A lot of leaders are struggling to lead young team members effectively. And sure, some of it relates to the Millennial generation. There are generational markers that shape our perspectives: My generation had MTV and Nintendo, Millennials have social media and smart phones. Those things definitely shape who we are. But I also think many of us Gen Xers were ambitious, impatient, wanting the world and quite convinced that we could be doing a better job in the CEO’s chair (okay, well I certainly was). Continue reading “Leading Young Employees”
While conducting interviews with employees for a client, one person leaned in at the close of the interview and said, “You’re so easy to talk to. Thank you so much – it feels like therapy!”
The great part was that this organization isn’t facing any issue of note and the interview was pretty basic, as interviews in my world go – nothing heavy or emotional came up. It’s not uncommon for people to respond this way following an hour telling me about their work lives, some even get a bit choked up or cry. Continue reading “Listening Is Therapy”
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”
Great talent is hard to come by and non-profits find themselves with the added disadvantage of limited budgets. In this increasingly competitive landscape, what is the role of the board in ensuring the organization has the talent it needs to thrive and drive impact? Nonprofits have historically underinvested in talent both financially and from a development perspective. How can the board help grow the team’s skills, develop future leaders, support the retention of key talent, and invest in longview strategies for the benefit of the organization?
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”
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.
When: Friday, October 26, 2018 from 12-1:30PM. Lunch included, and free to attend.
Where: Lipscomb & Pitts Building (2670 Union Avenue Ext), Memphis, TN 38112
Overseeing ED Performance Doesn’t Have to Be Painful: Let’s face it, it’s tough to effectively oversee the performance of the Executive Director. And yet, it’s a vital function of the board to ensure successful leadership of the organization. Don’t wait until problems arise. Join PeopleCap to learn how to establish a proactive system for performance oversight based on partnership, trust, and feedback that will help your ED and organization reach their full potential.
The Board’s Role in Talent Development: Great talent is hard to come by and non-profits find themselves with the added disadvantage of limited budgets. How can the board help grow the team’s skills to increase impact, develop future leaders, and support the retention of key talent without stepping on the toes of the ED’s daily management responsibilities? PeopleCap will walk you through strategies to develop your organization’s talent without breaking the bank and in support of the leadership.
People drive results. They are the key ingredient for achieving nonprofit mission impact or its greatest impediment. If people are not performing at their highest potential, the organization isn’t either.
The buck stops with the ED. An Executive Director’s primary responsibility is to realize mission impact – primarily through other people – board, employees, volunteers, etc. Great leaders know how to mobilize, engage and grow their people to unlock their potential and maximize impact. Continue reading “People Drive Results”