Our Alumni and Mentors know that Junto sessions and conversations run across a spectrum.
The two queries I get most often about The Junto Institute are where the idea came from and where the name came from. I heard these so frequently in our first few years that I wrote blog posts to share our history and the origin of the name.
I rarely share my personal leadership experiences in Junto. But there is one I tend to think about and talk about more frequently than others because of the impact it has had on our work, effectiveness, and consistency: the use of standards and protocols.
I was on a panel yesterday morning, speaking on Vision, Mission & Values, when a woman in the audience asked a question:
Not the romantic kind. That's only one type of love, and the one that has misguided society's view of whether love has a place in business. It does.
Over the years, a number of leadership practices have been attempted, experimented with, and adopted by Junto companies. These practices are a result of shared experiences from their Mentors, all of whom are seasoned operators and entrepreneurs who believe that decision-making might be the most important role of any leader.
When a company enrolls in Junto's Apprenticeship Program, we do an on-boarding interview during which we get to know the company's leadership team in more detail, and learn how we can customize the program to their needs.
Last month, we held our annual workshop on Vision, Mission, and Values (VMV). In addition to the half day we were with the companies and their teams, we've spent quite a few hours after the workshop discussing their drafts, exchanging ideas and suggestions, and coaching them along the way.