By Rich Bond
I totally agree with the Candid Kam article “The Talent we NEED Versus the Talent We HAVE.” In it, Kam says managers will earn respect by setting high standards and holding people accountable, if they fail to meet them. In other words, you need to fire people if they don’t perform.
The new CEO I recruited for an urban nonprofit, who had never worked in an NGO previously, had a vision that transformed the organization. It went from directionless to raising over $50 million. One of the new programs was so successful, it was featured in a segment on Sixty Minutes.
When I became the head of the board of a different local nonprofit, I recruited younger board members who had great success in business. Funding more than doubled, and the organization became much more visible in the community.
I think it’s very hard for people who are entrenched to take such action. Often, it takes a change at the top to precipitate other needed changes.
If you are a senior financial executive in a relatively new role, are you dealing with a staff that has settled into a comfortable routine, while the business has become more complex?
If you want to shine in your new position and become seen as a valuable talent by your CEO, let’s talk.
Over the years, I have helped companies hire and retain financial professionals who have added up to $100 million/year to the bottom lines.
