While we’ve extensively explored the role of technology in sectors like finance, healthcare, manufacturing, and marketing, its equally significant impact on HR is often overlooked. From automating routine tasks to enhancing recruitment processes, technology has revolutionized the way human resources departments operate. For instance, AI-powered tools can streamline candidate screening and matching, reducing bias and improving efficiency. Additionally, employee engagement platforms facilitate communication and feedback, fostering a more positive work environment. Moreover, HR analytics provide valuable insights into workforce trends, enabling data-driven decision-making.
When we speak of the AI and HR intersection, it is crucial for leaders in human resources to understand the potential of this blooming opportunity. At Comcast, Chris Winton has positioned himself as a thought leader in aligning human potential with business goals, making him an essential figure in shaping the future of work. As companies navigate significant shifts in consumer behavior, particularly with the rise of digital platforms over traditional models, Chris leverages his extensive experience to guide organizations in adapting their strategies for workforce development.
Early Career and Transition to Human Resources
Chris Winton’s journey began in Memphis, Tennessee, as an IT intern at FedEx. Over 17 years, he rose to Global Director of Data Centers, overseeing critical IT infrastructure. His passion for workforce development prompted a transition to HR, where he focused on workforce strategy and analytics. As Vice President of HR, he implemented Workday for 500,000 employees. During the COVID-19 pandemic, he was promoted to Senior Vice President of FedEx Ground, managing the onboarding of 70,000 employees digitally. After serving as Chief HR Officer at FedEx, Chris became CHRO at Tesla and later joined Comcast, where he integrated his expertise in technology and human resources.
With a strong systems-thinking approach, Chris views business challenges through a people-centered lens. He emphasizes the importance of identifying and nurturing key leaders to ensure organizational success. At Comcast, he applies this mindset as Senior Vice President of Human Resources for the central division, which generates around $25 billion in revenue.
Recently, Chris has noted a significant shift in consumer behavior, as viewers increasingly rely on streaming platforms rather than traditional cable. This evolution has necessitated a new business model for Comcast. His mission is to equip leaders with the skills to adapt to these changes, fostering an environment where leadership evolves in tandem with the business to meet customer needs.”It’s an exciting time to be in this role,” he reflects, knowing that the work he does is instrumental in driving the organization forward.
The Four “Cs” of Success
Chris has always approached his career with a method he calls the “C4 methodology,” a framework that has guided him through every role he’s taken on. Reflecting on his journey, Chris admits that whenever he hit a glass ceiling in his career, it wasn’t external circumstances holding him back—it was his own mindset. “It was always how I thought about the situation that hit that ceiling,” he explains.
This C4 methodology was something Chris developed through years of working with industry giants like Fred Smith, the founder of FedEx, and even Elon Musk at Tesla. He noticed they both followed a similar approach. The first “C” stands for Consumer of Information. Chris believes that success starts with understanding all the factors surrounding the business—the people, the dynamics, and the challenges. He emphasizes the importance of being clear and intentional in gathering information from all angles.
The second “C” is Connecting the Dots. This involves figuring out what customers need, what the company delivers, and identifying the gaps between the two. Once the information is gathered and the connections are made, the third “C” becomes critical: Communicate. Chris stresses that being able to tell a story is key, particularly when leading large teams. “Leaders often talk about their vision or mission statement, but most people won’t remember those,” he says. However, a well-crafted story? That sticks. People remember stories, retell them, and, in turn, they rally behind the message.
The final “C” is Coaching. Using the story as a tool, Chris coaches others to move in the same direction, aligning the team toward a common goal. “The story becomes a guide,” he shares, “helping tens of thousands of people go in the same direction.” For Chris, this approach of consuming, connecting, communicating, and coaching has been his key to breaking through those proverbial glass ceilings throughout his career.
Advocating for Degree-Free Hiring
A defining moment in Chris Winton’s career occurred during the Obama administration around 2016 when discussions about the challenges facing the STEM pipeline gained national attention. As STEM initiatives were being launched to address the growing need for technical talent, Chris, a forward thinker, advocated for eliminating the degree requirement for entry-level software developers.
He recognized that digital natives—young individuals learning to code in middle school—were hindered by outdated expectations that required a four-year degree before they could be considered for tech roles. His advocacy efforts serendipitously aligned with those of Megan Smith, the Chief Technology Officer under President Obama, leading them to connect and collaborate.
Chris became a vocal supporter of TechHire, an initiative aimed at reshaping hiring practices in the tech industry. He was featured in the rollout campaign, emphasizing the importance of diverse pipelines into STEM jobs, which helped meet diversity, equity, and inclusion targets while addressing the STEM talent gap.
At FedEx, where Chris worked, the company was among the first to adopt this innovative approach, contributing to the emergence of coding boot camps like Black Girls Code and Basecamp Coding Academy. The Obama administration’s allocation of $3 billion in grants to cities and nonprofits further fueled this movement, turning Chris’s grassroots efforts into a nationwide initiative that fundamentally transformed how tech talent is sourced and trained across the country.
Leveraging Data for Employee Development
Chris often reflects on the influence of Fred Smith, the founder of FedEx and one of his early mentors. While Smith believed that “the information about the package is just as important as the package itself,” Chris argues that this idea needs to evolve in today’s workforce. He emphasizes that “the information about people is just as important as the people themselves,” highlighting the crucial role of data in managing a multigenerational workforce.
As Baby Boomers retire and younger generations like Gen Z step in, Chris Winton notices a shift in how loyalty is cultivated. He challenges the perception that newer generations lack loyalty, suggesting that companies are simply not adapting to their needs. For Baby Boomers, loyalty was straightforward, relying on good pay and benefits. In contrast, today’s workforce requires a more nuanced approach.
A pivotal experience illustrates this change. While working undercover in a warehouse, Chris encountered a young employee eager to transition into a marketing role, unaware that his manager had no knowledge of his career aspirations. Despite the company having collected data on the employee’s education, it had failed to use this information to support his development. “The data had become transactional,” Chris explains, pointing out a significant flaw in many organizations’ strategies.
He likens today’s workforce to the “Netflix generation,” where employees expect their companies to leverage information from performance reviews and career goals to suggest future opportunities. Ultimately, Chris believes that companies that thrive will be those that treat employee data strategically, aligning individual aspirations with organizational goals to foster loyalty and engagement. This, he argues, is the key to building lasting loyalty in the modern workplace.
Breaking Through Barriers
In 2020, Chris published a book on his C4 methodology, a project he felt deeply passionate about. With a touch of humor, he admits, “I don’t recommend publishing a book at the start of a global pandemic—it kind of screws up the whole rollout.” Despite the timing, the book was born out of a recurring question he often received: “How in the world did that happen?” or “How did you do that?”
These questions made Chris reflect on his own journey, prompting him to think about how to pass on the insights that had guided him. He realized that there was a method to his success—something repeatable that others could apply. As someone who started as an average student and made his way into the C-suite of two major companies, Chris wanted to show that there’s a way to break through barriers.
This book wasn’t just about sharing his personal story—it was about offering a framework for others to reach their full potential and break through their own glass ceilings. For Chris Winton, this was more than an accomplishment; it was a mission to help others unlock the same kind of success he had achieved.
Aligning Technology and Human Potential
When it comes to AI, we’re only at the beginning of what the technology can accomplish. However, he often reminds people that simply having a tool isn’t enough, saying, “A fool with a tool is still a fool.” For him, the real value lies not in the technology itself but in how it is applied to solve business challenges and create opportunities for people.
Chris emphasizes that the best companies start by identifying business problems or opportunities for their employees, not by focusing on the technology first. In his view, AI and other modern tools should be used to bridge employee goals with business goals, creating a win-win situation for both. This approach, he says, is where the real potential lies. “That’s the sweet spot,” Chris explains. It’s this alignment between technology and human potential that excites him most about his current role, and it’s what motivates him to push for innovative solutions in the business world.
The Power of a Mentor
Tracing back on his journey, Chris retrospects a pivotal moment in high school that shaped his future. It all started with a program called INROADS, which focuses on identifying and developing talented young minorities for leadership roles in both corporate and community settings. Chris Winton recalls how this program reached out to him when he was a teenager, opening doors to opportunities he hadn’t even imagined at the time.
One of the most significant turning points for Chris was when his first mentor, through INROADS, challenged him to write down his personal goals. At just 17 or 18 years old, he didn’t realize the lasting impact this simple act would have on him. That mentor, who inspired him to think bigger and push himself, is still part of Chris’s life to this day, over 30 years later, continuing to guide and challenge him.
Reflecting on this experience, he says, “Because he took the time to help me reach my full potential, my purpose in life has become helping others reach theirs.” It’s a commitment that has shaped not only his career but also how he leads and mentors others, driven by the same desire to unlock the potential he sees in them.
From Personal Growth to Leadership at the Forefront
The first step to effective leadership is truly understanding your own story, says Chris while emphasizing the importance of reflecting deeply on one’s personal journey, appreciating both the highs and the lows that have shaped who you are. For him, this self-awareness is crucial because it connects to what he refers to as the “C4 methodology,” a way of consuming and understanding information about yourself and then linking it to how your experiences can impact others.
Once you’ve taken the time to know your own story, the next step, Chris explains, is learning how to communicate it effectively. It’s not just about sharing your experiences but doing so in a way that inspires others. “Your story should become a testimony,” Chris Winton says, “something that gives people the push they need to reach beyond their limits.” Leadership is about using your story as a tool for coaching and guiding others. The same principles that apply to your personal growth, he believes, can be applied when helping others. Once you can do this consistently and at scale, that’s when you’re ready to lead at the next level.
A Strategic Approach to Success
Great leaders understand the need to balance three key aspects: people, service, and profit. According to Chris, keeping these elements in harmony is essential for long-term success. He acknowledges that strategic decisions often need to be viewed through the lens of these three factors, even though doing so can be challenging.
The market can present unexpected challenges, and pressure from employees or demands to enhance service for consumers can make it even more difficult. Yet, he remains confident that navigating these complexities is what sets extraordinary companies apart.
“It’s a complex challenge,” Chris Winton explains, “but when you maintain that balance, that’s when great companies become amazing.” He is proud to be a part of an exceptional organization like Comcast and believes the company’s success stems from consistently finding the right balance in every strategic decision they make.
