Blog | November 2011

Recruiting Top Talent – Part II

November 30, 2011

I met last week with a friend who is the CEO of a billion plus dollar software company. We were discussing the challenges of finding great talent which lead to discussion on how to recruit this scarce resource when you do find it. We were primarily talking about recruiting people to fill mid to senior leadership roles and he was sharing stories of the great people that he has hired in the past year. This was a counterpoint to many CEO's that I have met who bemoan the lack of available talent and their inability to recruit successfully. I have written about recruiting top talent before but let me spend some more ink on it again.

Read more

GOYAADI

November 24, 2011

There is a lot of noise made about Silicon Valley and why it is such a successful place for incubating and growing start-ups. Many attribute that region's success to availability of investment capital, role models, mentoring resources, the critical mass of talent and its entrepreneurial culture.  Conversely, many point to Ontario's fledging tech start-up community and bemoan the lack of the above as excuse why our start-ups struggle. While I agree that many of the above factors make it tougher (sometimes impossible to successfully launch and build a tech start-up in Canada), I think it is sometimes too easy to point to external factors beyond your control and use them as Band-Aids to hide a deeper issue.

Read more

The Power of the Network

November 24, 2011

This week, I had the privilege of attending a Director's Dinner event organized by Howard Gwin and Derek Smyth of OMERS Ventures, Chris Chapman and Dan Wilson of KPMG's National Technology Practice and Digital Puck.ca . As I sat in this event with 40 other  CEO's and Director's  representing many of the tech stars in the Canadian high tech ecosystem, I reflected on a comment that Howard often makes, that "senior people only go to events where other senior people are".  The room was an all-star cast of the who's-who of serial CEO's with successful large exits, board members that had guided companies to similar outcomes and interspersed through the room, a few younger CEO's of companies who have the opportunity and potential to be the next generation of mentors and advisors after they have hit their current gig out of the ballpark.

Read more

The Case of Beer Time Management Rule

November 21, 2011

I was leaving a client's at 6:30 one evening and stopped to chat with one of the folks still at work. She was completing a monthly reporting task that is analytic in nature but somewhat subjective in how you chose to report the data. It is one of those administrative tasks that needs to be done but the time taken to complete it can easily expand to longer than a couple of hours without a corresponding increase in either accuracy or value.  Her frustration at completing this task reminded me of a time management rule that has held me in good stead for over 30 years, The Case of Beer Rule.

Read more

Leading in tough times, Managing tough messages

November 8, 2011

Your company is in the crapper. Its stock value has dropped by over half. You have just gone though the company's first ever lay-off. Good employees are resigning because they have lost faith. There is a daily onslaught of stories in the media predicting your company's demise. Employee morale is terrible. Critics say that your products have lost relevance. As a team leader or manager, your job is to maintain positive morale, keep productivity high, and retain and recruit talent. Your task seems impossible.
 

Read more

© 2014 Meaford Group

Built by factor[e]. Powered by Forge