Author: John Ryan
Simply stated: I believe that pursuing diversity makes better business sense than recruiting a homogenous team. A diverse team is more likely to embrace and value innovation and to interpret market changes and disruption. Diverse teams will make more informed decisions than homogenous teams, because they are informed by a greater array of perspectives. If you’re looking to reach a broad audience, as most businesses are, and the brains of your organization is comprised of only American men, Japanese women, Millennial men, Boomer women, etc., then you’re simply going to miss things.
Author: Chris Swan
In September, I sponsored the AEC Advisor’s Chief Executive Summit in Manhattan. It was the inaugural event for this AEC Advisors, a split-off from the EFCG. The attendees include 260 CEO’s and other top industry executives from architecture, engineering, environmental, and a few construction executives. The sessions were focused on business valuation, excellence in performance, and corporate development. It was a mix of industry leading-public firms and ambitious boutiques.
Author: John Ryan
Could your family and friends be getting sick of hearing you complain about your boss? Do you find yourself making regular post-work proclamations like: “You’ll never believe what he did,” or “you’ll never guess what she said”?
** As published on Association for Manufacturing Excellence (AME)
Parents are eager to see their kids settle into “good jobs,” those that invite fulfillment, job security, and financial independence. Many families find themselves struggling, though, with the prohibitive costs of higher education. Even if one secures a good job upon graduation, starting adult life throttled by debt is a problematic formula.
**Published on Commercial Construction & Renovation
As executive search consultants for TRANSEARCH International, clients trust us to identify their next senior leaders. We identify, attract, and hire executives who align with our client’s long-term strategies. We find executives with the leadership competencies to impact the unique culture of our clients’ organizations. It’s a challenge we enjoy.
The luxury of our job is that we are routinely networking with executives at the top of their respective fields, giving us the chance to learn about the high-level strategic trends transforming various industries; for example, we recently completed a search for a client expanding their presence in the emerging Smart Cities market.
** As published on AESC Bluesteps
What does it require to advance from a management position to an executive role? When you’re a manager, you do the hands-on work of ensuring that your team’s day-to-day operations run smoothly. You’re a team super-user, versed in the systems and operations that enable your unit’s daily efforts. You oversee that work and keep those who execute it motivated, engaged and fully operational. It’s a complex undertaking and handling it well can be the ideal preparation for new challenges.
** As published on AESC Bluesteps
Serving on a non-profit board is a full body exercise in governance. Board members contribute far more than just their votes. They fill a vital leadership role that engages both their subject matter expertise and their leadership skills.
A board member’s role is to advance their organization’s mission and vision. They do so by understanding and championing the needs and values of all stakeholders who interplay with the organization. To serve their institution well, board members must be good listeners, versatile professionals, and big-picture thinkers.
It’s a thrill and a challenge to steer an organization as a member of a leadership team. Each board member has to deftly strategize as it relates to his or her particular area of expertise but also play the larger game of governance, acting as the generalist the organization needs.
If you’re considering serving on a non-profit board, here’s what you need to know as you pursue that ambition.
