It’s time to stop the generation war and recognize that we’re all looking for the same thing and that our workplaces are better when they include the perspectives of all the generations. During the pandemic, people started to look at their lives differently, at their jobs differently. Employers looked at their organizations differently. And many of us have come out of the pandemic in the same, new place.
Read MoreThey do the performance development, and nothing changes. Why? Because a change in behavior requires practice, reinforcement, repetition. If leaders want to see real change when they implement performance development initiatives, they need to follow the three Cs of good management: Clarity, Communication, and Consistency.
Read MoreResearch shows plenty of upsides to diverse workplaces — more innovation, more successful decision making, better ability to connect with a wider variety of stakeholders. In 2021, after four years as a board member of the Philadelphia-Israel Chamber of Commerce (PICC), I was asked to serve as its president. Coming into the role, I knew we needed to make some changes.
Read MoreYou might think that since companies spend upwards of $2 trillion every year on acquisitions, they’re a sure thing. The truth is, mergers and acquisitions fail at a rate of 70-90%. The biggest hurdle companies face after a merger or acquisition is the integration of teams. Few take the time and give the focus needed to build cohesive teams.
Read MoreWhat do you do when you need to make an organizational change or let an employee down and you want to maintain a successful employer-employee relationship? For each situation, the first step is being willing to have difficult conversations with your employees.
Read MoreHow do you develop a system for compensation that gets you the talent you need, is relatively easy to administer, and is equitable across your organization? If I could impart two pieces of wisdom to every company with employees, they would be these: document every promise or concession you make; and assume compensation transparency.
Read MoreGiven the bonds that can develop in the trenches of an early startup or young business, it’s not uncommon for business relationships to veer into friendship. What happens when a company grows beyond a person that helped start it? And what do you do when you’re the one faced with that dilemma — do you choose the business or your friend? Or is there some way to choose both?
Read MoreIf you’ve turned your nose up at the concept of psychological safety because, frankly, you’re getting tired of trying to figure out every new buzzword, I’m encouraging you to rethink. Creating a workplace culture where people feel safe to be themselves and feel respected for their contributions is critical. You’ll lose talent if you don’t.
Read MoreAs your organization grows, expands, and perhaps becomes entirely virtual, you’re having to find more ways to create those frequent touchpoints. Quarterly meetings are an excellent tool for communicating your vision and ensuring alignment on your team.
Read MoreWhat coaching style do you need to use with each of your team members? Just like you probably have a coaching style you’re most comfortable with, each of them also has a style of being coached that’s most effective for them. You have to coach the people who report to you, so as a leader and a coach, you may have to get comfortable with different styles of coaching.
Read MoreGetting good at giving effective feedback is one of the most important parts of leading — right up there with learning to delegate. Having those conversations, sometimes difficult, is crucial to their development and to your organization’s success. Here are our tips for doing it well.
Read MoreIf you’ve worked with a good coach, you know how transformational the process can be. Your employees need that experience as well. They’ll grow, be more engaged employees, and become happier. Your business will be all the better for it.
If you’ve just seen yourself as their manager, you’re missing out on a big opportunity. Actually, a big requirement. Now more than ever — when people are changing jobs at an alarming rate and everyone’s reeling from all the uncertainty in our world — you need to keep your employees engaged.
Read MoreCompanies need to spend as much energy finding employees as they do finding customers. Recruiting talent is just as important as acquiring customers. Maybe more so? After all, it’s talent that allows you to grow.
Cost is the biggest reservation we hear from founders and entrepreneurs who are contemplating their first hire. Affordability is obviously a critical part of the hiring analysis — and there’s a lot more to it. Whether you’re ready to hire and (perhaps the bigger question) who you should hire depends on multiple factors.
Read MoreIf you’re in business, you’ve heard of a SWOT analysis. You’ve probably done one — maybe more than one. When did you last do a SWOT analysis for your organization? Unless you’ve just been doing some strategic planning, it’s likely been awhile. We see businesses wait too long between SWOT analysis sessions. They trudge along under old conceptions of their strengths or weaknesses and fail to effectively respond to the changes around them.
Read MoreIntentional professional development is one of the most effective investments organizations can make in their own success. Yet it’s something we frequently find lacking. Here’s how to create a plan for every employee.
Read MoreThe CEO rulebook is completely different from the founder rulebook. And once you’re not a startup anymore, you can’t keep acting like one. If you do, you’ll risk the success you’ve worked so hard to achieve.
Read MoreWhether you’re creating a full-fledged training program, helping a few high-potential individuals, or support a recently promoted manager, you need four things to support their development.
Read MoreEvery organization has a culture, whether it was created intentionally or not. Developing and implementing your values puts you in control of that culture. Most importantly, it helps you identify who’s aligned with it and who’s not. Here’s how to create your core values — not just some words that you put on a wall or a website — but the actual tenets that underpin your organization’s culture.
Read MoreAs it turns out, determining whether someone will be a good fit for your organization is hard. Outsourcing the hiring process is a smart choice for many organizations. And you’re not limited to recruiting firms.
Startups and Small Businesses sometimes find themselves at the edge of a chasm. With success in developing and growing their business, a stage is reached where they find that the "next step" is a big one! Trajectify partners with the entrepreneur to build momentum and trajectory to be able to cross the chasm.
We offer private and group (Mastermind) coaching and hold frequent events and seminars.
Trajectify is founded my Mike Krupit, veteran of eight startups. Mike has helped dozens of companies grow and mentored and advised hundreds more.
I’ve been facilitating CEO peer groups for fifteen years. The biggest factor in whether someone gets value from a group is vulnerability. Not performative vulnerability. The kind that costs you something to say out loud, the thing you'd rather not say because it makes you look uncertain, stuck, bored, scared, or wrong. The people who get the most from these groups aren't necessarily the ones with the biggest problems. They're the ones willing to let the room see the problem clearly enough to help.
I don't think every CEO needs to become a LinkedIn personality. The question is simpler. Who needs to know you exist? Where are they? And what would help them understand how you think before they ever sit across from you? That answer will change as the company grows, as your buyers change, as platforms come and go. You adjust. That I don’t think you can do anymore is decide visibility isn’t part of your job at all. Your personal brand is important to your company’s brand.
Most founders and executives I work with are uncomfortable talking about how they look. It feels shallow. Not the point. I get it. They started their companies because of a vision, not an ego. By the time they're working with an advisor, they're wrestling with real problems: who belongs in which seats, how to build accountability, how to run a leadership meeting. Thinking about personal image can feel self-indulgent by comparison.
Founders tend to think about a major transition as a singular event. You prepare, announce, close, and now you're a different company. In my experience, the company starts changing well before any of that happens. I've been through this several times now, and the details were different every time. The weirdness was pretty consistent.
Sometimes exploration is worth it. Sometimes you just spent a week of the team’s attention answering a question the founder could have tested in an afternoon. That is the part I think leaders underestimate. Ideas do not only cost money. They cost time, focus, and brainpower long before anyone approves a budget. The question I’d want answered is: how much of the organization does this idea deserve yet?
Ask a room of leaders why they set goals and most will say accountability. That answer creates the problem. Goals exist for alignment. The company needs to reach a number, so this group does this, that group does that, and together the math works. Everyone is pointed in the same direction. Focus comes second. A good goal tells you what to say no to.
The instinct to build a team that moved in the same direction, at the same pace, with the same set of perspectives is limiting. Consistency is created at the expense of range. The goal isn't alignment of strengths. It's coverage. The most dangerous teams I've seen weren't the ones with conflict. hey were the ones with none. Where every conversation ends in agreement. Where nothing gets surfaced. Where the people who see things differently may have learned to stop saying so.
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Technology used to be expensive to build, and relatively inexpensive labor was often the better return. AI has changed that calculation for certain kinds of work. Tasks that once required entire teams can now be automated relatively cheaply. I don’t think CEOs should pretend otherwise. I do think they need to be honest about what actually changed.