Together for Short Lives’ Post

Thought for the day - Board Hires and Diversity If you are hiring a new addition for your Board, ask yourself do we need someone who knows the organisation really well? Or do we need someone who knows the outside world really well?

“We are always training, always teaching, always coaching. If you want people to succeed, you have to be willing to teach them.” When you experience poor performance at a business, it’s rarely the employees fault. It’s the managements fault. Either they hired poorly or they failed to train properly. Attitude is key. Hire people with the right attitude and you’re half way there. "Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude." Source unknown. Attributed to Thomas Jefferson. It doesn’t matter who said it first. What matters is that it’s accurate. From there training should be a continuous process that fine tunes employee performance. Managers are a key part of this process. They’re on site every day. They therefore have the ongoing opportunity to teach and train everyday. The best managers do that, and they end up having the top performing employees. Hire great managers and give them the tools they need to continuously motivate and train their employees. It makes all the difference in the world.

When was the last time you spoke with your advisory CEO face to face to share your concern about your business? Broad Topic of Discussion: What is the sales and management transferable system for you to bring away? What is your various compensation? What is your legacy? What are our exclusive Partnerships? What is the direct mentorship? So what is your question? Remember, this is your business. Think business. Scott Tang Sign up link: https://lnkd.in/g8aNxPV3

Meet Mac Grimes, Director of Client Sales, with Consilium for 2 years. How has Consilium supported your professional development and career growth? My job at Consilium was my first job out of college. I had a few summer jobs here and there, but this was my first "real " job. So, I didn’t come in with the skillset of someone with experience in phones sales or someone who had been in the Locum Tenens business before. Consilium helped me develop the areas where I was lacking and taught me the skills I needed to succeed. I was able to start training people within 10 months. I hit senior-level in less than a year, and I should be a director in less than a total of two years. I’ve gotten to travel to my states multiple times for conferences and client visits. I’ve been lucky enough to be included in leadership classes each month covering different aspects of life, both personal and career-driven. Those leadership classes have helped me so much personally and career wise, and I’ve developed much faster than I thought was possible. What advice would you give to someone who wants to enter a client sales role? Some people might say experience, but I didn’t have that when I started – and I’ve been successful. So, here’s what I would say: Come in and be a sponge. Consilium has such an in-depth learning plan that focuses on you and your development, so soak it up. Have an attitude that you want to be the best, and live that attitude. This job is what you make it, so if you come in ready to learn and willing to put in the work, you can do great things. What’s something about you (a fun fact) that not many people know? I love sports, but funny enough, I was a lead actor in an award-winning short film as a kid. #teammemberspotlight #consiliumstaffing #youareconsilium #teamwork

Twenty years ago today—on my birthday—I nearly quit my very first management job, during my first week. I had just accepted a role managing a team of 20 software engineers. I was so early in my career that they had to make an exception for my years of experience. I was a level below every other manager on site. The team I inherited was under intense scrutiny, several months behind schedule due to circumstances beyond their control. The previous manager—who had created the mess—had been promoted to engineering site lead. He invited me to his impressive new office on what we called "Mahogany Row." Soon after, every leader above me in the organization walked in, surrounding me—a group of older, white men, standing and glaring. Their message was crystal clear: everything was now my problem. They wanted to turn the screws, ramp up the pressure. I suppose they thought that would motivate me? I remember standing there, tempted to quit on the spot and return to my role as an engineer. Instead, I took a breath, nodded, tried to smile (not sure if I succeeded), and walked out. What did I learn? Many of those leaders were driven by their reputation, image, and titles. They assumed I could be controlled the same way—by leveraging ambition and making veiled threats to my status. But why the need for such a dramatic display? I believe they were showing me how they expected me to lead—by turning up the pressure on my team and using threats. I think they already sensed I wasn’t that kind of leader. They feared I would be "too soft" or "too accommodating" to my engineers. I'm so glad I didn’t quit that day. For the past two decades, I’ve loved leading teams. And I’ve never led my teams the way they modeled for me. Ever. Instead, I’ve followed my instincts—and it has worked out well. Seeing my teams thrive and grow, and hearing that I’m "the best manager I’ve ever had," makes all those meetings where I had to bite my tongue a little more bearable.

How is Kirsten building a rewarding career? From entry-level to Vice President, her career journey at Fisher Investments highlights the importance of supporting clients and building strong relationships. Check out her story on our blog! https://bit.ly/3DEesac #FisherInvestments

➕ Shaping, refining and jointly evolving that vision to be even more powerful based on a deep understanding of the marketplace. This is the kind of work that makes my heart skip a beat. Working with a visionary CEO is my calling, and I feel so honored to have their trust in such a sacred process: bringing their vision to life 10x. Shout outs to the CEOs that inspired and trusted me: Don Barden, Ph.D., James V. Anderson, DMD, Ali Oromchian, Esq. and now Rachel Krug. 🖤 #marketing #CMO #visionary #CEO #visionaryceo #10x

Everyone is building their initial opinion of you as the CEO early in your employment, including people you have worked with for years. Making a good first impression will convey a lot about how you plan to lead differently from the previous CEO and how you have led in other positions, as well as the chance for renewal you envision for the company. 

I'm convinced we've all experienced it at one point in our lives: post-decision dissonance. That happens when we start second-guessing big decisions we've ALREADY made – like buying a new car or starting a new job. And it's likely that your new hires are experiencing it right now. ⚠️ Check out my mini-blog in the comments below to learn more about post-decision dissonance and ways to mitigate it for your new hires. 💪

By the time you are interviewing for a board, the nominating and governance committee will likely already have a thorough understanding of your skills and qualifications. Here are 4 ways you can prepare: https://lnkd.in/g7U3M6J7