Showing posts tagged with: Leadership Development

New Ammunition in the Twin Cities War for Talent

All Blog Posts, Talent Acquisition, Talent Management / 10.03.2015

For decades recruiters have known that it is really hard to get people to move to the twin cities but that once they do it’s impossible to get them to leave.  An article in the March 2015 issue of the Atlantic entitled “The Miracle of Minneapolis” penned by Derek Thompson highlights a compelling economic reason behind this adage: no other city mixes affordability, opportunity, and wealth so well.

Minneapolis – St. Paul was one of only three major metro areas to be on two top 10 economic lists that recently came out. The first is a Trulia study that looked at homeowners’ monthly payments in each city relative to the areas median income. The second a Harvard-Berkeley study examining which cities have the highest intergenerational mobility.  Many metropolitan areas seem to have caused a trap for their younger residents in which they cannot afford housing and find a job that positions them well for the future. The Twin Cities seems to have realized both affordable housing and upward job mobility.

Other top ten lists that the Twin Cities makes such as the most bike friendly city, Money’s best place to live, and most fit city are just icing on the cake.  The fact that young families can come here for great careers and affordable housing is very compelling value proposition for millennials and this article is a great arrow in your quiver for attracting top talent.

How has the Twin Cities done this and continued to make its mark as a strong business friendly region? According to Thompson, “The Twin Cities’ housing and tax-sharing policies have resulted in lots of good neighborhoods with good schools that are affordable for young graduates and remain nice to live in even as their paychecks rise. This, in turn, has nurtured a deep bench of 30- and 40-something managers, who support the growth of large companies, and whose taxes flow to poorer neighborhoods, where families have relatively good odds of moving into the middle class.”

A fact often touted in the region is that the Twin Cities has more Fortune 500 companies per capita than any other metropolitan area. One strong reason for this is the deep blend of 30 and 40 something talented middle managers that help build and grow those companies.

As you recruit out of state talent for your business, let them know that the Twin Cities, along with your company, is a place that grows, fosters and retains talent like no place else.

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Vistage Minnesota

The Top 5 Reasons Why Minnesota Entrepreneurs Join Vistage Peer Groups

All Blog Posts, Coaching, Vistage Peer Groups / 27.11.2013

As one of the leading business coaches in the Twin Cities, I routinely hold executive peer groups featuring the state’s top CEOs and entrepreneurs.

Everyone has a unique set of motivators for joining a Vistage CEO Peer Group, but there are five reasons that I continually encounter:

1.  Better business results, quicker

Most entrepreneurs didn’t go to “CEO school.”

These entrepreneurs are typically great at sales, developing innovative products, putting together deals, or they may be taking the reins of a family owned business.  Regardless of how they have come to lead their businesses, most entrepreneurs are self-taught and have learned by trial-and-error.

 

2. Learning from failure, without failing

Failure is the best learning tool – but it doesn’t have to be your own failure.

Many entrepreneurs join Vistage peer groups because they want help making better decisions and they want to learn from the experience of others’ mistakes rather than making the same mistakes themselves.

 

3. Leadership Growth

Minnesota entrepreneurs that join Vistage often seek to become better leaders.

Vistage CEO peer groups have peers who will push entrepreneurs out of their comfort zones to address the business and personal challenges that are holding them back.

 

4. Camaraderie

Entrepreneurs often seek relief from the isolation that comes from running an organization.

It really can be lonely at the top, and entrepreneurs need a confidential sounding board with whom they can be vulnerable and discuss their failures and fears, not just their successes.

Friends and family can lend a sympathetic ear, but they usually don’t have the experience to be helpful or the perspective to help the entrepreneur see what they are doing to create a problem.  An entrepreneur’s own company executives may have their own agendas or lack the courage to tell them the kind truth, and a board of directors responsible for CEO evaluation and succession is often not the first place they want to go for help.

5.  Growth Acceleration

Vistage group members want access to business experts and resources that will help their businesses thrive and enhance their lives.

For example, at least six times a year, best-in-class speakers come to our meetings to do workshops on critical topics including:

  • Creating a culture of alignment and accountability
  • Increasing employee engagement
  • Building a world-class sales organization

For specific issues, entrepreneurs can get referrals to local professional service firms who other members have used to get great results at a reasonable price.


Brian L. Davis, PhD is the leading Vistage chair in Minnesota.  With one of the highest-rated Vistage chair practices in the country, Mr. Davis has coached some of the top executives in the Twin Cities.  Mr. Davis business leadership coaching skills have been noted by a variety of publications, including The Minneapolis Star TribuneThe Minneapolis/St. Paul Business Journal, and Entrepreneur Magazine.

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Is your high potential leadership program on the “Fast Track to Failure”?

All Blog Posts, High Potential Programs, Leadership Development, Succession Planning, Talent Management / 14.03.20102 comments

Short-track Skater Bradbury Wins as 3 ahead of him fall

Most corporations are worrying about how to accelerate the development of successors for the expected exodus of “baby boomer” executives.  While the impact of the financial crisis on most 401k plans may have delayed this exodus, the demographics haven’t changed, and within 5 to 10 years, a huge number of senior leaders will need to be replaced.

In working with dozens of companies on succession management and leadership acceleration programs, I have found that most are focusing almost exclusively on the organizational side of the equation—How to identify leaders with high potential (HIPOs) and then accelerate their readiness to step into the next role.  Seldom, however, is enough attention paid to the individual side of the equation.  The underlying assumption is that being tapped as a high potential is a huge benefit to the individual, and the individual’s aspirations as well as the significant downsides of being labeled a “HIPO” often are ignored.

Bottger and Barsoux of INSEAD spell out some of these potential hazards to HIPOs in their brief article entitled “Fast Track to Failure” in last month’s Conference Board Review.  It is an open letter to newly anointed HIPOs, warning them of 4 inherent traps that can derail the most promising of careers, and well worth a quick read.

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To make sure your high potential leadership program is on the fast track to success: 

  • Clearly define what is meant by “potential” vs. “performance” or “readiness”
  • Accurately measure potential
  • Make high performance a requisite for becoming and remaining a “HIPO”
  • Avoid labeling people as “High Potential” too early
  • Make sure you are having the right conversations with HIPOs so they know they are valued and to assure your expectations are in line with their aspirations.
  • Accelerate their readiness through feedback, coaching, and action learning teams

I will expand on each of these in my future Monday morning blog posts.

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