attrition

What to Do When Your People Are Leaving

There are few things more unsettling for people-driven businesses like tech companies, professional service firms and asset managers than a spike in attrition.  High attrition can easily become a downward spiral, as the exit of key people causes others to question the firm’s health and the opportunities they’ll have. Often management teams haven’t experienced this… Read more » Read more

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How to Retain Talent – and How to Lose People the Right Way

Of all the systems relating to talent that I’ve ever had a hand in developing, the most powerful was a system we developed at Katzenbach Partners called “the retention tree.”  The system is extremely simple, and this short post includes everything you would need to implement it yourself. The context: Katzenbach Partners hired many people… Read more » Read more

On Hiring Well

On Hiring Well

Choices about whom to hire are among the most important choices any company makes. Hiring constitutes “choosing the choosers” of what a company will do and how they will do it, whether at the micro scale of delivering service at a car rental counter or the macro scale of building a new business. Unlike domains… Read more » Read more

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Growing Our Team at Incandescent

The formative era for any firm is important not only because it establishes the capabilities that enable the firm to create value, but also because it generates the DNA that shapes and constrains the firm’s later development. I founded Incandescent in February of 2013, and we began building a broader team in the fall of… Read more » Read more

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My Unlikeliest Favorite Business Book

I spend most of my time thinking about how to run companies well. Of course a fair amount of that time is spent absorbed in the particular challenges of running this firm or that firm, and of navigating the specific terrain that a given client or venture has encountered. But an awful lot of time… Read more » Read more

Advice to a Student - Campus Recruiting

Advice to a Student

I have spent the better part of twenty years in strategy consulting; I began at McKinsey & Company, co-founded a practice at Mitchell Madison Group and built Katzenbach Partners from a start-up to a firm of $50M annual revenue. After selling Katzenbach Partners to Booz & Company, I was a Senior Partner there before founding… Read more » Read more