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string(2392) "Our Canopy consultants have held management positions in big companies. They have opted out of the C-suite track but continue to do project-based work at that level for our clients. We love helping our consultants thrive and find balance professionally and personally, so noteworthy stories like this one about women in business pique our interest.
We often hear lopsided statistics about the lack of women at the CEO level, but a new global study of 22,000 public companies in 91 countries looked at something else – what about when women hold a significant percentage of management positions just shy of the corner office?
Is Gender Diversity Profitable? Evidence from a Global Survey -- released by the Peterson Institute for International Economics and EY -- found significant correlation between the number of women in top management positions and profitability. Interesting.
From The New York Times: Women in Company Leadership Tied to Stronger Profits
The study found that female CEOs did not significantly underperform or overperform when compared with male chief executives. While it found some indications that having more women on boards was correlated with higher profitability … that evidence is not robust.
But the data was clear about women in top management positions. An increase in the share of women from zero to 30 percent would be associated with a 15 percent rise in profitability.
The study found that educational credentials and work experience are the key differentiating attributes for these women managers. Social attitudes, corporate practices and national laws were thought to be conditioning outcomes.
Holding on to top-performing women is still clearly a challenge for most companies. In our opinion, reinforced by our clients’ feedback, bringing women to the decision-making table – be they full-time, part-time or contractors -- makes for a stronger, more profitable business venture."
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string(2259) "Top Ten (11, actually) Reasons Why It Can Be a Godsend
It provides the needed expertise to run a nonprofit business, ESPECIALLY when there’s a likelihood of existing confusion, transitional and other change, possible demoralization.
It puts an “outsider” with no organizational baggage in the position of guiding, stabilizing, running the organization.
It means the Board can do its job—govern—and not worry about getting engaged in day-to-day operations.
It means the staff can do its job—implement the mission—and not have Board micromanaging (out of necessity) the day-to-day operations.
It sends out the “right” message to many funders—from government officials to foundation leaders, the major donors and more—that the important business of implementing the mission (via their dollars!) is the top priority.
It provides an often needed “built-in” consultancy that gives honest and direct feedback on organizational issues needing to be addressed so the new ED has a better chance of succeeding.
It protects everyone from burnout. Program goes on while the Board can recruit and hire the new executive director.
It provides an opportunity for “insiders”—both Board and staff—to step up as key leaders to help the interim ED, but with reasonable and not heroic expectations.
It protects “in-house” candidates from the dilemma of managing two jobs (often interim ED and their normal work) WHILE they’re also interested in, perhaps pursuing the permanent ED position.
It is not only affordable, it can provide considerable cost savings, especially if the Board takes the time to thoughtfully recruit the permanent ED. On the other hand, if the replacement process is hurried and doesn’t work out, the organization must repeat the process, costly in so many ways; and finally,
It can translate a tough transition time into a creative and healing time, especially when the organization has gone through more than the normal share of stress, change, and possibly grieving.
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string(48) "An Interim Executive Director at Your Nonprofit?"
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string(1624) "If you want an income, or you're an employer looking for help, it may be time to scrap the idea of the traditional 9-to-5 arrangement.
For workers, it has become easier and less risky to go solo. Affordable health-insurance plans, which kept many workers shackled to traditional jobs, are more accessible because of the Affordable Care Act. And companies are increasingly open to hiring freelancers and independent contractors. Many say independent workers bring fresh ideas without the long-term commitment.
An industry dedicated to serving the companies that offer freelance and contract work and the people who fill those openings is growing. Gigs can be found at a number of websites, such as Upwork.com and Freelancer.com, or through hiring services that connect professional freelancers and companies. And providing shared rented office space, as companies such as WeWork do, lets freelancers mingle with fellow contractors.
In 2013, 23 million people were self-employed, according the US Census Bureau. That's up 1.2% from the year before and up about 24% from 2003. That number doesn't count self-employed people who may also hire employees.
"This isn't going away," says Brooke Borgen, co-owner of Canopy Advisory Group, a hiring company for freelancers in Denver. She started the business five years ago with Griffen O'Shaughnessy. They observed that companies needed a way to access independent workers while friends and colleagues were telling them they wanted to find ways to balance their work and personal lives. "More and more people want to have ownership over their career," Borgen says."
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string(2309) "By Kecia Carroll, Canopy Advisor
It goes by many names: corporate social responsibility (CSR), corporate citizenship, community relations to name a few. The intent is the same. It’s about a company’s responsibility to invest in the communities in which it serves; about addressing social and environmental challenges while driving economic growth. Put another way, it means not just caring about the bottom line, but what you can do with the bottom line.
It’s about having an impact.
It’s also about attracting customers or partners who share your values, attracting and retaining employees who like what you stand for and delighting investors or other stakeholders who are looking for positive growth metrics.
So we’ve touched on the ‘why’. What about the ‘how’? Here are a few steps to get you thinking more strategically about your community investment:
Identify your most important key audiences, internally and externally.
Engage in meaningful dialogue. Find out what is important to them. How might you be able to fill a gap?
Look inward. What does your company do best? And how can you apply that to meet the needs of your key audiences?
Align your objectives and your resources.
Communicate. And I don’t mean marketing. Listen, share, and respond. Demonstrate commitment.
For many companies, community investment is synonymous with Board leadership or volunteer projects. Others write generous checks. Any investment in the community is a good one. These steps will help ensure your company’s community investment is also a strategic one.
Kecia Carroll is a marketing and communications consultant working with companies and professional service firms on connecting their branding, community investment and business development strategies to further their mission. Kecia most recently worked as a marketing strategist for Canopy client Front Range Bank. Connect with her at Kecia@CanopyAdvisory.com, linkedin.com/in/keciacarroll or @keciacarroll."
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string(2006) "In the early 20th century Henry Ford combined moving assembly lines with mass labour to make building cars much cheaper and quicker—thus turning the automobile from a rich man’s toy into transport for the masses. Today a growing group of entrepreneurs is striving to do the same to services, bringing together computer power with freelance workers to supply luxuries that were once reserved for the wealthy. Uber provides chauffeurs. Handy supplies cleaners. SpoonRocket delivers restaurant meals to your door. Instacart keeps your fridge stocked. In San Francisco a young computer programmer can already live like a princess.
Yet this on-demand economy goes much wider than the occasional luxury. Click on Medicast’s app, and a doctor will be knocking on your door within two hours. Want a lawyer or a consultant? Axiom will supply the former, Eden McCallum the latter. Other companies offer prizes to freelances to solve R&D problems or to come up with advertising ideas. And a growing number of agencies are delivering freelances of all sorts, such as Freelancer.com and Elance-oDesk, which links up 9.3m workers for hire with 3.7m companies.
The on-demand economy is small, but it is growing quickly (see article). Uber, founded in San Francisco in 2009, now operates in 53 countries, had sales exceeding $1 billion in 2014 and a valuation of $40 billion. Like the moving assembly line, the idea of connecting people with freelances to solve their problems sounds simple. But, like mass production, it has profound implications for everything from the organisation of work to the nature of the social contract in a capitalist society. Read More..."
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string(2506) "As researchers who have spent more than 20 years studying professional women, we have watched with interest the recent surge in attention paid to women’s careers, work-family conflict, and the gender gap in leadership. Among the most visible contributions to this public conversation have been Anne-Marie Slaughter’s 2012 Atlantic article “Why Women Still Can’t Have it All” and Sheryl Sandberg’s book Lean In, both of which ignited fierce public debate.
A lot of ink has been spilled on these topics, and both individuals and organizations have focused on gender gaps in business and other sectors. Can anything more be said? The 50th anniversary of the admission of women to Harvard Business School’s MBA program inspired us to find out—specifically, to learn what HBS graduates had to say about work and family and how their experiences, attitudes, and decisions might shed light on prevailing controversies.s researchers who have spent more than 20 years studying professional women, we have watched with interest the recent surge in attention paid to women’s careers, work-family conflict, and the gender gap in leadership. Among the most visible contributions to this public conversation have been Anne-Marie Slaughter’s 2012 Atlantic article “Why Women Still Can’t Have it All” and Sheryl Sandberg’s book Lean In, both of which ignited fierce public debate.
A lot of ink has been spilled on these topics, and both individuals and organizations have focused on gender gaps in business and other sectors. Can anything more be said? The 50th anniversary of the admission of women to Harvard Business School’s MBA program inspired us to find out—specifically, to learn what HBS graduates had to say about work and family and how their experiences, attitudes, and decisions might shed light on prevailing controversies.
We trained our analytical lens on these graduates for two reasons. First, attending a top-tier business school is a reasonable indication of high levels of achievement, talent, ambition, and promise, and by looking at men and women who graduated from the same school, we had a level playing field for gender comparisons. Second, HBS graduates are trained to assume leadership positions, so their attitudes and experiences—interesting in their own right—shape the policies, practices, and unwritten rules of their organizations. Read more...."
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string(1085) "Today's businesses have a new secret weapon: Employees who are available at any time from anywhere in the world.
Do you need a blog post written, but don't have the time to do it? What about a new logo? Freelancers are perfect for tasks that you can't complete internally or those that would be cheaper to outsource.
But to ensure you're hiring the right person, you need a solid process for vetting and working with freelancers.
Here are six strategies for forging a successful partnership:
1. Vet your freelancer
When hiring a freelancer, you need to make sure you bring on someone who's suited for the task you need completed. Don't be afraid to ask for references or samples of past work. Take a close look at the freelancer's portfolio so you can see what she's delivered for similar assignments. A quick chat with a former client can tell you whether this person is right for your project. You can also have freelancers go through your standard HR vetting process or speed it up by using a hiring site that lists freelancers' ratings and client testimonials"
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string(2211) "By Abby Hagstrom, Canopy Advisor
In today’s digital, content-driven world content marketing is not only a valuable tool, but a critical tool. It can help generate market awareness, support SEO and marketing campaigns and if executed properly contribute to bottom line success. According to the Content Marketing Institute, 80% of business decision-makers prefer to get company information in a series of articles versus an advertisement. In fact, 37% of marketers say blogs are the most valuable content type for marketing. Here is one idea for reaching target audiences through this relevant and powerful third party.
Turn bloggers into brand ambassadors – Bloggers have become key influencers is today’s media landscape. Depending on your business and PR goals it may be valuable to launch a “brand ambassador” program involving key bloggers in your space. I recently launched a brand ambassador program for an active-fashion apparel brand. The program set out to:
Generate more content for the brand to leverage on it’s blog, social channels and other marketing collateral
Help grow the brand’s social media following
Support search engine optimization (SEO) efforts
The company is now working with 20 fashion, fitness, wellness and parenting bloggers who have each committed to publishing 6 blog posts about the brand – that’s more than 100 posts over the course of the year. To help support SEO efforts, the brand ambassadors are given targeted links and key words to use in their posts. As a part of the program, the brand ambassadors are also constantly sharing photos of themselves with brand’s product to their social media channels, which produces even more content, drives traffic to the brand’s site and helps to grow the company’s social media following.
Abby Hagstrom is a public relations specialist with Canopy Advisory."
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string(11498) "By Hillary Schubach, Canopy AdvisorAs any good marketer knows, the key to marketing success is a solid brand foundation. It’s impossible to sell a brand effectively if you don’t know what it stands for. Similarly, as a professional out there trying to win business in a competitive marketplace, it’s important that you understand your own personal brand and have the same sense of awareness about yourself. This does not mean spinning your story to impress potential clients or employers, or telling them what you think they want to hear. It means presenting your authentic self in the best light possible. It means taking a premium product (YOU) and wrapping it in beautiful packaging, showing off your true colors inside, then adding a well-written “label” that lets and letting your personality shine through, so that you stand out from all of the others.You may have heard the terms “brand identity” or “brand positioning statement.” Coming up with your personal brand involves a very similar exercise. While there are a number of meaningful elements that comprise the branding process, I recommend that you focus on these 5, and you’ll be off to a running start:
Vision statement:
What is your overall reason for being? Your ultimate dream? How do you envision the world after you play your role in it? For an independent practitioner, this is your long-term career goal. Think big. This should be your ongoing source of inspiration.
Mission statement:
What gets you out of bed on a daily basis? What do you plan to accomplish today, or tomorrow? Take a nearer-term view and think about the immediate impact you intend to have. For an individual, this is your short-term career goal.
Values:
What is important to you? What do you believe in? What are your priorities? By what criteria do you make decisions? Brainstorm broadly, then consolidate your list to 5-8 core values.
Brand personality:
What are you like? What are your core traits and characteristics? Perhaps you’re quirky (Snapple), nurturing (Betty Crocker), sentimental (Hallmark) or competent (the Wall Street Journal). Ask colleagues or friends/family for input. These special qualities make you relatable to your target audience and help foster a connection between you.
Brand positioning statement:
How are you differentiated from others in your competitive set? What do you uniquely have to offer to your target audience? What can you promise (and deliver on) that others can’t? Then, include 3 good reasons why we should believe you.