Entrepreneurs
Culture drives a new CEO's success as he/she assimilates into a new organization as much as the individuals leadership toolbox. The chief human resources officer can provide 'straight-talk' to the CEO to break down the silos and boundaries that get in the way of change.
Frederick W. Wackerle, The Right CEO – Straight Talk About Making Tough CEO Selection Decisions, Jossey-Bass 2001
As an entrepreneur, you know that continuously improving the level of talent in the organization and unlocking its value is your most important responsibility. With shortages in "been there, done that" entrepreneurial talent and the need for new leaders and teams to make immediate contributions, you need practical and creative solutions to increase the contribution of talented people within your organization while simultaneously reducing the risks of poor hires, unwanted turnover, and ineffective leadership transitions.
You may also have a ready-to-implement technological advance but are limited by your own time, finances, lack of a board or advisory team, or not having the "right people on the bus in the right seats."
Has your business experienced the following problems?
- A newly appointed leader repeatedly demonstrates poor judgment during his first 90 days in a new role, alienating his team and stakeholders to the extent that they withdraw their support and/or leave the organization?
- An important cross-functional team hasn't met its objectives, causing a significant business problem to worsen or a new opportunity to be missed?
- You are ready to bring new products and services to the market but have gaps within your current team's ability to execute?
- Your team doesn't have the time to focus on new leaders?
- Your team is stretched by multiple initiatives and adding a specialized resource would expand your effectiveness?
- Need to recruit and retain (or engage as an interim basis) an outstanding national industry, technical, functional, and business development person or team?
We can accelerate your strategic accomplishments with practical, creative, and measurable contributions to meeting leadership development objectives when you need to create a new team, bring a ready-to-implement technological advance to market, turn around a department or business unit, improve your leadership or team on-boarding process, or coach newly appointed leaders.
- Developed on-boarding "road maps" for new sales leaders and their staff that accelerated their time to producing revenue.
- Led a project to select a national leadership assessment vendor to improve hiring results and reduce cost-per-assessment.
- Educated leadership teams about the ROI of effective leadership changes and key processes and tools which support individual, team, and organizational transitions.
- Developed the global onboarding process for Vice President-level leaders based in Tokyo, Singapore and London.
Adidas, NM Business Leadership Network, Thomson, Ernst & Young LLP, Citicorp Diners Club, New Mexico Angels, Lockheed Martin, Baltimore Symphony Orchestra, IGATE Capital Management, and Computer Horizons Company