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!”
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.
This dynamic becomes even more complex when the growth is backed by investors who join your Board. Continue reading “Leading an Investor-Backed Company”
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”
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”
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”