Forefront Business Services LLC
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|Posted on March 1, 2016 at 11:48 AM||comments (26)|
It is amazing to me that so many small businesses still look at Leadership Development from a perspective as "optional" versus a necessity. No wonder 70% of small businesses fail within 7 years of opening. While other factors such as finances, marketing, etc, play a part, I believe the fact that there is no CULTURE of leadership development in the company plays a major role. Plus, keep this in mind: By 2020, research shows that 50% of the workforce will be Millennials. Guess what? They do not hope for development to be a part of their relationship with the company they work for....they EXPECT it as a given. If not, they will move on. This article link proposes some very good considerations regarding leadership development and company culture.
|Posted on October 27, 2015 at 4:33 PM||comments (8)|
This is a great article from Flipboard regarding considerations should you want to lead in the future:
Let me know you thoughts!!
|Posted on October 14, 2015 at 11:37 AM||comments (110)|
As the adage goes, "Pay Me Now Or Pay Me Later". Many times, when you "Pay Later", it is typically reactive and under stress. Most non-profit companies have held off when it comes to leadership development. When it comes to Leadership Development in Non Profits, the reality today is:
· It is estimated that 75% 0f Non Profit Executive Directors/Leaders will be retiring or leaving the industry in the next 5 years. That's the C-Level dilemma.
· It is estimated that the front line leaders of a non-profit company/agency manage 80% of the employees...yet most receive little or no leadership development to manage the front line or develop to be your next generation of leaders. That's the front line dilemma.
· Studies continually show the #1 Reason why someone leaves their place of employment is "conflict with their immediate supervisor". That is the company wide leadership dilemma. Yet, that has never challenged many non profit leaders to implement leadership development programs.
Problem 1: Non Profits need to realize that the leadership development needs and gaps will be intensifying over the next 5 years. It is a dilemma that any Board or CEO can no longer ignore.
Problem 2: Lack of Adequate Budgeting or Funding - for training or development staff. Salary and benefits are a challenge and care always takes precedence.
Solution: Once CEOs and their Boards accept the realities above, they need to seek out leadership development (not training) companies that you can afford and can develop their frontline, middle and C-level leaders effectively and efficiently.
Or, if you are a small to medium sized non-profit organization, go to:
|Posted on March 13, 2015 at 3:49 PM||comments (101)|
After a long battle between who makes a better entrepreneurial leader, one who is more introverted versus one who is more extroverted, along comes probably the best answer, the Ambivert.
Check out this latest article from Entrepreneur magazine and let me know your thoughts:
|Posted on March 13, 2015 at 3:43 PM||comments (287)|
As it is "Location, Location, Location" for Real Estate success, I believe effective leadership stems from "Communication, Communication, Communication". In fact, I stress with my clients that it is my belief that 95% of issues or conflict in the workplace stems from some sort of communication breakdown (Lack of communication, miscommunication, no clear communication channels, etc.). No, I do not have a study or trend to back this % up, but I say this more to encourage frontline supervisors, managers and leaders to evaluate the impact of communication, or lack thereof, and the resultant conflict in the worlplace.
What are your thoughts?
|Posted on August 28, 2014 at 4:13 PM||comments (23)|
Please read this article and think about if your small or medium sized company has a strategy of initial AND continual leadership development of frontline managers and supervisors. Frontline leadership development should not be an "optional luxury" but a "necessity" for the growth and sruvival of the company into the future.
|Posted on April 24, 2014 at 10:22 AM||comments (10)|
I firmly believe that any leader should first look at what they have brought to any conflict or situation in the business setting. And after any reader here nods, are you ready for the next comment:
“The number one Reason an Employee leave a company is due to conflict with their Immediate Supervisor”.
“What? Hogwash!! The employee decided to leave, not me. It was Money. They were never happy. It was their fault.” In some cases, that may be the reason. But at some point, leaders of small to medium sized companies are going to have to “self-evaluate first” and agree or not agree that how employees are being managed is the number one reason why employees leave. So, if this is really true, why do so many small to medium sized company leaders (not for profit or for profit) disregard this information and not train themselves or their frontline leaders?
Because they want to save money to lose money. What??
Many small to medium sized companies who have employees do not want to invest $5K-$10K a year developing the leadership skills of their managers, but unknowingly are content to spend $3K-$5K PER EACH EMPLOYEE who has left the company to onboard a new employee. “That seems high!!” Really?
Check out these sites:
Excerpt: “Turnover costs include productivity losses during training, recruiting and lost work while a position is vacant. For all jobs earning less than $50,000 per year, or more than 40 percent of U.S. jobs, the average cost of replacing an employee amounts to fully 20 percent of the person's annual salary”
Excerpt: “Turnover seems to vary by wage and role of employee. For example, a CAP study found average costs to replace an employee are:
16% of annual salary for high-turnover, low-paying jobs (earning under $30,000 a year). For example,
So, small to medium sized company leaders: Multiply the number of employees who left last year times $5K.
If you still believe my blogs are not inteneded first to be informational, but only self serving or sales oriented, then maybe you will believe these other sources:
Excerpt: “Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring.”
Excerpt: “A bad boss is also the number one reason why employees quit their job.”
I am here when you are ready to talk. I have my MA in Clinical Psychology if you need a shoulder to cry on, but also my MBA when you are ready to implement a cost effective Leadership Development program approach to reduce staff turnover.
Someone just thought, “I knew it!! There is the sales pitch”. True, but whether you contact me, some other well known company, or not, the information above still stands true on their own.
|Posted on April 19, 2014 at 12:32 PM||comments (237)|
I developed my Frontline Leadership Development Program over 14 years ago to address the reality that most small to medium sized non profits and businesses (including the ones I worked for) had no formal supervisory or leadership development program. Only supports might be allowing the managers to go to a one day free training or to a two day training for $300....per person. Most small businesses want strong leaders but cannot afford to or do not invest in their manager's growth. Many small business leaders want their frontline managers or leaders to be effective but have never empowered them with the the tools to be effective.
But can small businesses "afford" not to invest in their frontline managers and leaders? I say No. Check out this article and let me know what you think?
|Posted on October 24, 2013 at 4:33 PM||comments (10)|
Frontline supervisors in small businesses are many times expected to be both "managers" and "leaders" in their roles. In my years as a manager, Director and Executive, it was my experience that frontline managers tended to move more towards those "manager", task related expectations, where the tasks were objective, tangible and could be completed in a time frame. The often less trained "leader" skill sets and requirements, still an expectation of frontline supervisors, tends to be a development oversight by administration and avoided by the supervisors. Why? Probably because leading involves people and moving them towards visions and the completions of tasks. Less tangible and objective.I have seen many very good frontline supervisors complete the tasks (thinking they were being an effective manager) of their direct reports than engage them to complete the tasks themselves. But these two very important skill sets do not need to be seen as seperate, but effectively complementary.
Check out this link for further discussion on what I am proposing.