For the past six months, a common theme I've been discussing is that of value creation and value delivery, what I have learned to be the two core elements of any business.
Throughout my time at Junto, I've facilitated, attended, and participated in dozens of sessions where job descriptions were a topic of discussion. As an outcome, I have come to believe that job descriptions have two main functions.
We're delighted to announce that Taylor McPartland has joined The Junto Institute as Managing Director, Los Angeles. In his role, Taylor will help Junto build the LA market by recruiting companies for our program cohorts, creating the local Junto community of Mentors, Instructors, and Partners, and managing the program which begins this fall.
The first JuntoClass of each cohort is called Hiring, Managing & Firing. This is intentional because the focus of our Apprenticeship program is on leadership, people, and culture, and this class is the ideal starting point. By setting this tone, the companies in the program are then comfortable bringing up the topic in their Mentor Team sessions, Tutoring Roundtables, and Forum sessions (not to mention that it comes up organically in other classes).
At Junto, our Mentor Team Meetings have a way of unraveling the hard questions in business. These questions push our cohort companies into thinking about, or actually having, the hard conversations they may have been avoiding or didn’t know were important.
Rich Lyons, co-founder and CEO of LyonsCG, a global commerce services provider with 350 employees worldwide, recently taught Leadership & Self-Management, one of the emotional intelligence training classes that are a part of Junto's leadership development program for growth-stage companies in Chicago. Rich is a longtime JuntoMentor, and has been studying and practicing emotional intelligence for over 15 years, during the time he and his partners have built LyonsCG.
Recently one of our Apprentice companies asked their Mentors a question on compensation structure, specifically comparing the benefits and challenges of bonuses versus profit sharing. This question was asked in a Mentor Team Meeting, which we run like an advisory board, and is attended by the Mentors matched with the company based on their needs upon enrolling in the program.
Leaders take many shapes of character. There are the strong and bold, the brave and courageous, and even sometimes there is a quiet, guiding leader. Every leader is unique. Each one has a different background, motives and ideals. And while I have experience in multiple leadership roles, the one question I continue to ask myself is this: what does it take to be a good leader?
Last week, I discovered an important pattern for us at Junto: companies that passed the $5 million revenue mark had a need for an experienced CEO or COO to help run the company.