By Megan Patton
Principal and People Practice Leader

Company culture serves as the background for everything the company does. It incorporates philosophies around how the company treats its people, customers and vendors and how it is perceived both in the marketplace and as an employer. Culture drives conversations around values, implementation of policies, development and growth of employees and how to both on-board and off-board individuals. In short, culture defines how people behave within a company.

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By Megan Patton
Principal and People Practice Leader

When people think of trust in the workplace, it is usually along the lines of, “Can I trust you to do what you are supposed to do?” or “Will Joe get the report done on time?” or “Will Mary create contracts that are ironclad?” But there is actually a great deal more involved in true workplace trust.

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Building a culture of teamwork across the company can be a powerful mobilizing vision. But what if not everyone wants to play ball? This can be particularly challenging in a partnership, where each member acts as a distinct profit center and may not be eager to break out of their silo and support the cohesive ideal. So, how to move forward?

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By Megan Patton
Principal and People Practice Leader

Many of our clients find themselves in this challenging situation: they have grown their company, they are an active president or CEO, but they are still doing much of the day-to-day work. They are essentially glorified managers, not true leaders of their organizations. If they have multiple supervisor-level people reporting to them, they aren’t able to work in a strategically effective manner. Instead, they spend much of their time directing and managing the levels beneath them.

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Company leaders like to believe their company is fun and attractive, with an active social calendar to strengthen morale and internal relationships. But how to make this happen? It can be the touch of death for any activity to be organized by the leadership, coming off as too corporate, with money spent but attendance low and the effort unappreciated. Yet if the office is all work and no play, where is the joy – much less the warm company feeling – in that?

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By Megan Patton
Principal and People Practice Leader

Spending time with midsized business owners and executives, one common theme I often hear is that “people issues” are among the top things they worry about. I’ve heard owners say, “If I didn’t have to worry about people, my business would be a lot easier!” Managing the issues around people in your company can be made easier with the implementation of a People Strategy.

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We are pleased to announce Megan Patton will take on the role of CEO to CEO’s People Practice Leader. The People Practice within CEO to CEO focuses on helping clients create strong leadership teams and optimize organizational effectiveness.

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Companies need to create a pipeline of talent that is continually developing within their company.

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Having a powerful social mission that speaks to a higher purpose and true motivating values of the company can be a very strong magnet for top talent.

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Giving candidates a real on-the-job challenge can help you make the perfect executive hire.

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