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If you are like me, I begin each new year with energy and commitment to achieve the objectives I set for myself. We often call these resolutions. You might have set resolutions like eating healthier, making regular trips to the gym, preparing for a promotion or growing your business. But those resolutions infamously fall to the wayside after only a few weeks or months. Why is that?
Culture is everything for many family businesses. In fact, the culture is often what makes a family business special. Inevitably, the need to grow and change can feel at odds with the culture that in some cases dates back 100 years.
“This is how we do things around here” is a frequent refrain in many family-run businesses. Some of these businesses have been around for decades, if not centuries, and have been successful. And it IS how they do things and it works, so why question it? Why change?
Tandem Group’s Managing Director Deborah Brecher expands on the importance of upholding core company values while managing a difficult transition in the workplace.
Tandem Group’s Managing Director Deborah Brecher suggests best practices for business leaders when navigating a reduction in the company workforce.
Tandem Group’s Managing Director Deborah Brecher reflects on the differences between the COVID-19 challenges businesses faced and the economic issues that business leaders must consider today for their organization and employees.
Tandem Group’s CEO Carolyn Hendrickson shares in this video her knowledge and experience partnering with family businesses to build out strategy and grow in a way that is consistent with their values.
Given the seismic changes over the last three years, we ask the question - where are we in terms of progress enabling women in the workforce? The headline – based on a recent study by Lean In and McKinsey - we’re in the midst of what they coin “the Great Breakup”.
This article originally appeared on the NACD Boardtalk blog on January 10, 2023. Reprinted with permission.
For better or worse, the COVID-19 pandemic has served as an incredible catalyst for business change. All businesses have been forced to transform to a greater or lesser extent to meet new market realities. As the economy recovers from crisis, the rationale for transformation is shifting.
Manufacturing companies are essential to both our economy and communities. And because of that, many smaller and mid-sized businesses have been able to coast on the ways they have always done things. They have been successful for decades doing what they have always done.
Imagine this: You and your team have defined an exciting vision for the organization and a strategy to take you there. It’s bigger than anything you’ve done before and while you’re excited about creating this future, getting there and delivering will require changing mindsets and behaviors.
This column authored by Carolyn Hendrickson first appeared in Industry Week on Jan. 31, 2022.
Companies around the world have scaled up their digital capabilities at a speed faster than we've ever seen. While some leaders are keeping up with the demand for creating seamless technology functions and leading the employee experience successfully, many still grapple with how to organize teams to engage each individual, without leaving employees behind.
I had the opportunity to participate in an NACD (National Association of Corporate Directors) Master Class on CEO succession planning with two highly experienced directors. With CEO tenure getting shorter, all participants agreed that whether your company recently hired a new CEO or has had one for 5 years the most important function of the board of directors is to ensure they are prepared for CEO succession.
With the Biden administration’s announcement on vaccine and testing requirements for any employer with more than 100 employees, leaders find themselves in a unique position once again. We will need to help employees return to the office when some may feel “forced” into returning and feel resentful. Others may feel uncomfortable taking any risk, given the Delta variant. How do we as leaders use this opportunity to help heal the rifts that have plagued the Return to Office debates?
This article authored by Carolyn Hendrickson, CEO, Tandem Group first appeared in Industry Week on May 13, 2021. It is the final article in a series of articles about re-evaluating corporate culture in manufacturing.
This article authored by Carolyn Hendrickson, CEO, Tandem Group first appeared in Industry Week on February 25, 2021. It is the 2nd in a series of articles about re-evaluating corporate culture in manufacturing.
This article authored by Carolyn Hendrickson, CEO, Tandem Group first appeared in Industry Week on February 16, 2021. It is the first in a series of articles about re-evaluating corporate culture in manufacturing.
Day 369: Still here. Trying to contact someone. Thought I made a connection, but the reaction was hard to read. Are they listening? Do they care?
In Part 1 of the COVID Conundrum series, as the new workforce redefines flexibility, leaders are charged with evaluating their own policies and culture around flexibility, and how it translates into their ability to achieve the results they seek.
We recently were interviewed by Christina Curtis, a leadership and executive coach based in Colorado, for a piece that appeared on https://www.psychologytoday.com/us/blog where we discussed the need for leaders to surface the underlying conversations that are driving behavior and keep people connected to the mission and goals of the organization.
If you’re not thinking about how your Board is working in tandem with your management to co-create the next phase of business success, you should be.
For many executives, the annual strategic planning process sets the course for the new year and gives management a sense of direction for years to come.
As devastating as the COVID-19 pandemic is in terms of human loss and economic hardship, it presents an opportunity for leaders to engage in innovative approaches that will serve their companies long after the crisis is over.
Just because working from home worked better than expected during the pandemic does not mean it is necessarily the best long-term option.
By being aware of the 4C’s, leaders can improve employees’ engagement and performance and flatten the curve on this organizational pandemic.