Capacity

Capacity

Business Consulting and Services

Albany , NY 192 followers

We infuse fractional and temporary talent to operationalize your strategy and get projects moving.

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About us

Mission-driven former CEOs, C-Suite leaders, & Project Managers who believe great companies and organizations can only reach the next level if they have the talent and capacity to focus on projects, systems and initiatives that will push them forward. We partner with non-profits and small businesses to place temporary and fractional leaders in high-impact roles to cover vacancies and short-term leaves, as well as oversee and manage strategic org-wide initiatives that you have wanted to launch for six months but haven't had the capacity to take action.

Industry
Business Consulting and Services
Company size
2-10 employees
Headquarters
Albany , NY
Type
Self-Employed
Founded
2023

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  • View organization page for Capacity, graphic
    Capacity

    192 followers

    Here we go!

    View profile for Trisha Cornwell, graphic
    Trisha Cornwell

    Social Impact Consultant I AI Enthusiast I Former Non-Profit CEO I Mom

    Today, is my last day as Vice President of People Operations and Strategy at Megawatt. Over the last two years, I have worked with some of the most brilliant, kind, and witty humans on planet earth. 💻 I have learned how remote marketing agencies run. 🧠 I have broadened my knowledge and skills in B2B tech. ✅ I have seen what excellent operating optimization systems can look like in a small company (hello, Rippling, Slack, Hubspot & Monday.com). 💁♀️ I have served on an all-female leadership team with some truly badass women (Kristin Allaben Andrea Schiavone Stephanie Yoder Amanda Hasto Kristen Hallberg Reavis Meg Scarborough) in an industry where 90%+ of agency owners & leadership are male dominated. 🔎 I have gained clarity about the type of work I want to do in the future. ❤️ I've built meaningful relationships with some of the best content marketing experts on earth. Adam Patton Lucia Giles Sarah (Kollmorgen) Cottone Maria Nunez, MBA Jessica Shannon, CAPM Alison Sifflet Alisa Harring Alexandra Lin Holden Margaret Torres Angel W. Sima Ackerman Maryles Jenna Kominski (She/Her) Samaria Johnson, Lawren Henderson But, what I will remember about this job 20 years into the future is the team we built and the commitments we held to our core values in times of stress. On the rollercoaster that was B2B Tech in 2023, I have watched a company that stayed true to its values through the high points and the low ones. I am grateful for this experience and ready for what the universe has in store for me next! Tomorrow, I will step full-time into my role as CEO of Capacity. This is my first time 100% self-employed (ahhh!) but I am ready for the challenge. I am currently working with philanthropic foundations, non-profits and small businesses to add operational and strategic capacity to their teams and organizations. If this sounds like something you may need, I would love to set up a call or Zoom. Ready, set, go!

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  • View organization page for Capacity, graphic
    Capacity

    192 followers

    "Clear is kind" One of my favorite Human Resources leaders, Erica DyReyes, shared this quote with me during my time as Executive Director of EMERGE. As people managers, we are often "afraid" to tell our direct reports, managers and even our peers the truth about the ways they are not meeting our expectations. This is also true in our personal relationships. But we have to remember that expectations that are not communicated can never be met. When we avoid providing clarity, we choose to live with the current reality. If you feel an unresolved tension about an issue, behavior pattern, or dissatisfaction on deliverables, here are few questions to ask yourself: 1. 🗒 Have I CLEARLY set expectations for my team or this role? -Are they written down in a place you both can access? -Have you had a direct conversation to set the stage? -If you asked your team as set of questions about your expectations, would they all answer the same way? (Try it!) (In my experience, many performance issues are rooted in a lack of role clarity and decisions rights. As a manager, taking time to help your team get super clear can be game changing and save you hours of time and mental energy) 2. ↗ Is the tension you feel a problem or a preference? -Can you name 3 negative outcomes as a result of allowing this to continue? -Is this actually a "you" problem? If you accept something will never be done exactly how you would do it, is it still a problem? -Is this worth your time to address? What are you trading-off in your week to deal with this issue? Some things are and others are not. (In my experience, many management issues are actually uncommunicated manager preferences vs. true problems. Make sure you know the difference.) 3. 😢 Are you avoiding providing feedback because you do not want to hurt someone's feelings? Try changing the word feedback to clarity. -Has this issue happened more than two times in the last month? -Do you feel nervous about bringing up the issue in fear of damaging you relationship? -Do you make clarity part of your daily/weekly check-in? (In my experience, most people perceive the word "feedback" to mean negativity but it shouldn't be. Feedback is clarity and clarity is kind. Try adding 10 minutes to your check-in agenda each week to provide clarity. This will force you to address issues as they arise and continue to get clear each week with the people you work with. Making clarity part of your relationships will build trust, respect and increase performance) Happy Thursday!

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