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.
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The National Association of Corporate Directors held its annual Summit in DC this week. The largest gathering of public, private, and nonprofit governing board members never disappoints. Continue reading “10 Takeaways from the 2018 NACD Summit”
Featuring Meg Crosby & Katie Spencer
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.
You’ve heard the argument for talent development and you’re committed to making it a priority. But where do you begin? How do you effectively grow and develop your people? Continue reading “Talent Development: Let GPS Be Your Guide”
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”
I was recently in a Board Governance Committee meeting discussing expanding the board. The CEO presented us with a list of possible candidates and asked, “Who on this list should we add?”
Cue my mantra: “structure follows strategy.” Continue reading “Structure Follows Strategy”
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”
It’s a nonprofit leader’s nightmare: an overnight funding shortfall that’s completely beyond your control. I know. I’ve lived it. Continue reading “Navigating an Unexpected Funding Shortfall”
Last week, I got a call from a non-profit in crisis. Trouble inside the organization spilled over into the board room when frustrated employees began calling board members to complain about the Executive Director. Because the Board Chair had not been evaluating the Executive Director annually, he was caught off guard by the sudden negative feedback and became very defensive.
As the issue heated up, the Board Chair, unequipped or unwilling to deal with it, abruptly resigned. Though the by-laws provided for a full complement of officers to carry on in the absence of the Chair, the board had not been abiding by those by-laws and did not have anyone in place to assume the role. When an emergency meeting was called, only a handful of members showed up, signaling a systemic lack of engagement. Continue reading “Good Governance Gets You Through a Crisis”
It’s no longer a buyer’s market for talent. Three key labor stats indicate that companies will be forced to do more to attract, retain and develop talent. Continue reading “Labor Stats Force a Shift in People Strategy”
Dysfunction at work is suffocating: it sucks energy from everyone involved, harms morale, impairs productivity and limits the team’s potential. Continue reading “Facing Team Dysfunction”
One of PeopleCap’s 6 Imperatives for High Performance is “Sharpen Focus.” We are always looking for creative ways to help our client companies set clear direction and align their organization accordingly. It was with that in mind that I picked up a copy of Measure What Matters by John Doerr to read at the beach this summer. It inspired me to sharpen my own focus and put into practice the organizational goal setting methodology detailed in the book that promises to “turn good ideas into superior execution.” Continue reading “What We’re Reading: Measure What Matters”
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.
Whether a leadership transition is imminent or a decade off, succession planning is not about identifying an eventual replacement for your CEO — it’s not about who winds up in the corner office. Continue reading “Succession is Not About the Corner Office”
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”
People drive results.
They are the key accelerator to success or the greatest impediment. If people are not performing at their highest potential, the business isn’t either.
The buck stops with the CEO.
A CEO’s primary responsibility is to achieve results – primarily through other people – Board, Executive Team, employees, etc. Great leaders know how to mobilize, energize, engage and grow their people to unlock their potential and maximize performance. Continue reading “People Drive Results”
Years ago, McKinsey popularized the phrase “The War for Talent,” and warned that the companies who were best at acquiring and developing high quality talent would be the most successful. Fortune 100 companies answered the call, as did many companies in Silicon Valley, where there was an urgent need to stay on the cutting edge.
For most of the rest of the country, however, the War for Talent wasn’t much of a reality. There was plenty of talent available, and the skills needed were not difficult to find. That is no longer the case. The landscape has changed. Having an effective strategy to develop employees is no longer optional – it is an imperative.
Several factors are converging to bring the war for talent right to the doorstep of smaller companies. Continue reading “Talent Development Is a State of Mind”
I estimate that I have sat through over 100 board (bored?) meetings over the last 10 years and, frankly, I want those hours back.
CEOs complain about a lack of board engagement. But it is impossible to be engaged while sitting through two hours of a quarterly review listing every single task the organization accomplished over the last three months. The truth is that board members do have a lot of value to add. And they are eager to add it. The challenge for CEOs is to run a meeting that invites participation and thought leadership.
Boost your board engagement by changing your agenda. Carve out time in each meeting to: Inform, Educate and Engage. Continue reading “Board Meetings Are Boring.”
I recently walked into a client’s office and immediately thought, “Wow. Guys work here.” Everything from the décor and furniture to the lack of communal spaces screamed “Men’s Club.”
This client is determined to diversify his workforce and figure out how to recruit more people of color and women to their company. The CEO’s intent is genuine: he knows it’s the right thing to do and that his company’s future depends on building a more diverse workforce. With this goal in mind he has already begun taking some important steps toward gender inclusion including mentoring women and adopting more flexible workplace policies. Continue reading “Set the Stage for Gender Diversity”
Meg and Katie enjoyed discussing People Strategy and Nonprofits with Jeremy C. Park on his April 15th cityCURRENT radio show. Click here to listen to their segment!