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April 17, 2018 - No Comments!

April Newsletter: Bill Carpou and Building the SoCal of Tomorrow

Bill Carpou, CEO of OCTANe, is driving innovation in OC and the entire Southern California region. We have some of the nation’s best engineering talent and top ranked universities as well as a diverse community of investors and innovators. Bill met with us to share his perspective on his leadership path as well as what it means to help create the SoCal of tomorrow. That means growing entrepreneurs and companies, but most importantly fueling the growth of jobs in our community.

Sherry Benjamins: How did you get into the business of transforming companies?

Bill Carpou: My career started in sales, working at Xerox so growth has always been part of my DNA... For 16 years I was focused on sales management with a responsibility for regional teams. I then joined Ikon Office Solutions, which was an organization that required significant transformation. It brought me out to the west coast and the change forced me to think about the people I wanted to work with and what strategy needed to be implemented. I learned your gut instincts are generally accurate. That was in ’98 and from that point forward, I realized the need to have a sound strategy and surround myself with great people.

SB: Was there an aspect of this journey that prepared you for this role?

BC: It’s been three years this week! I don’t know if there’s ever a single event that prepares you to be a CEO. From my perspective, it’d be the sales and customer focus at Xerox, the leadership and people development at Ikon, and the performance and accountability I learned at Blackstone. I pull something from each of them every day.

SB: Let’s talk about Orange County and the transformation that’s been happening in our region. The Chapman report for instance discusses significant changes in our  economy. How is Octane viewing this future?

BC: It’s a collaborative effort. While OCTANe is a key convening organization (that pulls resources together), there’s no single organization that can lead this transformation across the board. It’s important because on the opposite end you can have complete anarchy, absent of leadership. I believe a handful of organizations should lead in their respected areas of influence and competence. It’s important to underscore the collaboration that’s required. What we need to accomplish is bigger than any one organization. We bring organizations together in an ecosystem that focuses on tech and medtech and we’ve established performance metrics as part of our Vision 2025 strategy. The creation of high paying jobs is our top priority and we’ve forecasted 22,000 jobs by 2025. Jobs result in both economic vitality and sustainability. I would like OCTANe to be known for it’s high impact to our community which will occur as we increase the inflow of capital and provide greater operational expertise for early stage and small – mid size companies.

SB: 22,000 is a big number!  What are the hurdles to overcome?  

BC:  We’ve created an achievable forecast. And we're on track! Our financial model is based upon an assumption that as a non- profit organization our base of support continues to grow moderately. Any reduction of sponsors and partners would be an issue. The second area is additional funding to increase resources that will create hyper growth. It’s actually pretty simple, we have the process and model in place.  What we need are more resources to execute the strategy; we need more people!

SB: And funding?

BC: Providing capital to early stage companies is the primary focus of our LaunchPad accelerator. Access to capital remains our priority and we have expanded our relationships with institutional and non-institutional investors, not just on the west coast but in major money centers such as New York, Boston, London and parts of Asia.

SB: Companies should be knocking on your door! Looking at what’s happening in OC and the need for new business and innovation,  I’m hoping this will happen for you and our community. 

BC: You’re right! We’ve always been under branded and that is changing. We’ve gotten our story out there more in the past 18 months, however you’d think there’d be a line around the block waiting to get into OCTANe! 86% of the companies that come through our accelerator get funded and 88% of those companies are still operational. These are incredible statistics that reveal the high quality of our portfolio companies.

SB: What is your advice to innovators / future leaders who are really serious about doing their own thing? 

BC: Seek as much input as you can. Orange County has a terrific ecosystem, however it’s not quite as intuitive as other regions. Engage in events. Learn of the organizations that can support your growth. Pick a strong team and be willing to accept constructive feedback. Companies that follow what’s going on in their community are going to have a much greater success rate.

SB: Is there a roadmap for this?

BC:  We recently created a roadmap, directing organizations into the ecosystem by working with them and introducing them to early-stage incubators. The next step is for them to engage our LaunchPad SBDC accelerator and then Growth Services which will enable them to grow and scale faster.

SB: Are there places in the country where this kind of convergence of resources occurs? 

BC: The Bay Area is the most intuitive. Boston and New York are strong. Austin and Dallas are growing as is Salt Lake City. What’s interesting about SoCal is that we have all the ingredients here, it’s just not as intuitive. You’ve got to peel it back and know where to go. Recently we have created a coalition of like minded organizations to bring resources across all of Southern California, as that accelerates I have no doubt we will be seen as a top choice for companies to start and many companies to locate into.

SB: What have you learned about yourself in this three-year path so far?

BC: I don’t like a set routine. I get bored fairly quickly so I prefer every day to be different. OCTANe has provided that for me. I enjoy building teams, being accountable, and establishing the culture  to grow companies and jobs. I enjoy coming to work every day and feel like it’s an opportunity to give back to the community with the experiences that I’ve been fortunate enough to have. We are offering leadership to an objective that’s bigger than any one organization. It’s pulling our community together in powerful ways.


For those interested, the OCTANe Technology Innovation Forum (TIF) will be from May 31 to June 1 at the Newport Beach Marriott and Resort. The theme is Building the SoCal of Tomorrow and it will focus on the importance of innovation and growth. You can find more about TIF along with the detailed agenda at www.TIF2018.com

Published by: Sherry Benjamins in Blog, Newsletter

April 17, 2018 - No Comments!

April Newsletter: Artificial Intelligence and Business Intelligence with Gene Tange

Everyone is talking about artificial intelligence. It has leapt into the consciousnesses of many, including CEOs and today’s leaders. As it becomes a reality for many of us, there's been a focus on how to raise our workers' abilities to learn and improve. In the face of such a big change, how can we realize better outcomes, stronger growth, and the ability to compete for the best talent? The journey may begin by understanding the islands of disconnected data that exist within our companies.

With all the discussion about human and intelligent machines, I reached out to my friend and highly respected business owner, Gene Tange, CEO of PearlHPS. Gene’s company, based in the bay area, is a cloud-enabled predictive analytics firm shaking up how we predict the successes of teams. He helped me understand this arena and the technological and cultural accelerations occurring that will determine the winners and losers as we move forward.

Sherry Benjamins:  What are CEOs talking about in the context of BI/AI?

Gene Tange: Business Intelligence is the use of data to derive insights. There are some misused terms in AI. In order to simplify it, think of AI as a way to do research and build a capability which uses tools to look at data. When it comes to thinking about AI, I’m meeting CEOs who are in three camps. The first, which makes up about 70%, are listening and engaged in learning. There’s a 20% camp that's doing something about it; building an AI team, applying tools and looking at ways to strengthen business outcomes. And then the last camp, which makes up around 10% or less, are companies like Netflix or LinkedIn that are already transforming how their companies work. They're determining how to derive value to the business. This means improving revenue, net income or reducing cost.

SB: What attracts C levels to use AI/BI?  What are the applications?

GT: A joint venture between Avanade, Accenture & Microsoft produced a study of 500 business leaders looking at smart technologies that will deliver ROI and game changing solutions.  They talked about doing business in this competitive environment in three areas of impact: sales revenue, financials, and business execution.  This last category is where the people and human impact applications are studied.

CEOs know that most acquisitions don’t get the results they set out to achieve. Building human expertise inside their organizations is critical and the stakes are high to get this right. Five years ago we would have looked to the single individual leader to get the “execution plan” right.  Today it is all about a cross-functional team and their performance.

SB: How will CEOs prepare their organization for this new intelligent technology machine age? 

This is a massive challenge and demand is exceeding supply. Right now, there are over 10,000 openings in the US for Data Scientists yet we don’t yet have the capability to fill those needs. Our client, the CEO will look at where the biggest impact can be in his/her organization so that there is a prioritization of need. They will experiment with solutions that tackle a specific issue. Is there a tool that might advance a product release into a competitive market or accelerate an acquisition’s track record? It is easier to start in one segment and expand to other areas once there is success. A good example of one early introduction is the launch of Amazon Go's pilot store early this year in Seattle. It is the first semi automated retail store. No checkers or lines!  You take the product off the shelf and walk out and the application automatically charges your account. It also tracks inventory, buying habits and a host of other bits of information to make your buying experience better.

SB: How will HR move forward in this arena?

GT: The HR function is not moving as fast here as other functions. They have historically focused on tactical initiatives in Total Rewards, Talent Acquisition and Development. The cross-over to a business outcome with measurement on the impact to the bottom line will shift them from tactic to strategy. Teams are the source of most complex business outcomes. This seems obvious but it is a critical revelation. Data that provides insight into team performance in a predictive manner will change the conversation and credibility of HR. I see more CEOs looking at resource allocation and making sure that HR is focused on the core drivers of business.

Concluding Comments

Just a few years ago, who would have thought that data initiatives would have created platforms with tools that can talk to you or predict the operational success of a team launching a new product? Imagine the culture change in companies that are implementing these predictive execution tools that Gene has developed in his company. The good news is that this work will elevate our role and add value to the business if we boldly go into this future. Do you have an analytics function? Lead the way in this effort and reimagine your work. Ask the tough questions about your company’s readiness to compete and join the winners in this landscape.

Published by: Sherry Benjamins in Blog, Newsletter

April 17, 2018 - No Comments!

April Newsletter: Amy Sfreddo and the Importance of Social Capital

Companies growing social capital makes a Difference

Our community is known for its entrepreneurial growth in technology, life sciences, medical device, cyber security and more. There is another dimension to this growth which transcends across all business and that is “doing good” in the community.  As a Board member of OneOC, I am learning a lot about companies that are seeing bottom line results and improved employee engagement in doing good work and doing good in the community. I met with my board member colleague, Amy Sfreddo, Philanthropy Publications Director, at the Orange County Business Journal, to learn about her work and her leadership in how companies are getting recognized for their impact.

Sherry Benjamins: What led you to working with companies that embrace purpose?

Amy Sfreddo:  When I transitioned my business journal career from the bay area to Southern California in 2005, I joined the Orange County Business Journal with a primary responsibility of helping nonprofits with their marketing and donor outreach. Over time, I created and managed four different annual nonprofit publications to help build more awareness and support of the OC nonprofit community. My goal continues to be helping grow our impact and seeing the difference we can make in supporting community minded businesses and incredible non-profits in our county.

SB: Where do you see the greatest opportunity for impact?

AS: There are so many small to mid-size companies that see the power of engaging their employees in something greater than themselves. Some have CEO role models who know the value of connecting their mission to something bigger. In a strong economy like this one, having a clear “social good” platform to communicate gives your talent a reason to stay and/or join you. We know that the millennials place giving and volunteering high on the list of criteria when deciding where to work and what to buy. We see an opportunity in having a company start small and link it to their mission.

SB: How might a company build on its success and its brand in giving?

AS:  You can set goals that move you forward in volunteering or giving initiatives and measure results. Learn about the non-profit organizations in our 2018 Giving Guide.   Create the stepping stones for growing this effort, engage your employees, share the success and ultimately be recognized for your work. The Civic50 provides a platform for this recognition. This is our second year in hosting the Civic 50 awards luncheon in partnership with OneOC. It is an opportunity to recognize the 50 most community-minded small, medium and large companies in OC. Civic 50 is based on an on-line survey that measures dimensions like employee time, talent or skills, investment and leadership and allows a company to apply for this recognition and be considered for the award. The survey is open from 4/16 to 6/29. Those selected are honored at an awards luncheon in October 11, 2018 at Hotel Irvine.

If you are interested in learning more feel free to reach out to Tiffany Bogle at tbogle@oneoc.org or access the survey and more details at http://www.oneoc.org/occivic50.

Published by: Sherry Benjamins in Blog, Newsletter

March 12, 2018 - No Comments!

A Strategic Connection: SBC & EveryBusiness HR Essentials (EBHR)

Announcement-bw

When two companies share a truly unique approach to their customers and are committed to the people side of business, why wouldn’t they team up? This year, S. Benjamins & Company (SBC) and EveryBusiness HR Essentials (EBHR) have agreed to a strategic partnership.  We believe that growing our shared resources will benefit our clients and teams.  Through this effort we are demonstrating the importance of openness and agility needed in business today.  SBC and EBHR are practicing what we preach.

We help organizations attract and hire great talent.  In addition to “finding the one”, we expand the conversation to include talent strategy and solutions beyond a single hire.  Sonya helps her clients embrace customized HR solutions at various key stages of their business growth.  Neither of us are a “one size fits all” firm and it is an exciting time to combine forces.

As we advise our clients about what workers want today and how they will thrive, we see less importance on hierarchy and more emphasis on reciprocity and creative collaboration.

How did we pair up? 

I met Sonya ten years ago.  We were hosting a learning event for HR leaders in transition and Sonya had just returned to California from a successful mid-west entrepreneurial venture.  She was looking for that next opportunity and what author Jenny Blake calls, “the pivot” to something new.  The successful pivot starts with a foundation of core values and understanding your strengths.  Sonya was entirely grounded on that front and was in the process of creating a vision for another chapter of her career in HR.  As  years passed, we developed a great relationship and exchanged ideas about our focus on the human side of business.  When she was ready to leave the corporate world and start her own company, we met to talk about the entrepreneurial life, which of course included the risks and rewards.

What I observed was Sonya’s quiet transparency, business savvy smarts and genuine positive spirit.  She was and remains open, curious and authentic about what matters.  She places purpose front and center.  EBHR cares about community, giving, learning and bringing the best ideas to her clients.  Our team values that too.  Most importantly we both approach our clients with a kind of care and commitment that I find energizing.  Together our firms support On Demand HR, Business Essentials (Work Design, Talent Strategy and Search) and Learning Forums/HRoundtables.

Our Plan

Kate Kjeell, our Managing Director and I are excited about this change and partnership with Sonya’s firm.  We’ll continue to focus on talent strategy and management search. That means finding our clients great leaders (in HR, Sales, Marketing, General Management, Operations) or helping them build their own capability to do that for themselves. For the past twenty years, we have utilized a project on-demand business model to deliver candidates and fill key management openings.  We augment our client’s existing Talent Acquisition function in a variety of ways.  Story telling in search is a key differentiator of ours.  We use creative approaches to help our clients tell their story to ensure we “find the one.”  Video, podcasts, marketing micro-sites are an example of the ways we increase our response rate with passive candidates.  The goal is to develop a high quality pool of talent for our client’s immediate and future needs.  It is all about meaningful and ongoing conversations.  We hope to hear from you to learn what you are up to and how we can stay connected and continue to learn from each other.

You can learn more about us at sbcompany.net & everybizhr.com!

Published by: Sherry Benjamins in Blog, Communication, Management, Newsletter, Recruiting, Talent Economy

January 10, 2018 - No Comments!

SBC January Newsletter — Joe Musselman – Learning about Leadership from The Honor Foundation Founder and CEO

January Newsletter:
Joe Musselman

 SBC January Newsletter — Joe Musselman – Learning about Leadership from The Honor Foundation Founder and CEO

Imagine what it’s like to be a Navy SEAL deployed in a country you probably

shouldn’t be in and conducting a mission that no one is supposed to know about. The amazing individuals from Special Operations are trained to do the impossible. We wouldn’t expect that someone with such a unique character and skill set would have any challenge in navigating a new career for themselves and their families?

These distinguished veterans live inside a standard that is exceptional in every dimension, yet when they move on to the next chapter of their life, they feel lost.  That is where The Honor Foundation comes in. I met with Joe Musselman, former Navy veteran and founder of this incredible non-profit organization that was specifically designed to serve the world’s most elite group of Special Operations Forces throughout their career transition. I learned from Joe that The Honor Foundation (THF) and its 15 week program (150 hours) is the most comprehensive career transition program for SEALS and Special Operators in the country.

I wanted to learn how Joe sees the leadership attributes these champions bring from their experiences and how he helps exemplary candidates chart a path to exemplary opportunities.

Sherry Benjamins: Joe, let’s talk about leadership.  What are the hard and soft leadership skills that you see critical in the future?
 
Joe Musselman: Frankly, hard skills are still important but becoming less relevant. The changes and pivots in business come without warning. In start-ups this is especially true. For example, there are multiple skill sets needed all at once. There's chaos, uncertainty, and adventure. One skill set is needed then another, and another, and these needs continue to grow. The individual must adapt and evolve their technical skills to leadership skills for those in charge of people, growth, and the vision of the business. Often the default is to find more technical skills but we know that as the company scales, the demand for balanced leaders who can inspire, coach and manage others is top priority.
 
SB: Why are soft skills even more critical now to success?  
 
JM:  Let me first say that successful organizations need to see themselves as technology businesses. This next wave of business is all about data, robotics, machine learning, and artificial intelligence.  Wouldn’t you want your most ethical and courageous leaders surrounding this new technology? Wouldn’t this give you a competitive advantage?
 
Success means being adaptive and agile.  We developed an assessment alongside UCSD and Stanford that helps us understand these personal readiness capabilities.  Our Fellows who graduate our program have rich life experience, cultural and emotional intelligence, not exactly technical or hard skill sets – so we suggest that CEOs let go of the traditional resume screen and be forward looking about what it takes to develop their people.  It’s not always about the hard skills, but instead a candidate with a core set of values that matches the organization’s mission.
 
Our Special Operators are trained to execute without the benefit of ever knowing what’s next, and even with continual and extensive training, a Navy SEAL knows to expect the unexpected and always operate inside a framework of strict values and guiding principles. I ask CEOs, how often do they find someone doing the right thing when they are not present? It is not grey. This is a very clear-cut question. Are they hiring leaders that know what doing the right thing always means? The bar remains high and our graduates know that mission matters as they have lived it everyday.
 
SB: What is missing in leaders today
 
JM: One of our core values at THF is “practicing artistry.” We find people who want to change the world. We ask our Fellows to be introspective first and ask themselves, “why do you matter?”  This needs to be asked of each of us more often.  Each individual seeks to achieve their own definition of excellence and they are truly artists in what they do and practice each day in the Teams.
 
SB: Are your graduates experiencing positive corporate cultures?
 
JM: We are proud of a 92% fulfillment rate. So yes, there are companies that understand the values of authenticity, fairness and purpose. They were harder to find than you think! We have only had 4 out of 167 that transitioned jobs within their first year of employment. All four cited reasons surrounding poor leadership, lack of vision, and the behavior was not aligned with the culture.
 
SB:  What have you learned about yourself on this journey?
 
JM:  The number one thing I’ve learned, what we all have learned at THF, is simply “be you”. We help our Fellows understand that they have the ability to stop trying to “be a role” and focus instead on being themselves. I personally have learned that it is not a bad thing to be a people pleaser. THF would not be here if I didn’t have and own that DNA. I am committed to making our Fellows a wild success and I want them to be fulfilled and happy. Their happiness is my commission. Everyone is encouraged to be who they are and be unwavering in that truth. The impact our Mission has on the lives and families of our graduates is remarkable. At graduation last week, one of the Fellows came up to me and said, “Joe, THF changed our family tree.” What he meant by that is he would not have had the opportunity to attend a top MBA program, interact with CEOs as mentors, or consider six-figure salaries if it weren't for THF. This is why we do this work at The Honor Foundation.

 

Concluding Comments
Do you want to change the world?  Joe had me reflecting on this notion of thinking big.  He asks the Navy SEAL, “why do you matter?” They have life experiences that we may never understand and they face the reality of knowing why they matter every day. Yet, when asked as they consider a professional transition, it requires more self-reflection than first imagined.

We can all benefit by answering that question for ourselves. Courage is a word that the Navy SEAL knows well. He runs bravely into battle with all his heart. In fact, the French root of the word courage is “heart.”

David Whyte, says that “courage is the measure of heartfelt participation with life, with another, with community or our work.”  It means that we can consciously live up to or into the things we care deeply about.  To be courageous as a SEAL or as a caring committed individual in this world is to stay close to the way we are made. So, why do you matter?

Featured Searches
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Director Tax, Smart & Final
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Recent Placements
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Reach us at 562 594 6426 or kate@sbcompany.net
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Published by: Corey Kachigan in Blog, Employee Engagement, Newsletter

August 28, 2017 - No Comments!

SBC August Newsletter – Meet Gayle Karen Young, Culture Builder & Catalyst

Screen Shot 2017-08-28 at 4.52.07 PM

Today leadership is about visibility and being authentic. Earlier this year, I attended a session with my favorite living poet, David Whyte, who inspires us to be vulnerable in being ourselves. I have followed his writing and enjoyed his workshops for many years. This session included a most intriguing organizational expert, Gayle Karen Young, who I was totally taken by. I found her perspective on leaders finding their way in this messy organizational life quite mind shifting.

Gayle brings wisdom and warmth to the conversation about how we develop as leaders within complex and changing systems.  She calls herself a “rogue provocateur.” Join me in our fascinating conversation about how we thrive in this unpredictable place called leadership.

Sherry Benjamins: Tell us about your perspective on leadership today.

Gayle Young: Its been fascinating to watch my own thoughts on leadership and culture evolve as I’ve moved from being an external consultant to taking on a role as Chief Talent and Culture Officer (essentially the CHRO) at the Wikimedia Foundation, and then going out on my own again.

For background, the Wikimedia Foundation is a fascinating organization for being one of the top five visited websites in the world. It’s the only top 50 website that is a non-profit. The actual organizational size is small, but a huge number of volunteers help run it and essentially create the product. Each language has their own Wikipedia and governing bodies. The volunteer base influences a lot of the dynamics. We worked in more of a network or influence-based structure.

Any dynamic that impacts the geopolitical news landscape, shows up on Wikipedia. Whether it was a downed flight in Ukraine or conflicts in South America, you can see ideological differences pop up across different wikis. It taught me a lot about complexity, permeability, culture, and of course, the day-to-day of business management like performance, quarterly goals, large implementations, etc.. I grew to have an appreciation for the intersection of complexity and organizational development and culture.

Being a leader in these contexts for me means having a capacity to work both the mythic and the mundane. It requires working on the mission, the values, the intangibles, and the day-to-day experiences that become tangible components that nudge a complex system in a particular way, like the way that decisions are made or that meetings are run. I say “nudge” because I believe that we don’t get to manage culture. We do small things that ripple through a system in profound ways.

SB: You’re now collaborating with fascinating leaders and companies.  What made you decide to go out on your own? 

GY: I was at the Wikimedia Foundation for four years and I loved it. It was a great place to practice leadership and my own mission. I was working with one of the executive directors, Sue Gardner, who I would follow anywhere. There was a leadership transition where the organization didn’t need me in the same way and I had personal needs that led me to take a year off. At that time, I was at a retreat at the Burren Executive Leadership Program, which aimed to foster a leader’s action by way of reflection. That’s when I first met David Whyte, who was an artist in residence. It changed the course of my life.

SB: Tell us about what you do to help a leader with running their company? 

GY: I do have one-on-one coaching with clients where we reflect on their own practices of leadership. I also work with executive teams. Sometimes I go in and support a new team as it’s coming together. We explore how do they lead together? What does collective leadership look like? A team that’s high-performing doesn’t just do their own thing and then come together. They practice what they want to do.

I also have my passion projects. I work with an organization called Hidden Leaf that offers grants for personal development for social justice leaders, or I work with organizations like Uncharted, that supports social entrepreneurs.

SB: What would you say to a CHRO today about their leaders and the organization  of the future? 

GY:  I think it starts with understanding the evolving nature of the workforce and it’s an interesting one. There’s an upsurge of people looking for meaning. A lot of Millennials tend to be part of the compulsive-awesome generation. In terms of designing work and roles, people are asking, “what is their evolving portfolio of their skill set?”

An organization’s culture is a nested set of environments. If you’re going to understand the culture of Wikimedia, for example, you have to understand the values of the Enlightenment and the spirit of the Gutenberg Press, as well as seeing that it is rooted in the ethos of the free knowledge movement and in the open nature of the internet itself. Those streams of values, norms, and beliefs are part of the operating ecosystem. A CHRO can understand and track the streams that are influencing an organization’s culture.

SB: How do we start to see the often subtle influences at play when understanding what influences us? 

GY: If you’re going to try to understand yourself, try to understand the contexts you emerge from as a beginning. I’m an immigrant with a Chinese family, raised in California.  Each of these things gives a window into what makes me up. In that way Toms Shoes would be influenced by philanthropy, the shoe industry, manufacturing, and its location in Silicon Beach. It’s like mapping out what all the elements are of being you, but at an organizational level.

SB: As we reflect on who we want to be as leaders, are you seeing more partnership between CEO’s and HR?

GY: If you're CEO doesn’t get you and has a traditional view of HR, in other words, a compliant-based version of HR instead of a development-based version, that makes for a very difficult relationship and forward thinking partnership. Particularly if the CEO doesn’t appreciate and value and support that function, it is almost a non-starter.

SB: I attended the workshop that you and David did together and I’ve followed David’s work for over 20 years.  He facilitates new conversations that guide  personal development. . Do you see executives investing in this way?   

GY: If you want people to follow you with a kind of whole-hearted engagement, then personal development and professional development are inextricable. One metaphor is the difference between a hollow core and a robust one, and that IS visible in the world whether you know it or not. As a leader, by the very of nature of leadersihp, you must have a willingness to really be seen. What you’re seen as standing for, since every movement you make is watched and noted on, as an active, conscious choice, makes all the difference in the world. That’s where the self-knowledge comes in. With the work David does, he helps get us to be grounded in our own robust vulernability. But we have our own work to do to understand how we want to be seen in the world, what we stand for, and what we live out. It’s this notion of when you’re unaware of what you put into the world, Jung said, “that which remains in the unconscious comes back to us as fate.” Unless you work with your own interior landscape, then you don’t have a hope of influencing what it is that you invite.

In closing...We are in a time when doing the “internal work” of a leader is seen as high value, yet many find it challenging to accomplish. Gayle’s refreshing and honest perspective encourages us all to dive in to move forward. Clearly, the benefits of finding a friend or coach to help you in your leadership journey are invaluable.

May 9, 2017 - No Comments!

Are Millennials Taking Over?

https://www.wsj.com/articles/how-to-win-over-skeptical-coworkers-as-a-young-boss-1493717406

As Millennials, we grew up in a world surrounded by technology, a known social stigma for a love of taking selfies, and we are infamously known to “steal” jobs away from experienced Baby Boomers. According to a recent Pew Research Center study, Millennials surpassed Generation X to become the largest share of the American workforce - which means that Millennials are here to stay. But how can Exec Millennials gain the trust of older, skeptical peers?

In a recent WSJ article, it discusses multiple instances where our young generation is taking over Executive-level roles in organizations. Although this can be seen as unfair, and perhaps unwarranted, I think that many organizations understand the need for innovative leaders with new and fresh ideas to change their company in the direction of the future workplace. Nobody understands the Millennials like Millennials, ourselves.

-Ashlee Sutherland

Published by: Corey Kachigan in Blog
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May 1, 2017 - No Comments!

Are 2017 College Grads Falling Short?

https://www.wsj.com/articles/where-college-seniors-are-falling-short-1493118000

As a recent 2017 University of Oregon graduate with my degree in Public Relations, I found this article very interesting and, let’s be honest, somewhat alarming. It seems as though 2017 grads are getting a bad wrap - and while many may be unprepared to enter the workforce, I find myself in a different place post-graduation.

University of Oregon’s PR program really encouraged students to get involved with work opportunities and internships while in school. I was able to take advantage of this advice – this not only gave me valuable experience, but helped me better understand what I wanted to pursue post-graduation. I was able to complete multiple internships throughout my time at UO and received college course credit for the work I was doing.

Something I found interesting about UO is that almost all of my professors had previously worked in the corporate world. This opened up opportunities to gain a strong network with professionals around campus and within the community.

As a final graduation project, I was able to work with TrackTown USA to complete a Public Relations and Marketing campaign and host an event to help identify their brand more effectively. My professor had a relationship with the CEO of TrackTown, so this connection allowed myself, as well as other students, to work with a professional client and get real world experience outside of the classroom.

As a communication major, I find myself somewhat confident in my interviewing skills, but that's because I do my homework. I research the company and position, any recent articles in the news about the organization, make sure to bring up what I can offer the company, how I can make an impact on the company culture as well as have at least 2 questions prepared for the interviewer. I understand that the interview is as much about me interviewing the company, as it is the company interviewing me. Most importantly, the follow-up email is essential. I think that writing a note thanking the interviewer for their time leaves an impact and can make the difference between an average candidate and a great one.

Upon first glance, this article is making a blanket statement that 2017 grads may not be as qualified as previous classes - but that doesn’t mean there aren’t highly qualified candidates applying for jobs at your company. Most importantly, college students need to capitalize and utilize the resources on campus before hitting the real world to optimize their chances of post-grad opportunities.

-Ashlee Sutherland, SBC Recruiting and Events Coordinator

Published by: Corey Kachigan in Blog
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April 14, 2017 - No Comments!

Nicole’s Story

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SBCo has proven to me how a small team can work together to make a big impact. We are a close-knit, collaborative group that fosters creativity, flexibility in thought and in working logistics. It has amazed me that while we all work virtually, we manage to operate as if we see each other daily. Our small group never seems to miss a beat; both in finding creative ways to help our clients or working together as a cohesive unit. While the nature of our business has ebbs and flows, what remains constant is our commitment to clients and the holding of ourselves to the highest standards.

April 13, 2017 - No Comments!

Lisa’s Story

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I can’t believe it has been over 17 years ago that I started this journey with SBC. As I made a leap from the corporate world to consulting, little did I know that I was joining an organization that would make such an impact on my life, working with the best leader and team. After working with our first client, Allergan and AMO, I remember thinking to myself that this organization was something different - it's not just an ordinary firm, but one that has built its foundation on relationships and integrity. These core values aligned with what I was looking for and have truly allowed me to experience the perfect work/life balance. I have been able to pick my kids up from school, work in their classroom, and attend sporting events, all while being able to fulfill my passion for building relationships and helping great people connect with great companies. I love that each person on our team is always willing to help out and brainstorm ideas, and even though we are virtual, we are able to collaborate and support each other. As I look back I feel so blessed to be part of an organization that values its clients and for the relationships that I have made along the way. Congratulations to 20 years and thank you Sherry for being a mentor, and allowing me to be a part of this journey!

Published by: Corey Kachigan in Blog
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