Unleashed - How to Thrive as an Independent Professional

Tiago Forte, author of Building a Second Brain, discusses how consultants must rapidly learn about clients and apply knowledge efficiently. They introduce the concept of a 'second brain' for consultants. They also discuss the core principles of Capture Organized to Still Express (CODE) for creativity. The importance of design in note-taking and the method of progressive summarization are highlighted. The concept of the generative effect and the power of expressing creativity are explored. They discuss organizing a second brain with Evernote, including the use of notebooks and the para system.

Melanie Espeland, an executive and life coach specializing in executive presence, shares valuable insights on using voice for impactful communication. She discusses the dual pillars of executive presence: the literal aspects like nonverbal cues and the figurative ones including authenticity and confidence. Melanie offers practical voice exercises and emphasizes the importance of self-connection and clarity. She also explores breathing techniques to enhance vocal control, helping individuals improve their professional image and make lasting first impressions.

In this live event hosted by Umbrex in November 2023, Ron Lumbra, a member of the CEO & Board of Directors Practice and Partner at Heidrick and Struggles, discusses how to get on a corporate board. He shares insider knowledge about the process. The event was recorded as a streaming event, with approximately 300 people signing up for the session. The discussion was facilitated and included questions from attendees. Exploring the Landscape of Board Roles The discussion focuses on the different types of board roles, such as Fortune 500 companies, other public companies, PE-owned portfolio companies, and family-owned companies.  The top of the pyramid is the public company corporate board, which is the most sought-after and difficult to join. People often serve on various types of boards, such as large-cap corporations, smaller publicly traded companies, private companies, family businesses, and nonprofits. These boards have similar structures, committee structures, and skills matrix, making them valuable ground training experiences for those looking to join corporate boards. A board is a group of experienced business people who are responsible for running and governing a company. It is not just a group of smart people, but specific roles that a board seeks to fill. He identifies the difference of a philanthropic board. When searching for a board member, companies often seek specific skills, such as financial experts with experience in China, supply chain, or being female. Ron talks about a typical board structure and defines the importance of what a candidate can bring to the board. The board consists of about 10 people, with four or five members fit into the CEO club or those who have run a big business club. The number one in demand skill set is financial experts, with three seats focused on audit and finance committees. The number one skill set is CFOs, while the other three are controllers, treasurers, VPs, SVPs, or audit partners from one of the big four. Companies are also looking for leaders in certain fields at specific times. Generally at present, their expertise in cyber and AI, supply chain, and ESG areas are in demand. Supply chain has seen a surge in demand, especially during the pandemic. Boards are looking for people who can lead, guide, and help with challenges they may face. They create a skills matrix to identify the various skills needed, which is more than the number of seats. People who can check more boxes credibly tend to be more attractive board candidates. The Benefits of Being on a Board Ron explores the reasons people want to be on a board and the benefits they receive. Operating executives with a day job often go on boards to expand their skill set, gain an outside perspective, and learn from others in different industries. As they age, they may consider a different career path and seek ways to contribute, give back, stay engaged, and stay relevant. Age plays a significant role in the decision-making process, as board directors are not employees and are not discussed in the proxy board. Boards typically have a mandatory retirement age of 72-75 years, which varies by company. People usually go on boards in their late 50s or early 60s and have a decade or more of tenure before they age off. Ron also discusses the reality of being on a board in terms of time and commitment. Being on a board is different from being an operating executive, as it is intense and socially intensive. Board culture and how the board functions come together and go apart are important factors, both experience, personality and cultural fit are all factors considered.  Board meetings are usually held five times a year, with committee meetings often occurring around them. Ron shares information on payment for board members and how to position oneself to get on a board, particularly at the non-finance 500 level.  Securing a Invitation to The Board He explains that the supply side of the board opportunities is what attracts candidates, and understanding one's skill set, industry expertise, strategic acumen, and expertise is crucial. Ron also highlights the private placement market, where 40% of corporate directors are placed through relationships. This can be an advantage for candidates, as they are paid to introduce competition. However, the private placement market is less competitive and more about networking and making oneself known. Joining a board is akin to joining an elite country club, where applicants must demonstrate their knowledge and expertise. Networking is more about making yourself present and well known, rather than trying to make a sale. It's important not to take it personally, but rather to understand how the game works to get on board. Ron encourages people to focus on networking, letting people know their skill set, and having the courage to differentiate themselves. Many people answer yes to every question and bring various skill sets, but this may not be memorable or distinctive. People who have the courage to say they know banking, regulation, and Washington can become extraordinarily memorable. Trends and the Changing Focus of Companies Ron talks about the trends in diversity goals and the changing focus of companies. He highlights the importance of women on boards and the momentum of advocacy groups around women on boards. The pandemic in March 2020 led to a shift in focus towards ethnic diversity, with a two-year window of intense focus on black directors and Latino Asian directors. Today, there is still an interest in ethnic diversity, but most boards are working hard to address the issue. Advocacy for women on boards is now focused around 30%, partly from shareholder advisory groups and exchanges. Some boards are advocating for at least 30% women on boards. Diversity matters have changed significantly over the past decade, with a period from 2020 to 2023 when companies focused on diversity, leading to a pent-up supply of non-diverse CEOs being called on boards. The market is now recognizing the importance of diversity in addressing societal constraints and positioning companies effectively. Ron shines a light on the importance of understanding the unwritten rules of board roles and how they impact a candidate's authenticity and legitimacy. He emphasizes the importance of addressing governance matters, as it can impact a candidate's authenticity and legitimacy. He suggests that exposure to governance can come in various ways, such as attending board meetings, working with the audit committee, or working closely with members of the compensation committee. This exposure can demonstrate knowledge of board culture, functioning, agenda, and what matters within a board. Understanding The Board Environment Ron talks about the importance of understanding the board agenda and what matters, and why it is so difficult to secure a position on the board.  Boards create a high bar to ensure that candidates understand their roles and culture, and that they don't bring on disruptive or underperforming individuals. By addressing these issues, candidates can demonstrate their commitment to good governance and the importance of understanding the board environment.Business schools and the National Association of Corporate Directors offer board directors certification programs, which can be helpful for getting on a board. However, it is important to not oversell these programs, as they may not provide the necessary knowledge and experience for decision-makers. Participation in these programs can make individuals more knowledgeable and contemporary in governance topics, making them better interviewers or interviewees. A Focus on Governance To demonstrate a commitment to governance, one can get on a nonprofit board. The type of nonprofit and the specific role on the board should be determined by the individual's passion for the subject matter. Nonprofit boards often have committees that align with the individual's interests and skills. For example, financial experts might be better suited for audit or finance committees, while those with expertise in governance may find the Governance Committee beneficial. Engaging in committees is where the work happens, and it is crucial to find a committee where you can grow and develop. This can lead to being tapped into a corporate board, as people will see you as a leader and a greater amongst equals. Boards are typically staffed over a decade, so it doesn't have to happen on the day you join. If you like the mission, theme, and value add, you will find yourself on committees, running committees, or chairing the board. Vetting Candidates for Board Positions When talking about the process of vetting candidates for board positions, Ron explains that it is divided into two categories: formal and informal. Formal vetting involves light off-the-record background checks, such as FBI police records and business references, to ensure a good understanding of the candidate. The process also includes back channel conversations with board members, who may have connections to the candidate. It is important to understand that every person you interact with or have worked with in the past is a potential candidate, and it is crucial to be aware of these back channel calls. Executive search firms fill about 40% of roles, and it is essential to ensure that candidates are aware of their interest. To do this, resumes should be on file with all major firms, as they are centrally administered and managed. This makes them a shared asset in the board database, which can be used to identify potential candidates for new searches.Joining a board of directors can be lucrative for younger professionals in their 40s-50s. However, it is challenging to position oneself effectively in these roles due to the value placed on experience and life experience. The average age of a first-time director on a publicly traded larger cap board is 58, so it is crucial to understand the circumstances in which you will be effective on the board. Ron shares an example of a public company CEO who overstepped the boundaries of his role as a board member, leading to a crash in his candidacy to illustrate that it is important to think carefully about your involvement and what you bring to the table before you commit to a board position.  Timestamps: 00:02 How to get on a corporate board with an insider 05:00 Board composition, skills, and motivations 10:14 Board service for executives nearing retirement age 12:40 Board positions and their requirements 17:01 Networking, marketing, and diversity in boardrooms 20:18 Board diversity and governance expectations 26:50 Board director certification programs and their value 28:50 Board governance and interview process for nonprofit boards 34:49 Board membership requirements and vetting process 38:06 Board member compensation and background checks 44:05 Board positioning and vetting process for executives 49:15 Board advisory roles and expertise Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

Jill Stoddard, author of Imposter No More, discusses the concept of impostor syndrome, its historical origins, and the impact of modern advancements on its prevalence. She shares techniques for handling the inner critic and explores resources and tips for overcoming impostor syndrome.

William Magnuson, a professor at Texas A&M Law School and former Harvard University professor, discusses his book For Profit: A History of Corporations. The book covers eight different corporations throughout history, illustrating different facets of corporations. William  chose these eight corporations because they were relevant to the modern world and their importance in shaping society. He aimed to explore the origins of corporations, focusing on foundational moments in corporate law, such as ancient Rome's tax-gathering entities, and the Medici bank. He talks about how studying corporations over 2000 years  brought to light trends and why today’s citizens are more impacted by corporations than at any other time in history.    William considered including the Soviet Union, which was one of the world's great experiments in trying to structure and economy without corporations. However, he did not include any consumer packaged goods or retail companies on the list. He also considered researching other major tech companies like Apple, Google, and Microsoft, but ultimately chose not to include them. He also considered adding Japanese corporations, as there is a long history within corporate law scholarship that has similarities with US law but also some major differences. He highlights the importance of understanding the legal concept of corporations and the evolution of their features over time. He also acknowledges the potential for further research into other cultures and corporations, such as Japanese corporations, which could provide valuable insights into corporate law scholarship. Common Characteristics of the Modern Corporation The concept of a corporation has its roots in various ancient cultures, including the Incas, Chinese, and Japan. Europe was largely based on the Roman model, which outsourced government services to private individuals or organizations. This model was copied in Renaissance Italy and eventually moved up to the joint stock era in the 1600s. Japan has a long history of large conglomerate organizations, which are family-oriented and have evolved over time. The American corporation is largely based on the European tradition. Some common characteristics of modern corporations include limited liability, professional management class; single entity operation, and immortality, where a corporation never dies or ceases to exist, unlike partnerships, which end when one partner dies. This is important because historically, partnerships ended when one partner died, which was problematic for tax gathering in ancient Roman republics. Corporations are immortal, meaning they continue to exist even after the death of a single member or stockholder.  The Birth of the Corporation The Roman Republic's Fabian strategy, which involved avoiding set battles and using private enterprise, played a significant role in the creation of corporations. In 218 BC, during the Punic War between Rome and Carthage, the Roman commander Cornelius Skipio wrote to the Senate, asking for supplies to continue the war. The Roman senate ran out of money, they made a plea to Roman citizens for support, and in return they asked for several terms, and this led to the  idea of private enterprises as a solution to the problem, and legal rights for specific entities.  In the Roman Republic, corporations had to have certain institutions in place to function effectively. These institutions included the Senate passing laws, corporate attorneys, banks, and other infrastructure. The rule of law was crucial for these entities to thrive, as it allowed them to enforce contracts in court. This rule of law was a key factor in the rise of the corporation in Renaissance Florence, where fragmented policies and conflicts between duchies, barons, kingdoms, empires, and city states were prevalent. The Medici bank, for example, created a rule of law within the city of Florence, creating separate entities with 15 branches, each serving as its own entity. This allowed them to create a rule of law in a world that didn’t have it.  Cities and Religious Organizations as Corporations Religious organizations, such as monasteries, were also considered corporations, but they were not in the same line of business. Cities, on the other hand, were outliers in the history of corporations, as they sought to protect their liberties and rights. Cities were able to benefit from incorporation, as they were protected by the Magna Carta. Corporations are flexible entities that can be used for various enterprises. William explains the element of limited liability, which is a fascinating element of corporations. It provides risk protection for owners, allowing them to gather capital and launch larger enterprises. However, the concept of limited liability was not always clear, and some statutes are still ambiguous. For example, the East India Company, which was one of the first corporations to adopt limited liability, was a case study that illustrates the importance of limited liability in the early years of corporations. Early Ideas of Governance in Corporations William discusses the concept of governance in corporations, focusing on the separation of owners and managers and how to align them. This separation is crucial for modern corporations with hundreds of thousands of shareholders, as it prevents conflicts between managers and shareholders. One example of this is Ford Motor Company, founded by Henry Ford in the early 1900s. Ford was known for his fiddling around and raising money from wealthy investors, but faced criticism from shareholders who were concerned about his financial performance. This led to a conflict of interest between Ford and his shareholders, which eventually led to the foundational concept of fiduciary duty in corporate law. William also discusses the history of shares trading hands, mentioning that in ancient Rome, there were physical certificates representing stock ownership. However, there is little evidence on the exact structure or form of the stock market. Today, the system is moving towards an electric electronic system, making it more complex. William teaches a class on the settlement of trades, which is one of the main focuses in FinTech and other research interests. He also discusses the evolution of the stock trading system, highlighting the importance of understanding the complex nature of the process of trading shares. The History of Corporate Advisors William discusses the history of corporations using professionals outside their four walls to advise them. He cites KKR, a private equity firm, as an example of a corporation that uses an ecosystem of professionals to help it operate in the world. The role of these professionals has become more important as corporate law and the corporate form become bigger and more complicated in the modern world. Institutional investors have also played a role in the venture capital industry, often spearheading companies with the interests of venture capitalists. Facebook's structure and story are shaped by its funding model, which was honed into the idea that venture capitalists would take bets and try to reach rapid growth to create a platform effect. This model is emulated by many other startups today. There is a big debate about the corporate purpose, whether they should focus on profit or consider environmental, social, or governance issues. Throughout his research, William was surprised to find that the structure of corporations has always been similar to the debates within society, and major corporations have always led to major changes in how they are regulated. For example, mass production, oil production, and concerns about too big to fail have led to new issues being raised when there is mass production or oil production. Misconceptions about Corporations and Their Role in Society William discusses the misconceptions about corporations and their role in society. He argues that corporations were created to promote the common good, not just profit, although what could be debated is what the common good means. This idea is based on historical evidence, such as the creation of the Florentine government and Queen Elizabeth England. He also discusses the debate surrounding fiduciary duties and the role of boards of directors, managers, and officers in determining the interests of shareholders. He disagrees with some scholars about the role of fiduciary duties and the broad discretion granted to managers to consider other interests beyond shareholder profit. He believes that this broad discretion has been informed by his research into the history of corporations and the factors that have led them to thrive. William's next book is on the history of law, focusing on foundational moments in time when the way we think about law, the rule of law, the Constitution, judges, and democracy have changed. He goes back to ancient Athens, ancient Rome, and the development of the code, moving up through the US Constitution Magna Carta to the current draft of the 1964 Civil Rights Act.  Links: Some additional book recommendations on corporate history from Professor Magnuson: Ernst Badian, Publicans and Sinners: Private Enterprise in the Service of the Roman Republic Raymond de Roover, The Rise and Decline of the Medici Bank William Dalrymple, The Anarchy: The Relentless Rise of the East India Company John Micklethwait & Adrian Wooldridge, The Company: A Short History of a Revolutionary Idea CONTACT: Twitter: @profmagnuson LinkedIn: https://www.linkedin.com/in/william-magnuson-56479473/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

In this episode of Unleashed, Will Bachman talks to Scott Ratliff,  who is a principal at the search firm Beecher Reagan. Beecher Reagan is a specialty retained executive search firm that works across three industries: professional services, digital and technology services, and private equity. As a principal at Beecher Reagan, Scott leads the commercial excellence sales and marketing practice, focusing on growth roles across these industries. Scott talks about commercial leaders within professional services, specifically in three forms: true Hunter BD people, who are responsible for going out into the market, setting meetings, driving revenue, and bringing in new logos; a hybrid, who owns client relationships, farming large accounts, finding new lines of business within those accounts; and a commercial operations type of role, who sets up and builds out a sales structure, identifying the right people to process technology to build or develop a sales culture within a firm. Depending on the size of the firm, its growth journey, and the talent available, firms may have specific roles specific to one of these verticals or firms looking for someone who can come in and play across. Scott explains that some types of professional services firms have people who are separate from the actual delivery teams brought in as commercial salespeople effect. The traditional model in consulting involves starting as an analyst and working your way up to the manager level, where you shift into being commercially wired and focused. However, there has been a spike in commercial leadership in several places, such as the lower middle market, high growth, emerging market, and larger firms looking to build out new functional capabilities or geography. In addition to selling services, commercial leaders should also understand how to sell services specific to that functional area. This helps firms continue to supercharge growth and drive revenue. The Roles of Hunter/BD People in High Growth Firms Scott discusses the roles of Hunter/BD people in high-growth firms. He explains that these roles can range from five to $10 million firms looking to grow organically to $25 million and potentially leverage M&A. The role involves understanding prospective clients, targeting companies, gathering data for an effective approach, outreach, scheduling meetings, and creating a lead generation engine. The Hunter BD person's role is crucial in identifying potential clients and building relationships with them. They are responsible for taking initial calls, developing relationships, and deciding whether to bring in a partner or subject matter expert. Different firms have different compensation structures, with some expecting the sales leader to close business and the delivery team to execute or the role may be to generate meetings. There are two types of Hunter BD profiles: those who understand the business well enough to take the sales cycle from start to finish, build relationships, understand the selling proposition, and close deals. Another version of the role  involves supercharging what partners do well, pitching services, and understanding the problem statement of potential buyers. Scott suggests that the effectiveness of each role depends on the business's needs at its current stage of growth and the resources available. It is important to consider the business's staffing and talent requirements when choosing between meeting setters and sales leaders. Sales Success Strategies Scott emphasizes the need for a combination of strategies to achieve success in sales. First, a strong strategy is needed. Second, having the right technology in place to generate strong leads is crucial. He shares a few steps and mentions how important relationships are in selling services. People who have worked in the industry and built up a network can leverage their network to sell directly to potential buyers or introduce them to potential buyers. The best salespeople are not only doing one or the other, but also setting the engine, pursuing cold outreach, getting their story out there to the right people, and leveraging their own network and relationships. The typical background of successful salespeople is in the digital and technology services space, where they have exceptional sales training programs. However, when hiring commercial talent into professional services, it is important to see their experience in selling services and speaking to different types of customers. In conclusion, a combination of strategies, including cold calling and cold outreach, is necessary to achieve success in the sales world. It is essential to find individuals with a strong sales DNA and experience in both sales and professional services to ensure a successful transition into the industry. Evaluation Process for Sales Candidates Scott emphasizes the importance of communication skills and the ability to quickly connect with people within an organization. He also emphasizes the importance of talking in numbers and making things simple for clients. The typical compensation range for salespeople is typically between 150,000 and 250,000, depending on their experience level. However, at the high end, senior sales people typically earn between $350 and $400,000. Scott talks about attracting talent.  One of the most common questions asked by candidates is whether they are ready to walk away from their current position with existing relationships and recurring business. To help incentivize or help with the ramp period, firms should focus on having someone who can bring existing relationships with buyers who are fit for the role. This could include senior executives, civilian clients, or heads of business units at large companies. In summary, Scott emphasizes the importance of communication skills, numbers, and a strong understanding of the company's business processes when evaluating candidates for sales roles. Support Teams and Building a Commercial Team Scott suggests that hiring someone at this level should build a commercial team around them. This could include someone handling marketing, leveraging LinkedIn, and generating leads through marketing. A research person is also crucial in this team. In a professional services firm, the number of people involved in lead sales is considered a team number. The first 30-60 days should be spent identifying the right setup of the team and finding ways to make the most out of their resources. The sales leader or Chief Commercial Officer would lead the team in lead generation, research, and building lists for target audiences. The research capabilities may include using tools like LinkedIn Sales Navigator to build lists and target different businesses. The audience for the firm will impact the size of the research function, but it is essential to leverage existing technology for lead generation and segmenting for cold outreach. By targeting the right people and buyers, the team can create targeted messaging and drive sales growth.  Compensation for Sales Leaders  Scott discusses the compensation for sales leaders in a professional service firm, including the process metrics for hiring salespeople, such as meeting frequency and revenue generation. For a salesperson at a higher level, the goal is to generate millions of dollars in revenue. However, the number of meetings may vary depending on the size of the deal and the industry. For a sales leader at a 150,000 base, the typical number of meetings would be two meetings per week. The number of meetings depends on the size of the deal and volume expectation. If the salesperson is selling large deals or farming accounts, the number of meetings may decrease. However, the goal is to maintain double-digits of meetings once the business is up and running. When hiring a sales leader, professionals should consider their organization's capability to handle downturns and be agile in their offerings. Scott believes that hiring a sales leader can help the company adapt to market changes and build new capabilities. By identifying different markets and products, the sales leader can help the company handle downturns and rapid changes. The best sales leaders are creative and can sell their product in various places, allowing the firm to hire against these expectations. This approach allows the sales leader to continue growing and function in challenging times. Incentive Compensation for Commercial Leaders Scott shares what a company should address before bringing in a sales leader. He discusses the normal rates of success expected in a sales leader and the incentive compensation for commercial leaders, and the different ways firms structure it. He talks about the various models for building a strategy,  how long the new logo belongs to the salesperson, and how much of that is shared with the partner who delivers the work, leading to recurring business. Some firms have a higher volume, a less consolidated sales model where the income is going elsewhere, while others focus on maintaining relationships and expanding on new accounts. Scott emphasizes the importance of paying attention to the core DNA of successful salespeople, which includes competitive spirit, motivation, commercial mode, and strong communication skills. The best salespeople are motivated, commercially awaited, and have a piano driver of their own success and fulfillment through their work. They also have strong interpersonal skills and a sense of people. By testing for these qualities and the experience of the sales leader, organizations can feel comfortable in the value they can bring to their organization.    Timestamps: 00:40 Recruiting commercial roles in professional services firms 01:49 Commercial leadership roles in professional services firms 06:14 Sales roles and responsibilities in consulting firms 12:04 Sales strategies for professional services 17:56 Evaluating sales candidates for consulting roles 20:38 Sales compensation and ramp time for high-potential salespeople 25:32 Building a commercial organization for a consulting or professional services firm 31:15 Hiring a sales leader for a professional service firm 36:25 Sales leadership and incentive compensation strategies   Links:   Website: https://beecherreagan.com/ CONTACT:  LinkedIn: https://www.linkedin.com/in/scott-ratliff-0294362b/   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

Show Notes: Will Bachman talks to Ammad Ahmad, founder and managing director of Atheneum, a top global expert network that works with management consulting firms and provides access to niche industry experts, and offers research as a service (RaaS).  These experts have spent 20-25 years in a particular function or industry and can provide tacit knowledge and insights from industries. They help clients understand challenges when implementing AI-related solutions in healthcare, due diligence cases, or when a PE firm is looking to make an investment.   Atheneum has about 11 offices across the world, ranging from San Francisco to Tokyo, with roughly 500-600 SDEs around the world, and they offer one-to-one expert calls, surveys, quantitative surveys, and reports. The majority of their business comes from the expert session side, where many clients want to meet the experts in person.   Ammad started the firm in 2010 after working as a management consultant in Washington, DC. As a management consultant, a large part of his work was research and sourcing expert networks, and vetting the experts. When he moved to Germany, he contacted former colleagues from the consulting arena and suggested setting up a firm to help consulting firms access the industry experts they needed with the primary research required for each project.  Founding and Scaling Atheneum Ammad and his co-founder Mathias set up in an incubator where they had access to laptops and interns and were able to get down to business. By week two they had secured projects from their old consulting firms. Every week they were getting requests for experts in Europe or the emerging markets. As time went on, word of mouth spread and they earned more and more clients. Today, Atheneum works with all of the top 10 management consulting firms, many private equity and corporates, and pharmaceutical companies.   Atheneum’s core focus areas include healthcare, with offices in New York, San Francisco, Santiago, Berlin, London, Lahore, Pakistan, Shanghai, Tokyo, and Korea. When they were setting up their firm, they found that there was a lack of insight and intelligence into many of those ex-U.S. markets. They recruit experts in the local language. They custom recruit on many projects. This allows them to better screen for quality and match experts for clients, and the expert database themselves are fresh and engaged, and meet requests in new markets. When COVID hit they were inundated with requests for experts which enabled them to differentiate and scale.    Managing Client Relations Ammad discusses the importance of staying ahead of client needs and staying informed about their needs. He suggests that independent consultants should stay in front of clients and work hard to understand their needs and provide them with good solutions. He shares his thoughts on staying agile in solutions and products and on top of clients’ needs. He believes that staying ahead of client needs and keeping them informed of possible problems and solutions they may face is crucial for a successful go-to-market plan. This can be achieved through thought leadership pieces, informal meetings, or casual notes about industry trends. This helps the firm be perceived as knowledgeable, has the network and relationships that can offer support, and willing to go the extra mile.   Using AI in Sourcing Experts Ammad believes it’s too early to tell how AI can help companies and expert networks, but he does mention that Ai can help provide better quality matches to clients, to ensure the expert is who they say they are, and perform better screening. AI can also be used internally to find the best experts in their network by using semantic search and searching through a broad array of research resources on a larger scale that allows the firm to build a larger network. Ammad’s firm provides interview training to many clients, guiding them on how to conduct expert interviews, what to look for, and how to gather and triangulate data. He emphasizes the importance of researching the individual and providing guidance on the types of queries that may come up during a conversation. He discusses the increasing trend in questions and trends in different industries, such as AI in healthcare, ESG, and broad use cases of AI in industries such as automotive. He mentions that, over the last decade, corporates have started utilizing external resources for short-term project needs. This shift is driven by the need to innovate across various industries and seek external insight and information.   Managerial and Leadership Skills  When it comes to managerial and leadership skills, Ammad emphasizes the importance of understanding people's motivations and incentivizing them correctly. He believes that providing context and transparency around decision-making is crucial for helping moving people together within the firm. In his morning routine, Ammad wakes up early and takes advantage of the quiet and head space to organize his thoughts and think about what he has to do. He spends time observing the world outside his window, which provides context and puts things into perspective. It’s a time to reflect on what he is doing and how to move forward. He also disconnects from Outlook, which allows him to focus on tasks and research. This practice helps him stay focused and avoid distractions.   Timestamps: 01:52 Expert network and consulting firm Athenian Partners 03:11 Growing a consulting firm, go-to-market strategies, and client retention 11:18 AI's impact on expert networks and internal use of AI for better matches 15:14 Expert networks, interviewing, and industry trends 21:02 Leadership, productivity, and decision-making with Athenian CEO Links: Website: www.atheneum.ai   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

Show Notes: In this episode of Unleashed, Will Bachman interviews Nancy Mackay, founder of MacKay CEO Forums (MC ACO), a peer advisory group that provides confidential peer support groups for CEOs and business owners across Canada. The group aims to populate the world with inspiring leaders by offering confidential peer support groups to hundreds of members. Nancy states that, in today’s challenging fast-paced business-world, and with a growing mental-health crisis, leaders need more peer support and trusted advisors. The Mackay community includes over 1200 CEOs, executives, and business owners from various industries across Canada, participating in over 114 person peer learning groups. Over 60 consultants have been trained and certified to offer peer learning support to members, and the leadership team is focused on supporting form Chairs who offer peer learning support. Nancy started her group over fifteen years ago and still Chairs the group. Her group has 14 CEOs from various industries, with revenue sizes ranging from 5 million to 5 billion plus. Most of the groups are for entrepreneurial, privately held individuals who want to grow their businesses. The meetings are confidential, non-competitive, and require six meetings a year for a day, and they hold a 2-day annual retreat. Each meeting features a one-hour speaker, followed by confidential updates where CEOs discuss their biggest issues, challenges, and opportunities related to business, family, and personal. They place issues they want help with on the table, and after the issues are discussed, the group encourages sharing experiences. A Forum that Helps CEOs One of the biggest objections to joining a peer group is the lack of time. However, the reality is that everyone can make time, and having a group of 14 CEOs with a growth mindset can save time and provide support for all issues, including business, family, and personal. All the forum Chairs at MacKay are modern, trusted advisors with extensive experience working with CEOs, executives, and business owners, playing a crucial role in Chairing meetings and retreats, creating a confidential space for CEOs and executives to be vulnerable and succeed in their careers without sacrificing their health and important personal and family relationships.   Nancy shares examples of how peer groups have helped individuals navigate their transitions, such as selling their business, scaling their business, finding talent, and recession and succession planning.  Nancy highlights the importance of segmenting peer groups, with specific groups catering to different types of CEOs, CFOs, HR Rows, and cross-functional executives. These groups ensure that each member's background experience is taken into account, ensuring that everyone is a best fit for the group. The group also address personal and family issues, allowing members to discuss their challenges and successes without sacrificing their health or family relationships. Members can build lifelong friendships and support networks to help them navigate their careers and personal lives. Three Tips to Being an Effective Chair of a Peer Learning Group To be an effective Chair of a peer learning group, Nancy shares three key tips: not being the "star in the room", it should be all about the members. The second tip is to ensure that you create a space of vulnerability where members can share their experiences and mistakes, and remembering that no-one is the "smartest person in the room." The leadership philosophy is about judgment-free and sharing experiences, helping CEOs and executives become masterful at telling stories and being vulnerable; the third tip is to remember that being a Chair is focused on helping people and not just being nice. It’s more about challenging them and holding them accountable.  In conclusion, peer learning support provides valuable advice and mindset shifts for CEOs and executives, helping them navigate their transitions, find talent, and build successful cultures. By taking a step back and focusing on the members, Chair members can create a supportive environment for their peers and achieve success in their respective fields. Nancy explains who could apply to become a Chair with the organization. Chairs must have had their own independent consulting practice for at least three years and have over 18 years of experience working with CEOs, executives, and business owners from various industries. The most successful Chairs are partnering with the MacKay CEO Forums and signing up for their certification program to build world-class peer learning groups for CEOs and executives. The MacKay CEO Forums have launched over 100 groups and are constantly evolving and improving. The best fit Chairs have a proven roadmap to success on how to build these groups and achieve Chair mastery. The certification program is experiential learning, not a bootcamp approach, and includes one-on-one coaching, pure learning on a weekly basis, observation, co-Chairing, and they can move on to the Chair Mastery program.  Nancy explains the benefits to joining the MacKay CEO Forums, which provides access to current, relevant, and high-level information through access to a peer group, an annual summit, conferences, content, and expand their business network. In summary, it provides connectivity across forums. Being part of the broader network of the MacKay CEO Forums provides a proven roadmap to success. Forum Chairs are highly rated speakers with MacKay CEO Forums, making it a lucrative opportunity for members to expand their business network and engage with people in the community.  The Origin Story of MacKay CEO Forums Nancy shares the story behind founding the company. She was invited to speak at a CEO peer group meeting in Vancouver. She was the first female speaker invited into the CEO group, and after her presentation, the Chair asked her if she’d like to become the forum Chair. This was at a time when they didn’t let women in. However, Nancy instigated the progression to allowing women into the forum. The organization has since grown to include multiple forums and an institution that supports successful consultants and business leaders.   MacKay CEO Forums is a beneficial corporation.  It takes a stand on diversity, equality, and inclusion. For the first five years, she ran the business together with her husband and business partner. She decided that the world needed more peer support and focused on building ten of these CEO groups across Canada. The goal is to populate the world with inspiring leaders, to find other like-minded consultants who have a passion for helping business leaders, and she wants to help them achieve success with their business. They are currently on the path to having 10,000 members across the world.  The MacKay peer learning group for business leaders is primarily based in Canada. They have a Chair capability assessment that allows individuals to self-assess their suitability for the role. The forum is currently looking to partner with consultants based in BC, Alberta, and Ontario as its primary areas for growth over the next year. Common Mistakes Consultants Make Nancy shares the common errors consultants make and emphasizes the importance of sharing experiences and stories, rather than giving advice or telling people what to do. This creates a space for a different approach to influencing and creates more inspiration for people to take action. The forum's leadership philosophy includes the Mackay Mastery Model for Inspired Leadership, which focuses on inspiring oneself every day. Chairs are trained in time mastery, Eagle mastery, passion, mastering innovation, mastery, social contribution, mastery, and Health Mastery. To keep meetings on track, Chairs should use the right language when a conversation feels meandering or getting off track. They should start and end on time, respect people's time, and be intentional about how they spend their time. Time mastery and goal setting are part of the organization's culture, and members expect the Chair to use a timer during peer group meetings. For those interested in learning more about the forum, contact Nancy directly at Mackay CEO forums.com or visit their website.  Timestamps: 01:11 CEO peer support groups in Canada 04:48 Leadership, business growth, and personal development for CEOs and executives 11:12 Running effective peer learning groups for executives 17:51 Building and leading peer learning groups for CEOs 23:41 Starting and scaling a peer learning group for CEOs 29:32 Leadership philosophy and effective meetings Links: Website: MackayCEOForums.com. CONTACT INFO: Email: Nancy@mackayceoforums.com Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.

In this episode of Unleashed, Will Bachman and Pam Fox Rollin, author of Growing Groups into Teams, discuss the concept of a team and its benefits. Pam opens the conversation by defining what a team is.  She emphasizes the importance of a shared promise and a commitment to coordinate to fulfill that promise. A team is not just a group of people who report to the same people but are a group of people who are committed to accomplishing a shared goal for their customers, whether internal or external. Pam also discusses the challenges faced by executive teams, where they may not be a team at all. For example, if a sales team is independent and not collaborating with other departments, it may not be considered a team. Instead, the best teams are clear on their promises and partner with each other to achieve them.  The Importance of Diversity in Team Building Pam reveals what common beliefs about teams she disagrees with. She shares research on diverse teams and why it’s not always productive to work with the smartest people. Pam emphasizes the importance of diversity of thought and cognitive diversity on a team. She explains that diversity doesn't necessarily mean being smart or not smart, but rather diversity of thought and perspective. This can come from different undergraduate majors, cultures, and cognitive backgrounds. Racial and gender diversity is also important, as it helps to create a more inclusive team environment. For example, women are more perceptive about power structures, while people of color are more perceptive about power structures.  Responsibility and Accountability in a Team The conversation shifts to the concept of responsibility and accountability. Pam believes that responsibility involves taking a promise seriously and taking responsibility for the success of an event. This includes ensuring that everyone on the team understands what success looks like and can communicate with others when necessary.  However, there are some problems with accountability, such as not being accountable to a promise you never made or not being able to recover the promise. In conclusion, diverse teams are essential for success in various industries, including sales, marketing, customer service, engineering, and more. They also require a balance between responsibility and accountability, as well as a willingness to learn and grow from each other. By embracing these values, teams can create a more inclusive and effective workplace environment. Pam talks about a chapter in her book, “When the Team You Need Doesn’t Exist” and goes on to share a unique story of working with teams to diagnose issues and help them improve. She started her career at Bain and Company, where she met the people at Accenture's Healthcare Strategy Group. She fast-tracked to an associate partner, got married, decided to leave her job and become an executive coach. Altus Growth Partners  Pam shares the genesis of Altus Growth Partners. The firm runs various engagements, including executive team work. Much of Pam’s work takes place during a big change to the business, such as an acquisition or a new CEO. This opportunity allows the executive team to restructure their work and set new guidance for the organization. The practical work involves working with the executive team as their coach, often working directly with the CEO. Altus Growth Partners has been in the process of transforming from solo practitioners to a team, working on decision-making processes and building teams at various levels. She shares a case example when Altus worked with a healthcare organization with a new CEO coming in.  Coaching for Organizational Development Pam emphasizes the importance of rigor and a model in coaching and the saying that “low trust leads to slow change” in organizational development. Trust is critical for decision making, and building trust starts with oneself. Pam shares a chapter about a CEO blocking team success, where she discovered that her job was to ensure everyone was on the same page about the promise, where they are going, what they're part of, and what they're accountable for. She also emphasizes the importance of delegating and getting people on a path to a common promise, rather than pretending to know more than they know. The conversation then moves to the topic of leadership, and discussing the book "Growing Groups into Teams". The book is about real-life stories of people who get results and thrive together.   Timestamps: 00:15 Team definitions and common misconceptions 04:59 Team diversity and its impact on project success 09:37 Team dynamics, diversity, and accountability 17:23 Career transition and teamwork in consulting industry 21:31 Leadership development and team coaching for a healthcare organization 26:54 Building trust and decision-making in teams   Links: The Company Website: https://altusgrowth.com/ The Book: Growing Groups into Teams   CONTACT INFO: LinkedIn: https://www.linkedin.com/in/pamfoxrollin/   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

David A. Fields, an expert in working with industry associations and other groups, discusses the value of trade associations as a source of prospects. He also talks about connecting with visibility partners, such as data providers and podcast hosts, to raise your profile. Tips for maximizing industry conferences and working with executive recruiters in consulting are also shared.