Herbert, Rowland & Grubic, Inc. - HRG的动态

STAKEHOLDERS MAPPING FOR YOUR ENGAGEMENTS Prioritise by ranking pressing issues This will help in determining which stakeholders are most useful to engage with. There is a grid you can use in sorting your priority as below: High power + High level of support = Manage closely The Chief Executive Officer of your place of work or your line supervisor falls within this category. They are very powerful and are involved in the day-to-day running of the company. They see who does what and who doesn’t. So they are directly involved in your growth. You have to manage them closely and they have to see you as effective, but be careful not to be seen as playing for attention. High power + Low level of support = Keep Satisfied The Board members of your company are in this category. They are very powerful as well but not involved in the day-to-day running of the company. They do not see who does what and who doesn’t but only read your periodic performance appraisal presented by your CEO. They are involved in your growth but may give you low direct support. You have to keep them satisfied through your appraisal by your superiors. Low power + High level of support = Keep Informed Your colleagues that are roving around the same cadre needs to be carried along. You need to work open-door and open-minded, and give room for collaboration, partnership and support with them. They may not have the power to determine your appraisal but their words may inadvertently get to High Power people. Low power + Low level of support = Monitor The last kind of people on the grid is the junior staff in a company. Their job specifications may appear insignificant but they are majorly gate-keepers for the High Powers. They carry files, they serve teas, they are the drivers and their careless talk may be vituperation or endorsement for you. You’ll need to keep a close eye on them. Mapping your stakeholders at the workplace allows you to understand the level of engagement that you require from the people working with you on delivering a particular project or outcome. You need to categorise stakeholders based on their interest, attitude or their level of support. Remember, always keep your friends close and your foes closer!

We believe that investing in operations is an investment in abundance - particularly as we move into more mature phases of business and impact. After an intentional and, frankly, energizing hiring cycle, during which our team got to learn and practice how to apply our values and vision to every aspect of the recruitment process, we are excited to welcome two incredible humans to our team to bring leadership and depth to our operations. Yesterday, we introduced you to our new Operations & Client Success Lead Katie Green in our last post (in case you missed it: https://hubs.ly/Q02STDwM0) Today, we’re introducing you to Lina Moreno who joins us as Operations & Administration support to which they are bringing their rich background in organizing, process design, and project management – all informed by deep experience in community-based facilitation. Born in the Andes, in Colombia, they’ve called Tiohtià:ke (Montreal) home for over a decade. Lina cares deeply about ensuring our operations are inclusive and supportive, aligning perfectly with Purppl’s values. In their new role, they are focused on streamlining our internal processes and improving our day-to-day operations. Their attention to detail and commitment to accessibility ensures that Purppl runs smoothly behind the scenes, making every interaction with our clients and partners more seamless. “What I love most about Lina is the way they create transparent systems that elevate equitable and inclusive practices alongside efficiency,” says Katie. “This reduces hustle culture, increases access to information, and creates space for wellbeing and work-life balance.” The systems that Lina builds thoughtfully consider all aspects of the business/organization, using iterative processes that are responsive to both organizational and user needs. “I have always been drawn to the behind the scenes work that sustains systems change. Streamlining operations is critical for expanding collective capacity and amplifying impact, especially when scaling a social enterprise,” says Lina. “Whether managing calendars, updating data, generating reports, or optimizing workflows, I love finding ways to elevate and refine organizational processes to support growth.” Welcome Katie and Lina! We’re grateful for your passion and expertise as we streamline our operations and put more focus where it counts: on our relationships and collective impact. Get to know these two fascinating humans, including their approach to building wellbeing into the fabric of an organization on our blog: https://hubs.ly/Q02STydd0 #OperationAbundance

#Unlocking #Growth: #Empowering #Local #Managers in #Corporate #Infrastructure In the ever-evolving landscape of corporate infrastructure, the role of facility and infrastructure managers stands as a cornerstone for operational efficiency and client satisfaction. Yet, for many of us operating at local branches, there's a pervasive sense of stagnation—a feeling that our potential remains untapped, relegated to mere execution rather than meaningful decision-making. As a facility and infrastructure manager myself, I understand the frustration of being confined to the realm of ground-level execution without the opportunity to contribute to policy-making or strategic decision processes. This sentiment is echoed across many small city branches, where the locus of decision-making power remains firmly entrenched within the confines of head office. While the centralization of decision-making can streamline processes and ensure uniformity across branches, it inadvertently stifles innovation and professional growth at the grassroots level. Local managers possess invaluable insights into the nuances of their operational environments, insights that often go untapped in the absence of a platform for meaningful contribution. The essence of effective management lies not only in the execution of tasks but also in the ability to shape policies and strategies that align with the unique dynamics of local markets. By empowering local managers with decision-making authority, companies can unlock a wealth of untapped potential, fostering a culture of innovation and adaptability from the ground up. The benefits of decentralization extend far beyond individual career growth—they translate into tangible improvements in operational efficiency, client satisfaction, and ultimately, the bottom line. Local managers armed with decision-making authority can swiftly respond to localized challenges, tailor services to meet specific client needs, and drive initiatives that resonate with the communities they serve. Moreover, empowering local managers fosters a sense of ownership and accountability, instilling a deeper commitment to organizational goals and values. When individuals feel valued and trusted to make meaningful contributions, they are more likely to invest their time and energy into driving positive outcomes for both the organization and its clients. To truly thrive in today's dynamic corporate landscape, organizations must embrace a paradigm shift—one that recognizes the inherent value of local knowledge and expertise. By decentralizing decision-making processes and empowering local managers, companies can position themselves at the forefront of innovation, adaptability, and sustainable growth. It's time to unlock the full potential of our corporate infrastructure by entrusting local managers with the authority and autonomy they need to drive meaningful change from the ground up.

Is your organization struggling to bridge the gap between planning and execution? Our latest blog from Mona Tawakali, Chief Strategy Officer, explains how business goals and objectives should guide talent acquisition efforts, ensuring hiring professionals attract, develop, and retain the talent needed to execute the company's strategy effectively. Aligning business and talent strategies is the key to sustainable growth. Learn how to create a motivated workforce with the right skills to meet your goals. https://hubs.ly/Q02S1cCz0 #TalentStrategy #BusinessGrowth #EmployeeEngagement #OrganizationalSuccess #TalentAcquisition #Recruitment #RecruitmentMarketing

Micro managing is dead. Top Employer's always do one thing right: trust. Trust that employees know when to push hard and when to step back. If you can’t trust your team to own their time and deliver results the best talent will find somewhere that does.

They don’t want you micromanaging. You don’t want to micromanage either. (That’s why you hired them, right?) So why interfere with what your direct reports are doing? Chances are, it’s a lack of confidence - and that usually comes from unclear expectations. What’s the solution? Manage by metrics. Here are a few examples: 1. Operational efficiency (e.g., cost per investment or operational expenses as a percentage of revenue) 2. Deployment of capital within strategic timeframes 3. Investor satisfaction and retention rate 4. Hiring timeframes & cost Each of my direct reports is responsible for their own set of metrics. Our 1-1’s are simple: Are we on track to hit those metrics? If not, what’s the plan to get us there? Because, at the end of the day, it’s not about how they achieve the goal. (As long as it’s ethical and in line with our values.) What matters is the - The metric. The outcome. Let them own the how.

In today's ever-changing world, Business Development personnel face numerous challenges in today's fast-paced and complex business environment. These difficulties can hinder their ability to thrive and achieve organizational goals. Here are some key factors contributing to these challenges, many of which I have personally encountered: 1. Lack of Training and Structure: A significant hurdle for business development managers is the?lack of training and structured processes. Many organizations fail to provide adequate training, leaving personnel unsure about how to prioritize their responsibilities effectively. This absence of structure can lead to inconsistent performance and hinder their ability to meet targets. 2. Demotivation and High Expectations: Business development roles often involve diverse tasks, and when results do not meet expectations, it can lead to?demotivation. The pressure to generate leads and close deals can be overwhelming, especially when facing frequent rejection from clients and the fear of not meeting targets set by management. 3. Relationship Management: Forming and maintaining relationships with clients is crucial yet challenging. Business development professionals must possess strong communication skills to build rapport, which requires time and consistent effort. However, the pressure of daily tasks can detract from relationship-building efforts, leading to missed opportunities. 4. Time Management Challenges: Effective time management is critical for success in business development roles. The need to juggle multiple responsibilities—such as lead generation, client meetings, and internal office processes and activity—can overwhelm personnel, leading to burnout and reduced productivity. There are several other factors that can hinder productivity in Business Development personnel, including internal barriers, talent shortages, among others can create a complex environment. Addressing these issues requires a strategic approach focusing on training, clear communication, and fostering a supportive organizational culture.

In a world where business evolves rapidly, how can your organization stay ahead? One crucial adaptation is shifting from a traditional job-focused approach to a skills-based approach. Read our latest blog to discover how this strategic shift can redefine talent management and drive business success! https://lnkd.in/ewEpsruX

I can’t do better than my colleague Chris Smith’s comments below after the PEI conference but a few programs and themes that stuck with me: Interesting programs: Advent has partnered with Harvard Business School to build a Leadership Academy to accelerate the path of some of the rising stars within their portfolio companies Ares runs a DEI Portfolio Company Council with 100-day plans for new investments Premira has started an Executive Compensation platform Warburg has developed a HiPo Financial Leaders program, an initiative dedicated to the development of top performers in the finance function at their portfolio companies. Themes: The increasing involvement of the operating and talent # at the Board level Talent as a leading indicator of business health The growing importance of Advisory Partners and Advisory Groups; what a great way to leverage executive talent ?Leveraging Data, Analytics, and Insights but there is no substitute for EQ on leadership teams Happy to discuss! #HRPracticeLeathwaite

Some days you just have to get out of the office - today is one of those days We're joining Xpertise Recruitment at the North of England Technology Leadership Conference 2024 at Bolton School Theme: How businesses are growing through M&A and private equity investment and how technology leadership plays its part Over the past few years we've helped a lot of founders in the USA get ready for exit - from outright sale, M&A, Investment or MBO - and the challenges are always the same - Sub-optimal organisational design - Fragmented operating model - Misaligned tech stack If you know, you know And our network of fractional consultants have helped our clients in so many ways: Immediate Value Providing the exact expertise they need, when they need it. Whether it's scaling operations, improving project efficiency, or building a new strategy, consultants can step in quickly without the overhead of a full-time hire Efficiency without Compromise Why pay for full-time overhead when you can access the exact expertise you need - whether that’s strategy, project management, or tech leadership - on a fractional basis? It’s smart spending that doesn’t sacrifice quality New Perspectives With experience across industries, fractional consultants bring fresh ideas and solutions from other sectors that can give your business a competitive edge Scaling with the Client Fractional consulting grows with your business - when you need more support, you can scale up, and when you need less, you’re not tied down by long-term commitments. It’s flexible and efficient. As you can see, I'm passionate about the 'win-win' of this model And it's good to see many other traditional consultancies and recruitment agents taking this seriously as well The Future is Fractional If you're in Bolton today, go say hello to Stephen Faulkner-Atkinson and Adam Handforth