94% of senior executives think it’s important to focus on the growth and development of their HR executives so they’re ready to face the future. Of course, if you don’t have an HR executive on your team, you can’t focus on developing them. That’s the time to begin thinking about hiring a Chief People Officer.
Read MoreFor a while, businesses may be able to rely on word-of-mouth referrals and lots of networking. In the early days, it’s often necessary. The problem is that it doesn’t scale. What you’re missing when you don’t have a sales strategy…
Read MoreAn interim executive temporarily takes a management position in an organization to help the existing leadership solve problems and set the future, permanent leader up for success. Knowing whether an interim executive is right for your organization depends on your current needs and your assumptions about the future.
Read MoreIt’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 MoreOne of the most frequent struggles I see with entrepreneurs and business owners is this tension between managing the day-to-day operations of the organization and focusing on overarching strategy. Many business owners who seek coaching or peer advisory boards know they’re not spending enough time on strategy, and they can’t figure out how to shift the balance.
Read MoreThe problem is that our comfort zones aren’t particularly conducive to making progress. They’re all about staying where you are, maintaining the status quo. Plus, they’re so cozy and comfortable that we might not even notice how tightly we’re holding to them
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 MoreIf you’re in business long enough, one thing is inevitable. At some point, you’ll need to raise your prices. Business owners are often afraid of making that change, worried their customers will leave and revenues actually decline. The truth is, customers can weather difficult changes when businesses approach the issue with the customers’ needs in mind.
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 MoreWhile some people may think the word is overused, the truth is: authenticity is in. Employees want it. Customers and clients want it. I’ve been inspired by friends and clients who’ve done the vulnerable work of being authentic even in the face of fear.
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 MoreOver the past couple of months, I’ve been writing a lot about how to become a good coach to your team or for others. I’ve gotten a lot of great feedback on the effectiveness of that content. It wasn't only for marketing Trajectify that I decided to write about coaching. It was because I have benefited from so much life-altering coaching in the last two years.
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 MoreStartups 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 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.
The same restlessness that makes it hard to stay on plan is what made them start the company in the first place. The wandering mind, the refusal to be satisfied with what already exists, the ability to see something before it exists: that's not a disorder. That's the source.
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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.