Greater Burlington Partnership Announces President & CEO Della Schmidt Resignation Greater Burlington, Iowa: April 23, 2024 – Today the Greater Burlington Partnership Boards of Directors announced the resignation of Della Schmidt, its President and CEO. Schmidt has accepted the position as the President and CEO of Greater Mankato Growth, located in Mankato, Minnesota. Della Schmidt has served as President and CEO since June 2019. “On behalf of the Greater Burlington Partnership Boards, we want to thank Della for her years of service and leadership to the organization,” stated Chamber of Commerce Board Chair Melinda Bickel. “Della has been a great leader, successfully navigated the Partnership through the COVID crisis, has cultivated a great staff at the Partnership, and has introduced numerous new initiatives. She will greatly be missed.” “It has been a privilege to lead this amazing organization. My husband and I have been very happy in Greater Burlington. I have loved working with the Partnership staff and fabulous volunteers. I have been energized by the robust Partnership initiatives and have thoroughly enjoyed calling the Greater Burlington community home for the past five years. I am starting this new chapter in my professional life solely for personal reasons – to be closer to our Minnesota family, most notably our 6-month-old granddaughter.” said Della Schmidt. Former Board Chair Tim Lundgren had this to add: “It’s been my great honor to have served alongside Della these last few years. While her and Alan’s desire to be closer to family is completely understandable, her vision and leadership will be missed in Southeast Iowa. Greater Burlington is better for having had them be part of our family here these last five years.” The Greater Burlington Partnership will immediately form a Search Committee to lead the process to identify its new CEO and President. Timing for Schmidt’s departure will be later this spring.
Greater Burlington Partnership’s Post
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In a few leadership roles I was during my employment days, there used to be a power crisis; I mean, I had the title but not the Job! If you want any of your senior leaders to leave, would you simply ask them to move on or make them feel less important so they quit on their own? “It’s a parking role. The writing is on the wall. I know the title says ‘Vice President-Public Sector’, but I can hear everyone in the office laughing at me, we know PSUs never buy our services” cried my former colleague, who eventually resigned. “I have a cabin, no reportee, no work. The regular fat salary cheque is the consolation, but also a threat when I hear of the layoffs these guys are doing in the US,” shared my friend who works as a director for a large ERP player. “What’s the mandate?” is a favourite question of CXOs when we interview them for new roles. Many leaders who want to leave are mostly frustrated that their current role lacks a strong mandate. About 73 per cent of the top 500 companies listed on BSE are family-owned, while almost half the companies on Nifty are second or third-generation family businesses. So, there must be many publicly listed companies CEOs who already know the nuances of working with multi-generation family members. “These are the three guys who built our enterprise; find a way to work with them, my promoter said during my interview,” said a CEO who joined a consumer durables company. “Initially, I found my hands tied as these three always had the ears of the promoters, but then I realised that there were more important battles in the organisation I should choose to fight.” He adds Family-owned enterprises want competent leaders who give them returns, but they have their own unique ways of keeping their kith and kin on the board or in some quasi-C-Suite roles to ensure the professionals don’t exceed their brief? Co-CEO structure is another way to reduce power in the structure? Harvard Business Review’s study found that 87 of the 2,200 S&P and Russell companies, listed from ‘1996 to ‘2020, had Co-CEO status. It’s obvious to infer that other than transition cases where one is eventually moving on, the Co-CEO structure serves more as a checkmate than a complementary leadership solution. According to HBR, despite the limited sample size of companies adopting a Co-CEO structure in 25 years, 60% outperformed. But why are fewer than 100 companies still opted for this? If your talent, grit and timing took you to an empowering leadership role, please budget for some unknown headwinds or bad luck that can sometimes cut you to size! In my Hindu Business Line column today, I reflect on some more stories on the power play behind the closed doors of the corner office, where CEOs face both empowerment and restraint from the top! Let me know your take on this lack of power at the top, which is sometimes embarrassingly visible!
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Who will take their place? This is a question that’s frequently asked when someone resigns from a management position. Even in the best of times, an organization has at most 30 days until the person who resigned leaves. At times, it may be a necessity to go outside the current company for talent, but that should be the exception, not the norm. In his latest article, Quint Studer shares why investing in skill building is key to succession planning: https://lnkd.in/eyxhcKyZ
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I see a lot of founders assuming their top performers are happy. 🙈(big mistake) I was with a client in Exeter last week doing a restructure (something I’m doing a lot of right now) where we reviewed every role and what's needed to hit both the short-term and long-term business goals. It's normally pretty easy to highlight the top performers - the people who the business would hurt the most from losing. But a costly mistake I see founders making is assuming these people are happy & have everything they need to stay... just because they're performing. Leaving the business vulnerable to 'surprise' resignations & top performers expressing reasons for their departure that could have easily been avoided. So instead of assuming, we actually went and asked all their A players who were crucial to the business' success... 1️⃣ How they were feeling. 2️⃣ What they needed that they weren't currently getting. 3️⃣ What the business could be doing more of to ensure their desired career progression within the team. And now we have all the info we need to make sure those employees' life cycles within the business hit everything needed for them to remain engaged, and happy and therefore helping the company to grow. Never assume. Just ask instead. 👏🏼
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Challenger labor expert and Senior Vice President Andrew Challenger spoke to Kristin Schwab for Marketplace Morning Report about #CEO turnover. Now, some of this churn is normal. Many CEOs are baby boomers after all, remarked Andy Challenger at Challenger, Gray and Christmas. And a flurry of retirements doesn’t necessarily signal something bad happening in the economy; in fact, it might be the opposite. “In some ways it’s a signal that maybe there is a little certainty that has entered the situation,” he said. “And it makes boards and company owners more comfortable changing out that top role.” Listen to the NPR interview here: https://bit.ly/40jBNsg #ceos #ceolife #leadershipculture #leadership #turnover #ChallengerReport
CEO turnover up nearly 50% between January and September - Marketplace
https://www.marketplace.org
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Driving Success Through Adaptive Leadership & Strategic Insight | Planning & Strategy | Program Management | Business Administration | Quality Management
What Does the Resignation of Leaders Achieve? Over the past few weeks, we have witnessed two senior executives in Australia having to step down as a result of failures in their respective organisations: 1) Optus CEO Kelly Bayer Rosmarin resigned as a result of a nationwide outage of the network. 2) Rugby Australia's Hamish McLennan resigned from the board after being voted out as the organisation’s Chairman. The poor performance of the Wallabies at the recently completed World Cup was a potential factor. Whilst I cannot comment on the inner workings of both organisations, it is interesting that there appears to have been an expectation that somebody needed to be held accountable for failure in order to appease key stakeholders. At times, I have also observed this type of behaviour play out, where it feels as if there is too much focus on finding someone to blame for an error rather than actually solving the issue. I would assert that utilising a problem-solving mindset, precious resources would be better deployed investigating the root cause of the problem and implementing solutions to prevent recurrence of the issue. This will be more impactful in providing sustained benefits for the organisation compared with finding someone to blame. I’ll end this post by asking whether the resignations of Kelly Bayer Rosmarin and Hamish McLennan will actually improve the performance of their respective organisations?
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Recently, I was invited to sit in on an organization’s “State of the Business” presentation. It was the end of the first quarter of the fiscal year, and things were not going as well as leadership had hoped, and they were anticipating some revenue losses. Salary increases at this organization had been averaging 3% for the past ten years and annual bonuses had mostly been eliminated. Combined with random cuts and layoffs, people were understandably anxious and frustrated. The number one thing they wanted to know is if there would be raises and bonuses. Unfortunately, leadership never even mentioned that aspect of the financials, which elevated the fear and anxiety in the room. When Q&A started, one brave employee addressed the elephant in the room: “Will there be raises and bonuses this year?” The senior leader responded with the most condescending “No!” I have ever heard. I didn’t have to look at the faces in the room to know the impact this response had everyone. Later, the leader asked me what I thought of the meeting. I gently explained that in one word, one syllable, he had destroyed the morale of his staff. What was his team’s motivation for giving their best at work after hearing that “No”? After defending his response, I pressed – could he accurately assess the situation barely than three months into the year? He admitted he could not, but that he really didn’t feel like it was likely. “Should I have lied to them? Promised them something I can’t deliver?” he asked. Obviously, I do not advocate misleading your team (unless required to, such as with HR issues). But I felt strongly that he could have delivered the same information in a more positive way. My suggestion was: “Honestly, I don’t know. It is way too early to make any kind of predictions, but based on what we are seeing right now, it doesn’t seem likely. But it’s still early in the year and a lot can happen in the next nine months. While I can’t make promises, I am committed to doing everything possible to increase revenues so that everyone on our team gets a raise and bonus this year. I hope that you will all make that commitment with me, let me know your ideas and how I can best support you in making this year a successful one.” His face and tone told me he was skeptical. I let it go and wished him well. Within three months later, that team lost eight employees. Was it solely because of one word uttered in the heat of the moment? Probably not. Was it a contributing factor, definitely. How leaders communicate with their teams creates culture and drives loyalty. Which response would have inspired loyalty and commitment from you? #employeeretention #employeeengagement #communications #wordsmatter #leadership #culture
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When Tino the most productive person in the company put in his resignation, no one knew why until someone asked him a question he should have been asked years before. Tino outperformed everyone else and week after week his managers celebrated him and gave him awards not knowing that each time they did it it was driving him further away than motivating him. This led his boss to ask a question he should have asked long before; because when his boss finally asked how did you outperform everybody week after week Tino’s answer changed everything. He said he had been working 90 hours a week believing they were understaffed and under resource hoping that there would be a light at the end of the tunnel; and when he said that his boss realized that he hadn't given the effective resources in the staffing because he didn't think he needed it. The moral is; When you celebrate outcomes without validating the actual effort that went into their outcome of the achievers, you have no idea if your reinforcement is making people stay or helping them leave. There are a thousand other Tinos out there who probably went or still face this situation. What is your advice to Tino or his boss? What would you have done differently? Share this with your network if relatable.
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Ever faced redundancy? Your career isn't over, it might just be beginning... You're likely feeling uncertain, angry, betrayed. But you're viewing it wrong. Every redundancy I've faced eventually turned into something better. 🔝 From being constructively dismissed without a fight to navigating corporate mergers gone wrong, each was a nudge (or a shove) out of my comfort zone. 🔄 Redundancy and company restructures could be the unlikely hero of your career 🦸♂️ I'm not saying be happy about it, but do limit the time you spend moaning about the job market with a Balotelli-esque "Why always me?" attitude ❌ You can either wallow in it or use that energy to find your next role. ⚡ It's your call 📞 Evidence: - Redundancy post-grad led to a breakthrough role at H&B 🚀 - Post-Asda merger blunder, I moved to Argos amidst the 'synergies'. Remember the CEO singing "We're in the Money" on TV? Yeah... that... 😅 - After Argos' acquisition by Sainsbury's, they were at it again, I pre-emptively secured a new position instead of waiting to hear if i'd re-secured my role (which I had) but decided to move on 👋 - Faced with an expiring contract and impending parenthood, finding an improved role with a company willing to honour my existing contract commitment. I refused the option to interview for a role I'd already been performing for the last year as despite it being the company policy it didn't feel great 🤷♂️ Your career isn't defined by redundancy, but by how you decide to respond to it 💪 How about you? Have you bounced back from a redundancy and turned it into a positive career move?
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An employee's callout to the corporate hypocrisy - If I stayed too long at one org, I'm denied the market raise because I woke up "too late" or got "too comfortable" to seek change - If I jump ship too soon, I'm labeled disloyal - If I negotiate for a higher raise, I'm branded as "difficult" or "greedy," and suddenly the org & leaders claim budget constraints. But when I resign, they miraculously find the budget for a counteroffer - If I ask too many questions, I am either coached to stick to my swimlane or do as I am told or deemed confrontational, but if I don't, I'm taken advantage of - If I seek better work conditions, I'm told to be grateful I have a job, dismissing my valid concerns - If I need time off for personal reasons, I'm pressured to prioritise and value work and career over everything else - If I prioritise work life balance, I'm seen as "not committed enough" - If I seek a mentor or guidance, I'm treated as a burden, labeled as "high maintenance," or told to "figure it out on my own" - If I want to discuss my career path, I'm brushed off with vague promises of future opportunities, never receiving concrete plans or support - If I seek recognition for my contributions, I'm told to not seek a validation for my existence in the org - If I question executive decisions, I am told to shut up - If I aim for a leadership/ people management role, I'm told I "lack experience" or "aren't ready" - If I reveal a side hustle or entrepreneurial ambition, I'm labeled as "distracted moonlighter" So, I've got to ask - What do you even want from me? You, the organization, hold all the cards - calling the shots, setting the rules, and deciding who matters. You will do what you want, when you want, how you want, where you want, and with the people you want. Thought? What would you add? Missed anything? #linkedin #peopleandculture #leadership #hrleadership #talentleaders #taleaders #founders #startups #talentacquisition #hrbp #chro #hrhead #humancapital #humanresources #cxos #innovation #management #recruitment #hiring #recruiting #hiring #hiringnow #recruitingnow #jobseekers #jobhunting
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As a former Partner who worked for the John Lewis Partnership for seven years as a growing, thriving co owned business, it is really sad to read this, especially when in those previous times it was widely lauded as being a better way of doing business. I know changing consumer habits, the cost of living crisis and the Covid19 pandemic will all have had an impact over recent years, but when I think back to my time there (I left in 2017) there were definite warning signs of difficult headwinds coming that were not being mitigated for. The challenge for any organisation at the height of its success, is that this success can quickly become its achilles heel. Leaders can become blinkered and resistant to change because they fail to recognise there are problems on the horizon that will need to be fixed. By the time they recognise those problems it can often be too late to do anything about them. If you are working for an organisation currently at the peak of its success then whilst recognising and celebrating it, be equally restless about future headwinds and challenges and start planning for them now #johnlewis #retailsuccess #costofliving #covid19 #consumerbehaviour
John Lewis considering cutting 11,000 jobs after slashing redundancy terms
theguardian.com
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