c o s h r i n k » Individual Development

Skill Inventories

Nancy Raulston — Mon, 27 Apr 2009 22:38:41 +0000

Skill inventories for various positions. Each inventory allows you to determine on a 1-5 scale how well the skills of a particular individual fit the competencies demanded of a that position in a start-up environment. Use for self assessment, to determine if a particular individual has the capabilities your organization needs, or as part of a process to collect 360-degree feedback within the organization.

VP Engineering Capabilities

Nancy Raulston — Fri, 27 Feb 2009 22:32:27 +0000

Skill inventories for the VP Engineering position. Allows you to determine on a 1-5 scale how well the skills of a particular individual fit the competencies demanded of the VP Engineering position in a start-up environment. Use for self assessment, to determine if a particular individual has the capabilities your organization needs in a VP Engineering, or as part of a process to collect 360-degree feedback within the organization.

Download Skill Inventory

Developing as a leader

Nancy Raulston — Tue, 27 Jan 2009 22:41:52 +0000

What does it take to be a good leader? At Perspective2, we have watched (and helped) a variety of leaders as they grow through meeting the challenges of leadership. We have developed a somewhat unique view of what it takes to lead.

Intelligence. Especially in the Silicon Valley, native intelligence seems to be what initially sparks the identification of an individual as a potential leader. Of course, in some cases it is not the right move for an excellent individual contributor to move into the role of a manager. That is because management skills, the ability to get work done through others, seem to be the second core requirement.

Judgment divides the “managers” from the “directors”. A leader needs to develop the maturity and judgment to manage their emotions and to put the good of the company ahead of any personal agendas. A leader also needs to demonstrate creativity, the ability to see beyond the established pattern or previous way of behaving and identify new ways to solve problems.

Most of the leaders we have worked with have progressed to this stage. However, only a small group does the hard work of developing self-knowledge and faith. We believe that leadership requires “using yourself as a tool”, being able to take on a role or a persona (and willingness to bear the responses to that persona) if the organization needs that kind of leadership. For instance, sometimes a group needs to react to authority, or needs to rest in the faith of undying optimism, or needs a leader that is willing to make the hard calls (all in spite of the true feelings of the leader).

This type of leadership takes courage – the courage to see your strengths and shadows. The courage to show yourself – both your “proud ofs” and your vulnerabilities. A leader must be able to look clearly at himself and use that self-knowledge in making choices about how to lead.

This type of leadership also requires faith – a deep belief that you are enough. A belief in the desire of people to grow and to find the best in themselves. A willingness to let go of control and walk bravely into the unknown with the core belief that you may not always succeed but you will learn, and with enough faith you will get where you need to be.

Only when you have developed all the qualities above, can you bring to a leadership role the ability to inspire belief in those you lead. This type of leadership is what, as one follower described, “challenges others to make miracles”.

Does this sound like the kinds of leaders you have known? Does it sound like the kind of leader you would like to be? The kind of leader you would like to hire? Come join us on the journey of developing true leadership.

VP Marketing Capabilities

Nancy Raulston — Tue, 27 Jan 2009 22:34:52 +0000

Skill inventories for the VP Marketing position. Allows you to determine on a 1-5 scale how well the skills of a particular individual fit the competencies demanded of the VP Marketing position in a start-up environment. Use for self assessment, to determine if a particular individual has the capabilities your organization needs in a VP Marketing, or as part of a process to collect 360-degree feedback within the organization.

Download Skill Inventory

Managing Change

Nancy Raulston — Sat, 27 Dec 2008 22:42:54 +0000

The magnitude, pace and frequency of change facing organizations today has drastically increased. While a great deal of thought goes into what the change is – designing a new strategy, choosing a new CEO, cutting headcount – most organizations fail to effectively plan for and manage the change process. As a result, productivity and morale are adversely affected; organizations may never realize the full benefits of the change.

Nancy Raulston & Associates begins during the early stages of the decision process to assist clients in identifying and planning to effectively manage the issues that may arise during a change. We help our clients understand that individuals, groups and organizations go through a process of building acceptance of the change and that acceptance depends on effective communication – providing information and listening to responses.

A clear vision provides a guiding light for organizations, helping people understand where they are going and the future shape of the organization. Management should explain specifically why the organization can no longer be successful the old way. Senior leadership must clearly identify and communicate priorities and timelines so that people know how to contribute to the organization’s success. Each entity (work group, functional unit, individual) should understand specifically what to do – and what to stop doing.

Aligning the members of the organization behind a clear vision helps them understand and prepare for the concrete change to come. In order to achieve the new vision, restructuring may become necessary, so that roles, responsibilities and reporting relationships change. Goals and reward structures are affected; people may need to focus on different aspects of their jobs. Significant changes – mergers, changes in strategy, changes in leadership – also involve a change in culture, the “soft” side of the organization. Not only must employees do something different, but how they work may also need to change.Aspects of the company’s culture may not support the new definition of success. Particularly in a downsizing effort, aspects of the change may clearly violate previously held norms or values. People will notice the conflict and use it as a reason to resist the change, unless senior management clearly acknowledges and explains the change. We have created a process and tools to help organizations plan for and effectively manage both the “hard” and “soft” sides of change.

Expectations by level

Nancy Raulston — Thu, 27 Nov 2008 22:45:00 +0000

People at different levels within the organization are expected to carry different level of responsibilities. Sounds basic, right? This document details what to expect from 4 different levels of people in a start-up company: VPs, directors, managers, and individual contributors.