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“Type Quotes Here”
“The Fedcap Group is exceptional for the remarkable combination of smart ideas, management efficiency and idealistic commitment that it brings to everything it does.”
Richard Fursland, CBE
Secretary
“The Fedcap Group is exceptional for the remarkable combination of smart ideas, management efficiency and idealistic commitment that it brings to everything it does.”
“The Fedcap Group is exceptional for the remarkable combination of smart ideas, management efficiency and idealistic commitment that it brings to everything it does.”
“The Fedcap Group is exceptional for the remarkable combination of smart ideas, management efficiency and idealistic commitment that it brings to everything it does.”
Richard Fursland, CBE
Secretary
Richard is a Director of BritishAmerican Business and The Fedcap Group; Chairman of the Business Advisory Council of the NY Public Library for the Performing Arts; and a docent with the Wildlife Conservation Society.
Previously, he was a Co-Founder and the CEO of BritishAmerican Business (2000-2015); COO of the International Peace Academy; EVP at Grey Advertising; and a British diplomat, serving in Hong Kong, Beijing and London, and at United Nations/NY.
He graduated from Cambridge and had a Fellowship at Harvard; and received a CBE from HM Queen Elizabeth II for his services to British business. He is married to MJ Territo, a jazz vocalist/lyricist and music educator, sharing one daughter.
He has lived in New York since 1981, but remains an avid fan of West Ham, Private Eye and Marmite.
Solution Series
Solution Series
In 2011, The Fedcap Group launched its first Solution Series addressing the employment of soldiers returning from war. Since that time, we have explored issues such as Cost/Benefits of Increasing Minimum Wage, Impact of Immigration on Business; Employment of the Previously Incarcerated; Leveraging the Talents of Older Workers as a Competitive Advantage; The Intersection of Economic and Workforce Development; Mental Illness and Addiction in the Workplace and many other critical issues of our times.
The format for the Solutions Series includes a moderated discussion by a panel of experts and Q&A from the audience.
Panelists have included nationally recognized individuals such as Congressman Patrick Kennedy; Luis Tejada-Vice President of Goya Foods; Shay Bilchik, Director of the Center for Juvenile Justice Reform at Georgetown University; Michael Weinstein, Economist and CEO of Impact Matters; Anna Oliveria, President of the New York Women’s Foundation; Jim Salazar, President of Clark Shoes; Doug Rausch, President of Trader Joes; staff from the US Chamber of Commerce; Commissioners of Child Welfare, DOL and Education; and many more.
While we do not expect to “solve” issues through our Solution Series, we do intend to begin substantive community conversations, and encourage panelists and audience participants to provide perspectives, insights and ideas around potential solutions to challenging business realities.
Beyond the Stigma: Mom, son share story of recovery
By his own account, Chris Sprague had a happy childhood. He grew up in a good home and vowed that he would never drink or take drugs. Then his father died and Sprague fell in with friends who did both. By the time he was in his mid-20s, he was addicted to opioids and had lost everything he held dear.
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Leadership
Leadership
Last week, we held a Leadership Forum for staff from across our growing family of agencies. In it, we started planning for 2025, explored trends in the nonprofit marketplace, in human resources, in technology, in government funding and we identified strategic directions. We then identified the DNA of leaders required to effectively advance us toward our goals.
Included in that DNA are vision and the ability to operationalize that vision, integrity, influence, analytical skills, compassion, resilience, and the skills required to drive change. AND in addition, we discussed two traits absolutely critical to leadership: the willingness to stand for something and the ability to take bold, yet calculated, risks.
I’ve heard many leaders pay lip service to the idea that they want their “followers” to disagree with them. However, what I’ve discovered in my career is that while many say that this is what they want, in actuality, they want to have the people they lead follow them by operationalizing their vision. There’s absolutely nothing wrong with that, but frankly, I prefer people who really will disagree with me. I want to be shown a better way, invited to a wider vision. I want to engage in discussions where staff share perspectives different from my own. I want to work with people who have different backgrounds, experiences, and expertise. I want the people I work with to be here because they stand for something and because they will be fierce in standing for what they believe.
It is in this diversity of perspectives that we are truly better together.
Besides leaders who stand for what they believe, we also need leaders who are able to see the ways the environment is rapidly changing and are able to call forward the next “thing.” We need people who can understand the environment enough to take smart, planned risks— understanding that without some degree of risk there is no future. We need leaders who are students of their profession, who never stop learning and as such, the risks they take are based on knowledge, wisdom and instinct.
What do you stand for? What risks do you take in your organization? What is the DNA of your leadership?