During Season 1 of The Daily Bolster, Matt and Sarah Brown shared insights on the nuances of non-linear career progression, strategies for transitioning between roles, and the art of leaving a company gracefully.
You can't possibly be successful in today's world if you're not learning, if you don't have a growth mentality. You’re never the smartest person in the room. The minute you’re convinced that you are… you're screwed.
Whether the new year has you feeling all the anticipation of a fresh start or you’re one of the many individuals impacted by recent layoffs, it’s time to review your career goals.
Enabling executive development can be the key to retaining executives for the long term and helping them to grow with the company, rather than being out-grown by the company.
The new year is a great time to take control of your personal brand across all online channels, including your Bolster profile, and this post will get you started. It also gives you access to a special workshop to teach you how to develop a powerful executive presence online.
You’re not the first person to be promoted to an executive role for the first time (and of course you’re not the last, either). Every single executive, at any company, had their first executive role at some point.
Over the past several months, we’ve published a series of posts designed to help CEOs better understand how to build, diversify, and scale their boards of directors.
Two common communication challenges that board members face, particularly first-time board members, are making sure their voice is heard and giving difficult feedback
A board role differs from other roles in business and no matter how accomplished you are in your professional career, being a “great” board member is not just a continuation of what worked for you before.
Here is a presentation from a webinar I did today with our partners at Ellevate and Women in the Boardroom that ties a lot of the material together across all the posts.
Depending on your situation, your first board meeting might actually be your second board meeting. I strongly encouraged CEOs to be just as thorough in interviewing and onboarding a new board member as they would an executive hire
Startup Boards for CXOs Series: Post 4 of 12. By the time you get to the interview stage for a board role, you’ve already been vetted to some degree. Like other high-profile jobs you should take the interview for a board role seriously, and you should be as prepared as possible.
Startup Boards for CXOs Series: Post 3 of 12. I’m often asked by accomplished executives how to get on a board and I always tell them that one of the best ways to build your “board readiness” skills is to get in the game. An advisory board role is an excellent way to do that.
As an on-demand marketplace, we spend a lot of time at Bolster thinking about how CEOs can leverage interim, fractional, and project-based work to augment their teams and achieve scale faster. It's also the model we follow internally.
