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”
Nonprofit leaders – stop selling yourself short when it comes to recruiting great talent! The nonprofit sector is an incredible career path for a bevy of reasons. Use that to your advantage to find great talent and make sure candidates know how you can positively impact their career trajectory. Continue reading “Go for it: Pursue Top Talent!”
Evaluating the Executive Director doesn’t have to be painful, overly time consuming or complicated, but it does need to happen.
Evaluating the ED is about three things: goal setting, alignment, and accountability. An ED’s evaluation actually begins 12 months out when the Board and ED work together to establish and agree upon goals for the following year. The process helps to align the Board and ED around those goals and set expectations for how they will work together to achieve them. At the end of the 12 months, the evaluation becomes largely about accountability. Were the goals met? Why or why not? Continue reading “Good Governance: Evaluating the Executive Director”
How might we create workplaces where all team members are able to thrive? How might we create workplace climates that are authentically inclusive, setting conditions where people of color and women are excited to join your team? The future of strong workforces depends on building diverse teams in organizations ready to value and champion them. Join Momentum for this interactive session where you’ll learn more about creating environments where people feel seen, heard, and supported.
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.
The necessity of developing talent is at an all-time high; yet, prehistoric performance reviews roam free – devouring hours of productivity and lowering morale without having any meaningful impact on organizational performance. Most HR departments don’t believe annual performance evaluations provide accurate data, and many managers and employees simply dread the process. In a study by Mercer, 95% of managers reported being dissatisfied with their performance management process and 90% of heads of HR did not feel their system provided accurate information. Continue reading “Performance Management is Evolving: The New Paradigm”
The topic of corporate culture is ubiquitous. You cannot open a copy of the Harvard Business Review or a McKinsey Blog without seeing some reference to corporate culture and the need for executives and boards to manage it. And while there has been a lot published on this topic, we still find that many don’t quite understand what “it” is: They don’t understand what culture is and why it is so important. So, for them, I offer this explanation: Culture is the Boss when the Boss is not around.Continue reading “Culture is the Boss”
At some point, leadership transition is a reality for all companies. One HR executive I recently spoke to is concerned that her 300-person company has built such amazing employee loyalty that approximately 35% of their workforce will retire in the next five years! Another organization is concerned that their founder-based brand will not survive the CEO’s retirement. And the CEO of yet another larger company has unintentionally sparked a c-suite jousting match leaving his executive team more focused on positioning themselves for his crown than on working together to run the company.
Last year, I decided on a whim that I wanted to do a Half Ironman.
As I started to sketch out a plan, the enormity of the race started to sink in – a 1.2 mile swim, followed by a 56 mile bike, followed by a 13.1 run. I had a long way to go. I had never done a triathlon — not even a baby one. I had never swum a complete lap without stopping; my longest bike was 25 miles; and I hadn’t run in almost 2 years — and even then, my longest run had been 5 miles. Continue reading “When It Comes to People Strategy, Success is in the Grind”