Published October 5, 2014. bostonglobe.com/The Boston Globe (original article can be viewed here)
Q. There is plenty of information about getting prepared to go out on maternity leave. But how do I come back into a leadership role, act professionally, focus on work, and n… Read More >
Executives who’ve been out of work for more than a year and are looking for jobs face two big challenges: They’re competing with employed professionals, as well as applicants who’ve been out of work for less time. But a year is not an unusually long time to be out of work for execs. The average length of unemployment for them is nine to 12 months. It takes executives longer, on average, because they often have non-compete clauses in their severance agreements preventing them from working for a competitor for a year; there are fewer executive jobs than non-exec jobs and employers vet these candidates slowly because they’re costly.… Read More >
Gone are the days when above-market investment returns can be achieved through financial engineering alone. Clearly the financial expertise of a private equity partner can fuel the next-stage growth of a company, but today’s investors are keenly aware that operational expertise is also critical to the growth and profitability of platform companies.
If your investment horizon is three to five years, you have six months (and certainly no longer than a year) to get top leadership right at your platform companies or they will under-perform compared to investment expe… Read More >
This article appeared on Human Resource Executive Online.
Most companies have core values that revolve around quality and employee satisfaction, but I've seen over the years how many miss an important opportunity to reflect those values in their approach to outplacement.
Organizations I work with offer professional-career-transition services to individuals leaving the organization (albeit some more systematically and consistently than others), and all seem confident enough of a good return on their investment to continue providing the benefit. What has… Read More >
Remember your first experiences with baseball, such as joining the local team, or the first time you sat before a piano? What was the key to success? You probably answered, a great coach.
Your coach’s job was to teach you the basics of playing, and after that, to help you hone your skills. The process usually included observing you at play, assessing strengths and areas for improvement and helping you to see what the coach observed. A coach, seeing opportunities for skill building, would spend hours assisting you to achieve new levels of success. During some of these h… Read More >
Many interviewers will open the interview with the open ended prompt “Tell me about yourself…” Interviewees often find this question to be particularly difficult to answer but with preparation it offers an opportunity to highlight your skills and focus the interview on your strengths.
Responding with a tight, relevant, and compelling answer sets the tempo for a great interview, but launching into an unstructured monolog can cast a very different, and not nearly as positive, tone for the rest of the meeting. Your respons… Read More >
Just as the ancient Roman philosopher Seneca defined luck as “what happens when preparation meets opportunity,” the same is true for achieving career success.
There are an infinite number of ways to define career success. It’s always personal, it’s usually multifaceted, and it often evolves over time. Some measure success in terms of salary. Others view it in terms of title, level, or professional designation. Another gauge may be the reputation that can be cultivated in their chosen industry or field. Yet another focus may be the perceived impact and… Read More >
Embarking on an organizational culture change effort is a lot like running a marathon. Both can seem daunting, but both are doable. They do not demand extraordinary skill but they do require persistence and determined effort over time. To achieve success, you must have the courage to start, the strength to endure, and the resolve to see it through.
We have all heard the saying “it’s a marathon, not a sprint,” but for the analogy to be meaningful, we need to dig deeper to uncover the lessons and observations behind the catch phrase. There are three key compo… Read More >
Effective leaders are like orchestra conductors: just as the conductor is tasked with optimizing and harmonizing the efforts of each musician to create something greater and more powerful than discrete individual performances, leaders are expected to do the same. The primary responsibility of both leaders and conductors is to make sure everyone is on the same page, knows the part they are expected to play, and have the skills to perform. They ensure that people know what is expected of them, are given the opportunity to practice to their part, and receive feedback to improve individ… Read More >
One-on-one coaching helps leaders set clearer goals, take action toward the realization of their vision, make better decisions, and expand the use of their natural strengths. Effective coaching entails a collaborative process of equipping leaders with the tools, knowledge and opportunities they need to self-manage, develop change resiliency and become more effective.
The coach’s job is to motivate and help enhance the leader’s competencies, resources, and creativity. While the coach provides feedback and an independent … Read More >