Five years ago, I was invited to join Borshoff’s ownership group. While I had managed teams and been a “boss” before this point, becoming an owner caused a major shift in my responsibility. Each year I was less involved in “doing the work” and more involved in leading the teams that do the work. As I struggled to focus more on people, one of the best books I could have read was Radical Candor by Kim Scott. Scott taught me what good feedback looks like and how to deliver it effectively. But the real gift is that she taught me what being a boss is really all about.
I was heading to Portland, OR for Hood to Coast, a 199-mile relay race, when I realized I was flying across the country to do two things that exhaust me – run and meet new people. In addition to running, I was joining 11 strangers for two days, spending many sweaty hours together in a van.
Aligning a company’s sales strategy across departments is no longer just a good idea, it’s imperative to driving sustainable revenue. It’s crucial to ensure everyone in your organization is working together to create the best customer experience. Removing any disconnect and creating a sense of purpose also creates accountability and improved collaboration.
Historically, women have been an underutilized part of the work force, especially in STEM (science, technology, engineering and math). As more women consider fields such as information technology (IT), methods of recruiting and hiring should be examined and modified to make sure they’re effective for a more diverse population.
Gas. Electricity. Nuclear power. Water. When these vital plants and networks are damaged by storms and natural disasters, lives are disrupted, even lost. Utility companies work hard to maintain their equipment to reduce the amount of impact, but these acts of God aren’t preventable.
Aging is an uncomfortable topic that people have struggled to discuss since ancient times. That same discomfort exists in organizational diversity and inclusion (D&I) initiatives, too, and failing to face it head-on may result in age discrimination complaints. While many CEOs experience success with overall D&I programs, a PwC study found only 8 percent of CEOs target age-related D&I in their policies.