PeopleCap is pleased to announce that Co-Founder & Principal Meg Crosby has been asked to serve as an Operating Partner of Memphis-based SSM Partners, a growth equity investment firm focused exclusively on software, services and healthcare. Adding Meg’s experience and expertise to the advisory council reflects the significant value SSM and its portfolio companies place on their people, leaders, and culture.
There are multiple factors, completely unrelated to ability, that drive decisions to put employees in people management positions, including the desire to: attract and retain top talent; recognize and reward service; or the need for someone to manage a growing team. Often these ancillary reasons result in managers who can’t manage. Successful leadership development begins with leadership selection. Continue reading “Before You Promote”
I have worked with many companies who have described their culture first and foremost as “a family.” What they generally mean is that they greatly value the relationships that they have with their colleagues at work. Though there is nothing wrong with building strong relationships with your colleagues, I have found over the years that the “family” culture has a dark side – a lack of accountability. Continue reading “The Dark Side of the “Family” Culture”
Last year, I was asked to serve on a panel in Atlanta with senior executives of Cox Automotive, Rheem Manufacturing, and Delta to share insights on cultivating an effective culture. Cox Automotive, Rheem, and Delta were on the panel because of their vigilant commitment to maintaining a positive and productive culture for all of their employees. Collectively, they have over 100,000 employees, and their cultures are shaped every day by the actions and decisions of each of those 100,000 employees.
Innovate or die. The accelerated pace of technology disruption is putting companies under increasing pressure to innovate. But many companies miss the fact that there are two kinds of innovation and to win, you need to be good at both. Continue reading “Innovation vs. innovation”
In their first baseball tournament of the Spring, my son’s team found its way into the Championship Game. Late in the game, we had runners on first and second. We needed to move the runners around, but stealing was out of the question. Their catcher was throwing everyone out.
#21 came up to bat. He had gotten on base every at bat during the entire tournament, and this was his chance to remain perfect. The coach gave him the green light; but he didn’t swing for the fences. He laid down a beautiful bunt. Continue reading “#21 Culture Decision”
On a recent trip, I flew Southwest Airlines and read a great article by Matt Crossman in the in-flight magazine eulogizing Herb Kelleher, Southwest’s long tenured and beloved CEO who passed away in January. The article describes Herb’s leadership style and the legendary culture he created at Southwest.
If your company is growing rapidly, then this book is for you!
Blitzscaling is loosely defined as the playbook for “building a dominant world leading business in record time.” Most importantly, Blitzscaling requires prioritizing “speed over efficiency in the face of uncertainty.”
Blitzscaling is not for everyone. We’re talking hypergrowth and first mover advantage here. It’s not for those who crave work life balance or modest market share. This is the winner-take-all model that companies like Amazon, Google, Facebook, and Apple have built. Continue reading “What We’re Reading: Blitzscaling”
I can’t roller skate. Never learned. While roller skating isn’t a skill I need regularly at this point in my life, the reason I can’t roller skate is important.
When growing up, it seemed like every birthday party was at Skateland. Every. Single. One. I couldn’t skate; and so every time, I sat at the tables outside of the rink and watched everyone make fools of themselves – slipping and falling. Some kids were so bad, they had to have a walker to hold them up. I wasn’t about to make a fool out of myself, and I stayed safely on the outside. Continue reading “Get in the Rink”
I have been working for months on the content for a 4-hour workshop to help executives lead effectively in a talent-driven economy. This past week, I had the opportunity to conduct the workshop with three consecutive groups of key leaders – totaling about 55 people. At the end of the workshop, the group leader asked each member to provide feedback on what went well and what I could improve. So, by the end of the week, I had stood in front of 55 people each of whom told me something negative about my presentation or my delivery. My self-esteem was in the toilet. Continue reading “Receiving Feedback is Humbling”
Recently, I was out of town facilitating a Board/CEO retreat. The retreat was incredibly productive. Everyone willing to put tough issues on the table and candidly discuss them. At the end of the retreat, strained relationships had been strengthened, expectations had been clarified and agreed upon, and there was an understanding and appreciation of the value each member of the Board could bring to the CEO. There was an enthusiasm, cohesion, and excitement in the group that hadn’t been present for months. To say that I was riding high would be an understatement. Continue reading “You Can’t Leave without Telling Me!”
Recently I attended my first wedding as a “friend of the Groom’s parents.” I’m happy to report the wedding circuit redux is as much fun as the first time around but with less responsibility. (I didn’t have to wear a bridesmaid’s dress or write a toast!) In between the first dance, the cutting of the cake and the dance floor favorite, “Twist and Shout,” the conversation among the parents of 20-somethings turned to child’s career plans.
One common theme from this group of highly accomplished professional parents was this: Our kids from the on-demand generation may not fully understand that the road to success is long. Continue reading “No Short Cuts on a Ladder”
By now, most of us have attended some training session where we practiced listening and repeating back to a partner what we heard. The importance of listening has been drilled into us for a while. But in my experience, a lot of leaders fail at Listening 101. Continue reading “When Leaders Don’t Listen”
Growth is a double-edged sword. Success provides the opportunity to grow. Growth is a reward for hard work and success. And yet, growth is hard. It often requires a new focus, new leadership, different skills, and possibly a new structure. As CEO, you are tasked with building a new, larger company while continuing to run the company that currently exists. The downside to growth is that it comes with significant risk; because so much has to change, you can’t just go back to the way things were if the change is not successful. In many ways, growth is an all or nothing endeavor – it is critical to get it right.
In this short video, Co-Founder Meg Crosby gives an overview of her Vistage Workshop: People Strategy in a Talent-Driven Economy. PeopleCap looks forward to participating in the 2018 Memphis Vistage Executive Summit on Thursday, October 25th, 2018.