The Business Case for Outplacement

In today’s business environment, change is inevitable and can result in some tough choices. Redundancy and redeployment can be a challenging and emotive time for the organization, the team who remains, and for affected individuals.
Commonly, organizations are forced to make redundancies to cut costs. Investing in outplacement support can, therefore, feel at odds with the organizational objective. However, the right support delivers benefits that far surpass the financial outlay.  The business case is clear and includes:
An enhanced “psychological contract” across the organization
The psychological contract refers to the unwritten set of expectations of the employment relationship in addition to the formal contract of employment. Together, the psychological contract and the employment contract define the employer-employee relationship.
Companies that provide outplacement support as part of their redundancy program often find that it can lower the ‘emotional temperature’ across their organization. By fully supporting exiting employees, you can demonstrate both to them, and to those who remain, that despite the current challenging circumstances you value them as employees and are committed to their wellbeing.  For those remaining, it can be reassuring to know that if they find themselves in a similar situation, they are likely to receive the same support and consideration.
Maintain productivity and retention
Periods of change can sometimes result in poor productivity.  Remaining employees are affected by uncertainty and become distracted, worrying about their future and that of the organization. A well-timed support program can provide a reassuring and focused place for addressing worries, so time at work can remain positive and productive.
Change naturally makes people feel anxious and unsettled, leading them to explore the external market. Providing good career transition support, especially if there are some redeployment opportunities, helps you to retain skilled employees that are critical to future business success.
Outplacement can protect your reputation
A recent survey conducted by Working Transitions found that 52% of employees felt that their organization handled the initial stage of their workplace transition, ‘Poorly’ or ‘Extremely Poorly’ with 48% regarding the employer’s communication during this period as ‘Poor’ or ‘Very Poor’.
The human impact of workplace restructuring, particularly where there is no support provided, is often underestimated by employers but with the prevalence of social media and online review sites such as Glassdoor, it should not be taken lightly.  Employer reputation is at stake!
When you have a strong employer brand, you attract great people, innovative ideas, and more business for your organization. It may seem counter-intuitive but helping people to leave the organization well supports a good employer brand.
Reinforcing engagement at a difficult time 
Individuals all react differently to change.  Some employees may be relatively unfazed but for others, particularly long-serving employees, redundancy can initially appear catastrophic.
Typically, individuals faced with change undergo a rollercoaster of emotions from anxiety to denial to fear. Providing outplacement support can help individuals navigate this range of emotions and face the future with renewed focus and positivity.
Properly supporting employees as they move through outplacement demonstrates that, despite everything, their service is valued and that supporting them into their next role or stage of life is important to you as an organization. This tangible evidence that their employer cares and values all employees sends a powerful message to those who remain.
Unexpected ROI in hiring costs
It might seem odd to state that investment in outplacement can positively impact hiring costs, but there is a real link. Often, when there are job losses, it’s not uncommon for hiring to be going on at the same time, perhaps for new skills or teams. Restructuring is rarely just about redundancies, there can be a series of complex workforce planning and resourcing activities underway. Negative perceptions in both the internal and external candidate marketplace about how exiting employees were treated can be very damaging to critical recruitment campaigns and candidate attraction strategies. It’s also not unknown for organizations to seek to rehire those previously affected by redundancy. In all of these situations, the relatively small cost of providing outplacement support can pay significant long-term dividends that far outweigh the initial outlay.
Tangible measures that matter
The business case can often be more clearly established at the end of an outplacement project, which can be very helpful when similar situations arise in the future. A good provider will work with you to capture not just data about progress and outcomes but also comments and feedback from former employees which can be extremely reassuring and helpful in engaging and securing remaining workers through ongoing change.
Flexible and tailored support ensures cost effectiveness
Outplacement is not a one size fits all purchase, to obtain maximum ROI it’s important to ensure that you provide truly flexible options that meet your organizational and employee needs. We understand that everyone responds differently to change and that their needs and circumstances will vary. Our approach is flexible, tailoring programs to meet the objectives of all stakeholders. This bespoke framework supports the organization’s move forward and helps the individual to let go of the past, deal with the present, and embrace the future.
A well-structured outplacement program can quickly deliver benefits to a large number of employees, regardless of geographical location, at a relatively low cost and is always worth the investment.
Written by Zoe Bull, Head of Marketing at Working Transitions, A CPI Firm
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Career Partners International Meets in Barcelona to Explore the Future of Work

Set among the bustling technology hub of Barcelona, Career Partners International (CPI) gathered to explore the Future of Work.  This Annual General Meeting brought together partners from across the globe to share ideas and challenge the organization to focus on the changing marketplace.  Three days of brainstorming, moderated panels, and guest speakers were all designed to improve the support of clients and candidates in this constantly evolving world.  By adjusting to current market needs and preparing for the shifting demands of clients, CPI positions itself to provide the world’s best career transition, coaching, and development solutions.
This year’s speakers focused on agile thought and developing the capability to quickly meet the requirements of the working world.  Yusuf Okuco opened the meeting highlighting the benefits of adopting an agile mindset. Carlos Grau joined the group on day two to showcase how future technology could impact the workplace.  Sylvia Taudien, of Advantage Consultores a CPI Partner, presented an overview of her learnings from the Singularity University, a global learning and innovation community.  The group later toured Barcelona Tech City, a local non-profit facilitating future-facing organizations including start-ups, incubators, universities, and large multi-nationals.  Each speaker challenged the assembly to think beyond their current reality and to prepare for inevitable transformation and technological integration.
“Every year we come together to share best practices and ensure that every client and candidate is receiving the highest quality service.  There is power in our global presence and each of our Partners is an expert embedded in their particular region,” remarked CPI President Bill Kellner.  “The combination of our flexible, cutting-edge technology and skilled coaches puts us in a unique position to quickly adapt to the changing workplace landscape.  At CPI we look forward to the Future of Work.”
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Career Partners International Elects Terry Gillis as Chairman of the Board of Managers

Career Partners International (CPI) is pleased to announce the election of Terry Gillis as Chairman of the Board of Managers.  Terry will be replacing Larry Fisher.  As Larry concludes his two-year term, he will continue to support CPI on the board as Chair Emeritus.  “We can’t thank Larry enough for his leadership, dedication, and commitment to ensuring a successful future for CPI,” states Bill Kellner, President of Career Partners International.
As the owner of Carswell Partners, Terry has been with CPI for over 10 years.  He has served on the Board of Managers for the prior 3 years, leading multiple committees and most recently as Vice-Chair.  His commitment and contributions to the CPI organization have been well established.
“It is a tremendous honor to be elected chair of this board of managers that is comprised of a broad cross section of our partners.  I can’t think of a better time to assume this awesome responsibility,” says Terry Gillis.  “There is no question that we have some incredibly exciting opportunities ahead and I am so looking forward to continuing this group’s excellent work.”
Terry is the President and Managing Partner of Carswell Partners, a CPI Partner, in London, Ontario.  His firm takes pride in leveraging cultural change, employee engagement, and leadership development to help employees and organizations achieve their goals.  This approach combined with a reliance on scientifically validated data informs processes, drives performance, and decreases risk throughout his client organizations.
“I look forward to working alongside Terry in his new role.  His entrepreneurial mindset and future focus are tremendous strengths in the organization.  Terry has grown both Carswell Partners and CPI over the past decade, solidifying our reputation as the highest quality service provider for clients and participants.  His unique perspective will drive us to create a more agile and effective CPI,” states Bill Kellner.
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Stop Ignoring This Abundant Supply of Hardworking Employees!

As a member of a local executive networking group, a frequent topic in our meetings is the lack of quality, hardworking employees.  Due to the strong job market, it is becoming increasingly difficult to find employees with the appropriate qualifications for a position, and once that match is found, employers tend to hope productivity follows.  The one demographic my peers tend to overlook while hunting for the perfect candidate is the mature workforce.

Mature workers make up some of the most highly educated, extremely productive employees and come from one of the highest achieving workforces in history.  At Career Partners International (CPI) we work with thousands of highly qualified, motivated, and experienced workers every year.  In today’s employment market, older workers are still interested in contributing to the workplace.  Many of these workers still want to, and even need to work for years to come.

Technology and workplace skills are evolving at a faster pace than ever before.  Most every community has developed educational programs and training to help this group of workers refine their skills, add new skills, and in some cases totally change their existing skill sets.  Both traditional and emerging fields of education are available to reposition this group for a renewed impact in the workforce.  CPI offers a variety of training programs to improve candidates’ skills to better fit the modern workplace.  No longer is a long resume a reason to think a potential candidate’s skillset is obsolete.

Never forget that no matter what age or generation a worker was raised in, it is only when one stops stop learning, unlearning, and relearning that an employee becomes unemployable or undesirable in the workforce. Many mature employees have worked hard to keep their superior skills on the upswing. Retooling their skills through continuing education and training has become a priority for many of these workers.  While some retooling may be arduous, often these shifts come naturally and the path to do so simply needs to be highlighted by a good coach or mentor.  Relearning and discovering new ways of working builds on a strong foundation of decades of experience.

As businesses continue to face new challenges and opportunities, we must count on hiring back this generation to address escalating talent shortages.  This hardworking generation has the desire, ability, and means to combine their drive and experience with new forms of learning to stay relevant.  To keep our businesses competitive and economically strong we must harness the potential of all talent available to us, both new and practiced.  With the recent launch of CPI EmployerConnect™ employers can more easily find these hardworking candidates.  Employers can and should look to bring back seasoned, wise, and reliable workers for the challenges in today’s workplace.


Written by Travis Jones, CEO of Career Development Partners, a CPI Firm

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4 Steps to Harness 360-Feedback’s Possibilities

Effective leaders develop themselves and their team members. Since the 1990s, many leaders have leveraged the development possibilities from 360-feedback surveys, or multi-rater feedback.  Like all development tools, 360-feedback surveys have their pros and cons.

A quick scan online yields articles warning readers of the “Horrible Truth of 360-Feedback Assessments” and “The Fatal Flaw with 360-Surveys”. 360-feedback surveys can promote disagreement, dissension, and discord—when implemented improperly. However, when used as a developmental tool, rather than an evaluative appraisal, 360- feedback affords individuals greater self-awareness, opportunities for deeper alignment with company goals, and insights for clear paths to professional success.

Like all employees, leaders have their own blind spots.  In order to successfully manage themselves and their teams, it is key to acknowledge these blind spots exist and work to minimize their effects.   Leaders who develop this awareness position themselves for success by knowing what competencies they possess, how those relate to the success of the company, and how others around them—peers, direct reports, customers, etc.—perceive their day-to-day effectiveness.

360-Feedback’s Possibilities & Pitfalls

360-feedback provides leaders and team members with key data points taking them beyond their own hunches or assumptions about themselves. They can gain critical insights from how others validate their strengths and pinpoint their weaknesses. It informs, or alerts, recipients to traits and tendencies concealed from their view but ripe for refinement. 360-feedback helps recipients address what strengths and competencies they offer, how those strengths are perceived by others, and how closely linked one’s strengths are with the goals of the company.

Because of its anonymous multi-rater process, 360-surveys add a unique richness to an individual’s development opportunities by lessening the intrusion of reviewer bias.  360’s anonymity empowers raters to offer unguarded feedback because they are given a voice and permission to use it. This anonymity, though, can enable ineffective responses if respondents aren’t aware of the survey’s goals and expectations. Without coaching and the necessary time to complete the surveys, respondents can offer points of grievance without context or examples, expressing aimless criticisms of a leader.

Additionally, leaders who force 360-feedback surveys into the rhythms of their companies will find it difficult to connect the dots between company goals and how 360-feedback can help recipients contribute to those goals. Not all 360 tools are created equal, and if leaders don’t take the time to shape a 360 to the core competencies of a certain role and the overall values of a company, they’ll encounter more dilemmas than developmental opportunities.

So how can leaders effectively implement 360-feedback as part of their companies’ goals for development and success? Here are four steps to harness the possibilities—and avoid the pitfalls—of 360-feedback.

  1. Align to Desired Behaviors: Before a leader receives a 360-feedback review or has a team member reviewed, it’s important to evaluate empirical research addressing the skills, abilities, and competencies necessary for certain roles to help a company thrive.  It’s also important to consider which 360 tool is appropriate to drive desired outcomes. This combination will help leaders connect the dots between what development opportunities and strengths a 360-review reveals and what direction of development will help an individual efficiently contribute to the company’s success.
  2. Use as a Developmental Coaching Tool: Problems arise when 360-feedback is used as an evaluative instrument of performance rather than as a development tool for coaching. When 360-feedback is used to grade performance, it becomes tied to decision making that involves possible promotions, raises, etc. In this capacity, 360-feedback can be inappropriately viewed as a final assessment.  Instead, leaders need to understand—and help others understand—it’s a data point on the development journey. A skilled coach can deliver the results of 360-feedback to help leaders grow in awareness of their strengths, define steps for moving forward, and clarify what accountability and feedback loops look like.
  3. View It as a Component: Leaders who use only 360-feedback reviews to assess themselves and others are akin to conductors who direct only one musician; they’ll hear wonderful notes and chords, but multiple instruments are required to hear the entire song. 360-feedback reviews should be used in concert with other tools to provide a fuller, clearer picture of behavioral strengths and development opportunities. This provides leaders with a better baseline to create a more nuanced plan for learning, practice, progress, and success.
  4. Clearly Communicate Expectations: Ensuring facilitators and those surveyed are trained to offer helpful reviews is the backbone of a successful 360-feedback discussion. Clear expectations provide a leader with the opportunity to embrace a wider company vision for a culture of development, help illuminate strengths, and highlight opportunities to grow expected competencies.  This also helps prepare recipients to digest and reflect on feedback to develop a plan for professional development.

Leaders who hastily implement 360-surveys without a developmental mindset and effective coaching will likely encounter challenges. But when 360-surveys are used as a development opportunity to cultivate greater alignment between strengths and the competencies required to succeed, they bolster self-awareness and create effective development plans to move leaders —and their teams—toward success.


Written by Promark, a Career Partners International Firm proudly serving Greater Cincinnati clients locally and delivering globally for over 50 years.

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Why Executives Need Career Transition Support, Even in a Hot Job Market

In a hot job market, certain business leaders question whether they should continue to provide career transition support for executives.  Unemployment is down.  Companies are clamoring for good talent.  “Surely, they will find something quickly.”

But is this really the case?  According to the December 2018 report from the U.S. Bureau of Labor Statistics, the average unemployment duration was over 21 weeks.  As employees climb the ladder it takes longer and longer to find a position on par with their talents.  For executives, it is not unusual for the hunt to take over a year, placing considerable strain on the job seeker.

While your displaced former executive is hunting for a job how are they filling their time?  Are they sharing their discontent with former colleagues at the organization?  Have they visited Glass Door and left a scathing review for the world to see?  Or have they been given the support needed to move on in their career with a future focus, reflecting on their time with your company as a period that was enriching for their career?  Regardless of job market conditions, the challenges of a career transition still exist. Your executives are unlikely to be prepared for the emotional challenges of dealing with a job loss, the technical difficulty of conducting a modern job search at the executive level, and the motivational struggle of sustaining a typical, extended search.  Without support, this could prove detrimental to your employer brand.

Career Partners International (CPI) has over thirty years of experience getting executives back to work quickly.  Our combination of expert level coaching facilitated through world-class technology helps executives convey their value to the market and land new opportunities suited to their talent.  CPI coaches guide job seekers through this complex market, while our technology ensures that executives perfect every detail of their job search documents and interview interactions.  Over the course of 2018, this system has helped the average CPI Executive candidate land in under 20 weeks, a significant decrease in search time compared to executives without a career transition plan and support.

If you’re charged with deciding whether to provide executive outplacement services, don’t think for a minute that it is any less stressful or any easier to find a new role in a “hot market.”  Sure, there may be more opportunities in an expanding economy, but the competition is tough and the process of finding the right opportunity can be extremely difficult, especially for executives who haven’t been out in the market or haven’t been hands-on in a search for a while.

Having a professional on your side with experience in career transitions and industry-leading technological support is the exact backing your executives need. Your executives are accomplished in many things but bootstrapping their own career transition is not one of them.  An executive career coach who is trained to help executives identify their goals, polish their messaging and networking skills, facilitate important introductions, negotiate their next package, and generally put their best foot forward can help them navigate this unfamiliar territory and come out the other side for the better. Not to mention, executive career coaches can also help ensure that your company brand is protected and positively represented by your most visible employees – a worthwhile investment indeed.


Written by John Myers, Managing Partner at Kensington International, a Career Partners International Firm

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Why is Your Virtual Dream Team Not Living Up to Expectations?

Harness the Potential of Virtual Teams – March 12th and 14th – 1 SHRM PDC

With over thirty years of experience in talent development and career transition services, Career Partners International (CPI) has provided clients with the tools to navigate through decades of change in the workplace. Despite the best preparations, new challenges continually emerge for HR and Management teams.

Join us for Harnessing the Potential of Virtual Teams, a CPI Webinar Series program, on March 12th and 14th, 2019 as we discuss how to bring out the best in your remote workforce.  Many organizations already have or are beginning to introduce remote workers to their team.  The benefits of this arrangement are numerous.  Leaders can source scare talent from all over the world, not limited to a commutable range.  With constant improvements in technology, connectivity becomes easier despite physical separation.  Engagement and retention are improved.  Employers are even keeping cost down by reducing worksite overhead.

Whether they have given their teams an added perk of remote work flexibility or have just assembled a completely virtual “dream team” many employers are still struggling to see the promised returns of a digital team.  Why are these teams not delivering at the level of their onsite counterparts despite being, on paper, a superior group of employees?  Bill Florin of Learning Dynamics, a CPI Partner Firm, joins us to discuss some of the more treacherous obstacles to realizing the potential of a virtual team.

With over three decades of experience in evolving workplace best practices, the team from Learning Dynamics will be illuminating the most frequent disruptors to team productivity and proposing practical resolutions.  We will explore ways to increase engagement, develop relationships, and bridge cultural differences.  Ultimately, the goal of the program is to identify ways to get things done.  With the proper guidance your teams can deliver on those promises of effectiveness and efficiency, achieving well beyond your current results and expectations.


This program is valid for 1 PDC toward SHRM-CP and SHRM-SCP recertification.


Register today for free at

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Career Coaching: Your Competitive Edge For Employee Engagement

Picture this familiar scene.  You are conducting your teams’ annual reviews and one of your star employees sits down across from you.  Their performance this year has been phenomenal.  All goals achieved, if not exceeded.  The structure of your reviews leaves time for discussion of the future.  Are they content? Mostly.  Could they be doing more? Sure.  Are they looking for a promotion? Of course.  But, truth be told, unless you’re vacating your seat, there isn’t much upward mobility in the division.  You two end the meeting with a handshake and a smile, the plan for next year looking much like it did this past year.  You’re left with an uneasy feeling.  They seemed disappointed.  You wonder if there is more you could be doing to keep them engaged.

While this example might feel like an exaggeration, it happens every day.  It is important to acknowledge the paradox that exists in today’s world of work.  You want your employees to continue performing well and to feel valued, yet careers have become harder to navigate than ever.  Rapid changes, flatter organizations, less opportunity for upward movement, the changing needs of the workforce, and a strong recruiting market make your missed coaching opportunity your competitor’s open door.

Many organizations have shifted the burden of career planning to the employee, but it is important to recognize the critical role management plays in their development.  Although many managers desire to be of service, they feel discomfort engaging in career conversations.  They fear they don’t have the right answers, upward opportunities are limited, and time is scarce.

So, why bother?

  • Engagement is a key driver of business performance and yet over 85% of employees report being not being engaged.
  • Employees are 3x more likely to be engaged when they have regular and meaningful conversations with their managers. More engaged teams deliver key bottom line metrics in the areas of customer satisfaction, profitability, productivity, and absenteeism.
  • The current market is highly competitive with a fierce war for talent. If top talent is not receiving support in their career development, they likely won’t stay long.
  • Employees crave it! They long for the opportunity to explore how they can grow and develop and where they can be of most value in the organization.
  • It’s expected. Millennials, who currently represent the largest portion of the workforce, expect career development conversations with their manager.
  • Empowering employees with a more agile and entrepreneurial mindset enables organizations to achieve a competitive advantage.

That said, supporting your team members’ career development is not as straight-forward as it used to be.  Understanding what career planning looks like today and strengthening skills in career coaching can help to increase your confidence in engaging in career conversations.

What does Career Planning mean today?

  • Focus on the Experience, Not the Title: Due to the rapid speed in which organizations and job descriptions are changing, focus more on the type of work experiences your employees want to explore and the kinds of problems they want to solve rather than their next job title.
  • Continuous Enrichment: Focusing on job enrichment, growth, and learning in their existing role allows your employees to not only find value in their work, but it also better prepares them for lateral and vertical moves. It helps to convey the importance of continuous improvement and enrichment regardless of role change.
  • Navigate the Networked Organization: 84% of organizations are considered networked or matrix structures.  This means that your employees need to develop their brand and nurture relationships in order to access information and build their profile for key projects and opportunities.
  • Hone Value Propositions: Paying attention to what problems need solving and how one is uniquely positioned to solve them helps employees consider where they can make a difference, even in their existing work. It also helps them position themselves for future roles that are yet to emerge.

How to make a difference as a Leader?

  • Be Quick: Career coaching isn’t about long, drawn-out, planned conversations.  While some meetings may be formal, there are many opportunities to quickly check-in and find out what is exciting to your team members and what they want to be doing more of.
  • Be Present: Coaching isn’t just about asking questions, it is about investing in someone else and taking the time to share insights.
  • Be Humble: While you may have deep experience and the war wounds to prove it, it is important to check your biases and assumptions at the door.  Your team member may have a new idea or perspective that you haven’t thought of.
  • Be a Conduit: You likely know more about the organizational landscape than your team has exposure to.  Sharing what you know can help to inspire ideas.
  • Be a Connector: Helping your employees identify potential mentors and ways in which they can grow their network helps to further embed them in the organization and enhance their ability to grow with the business.

Take the time to reflect on where you can offer the most value as a developer of talent.  Investing in coaching your team helps to drive engagement and trust, which will no doubt influence your team’s ability to step up when needed and help you navigate the complex environment you are in.  Enhance your skills as a career coach; your team will thank you.


Authored by Liane Taylor and Ranya El-Farnawani of The Talent Company, a CPI Firm based in Toronto, Canada.

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Career Partners International Names Bill Kellner New President & COO

Career Partners International (CPI) is pleased to announce the arrival Bill Kellner as new President and COO.  An experienced international business leader, Kellner has held various senior leadership positions in the talent development and human resources industry.

In his new role, Kellner will provide CPI with operational direction and support for Partners across the globe.  Kellner will report to former President & CEO, Douglas Matthews, who has announced his retirement but will continue to serve CPI in an advisory capacity to ensure a seamless leadership transition.  With over 350 locations throughout 50 countries, Kellner looks to solidify CPI’s reputation as the world’s most effective talent development and career transition consultants.

“Bill has proven himself time and time again to be an innovative leader in our industry.  We could not be more excited to welcome him as our new President and COO.  Having previously worked alongside Bill, I am confident he will help our partners continue to deliver exceptional services and grow exponentially,” said Douglas Matthews.

With decades of human resources experience, Kellner is innately aware of the value of CPI’s services.  His strengths in talent management, organizational design, and leadership development make this is a natural fit, sure to enhance the organization’s offerings.

“After meeting with multiple Career Partners International leaders, it became clear that their goals closely aligned with my experience and priorities.  CPI’s dedication to supporting their clients and candidates is truly impactful.  I look forward to continuing this tradition of providing exceptional services,” states Kellner.

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Launch the New Year with Your Own Board of Directors

One common piece of career advice is to find a mentor, someone you respect and trust to offer guidance on your journey.  If you have a mentor, or multiple mentors, how can you take this process a step further to elevate your career development?  Start this year off with a strategy to establish your own board of directors.  A group of people you can go to for goal setting, problem-solving, and to hold you accountable.  When you look at any company with a board, there’s usually a lawyer, a strategist, an accountant, and a human resources leader. Just as a company benefits from various experts, so will you. Surround yourself with people who have skill sets, personalities, and experiences that are different than yours.

What’s in it for me?

  • Receive advice from individuals who have specialized knowledge and/or business experience that is different than your background.
  • Acquire feedback on how they see you leading yourself and others.
  • Accelerate introductions to other key stakeholders in your development.
  • Gain encouragement, support, and honest reactions from other professionals who want to see you succeed.

What’s in it for them?

  • Expand their relationships.
  • Expedite their knowledge of other areas within the organization or the community.
  • Improve their strategic and political acumen.
  • Fast-track another person in achieving their goals.

How do I approach a potential board member?

  • Let the person know that you respect and admire them.
  • Explain what you would like the person to do to serve as your advisor on your personal board of directors.
  • Offer to reciprocate by helping the potential board member.

What do I need to know about selecting and maximizing my board of directors?

  • Identify people you admire inside and outside your organization. These advisors are people with important connections and those who want to see you succeed.
  • Use your board to provide guidance about professional image and presence, to expose you to valuable connections, and to provide unique outside perspectives.
  • Just as a code of behavior applies to networking groups, it is also critical to thoughtfully manage the advisor-protégé relationship. Most advisors are more than happy to provide guidance to a protégé that is eager to learn and uses the advisor’s time well.
  • Expressing gratitude to advisors is a requirement of this special relationship. You can also reciprocate your board’s generosity by offering to support your advisors in their future endeavors.

Take the time to work with your board.  Focus on high priority situations and deliver on your commitments.  By utilizing this group you can gain exponentially more feedback and advice than through a typical mentor relationship.  Remember, your hardest critics can be the best people you learn from this year.


Authored by Barbara A. F. Greene, CEO of Greene and Associates, Inc. A CPI Firm

ICF Master Certified Coach and M.S. Degree in Counseling

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