ABN AMRO Clearing USA LLC’s Post

🏆In the hushed corners of the business world, there's a tale that has become legendary—a tale about a company that dared to dream big. In a quaint office nestled amidst towering corporate giants, Vigilant Hire was born. Now, we are not industry leaders, but what we lacked in status, we compensated with audacity. You see, there's a power in perception. We understand that confidence could paint us in a different light. So, we are telling the world that we are industry leaders. The more we say it, the more others start to believe it.  Sure, we aren’t the biggest or the most established, but we have something unique—conviction. We believe in our vision and market it shamelessly. It becomes a self-fulfilling prophecy. Our future-to-be clients started to see us as leaders (marketing has no doubt about it), and eventually, so do we. We are what we claime, not in size, but in spirit. We are not industry leaders in the traditional sense, but we're leaders in belief, in audacity, and in the art of making others see us the way we see ourselves. And in the end, isn't that what really matters? Right? #HonestVendor

Are there conflicts happening amongst your top performers? If so, check out this article I contributed to and get some great tips! #leadership #conflictresolution #conflict #hr #strategiesforsuccess

Recruiting & retention are the biggest challenge RIAs face in 2024. Here are a few tidbits on incentives and equity sharing for you to consider on Citywire Wealth Manager Citywire RIA Citywire Are you struggling with hiring & managing? I can help. #leadership #compensation #iNSITE24

The conversation of CPOs making the move into a CEO position is one I am having more and more frequently within my networks. We live in a world where people-first operations are more important than ever, with a clear correlation between engaged employees and a positive bottom line, this progression pathway makes true sense. What are your thoughts on this line of succession? https://lnkd.in/gC9YHTiP

My People & Culture network is unlikely to be surprised by the insights shared in this brilliant article regarding the need for increased investment in human capital and leadership within the private equity. It is evident that many PE firms still struggle with a misunderstanding of effective human capital management and how to harness its potential. Traditionally relegated as "soft" concerns, people, talent, leadership, and culture are anything but. As research by Angus Bauer found, “companies that are better human capital managers create more value through the cycle… companies that have better human capital management specifically hold on to their returns through the cycle better than companies that do not.” It is disheartening that while PE investors continue to express confidence in hiring CEOs and CFOs, treating these individuals as integral components of their investment strategy, Chief People Officers (CPOs) or Chief Human Resources Officers (CHROs) in Portcos often remain marginalised, with many investors often confessing their uncertainty about what effective leadership in this function looks like. As highlighted in this article "The HR teams at Portcos emphasise transactional compensation (pay and benefits) and incentives (particularly for executives), but compared with public companies, they pay less attention to leadership bench strength or strategic human-capital investments (culture, training, and diversity and inclusion). Succession planning, too, is bypassed—ironically and unfortunately, given the high turnover." While I agree with this assessment to some extent, the core of the matter tends to lie that the most senior People & Culture leader in the PortCo at this stage is too junior and operational. Additionally, investment in the People & Culture infrastructure, particularly in terms of leadership, is frequently postponed or avoided – something that simply wouldn’t happen when appointing a CEO or CFO. However, when there is investment in recruiting a CPO (who is the right fit for their business), many Portcos witness all kinds of benefits. For instance, a CPO I had the privilege of placing, led a complete overhaul of their company's go-to-market model, having recognised an underestimation of people-related costs and a business model that was at odds with the company's objectives. This transformation, initiated and led by them, directly delivered improved profitability and potential for EBITDA growth. Landing the right CPO is a fine art. It requires the expertise of a recruiter who knows this space really well and is extremely experienced in assessing skill set—both in terms of technical proficiency and, just as crucially, personal attributes. This in turn enables the successful hire of a Chief People Officer who can unlock the barriers constraining your culture, leadership, and teams, to deliver value creation. #privateequity #talent #chiefpeopleofficer

Internal candidates offer continuity and familiarity, while external candidates bring fresh perspectives and transformation opportunities. The choice of CEO shapes the organization's future, making it a critical decision for any board. Explore the risks and rewards of internal vs. external CEO candidates in Aaron Sorensen's latest article with Directors & Boards.

Thank you for sharing your thoughts, Mark Nevins! This article sheds light on the critical issue of executive transitions and the associated risks. The stakes are indeed high, and success in the first few months is crucial. I am interested in expanding the conversation to include the challenges faced by individuals in middle to upper-management roles. While executive failure rates are well-documented, understanding the dynamics at this level could provide valuable perspectives as their roles are vital in executing organizational strategies. I'm excited to read your thoughts and insights on this topic! Please share them in the comments. #leadershipdevelopment #corporateculture #businessandmanagement

In succession planning, is it better to recruit internally, or externally? “Nancy May, founder and president of the BoardBench Companies, runs a governance consulting group that focuses on board quality, continuity, and director placement. She says there are risks to both internal and external candidates—the former might be good at functional roles, but can they lead? The latter may try to retrofit the culture and experience of their prior company, which can be a recipe for disaster.” #successionplanning #successcoach #businesscoach #succession #business2023

How to have better #leadership in #privateequity portfolio companies? That means bringing culture, engagement, career pathing, and other issues into the management repertoire. http://ow.ly/XYx250OCPXo