Taking Care of Your Business

Employee Development: Part 2 of Addressing the Great Reset

This is the second in a three part series on how to address the "great reset" that is occurring among employees across so many industries.  Major shifts in the workforce pose significant challenges in recruiting, retaining and developing employees.  Leaders need to shift accordingly.  Employee development is a key strategic opportunity meeting these challenges.  The first element is developing both the technical and interpersonal skills of employees.  These are sometimes referred to as "hard" and "soft" skills, but this overlooks that soft skills are actually the hardest skills of all to master!  The second element of employee development is personal and professional growth: defining a future beyond the job an employee has been hired to do.  Career paths are a powerful way to develop employees, and too often underutilized in many organizations.

Onboarding: Part 1 of Addressing the ”Great Reset”

This is the first in a three part series on addressing the "great reset" that is occurring in the workforce across the country.  Some have described this as the "great resignation," but resignations are only part of the story: there is a fundamental shift in the workforce--a reset-- that is posing significant challenges in hiring, retaining and developing employees.  With the workforce in "reset" mode, companies need to respond in kind by resetting what they do.  The first strategic opportunity that needs to be reset is onboarding.  Leaders need to move from general onboarding to one that is role-specific; from onboarding that is "once and done" to a process that is ongoing; and from a focus on policies, procedures and employee benefits to culture and behaviors.

Accountability and Psychological Safety

Accountability--answering for one's own performance--is a key feature of high performing teams.  The four basic steps involved--see it, own it, solve it, and do it--are necessary but not sufficient. The other key concept is psychological safety: the shared belief that it's OK to take risks.  It is a sense of confidence that the team will not embarrass or punish its members when they put themselves out there.  When accountability is high, but psychological safety is low, employees are anxious.  They are wary about taking risks or seeking help.  When psychological safety is high, but accountability is low, this breeds complacency.  And when both psychological safety and accountability are low, employees are apathetic.  The best leaders create an environment where both performance accountability and psychological safety are high.  This powerful combination optimizes team and individual performance. 

David Friedman: Culture as Competitive Advantage

Culture has become the hottest word in today's organizational lexicon. From boardrooms to locker rooms, everyone's talking about the critical link between culture and extraordinary team performance. Yet, as clear as that link may be, understanding what culture is, and what to do about it, has always been so murky. Until now. In this interview with Vistage Chair Jeff Oak, David Friedman reflects on his game changing book, "Culture by Design," which cuts through the fog and provides a simple, clear, and practical roadmap for building a high-performing culture - in any organization. Friedman brings a level of credibility and practical wisdom that stands in stark contrast to the typical academic treatment of culture.

How to Navigate Changing Market Dynamics: Interview with Roy Ryniker

Jeff Oak interviews Roy Ryniker, President of Reorganization Alternatives Group, Ltd., about how to refocus your company in response to changing market dynamics.

Mike Cuneo, Wealth Manager

Mike Cuneo, Managing Partner for Compass Advisors, describes his commitment as a fiduciary to put the needs of the client first when providing financial advice. As an advisor to many small business owners, he sees that there is often significant overlap between the financial performance of the business and the owner's individual financial plan.

Blueprint Part 4: Improving Culture

This video on improving culture is the final segment in a four part series on the topic, "The CEO's Blueprint for World-Class Leadership."  Culture is a company's DNA: it sets you apart, helps you attract and retain talent, and makes customers proud to work with you.  There are three tangible steps leaders can take to strengthen their company's culture: create a rallying cry, embrace diversity of thought and build resilience.  

Blueprint Part 3: Driving Purpose

The topic of this video is "driving a sense of purpose," the third in a four part series that provides a blueprint for world-class leadership.  A company's purpose is its fuel: what keeps the company going.  And one of the most important things a CEO can do to ensure lasting success is communicating a clear mission and purpose.  Employees today are free agents, and it's more important than ever to build a purpose-driven culture that appeals to the type of employee who will drive the business forward.

Part 2 Blueprint for World-Class Leadership

This is the 2nd in a 4 part series on world-class leadership, which includes building trust, driving a sense of purpose, improving culture and fostering success. The video begins with the recognition that employees need to be able to trust their leader as someone they can turn to during uncertain times. Great leaders build environment where employees can trust each other, as well as their leaders. And the best CEOs also trust their employees: trust is a two way street. The 3 steps to build trust are: demonstrating integrity, delegating effective and leaning on teams to find solutions.

CEO Blueprint Part 1

This is the 1st in a 4 part series that provides a blueprint for world class leadership, adapted from Sam Reese's experience advising CEOs all over the world.  This plan describes how to build trust, drive purpose, improve culture and foster success.  The foundational principles for world class leadership include: focusing on what you can control, not making excuses, setting clear goals and focusing on results, continuously improving and celebrating both big wins and small ones.