Imagine you're invited to someone's home for an evening. You're a special guest, meet everyone in the family (whether two or ten), get a personal tour of the home, have a pleasant dinner with everyone at the table, retreat to the family room for lively conversation, and leave after 4-5 hours.
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.
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).
Last Friday we held the latest JuntoDay learning event, a mini-conference on leadership for growth-stage companies, featuring three accomplished CEOs:
- Chris Considine - President of Onward Advising and Former CEO of Wilson Sporting Goods
- Tom Gimbel - Founder/CEO of LaSalle Network
- Adam Robinson - Co-founder/CEO of Hireology
All three shared the leadership philosophies, experiences, and practices that helped shape them as effective leaders who have built profitable companies recognized for workplace excellence. The following are three key lessons from each presenter's talk.
One of the first classes in the initial cohort of The Junto Institute's Apprenticeship program changed the way I will forever think about managing performance and leading people.
My late friend, Mike, was a photographer by trade but also a world traveler, voracious reader, amateur musician, moderate liberal, and pop-culture philosopher. He was creative. For him, one plus one equaled two...maybe.
Learning how to hire well is the hardest thing about growing a company. What I mean by "well" is hiring the right person for the role the company needs to fill, and at the right time.
Updated December 26, 2016
I recently led a workshop for the JuntoCompanies on what I call the "strategic core": a firm's vision, mission, and values (VMV). I usually don't teach in our program nor deliver formal presentations so this was an exception.