LJ: Since some of our readers may not be familiar with Trident Capital, would you give us an overview of the firm?
MB: Trident Capital is a leading venture capital and venture growth firm that invests in companies that are solving big problems of our time through technology and innovation. We invest across multiple stages, from early startup to growth buyouts, in the Software, Internet and Technology-Enabled Services sectors. Continue reading
written by John Beeson
If you ask a group of managers who aspire to the C-suite what it takes to get there, they’ll invariably mention executive presence, but they aren’t always so clear about what it means. Not too long ago I conducted a series of off-the-record interviews with senior executives responsible for executive placement in their organizations. I asked them about the “make or break” factors they consider in making C-suite promotion decisions. Executive presence was one of the handful of decision criteria they cited, but even these experienced executives struggled to define what it is and why one person has it and another doesn’t. In an increasingly diverse world where senior executives are no longer all 6 foot 2 inch tall males who look they were sent from central casting, what does it take to create a commanding executive presence? The right clothes? A firm handshake? Those matter, but they don’t tell the whole story. Continue reading
written by Tony Schwartz
What do all people who achieve true excellence and consistently high performance have in common?
The answer isn’t great genes, although they’re nice to have. It’s the willingness to push themselves beyond their current limits day in and day out, despite the discomfort that creates, the sacrifice of more immediate gratification, and the uncertainty they’ll be rewarded for their efforts. Continue reading
written by by Tony Schwartz
Annie Marie Slaughter‘s article in the current Atlantic titled “Why Women Still Can’t Have It All” had a familiar ring — hauntingly so.
More than two decades ago, the Harvard Business Review published an article titled “Management Women and the New Facts of Life,” which made many of the same arguments that Slaughter does — most notably that the structure of organizational life makes it nearly impossible for a woman to have both a high-powered full-time career and to feel fully involved as a mother. Continue reading
Written by John Beeson
It’s often said there’s nothing certain in life except death and taxes. The parallel in organizational life is that at some point in your career you’ll have a bad boss — or at least a boss who’s bad for you. Bad bosses come in all shapes and sizes: abrasive and insensitive, indecisive, inconsistent and unfair, the micromanager who stifles your ability to perform and grow, and “matador managers” adept at sidestepping every tough issue that comes their way. So, the question isn’t whether or not you’ll have a bad boss. Rather, it’s how you’ll respond when you do. Continue reading
