Eclipse Group LLC’s Post

This week we're spotlighting NCEDA member Joe Madren! Originally from Burlington, is an alumnus of North Carolina State University. Presently, he calls Apex his home, where he serves as the Director of Business Development Mid-Atlantic for Shook Construction.  Five questions for Joe:  1. What do you love the most about your job? Knowing that I was a part of meaningful projects that impact communities in a positive way and then showing them to friends/family once completed.   2. What is your go-to comfort food? Pizza 3. How did you get into the field of economic development? Leading growth strategies for various corporations 4. What career advice to do live by? "Culture eats strategy for breakfast." by Peter Drucker   5. What is your favorite place that you have traveled? All throughout the Alps! #EconomicDevelopment #NCEDA

The mission of The Plenteous Life is to advance and amplify the mission of The Innovator Leader like Chad Wright of Forward Partners. We help you overcome the constraints of Scarcity, Stagnation, and Strain so that you can make More Than Enough of what matters to you and those you serve. Discover what working with TPL could mean for you https://lnkd.in/gzKSBR7D

Gentle musings – the honour of working with talent I think my most fulfilling professional sensation ever is how my last team grew. It is near-impossible to articulate the joy in managing daily a team of bright, talented, enthusiastic individuals. It also transformed my professional ambition, from “what can I achieve?” to “how do I slingshot this gang past me?”. I feel very lucky to have had that privilege. My first years of line management were mixed. I had at best 50:50 recruitment success. I saw some team members (inherited or recruited) highly resistant to my ideas, expectations and goals. (I was not, and will never be, a perfect manager. Nobody is. Some things I’ve learnt to change, some natural maturing over time, and more is to come.  Another story.) In 2018 and 2019, as my team expanded, I was questioning myself a lot.  I believed I had the right vision: my global team had historically not been seen as useful by our legal colleagues, and often adopted a “babysitter” role with clients. I saw potential as a core enabling pillar for both sets of stakeholders. I was determined to redirect my team’s mindset and outputs to that effect. I posted two days back about how I and my peers on the Hygiene Legal Leadership team formed genuine trust and respect through close and consistent communication. When I was struggling, they gave me phenomenal support and counsel.  I saw and learnt from each showing best-in-class management models for stakeholder relationships, team-building, development, air cover and expectation-setting. A real accelerator began at the end of 2018. Over several months, one of my direct reports and two of my peers each instigated the same conversation. It went “This person in my team has incredible potential. I think their best next phase of growth is to work with you”. I was hesitant. Partially due to my continued self-doubt and whether I could justify relocating individuals when I might be the problem.  Also about each recommendation. One of them had never stood out for me. Another had worked (double-hatting) with me in 2018, with output that I felt was a bit weak. I spoke with each nominee to assess them, explain my expectations, and understand their motivation. Ultimately as spaces came up, I trusted my peers and we went for it. All three recruits were so excellent that they triggered a new era for my team. I’m humbled to say that since then, all my peers have asked me to act as a “proving ground” for their highest performing talent. This means I’ve only had one external recruit in four years (who has also been a superb addition). The sense from having this joy compounded by the honour of that team being offered to you by your peers, is indescribable. I would love to hear further thoughts on this subject on internal v external, or how to handle management challenges. Please “Like” if you would like to hear more from me on growing a team, developing management skills, or working with talented individuals.

𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗠𝗲𝗮𝗻𝘀 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 The Rolling Stones stand out not just for their iconic sound and legendary performances, but for their remarkable demonstration of enduring partnership. For over six decades, Mick Jagger, Keith Richards, Charlie Watts, and Ronnie Wood have shown us what it means to build and maintain a successful collaboration. Their journey is a testament to the power of shared vision, resilience, and mutual respect. This enduring partnership has not only kept them relevant across generations but has also set a benchmark for success in any field. The Rolling Stones remind us that lasting success is built on a foundation of strong, collaborative relationships. Whether in music or wealth management, their story inspires us to cultivate enduring partnerships that can weather the test of time. Here's to The Rolling Stones - a symbol of timeless teamwork and partnership excellence! And here’s to Cerity Partners – building an enduring Partnership to impact the lives of our clients, colleagues and communities. #TheRollingStones #EnduringPartnership #TimelessSuccess #Teamwork #Collaboration #WealthManagement #AdvisorTreansition

Watch this exclusive interview with Polco's CEO Nick Mastronardi, and understand how Polco is transforming communities with data and engagement. Polco's innovative approach can provide #LocalGovs and #StateGovs with the tools to foster stronger community relations, make data-driven decisions, and drive positive change. Watch the interview now: https://lnkd.in/ey4C_Z2n #PolcoNews #InTheNews #Polco #BusinessSpotlight #CommunityEngagement #SuccessChronicles #Innovation #Leadership #BusinessGrowth #WatchNow #Interview

Good news for a lot of good people. As a sustainability expert, I can't help but hope expansion reaches beyond cell service. At their core they are a real estate trust and a lot more could be done with that real estate. Most of their towers are compatible with modern wind turbines and it doesn't impact service to produce energy with them at the towers. Just add some battery storage into the existing base square footage, many have a utility building onsite already, and you have emergency power. This power is already hooked into their service, the electrical grid, and the greater community using that cell service and that grid. Spread this technology across their tower network, you got a lot of kWh being produced. The infrastructure is already in place. The technology exists. The people on the ground are adaptable. The companies of the future will use multi-faceted sustainable solutions that involve renewable energy. This essentially eliminates their electric bill and potentially provides an additional source of revenue. With energy prices increasing, not investing in their own grid poses financial risk. Additionally, because the grid and tower are already there, the cost to create renewable energy at these sites, and the extreme reduction in resources needed to do such, is impossible to ignore. Help the company, help the stockholders, help the community, help the environment, create new streams of revenue, reduce strain on infrastructure, and reduce the resources consumed to create renewable energy. Its beyond a win-win solution.

Ross Perot Jr is a world-class leader and builder. "Do you know how long it took Perot and his team to go from the idea of building an airport in North Texas to completing that airport? Three years. His team forged through city councils, the Federal Aviation Administration, the environmental review, and Congress, all in about 18 months." "When we talk about making room for innovation and free enterprise or about supporting government that encourages investment and development rather than acting as an adversary, Perot Field Fort Worth Alliance Airport is the model." "Ross Perot's Alliance Airport has brought thousands of jobs to the north Texas region and contributed billions of dollars to the economy, but it has also helped build businesses around the country that might never have been without his investments, vision and hard work." Kudos to Kathy Crow and the Manhattan Institute for these words about his impact and to Ross, Jr. for his leadership for Dallas, Texas, and America. He's larger than life. https://lnkd.in/ewwGJx-8

Check out this new post written by the amazing Michael G. Stroud!

Watching this organisation 55/Redefined with increasing interest, loving what they're doing to drive understanding of the need for Intergenerational Organisations, for me that's Multi Generational (often the norm) combined with purposeful intention across all areas of the organisation-NOT just recruitment. 1.27mins in 3 top actions to discover how well your organisation is performing-unmissable.

"The people who do the work do the change" is another pivotal principle of Myron's Maxims, emphasising that those directly involved in the day-to-day operations of an organisation are best positioned to drive and implement change. This principle highlights the necessity of engaging frontline employees and team members in the change process, recognising their unique insights, skills, and vested interest in successful outcomes. #carvercoaching #myronsmax #teamcoaching #teamcoachinglondon #london #surrey #surreycoaches #icf