Kristin Colber-Baker

AG NEXT: Accelerate is designed to accelerate the leadership success of Allinial Global leaders. Accelerate 2024 held a virtual session with Skeet Haag and Eric Abati leading the session this week. Each executive shared their leadership journey and key strategies for leading their firm. We had a great Ask Me Anything time exploring challenges and resolutions through questions from the participants. #agstrong #agproud #agNEXT #cpa #leadership

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Uncover what makes change so challenging for senior leaders, how executive coaching can increase the success of change initiatives and why it’s the untapped accelerator you need, with Jennifer Porter and Pamela Fuller. Follow the link below to register!

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Poor executive transitions can derail organizational strategy, negatively impact team performance, harm company culture and ultimately cost the organization millions of dollars a year — or more. Guard against that with these four best practices. #ExecutiveLeadership

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With the pace of change we are now experiencing adaptability is key to success and that applies to leadership teams. Check out this great article.

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🎙️ ACG Podcast Episode #14 – Featuring April Allen & Shawna Unger: You Can’t Have Inclusion Without EquityJoin Arquella Hargrove, Alchemy’s Chief Culture Officer, as she engages in transformative conversations with leaders in HR, DEIB, and social justice. This episode explores why organizations can’t afford to overlook Equity in their DEI efforts, especially in today's climate.April and Shawna, co-founders of Allen & Unger, share insights on revitalizing diversity initiatives and building inclusive workplaces, emphasizing that investing in DEI is crucial for an optimal work culture. 🎧 Tune in, subscribe, and let's reshape the world of work together! #ACGPodcast #Inclusion #Equity #DEI #Diversity #Leadership #CulturalTransformation #SocialJustice #HumanResources #Alchemy #WorkplaceCulture #Community #Empowerment4o mini

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😯 71% of US CEOs say they feel like imposters 🤔 I know I was surprised to see that stat #KornFerry shares from a recent survey! And, the higher up the org chart someone ascends, the more acutely they feel imposter syndrome. What is behind this? It's not a lack of confidence or experience. Rather it's the massive number of significant challenges simultaneously: 🤺 transform their organizations 🤺 be the culture carriers 🤺 figure out the role of #AI in their business 🤺 navigate geopolitical challenges 🤺 satisfy investors 🤺 speak to social issues So the combo of being confident AND humble is effective. This opens up the path to know you don't have all the answers and you don't need to pretend. A few suggestions to up your odds of success: 👉 hire direct reports that push you up vs you pulling them up 👉 have an "advisor" or #peeradvisory trusted group where you can share your challenges and gain perspectives and d options 👉 learn how to tap into your creative side 👉 be intentional about staying healthy (sleep, diet, exercise, meditation) How else might you do to manage your imposter syndrome? Thanks to Korn Ferry for the survey and the tips! Article link in comment section! #CEOs #BUSINESSOWNERS #EXECTUIVE #IMPOSTERSYNDROME

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I couldn't agree with this article more. "While the C-suite is responsible for crafting the case for change, leaders can’t be the only ones communicating it. We’ve seen transformations where leaders are well intentioned but unable to energize and motivate the will to transform. They may follow a traditional top-down model of “informing” the workforce through C-suite email announcements or by providing their direct reports with information and then asking them to share it. This traditional top-down cascade is a “no regrets” move, though organizations invest far too little time deeply engaging all levels of the organization. Sometimes leaders will hold just a short briefing call with their top 200 or so reports and request that they get the message out to their teams. Too little effort is spent helping these leaders tailor their messages in terms of “what transformation means for our team” or prepare for difficult questions. As a result, the organization ends up with a “frozen middle”—where messages get stuck in a layer of potentially resistant middle managers or where confusion abounds." https://lnkd.in/gGF65Zty

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This was my third year participating in this FinEX Summit. If you're interested in new developments in finance (and HR's impact on finance), don't miss next year's meeting! Steve Safier, PhD #HumanizingHumanCapital

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Women Leaders, Are you wondering how and if you're ready to join a Board? Here's an excellent opportunity to develop yourself for your next step. Check out this program - https://lnkd.in/gzmAxxs5. Major topics covered include: 🛣 The road to the corporate boardroom – getting started. A panel of corporate directors will share their journeys and insights. 👩‍🏫 How to position yourself and be found as a board candidate. Board-savvy advisors and corporate directors will share their insights. 🎯 Target, evaluate, interview, and pitch for board opportunities. A panel of corporate directors will share lessons learned 🤓 Our legal and insurance experts will walk through some key risk & reward issues for board service. ✍ Get input on your board bio draft, reach out to recruiters and organizations that seek board directors, and continue your journey. DM me if you are interested.

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A really interesting insight into actionable Coaching. A valuable 1 minute read with a complex leadership and stakeholder challenge from a sector not often thought of in this area. Navigating Challenges: Achieving Success through Strategic Coaching In a bustling religious institution, the need to enhance the newly appointed Executive Director's performance sparked a journey of transformative leadership coaching for lasting success. #executivecoaching #boydenaustralia

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After listening to the Politics + The Workplace panelists, it's clear: thriving cultures aren’t just built on policies, but on how we engage with each other, even during difficult conversations. As we look ahead, let’s focus on the tools that help teams connect on a human level, no matter the challenges that come our way.

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I had the privilege of co- facilitating a session with Alex Gorsky the former CEO and Chairman of Johnson and Johnson on how companies are finding great talent in new ways. Many people have the skills required for a job, but do not have the college degree. How do we find these people, and bring them into the workforce? Below is a short summary of our session written by CECP who was our partner in the work. KEY TAKEAWAYS: · Skills-first career pathways help companies do good and do well. In an economy and time when the rate of change is moving at an extraordinarily quick pace, companies need to fill different kinds of roles, and individuals need up-skilling to fill those roles. Leading companies are creating learning opportunities for existing and incoming talent, and embracing educating workers as an opportunity to demonstrate that capitalism can work inclusively. · Don’t let prior practices prevent you from innovating for the future. Throughout the life of a company, there is often an inherent gravity around policies and practices that have been in place for a long time. They can become embedded in the company’s culture, which can be detrimental if those policies and practices perpetuate biases that exclude or limit the career development of historically marginalized populations. By embracing a skills-first approach to hiring and developing talent, leadership can limit or reverse these biases and their impact. These companies are planning for the future while bringing along those who would otherwise have been shut out of job opportunities that needlessly required a college degree. · This is not a one-and-done effort; it requires long-term commitment. Building skills-first career pathways is all about developing a trajectory for the course of an employee’s whole career and upskilling them, as needed. This is both for their benefit (e.g., professional development) and that of the company (e.g., meeting stakeholders’ evolving expectations). It takes top-down supported commitment, resources, and accountability to do this effectively for the long term and requires as much rigor as any other business strategy.

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Last week, I had the privilege of co-facilitating a working group in the Leading Change and Organizational Renewal course at the Stanford University Graduate School of Business. This intensive week-long program brought together executives and senior leaders from global organizations, offering a transformative learning experience. The course's core focus? Equipping leaders with powerful tools for success: 🛠️ A methodology for diagnosing strategic challenges 🛠️ Cutting-edge design thinking techniques 🛠️ Practical frameworks for driving organizational change Participants gained invaluable insights from world-class professors on: 💡 Catalyzing cultural transformation 💡 Overcoming resistance to change 💡 Fostering innovation at scale I had the honor of supporting a dynamic team from Juniper Networks, collaborating with the brilliant David Battat to guide them through this journey of discovery and growth. Key takeaways that resonated throughout the week: 1. Culture = Concrete Behaviors: Culture isn't abstract—it's the sum of behaviors we incentivize and encourage. Want to change culture? Start by reshaping behaviors. 2. Root Cause Analysis is Crucial: When facing a business challenge, resist the urge to jump to solutions. Instead, invest time in identifying root causes to ensure you're addressing the real issues. 3. The Innovation Paradox: Processes that optimize your current business often conflict with those needed for disruptive innovation. Recognizing and managing this tension is critical for long-term success. 4. Ambidextrous Leadership: To thrive, organizations need leaders who can navigate both optimization and innovation. These rare individuals are the key to balancing present and future needs. 5. The Innovation Journey: From Ideation to Scale: While many excel at generating ideas, the real challenge lies in successfully scaling innovations. This is where most companies stumble. 6. Purpose-Driven Strategy: Your company's identity and purpose are not just motivational tools—they're strategic cornerstones that guide decision-making and unlock new possibilities. A heartfelt thank you to Laura Hunt Newman, MAOD, Peter Finkelstein M.D. and UpstartLogic for this incredible opportunity. Being part of this transformative experience was truly inspiring! #LeadershipDevelopment #OrganizationalChange #Innovation #StrategicThinking #CorporateCulture

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Completed! Amazing year of learning with Wharton Executive Education. This program touched on many of the most important aspects of Executive Recruiting and Senior Talent Management - including the latest ideas on how to structure competitive executive compensation models, how to effectively partner with Boards and CEOs, and how to do it all with influence and impact! Thank you to all my professors and fellow students - onwards and upwards! #NeverStopLearning

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The HBR article “Helping Gen Z Employees Find Their Place at Work” by Jenny M Fernandez, MBA, 费 珍妮, Kathryn Landis, and Julie Lee, Ph.D. provides hands-on strategies on how to enhance collaboration, commitment, and motivation at work – not only for Gen Z.   A workplace where all of those items are implemented sounds like a place where people can thrive.   #Conflict #MentalToughness

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Here we go. It's time for CLOs and TM leaders to take back the real thought leadership in your space.

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Great time with Michael VanDervort and Robin Schooling on the DriveThru HR - Podcast diving into the emotional and cultural challenges of mergers and acquisitions. We explored how I help leaders navigate these complex transitions. I also got to talk about how I blend social justice into my coaching practice, as well as the common hurdles C-suite leaders face. I hope you enjoy the episode. Michael, Robin, thanks for having me on!

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✨Hey LinkedIn Friends!✨ I am honored to have been featured in this episode of Executive Connect where we dive into the core of Transformative Leadership—a topic that's near and dear to my heart. 🌟 In this discussion, I share my journey from investment banking to academia and consulting, and how faith and spirituality have been essential in shaping my leadership philosophy. We talk about the intersection of faith-based principles and ethical decision-making, the power of bringing your full self into the workplace, and practical strategies for building resilience and transforming mindsets. Leadership is not just about holding a title—it's about cultivating self-awareness, managing stress, and developing a strong support system to serve with compassion and purpose. I also emphasize the importance of trust, openness, and vulnerability as essential pillars of impactful leadership. Thank you, Melissa Aarskaug, for the thoughtful conversation and for highlighting the values I strive to live by in my work! Follow Executive Connect on LinkedIn and other platforms for more insights on leadership. #TransformativeLeadership #FaithInLeadership #LeadershipDevelopment #Resilience #MindsetShift #TrustInLeadership #LeadWithPurpose #ServeWithCompassion

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Thank you, Suzanna, for writing this. Helpful ideas everyone needs to see! What can you do as a leader to support or address mental health in your workplace?  * Talk openly about the topics of both physical wellness and mental health at work to normalize the conversation.  * Be aware of your own mental health, including stress levels and coping behaviors that are out of the norm; course correct or seek help as needed. * Do not be afraid to talk about your own experiences with wellness or mental health issues while recognizing and respecting that mental health issues, stigma and access to support may be different for everyone. * Review your employee benefits and support for mental health needs and communicate those resources regularly to employees.  * Provide training to leaders to help them navigate conversations about workload, deadlines, work stress or personal issues that are affecting workers’ attention, engagement or productivity.  * Integrate regular questions about employees’ wellness, mental health and engagement into routine conversations, such as one-on-ones or other check-ins. Do not ignore colleagues who appear to be struggling or who express that they’re experiencing challenges thinking that the issues will resolve themselves. Be thoughtful about conversations about mental health or behaviors that are obvious or particularly sensitive. Find the right time and place to talk, use active listening and respect the amount of information or details that a person is able to give. Make changes or accommodations as appropriate, but if you are unable to do so for business or legal reasons, explain those factors clearly and work together to find support for the employee. Invest in mental health benefits for everyone, including leaders.

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