National Center for Healthcare Leadership (NCHL)’s Post

I love working with great people! I have been reflecting on some of the stand-out strengths I see demonstrated when I work with boards to build their systems and culture: ⭐ a desire for the board work to generate outcomes for the customer/community, not the individual directors ⭐ a desire to work strategically despite environmental constraints ⭐ a growth mindset and attitude of continuous learning in governance ⭐ inclusion of other key roles in board development activities – bringing along the CE, senior exec and board secretary (as the directors can’t function without them!) ⭐ genuine commitment to the values of the organisation and alignment with personal values There are so many more, but these are some of the soft signals for me that they are on the right track… Ella Hodgson Fiona George Terri Gasparich Sam Robb Vikki Paealiki Michelle Halvorsen-Jones Heather Lowery-Kappes Hi I’m Erica: governance advisor, professional facilitator and joiner of dots. I support businesses to thrive using values-based governance and reflective leadership. You might be at a point of transition, a strategic impasse or stuck in the weeds with BAU. Let's work better together so you can get going with confidence...

Here is an interesting job for a macro social worker.

I’m for a company where voices are heard, and opinions are seen. I’m for a company that promotes growth, not just in profits, but in people’s potential. I’m for a company where leadership is about guidance, not control. I’m for a company that listens to its employees with the same importance as a press conference. I’m for a company that respects the real-life responsibilities of its people. I’m for a company that understands that not every day is a good day, and that's okay. I’m for a company where leaders recognize and value the effort their employees put in. I’m for a company where mistakes are seen as opportunities to learn and improve. I’m for a company that believes in work-life balance and supports the well-being of its employees. If you already feel this way in your workplace, you’re in the right place. This is what real leadership should be about: fostering environments where trust, empathy, and growth thrive. Leadership isn’t just about results; it’s about creating spaces where people feel seen, heard, and supported every day. When we feel like this in a company, performance follows naturally.

Are you a business owner or Senior Leader in an organization grappling with challenges like: 🛑 Unnecessary Turnover 🛑 Poor Performance & Production 🛑 A workplace culture no one wants to be a part of 🛑 Ineffective Leaders & Managers 🛑 Minimal to no onboarding for new folks These are a few of the major issues those leading the charge are faced with today. Thankfully there's hope! Each and every one of these situations can be improved. Hiring a Fractional Chief People Officer part-time allows your organization to hire a partner for your Senior Leadership team to focus on things that need to get done as it relates to people and culture. This person can have direct reports & help to coach and mentor other Leaders in the organization. Think about it. No excessive salary. No bonus plan. No company stock. No W-2 employee. Real partnerships and real results. Setup your appointment today to learn more at https://lnkd.in/gnhBYjqc.

The right people in the right seat is everything. We just hired a director of recruiting who helped us 10x the business. This only happened because we fired the person previously in the role. Here are 5 lessons I learned from this experience: 1. Competence does not equal right person for the job 2. Growth mindset & leadership >  just getting the job done 3. Full visibility into the operations →  better decisions 4. Hiring someone with previous experience →  new ideas to our team 5. Hire for the future. She’s overqualified and this will take us to the next level I continue to ask myself,  “do we have the right butts in the right seats?”

🤓 Curious about Sales Geeks and their approach to Sales Leadership...? Watch 😎 James Denny CPBA CPMA F.IPS explain our services and approach in this video. If you'd like to know more, feel free to DM me or book an appointment for a chat. 'Sales Geek Glasgow Peter R Barclay 🤓 MISP Don't forget to check out our Sales Geek hashtag and join the conversation! #salesleadership #salesgeek #salesgeekglasgow

Hiring is a leadership problem.   It sounds straightforward, but it's not always easy. We often think hiring is just about filling a role, but it's much deeper. It's about culture, about creating a team where the standards come from within—not from the top down.  Too often, we fall into the trap of thinking expectations should come from leadership. But the truth is, the strongest teams are the ones where the people hold each other accountable. I don't want the CEO policing me. I want my team to.   People are more willing to meet the standards when the team enforces them. They feel like they belong, so they'll rise to the occasion—not because the boss said so, but because the team set the bar.   The best teams have high standards—not just to get in, but to stay in. It's not just about hiring—it's about setting a clear mission, vision, and culture. And when people understand that, they want to be a part of it.  Hiring is a two-way street. Make it count.  

Do you forget to appreciate the small things in life and are always on the hunt for more? Take a Pause ⏯️ Let's appreciate the little wins and celebrate ourselves a little more. PS: We are hiring at multiple positions at Compliance Calendar ®, especially in leadership and business development roles. Let's speak!!

OK EV Industry Hiring Managers! This is an Executive Level P&L and Global Supply Chain expert. She is passively looking (Aka working for your comp) and would love a remote opportunity (open to travel)! 💠 FlanStaff Candidate- P&L - Global Supply Chain Executive 💠 💠 Strategic Leadership in Electric Vehicle Technology 💠 Led the development and launch of cutting-edge electric and robotic product offerings, contributing to an 80% increase in annual sales and driving significant revenue growth. 💠 Supply Chain and Cost Management Expertise 💠 Delivered $30M in annualized savings through strategic sourcing and operational improvements, stabilizing supply chains, and implementing sustainability initiatives. 💠 Proven Success in Turnarounds and Startups 💠 Successfully navigated companies through challenging periods, including maintaining operations during Chapter 11 bankruptcy, while achieving a 50% increase in profitability for the Aftermarket Business. 💠 Global Program and P&L Management 💠 Managed a $500M P&L, overseeing diverse departments including R&D, global sourcing, and business development, while leading a team of 11 directors with a $60M annual budget. 💠 Innovative Cost Reduction Strategies 💠 Achieved 3% total material savings by developing and executing global cost reduction programs, leveraging cross-functional teamwork and supplier partnerships to expedite cost-down projects. 💠 Inspiring Leadership and Stakeholder Collaboration 💠 Known for identifying untapped revenue opportunities and fostering innovative solutions through effective collaboration with key stakeholders, inspiring teams and driving continuous improvement. #EVIndustry #ElectricVehicles #SupplyChainExpert #ExecutiveLeadership #GlobalSupplyChain #PandLManagement #StrategicLeadership #RemoteWork #TechInnovation #Sustainability

Does this track for other people? Leadership seems like the only role where knowledge about leadership isn't required and studying leadership isn't viewed as experience. On individual contributor job postings, you'll see "BS+10 years of experience, MS+8 years, or PhD+6 years". However, on 1st rung leadership/management job postings, it's "minimum of 3+ years leading a cross-functional team". When I apply to these positions, having studied Creativity and Change LEADERSHIP for 1 year as well as founding a cross-functional, cross-site knowledge management group and being the supervisor for multiple interns, I'm routinely told I don't meet the basic qualifications because I didn't have permanent direct reports. Yes, I'm personally frustrated by this at the moment. But that's NOT the point of this post. Why do we treat leadership so differently than any other skill? You wouldn't hire someone as an engineer who spent a year or two with an engineering title over someone who has a degree. So why do we do this for leadership? I'm curious to hear your take. Let me know below.