRAPHY
BY
DANIEL
EHRENWORTH
