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Clearing the Noise: Thinking Critically About Solving Problems

Clearing the Noise: Thinking Critically About Solving Problems

The important thing is not to stop questioning.

–Albert Einstein

Last week, we launched Fedcap’s 2018 year-long Leadership Academy. The Academy is taught by leaders from throughout our family of agencies, board members and thought leaders in the business and academic environments, and participation is highly competitive. It is a challenging curriculum, and it is a big commitment of time and brain power on the part of the faculty and participants.

Our first module is the undergirding module for the entire year’s study—critical thinking. Critical thinking, has many definitions, but according to Linda Elder, the brains behind the Center for Critical Thinking, it is the basis for disciplined rationality, reason, and empathy at the highest level. Being able to flex our critical thinking muscle is the foundation for solving society’s biggest problems. Critical thinking is a discipline unto itself. It is a pledge to ever improving our thought processes.

I approach thinking critically first by doing what I call “clearing the noise.” At any given time, we have so much information coming at us as we strive to solve problems that it is hard to cull through it all to make a rational decision. The influence of culture, politics, emotion, public opinion, vested interest, and unfounded logic can all lead to landing on decisions that do not reflect the highest level of thought. So how do we sort through the noise to get to the heart of the matter—whatever that matter may be?

Asking questions is the heart of critical thinking.
Here are a few of the questions I find useful as I strive to clear the noise:

  • What is the issue I am seeking to address?
  • Why am I striving to solve this particular issue?
  • What are the environmental, social stressors that make it important to address this issue?
  • Am I sure I am trying to solve the right problem? (Many people have spent millions of dollars on solving a problem, only to realize that they solved the wrong problem).
  • What assumptions do I have as I begin to work on thinking through the issue?
  • What metrics or data exist that can inform the discussion?

How do you clear the noise? What questions do you ask yourself? How do you strive every day to improve your thinking? And…in the absence of critical thinking, how can we possibly solve the biggest issues of our day?

As always, I welcome your thoughts.

Clearing the Noise: Thinking Critically About Solving Problems

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2018 Celebration of the Power of Possible Gala

2018 Celebration of the Power of Possible Gala

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“Your aspirations are your possibilities.” — Samuel Johnson

There is no greater gift than to serve—to make a difference in the lives of people in need. Thanks to the support of our Celebration of the Power of Possible Gala from our communtiy of stakeholders, many more young people and adults are on the path to economic and social wellbeing.

The theme of this year’s Gala was Innovation to Impact—a recognition of the energy and commitment that drive The Fedcap Group every day to deliver proven services, solve systemic problems and demonstrate the Power of Possible. A spirit of community and common cause permeated the event on Monday, November 26th at Cipriani in Manhattan, as colleagues and friends from across our agencies gathered to celebrate a year of impact and innovation. The Gala marked the launch of The Fedcap Group, a significant milestone in our collective history. Our growing international footprint of agencies now impacts the lives of more than 300,000 people annually, delivering measurable shifts in economic self-sufficiency for individuals in need. We are stronger together and united in our mission-driven purpose.

The evening was rich in highlights. Our beloved colleague Peter Panken received The Leo Mayer Award for Distinguished Service. Peter retired this year from the practice of law, and we are thrilled that he plans to continue his longstanding service to Fedcap. Longtime partner and supporter Mutual of America was presented with our Outstanding Corporate Services Partner Award. A special moment of recognition honored Tom Moran, former president, chairman and CEO of MOA who passed away in August. Tom was a great philanthropist and longtime champion of The Fedcap Group. He will be greatly missed.

We honored remarkable individuals whose resilience and courage allowed them to overcome significant barriers and put themselves on the path to realizing their full potential. We heard from board members and leaders from across The Fedcap Group and distinguished guests including John Greed, president and CEO of Mutual America. Thank you for supporting the Power of Possible. These powerful words serve as the foundation for what we do every single day across The Fedcap Group.

When you believe that achieving a dream is possible, and when you are inspired by those around you to aim high, dreams become reality.

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Honoring Veterans Every Day

Honoring Veterans Every Day

Next Monday, we celebrate Veteran’s Day–an official day of recognition and tribute to the 18.8 million individuals living in the United States who have honorably given their service in the military. While I honor and celebrate this day officially once every year, every day, here at The Fedcap Group, we are honored to serve our veterans as part of our work to eliminate barriers and support economic well-being.

At the Fedcap Group, we are very proud of our affiliation with Dixon Center for Military and Veterans Services. Dixon Center works with returning service members, veterans, and military families nationwide to create a network of support, resources, and partners to connect them to better access to resources for health and wellness, stable housing, and continuing education to support fulfilling careers. They are making a significant impact in over 750 communities in all 50 United States.

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This week, I am pleased to introduce Dixon Center’s Chairman, Retired Colonel David Sutherland. Colonel Sutherland commanded the U.S. combat Brigade in Diyala Province, Iraq, from 2006-2007, and he served as Special Assistant to the Chairman of the Joint Chiefs of Staff from 2009-2012. I am happy to share an op-ed piece he wrote for  InsideSources.com:

Why I Love Being a Veteran — October 31, 2018

Colonel David Sutherland, Chairman, Dixon Center for Military and Veterans Services.

Screen Shot 2018-11-05 at 10.29.44 AM.pngIf you had told me how I’d look back with fondness on the time I served as brigade commander during the worst of Diyala Province in 2006-2007, I would have smirked.  Of course I’d love being a veteran, I can imagine my younger self thinking. It meant I would be anywhere but Iraq.

Ten years — six of them since retiring from the Army — have given me perspective.  I love being a veteran not because it means optional workouts, less bureaucracy or not having to uproot my family, but because it’s given me an even greater sense of pride in who I am and with whom I served.

I’m a limited edition, part of a unique club. It’s not that veterans, who make up less than 10 percent of the U.S. population, are all that different than everyone else. We simply have different life experiences. Ironically, until I’d been out of the service for two years, I didn’t realize how much I loved and missed those experiences.

The longevity of these life experiences carries through now that I’m in the private sector. Though they translate to all generations, they are especially relevant to millennials, who will make up 75 percent of the workforce by 2025.

First, the military taught me to stand up for your people. Good leaders protect their teams so that they are able to accomplish what they’ve been asked to do. I love the fact that I can look back and say, “You know what? I advocated for my people, and I take great pride in what they accomplished.”

Second, you learn to be patient.  I often wish I’d be more patient with my lieutenants, who were often fresh out of school with little experience, yet possessed a core desire to step up and do the right thing.

Finally, I found out how much engagement matters. I challenge mainstream business to create the trust, pride and esprit de corps I felt as part of my units within the business environment.  In 2nd Battalion 7th Infantry, we accepted challenges with “willing and able.”   In the 82nd Airborne, we’d reply, “All the way, sir” and in the 1st Cavalry Division, the proper response was “Live the legend, sir.” Employees in a high trust environment such as the Army are six times more likely to achieve higher levels of performance than others in their industry.

When I came home from Iraq, friends asked me, “What did you do over there?” Family asked me, “How do you feel about what you did?”  I asked myself, “What did I accomplish?”  These are important questions.   Veterans Day is an opportunity for all of us — civilian and veteran — to reflect on the achievements and accomplishments of this unique population.   Rather than wish someone a Happy Veterans Day, I encourage you to ask them to share their reflections on their time in uniform.

We veterans share the knowledge that nothing is daunting. Sure, we may stumble. We may have challenges. But there is always a solution. It’s simply how hard you want to work to find it.

I don’t regret leaving the military. I remain part of its legacy. While I travel around the country speaking about leadership I take great pride in showcasing the achievements of my fellow veterans.

I love being a limited edition.

I love being a veteran.

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Building Market Share in the Nonprofit Sector

Building Market Share in the Nonprofit Sector

At The Fedcap Group, we are driven by mission.  We are driven by expanding impact.  We are driven by creating solutions.   One way of evaluating our success is by analyzing our growth in market share.  We define market share as revenue, customers served and geography where we successfully compete within a specific area of service i.e. helping those on welfare go to work, helping veterans transition to civilian life, helping youth in foster care go to college and graduate.

There is evidence that demonstrates that investor/donor Return on Investment (ROI) increases steadily as market share rises.  This is due in part to economies of scale, rapid and efficient start-ups, and leveraging existing knowledge and technology.  The financial advantages of a strong market position make it understandable that a common strategic goal, even in the nonprofit sector, is to increase market share.

One of our most effective strategies to date for increasing market share, is to strategically and intentionally integrate our program design, technology, pricing, and performance management structure.   When contemplating a response to a government or private sector Requests for Proposal (RFP), the program design is contemplated through the lens of technological efficiencies—thinking through how leveraging technology can impact efficiency and thus enhance our ability to bid competitively.  This requires that we stay on top of technological advancements that could be used to improve overall program performance.  For example, we have built an app called “Up the Ladder” that pushes out information about career fairs, job clubs, and community professional development courses to individuals whom we helped to employ.

This is equally true for performance management.   Because technology provides us with daily Key Performance Indicator (KPI) report cards and “red flag” reports that result in rapid performance correction—we are willing to venture into the growing milestones- based contracting environment.  Additionally, we are keenly aware of our competitors’ outcomes—assessing our own performance against those who provide similar services.  This keeps us sharp and focused on improving our approach to service design and delivery.  A recent article by the Banda Marketing Group cited that that among business units achieving substantial market share gains (5% or better annual increases), over two-thirds  reported improvements in product quality.

We also pursue product innovation.  Things change.  And to do what we have always done in the same way we have always done it, is a dangerous path—for any business— including social services.  Expecting product innovation challenges leadership and line level staff to think critically and to ask frequently what else is needed to improve performance.  This expectation also promotes aggressively pursuing monies to fund the testing of program innovations.  For example, one area we continue to explore is our effectiveness in responding to the changing demographics of our country.  We consistently examining if our product design is tailored to fully engage the racial and ethnic diversity of those we serve, and then we test new outreach and engagement strategies.  Demonstrating our own investment in developing and introducing new products into the marketplace is one of our most important approaches to building market share.

Finally, we understand that in order to increase market share, reputation matters.   While we don’t “sell” our products in the same way that a for profit business might—we do “sell” our reputation.  Across our agency, we talk a lot about reputational risk, which is a threat to our good name or standing.  Reputational risk can occur through a variety of ways: directly as the result of the actions of the company itself; indirectly due to the actions of an employee or employees; or tangentially through other parties such as our suppliers.  By actively attending to our reputation, and rapidly addressing issues as they arise, we are seeking to mitigate issues that could impact market share.

I welcome your thoughts—how do you approach the increase in market share?

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A Culture of Accountability

A Culture of Accountability

“I am a member of a team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.” –Mia Hamm

Accountability is one of the key drivers of business culture. Absence of accountability erodes not only the culture but the vision, the strategy, the structure, the results, and ultimately, the entire purpose and integrity of an organization.

Webster defines accountability as “an obligation or willingness to accept responsibility or to account for one’s actions.” Personal accountability means that an individual owns up to the results of his, hers, or their actions, good or bad.

Sadly, in some organizations, when things go wrong, a culture of blame can supersede the ideal of accountability. It is understandable that individuals don’t want to get into “trouble;” they don’t want to be singled for making a mistake; they don’t want to look bad. And yet, sidestepping responsibility and accountability means that there is no learning, no foundation upon which to build the next thing, and ultimately, no mission accomplished.

Accountability requires courage. It summons strength of character. It requires vulnerability and authenticity. It means not hiding behind a veneer of passive resistance.

At The Fedcap Group, we are striving to build a culture of accountability.  We do this by rigorously building structure—as we believe that good people fail in the absence of structure.  We do this by ensuring that people understand their responsibilities.  We do this by creating an environment where supervision and feedback are integral components of the workday.  People cannot function to their optimal level if they are unclear about what is expected of them—including tasks, attitude and standards.  We also hire leaders who set the tone, who are clear and who take ownership.

We are united in our mission to work toward eliminating barriers to economic well-being. The work is hard. The work is challenging.   The only way for us to be successful is to be transparent in acknowledging both our achievements and our failures.

Living in a culture where we are accountable to one another, where we feel we owe one another our very best is how we will accomplish our purpose. By being deliberate in speaking openly about our mistakes and our accomplishments, we create an authentic sense of oneness. We are all in this together—on the good days and the not-so-good days. We have each others’ backs. This is how we realize the Power of Possible.

How do you summon personal, team, and organizational accountability?

As always, I welcome your thoughts.

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Fedcap Announces New Structure and Executive Appointments

Fedcap Announces New Structure and Executive Appointments

NEW YORK, NY—The Board of Directors of Fedcap Rehabilitation Services, Inc., a nonprofit agency founded in New York City over 80 years ago, today announced the establishment of The Fedcap Group, Inc., the parent company of its growing network of top-tier nonprofit agencies dedicated to advancing the economic and social well-being of the impoverished and disadvantaged. As the parent organization, The Fedcap Group will provide a platform for its agencies to collectively demonstrate the Power of Possible and to support them in delivering proven services and solving systemic problems.

“This new structure affords Fedcap the ability to both deepen our domain expertise in key areas of service, namely, Economic Development, Workforce Development, Occupational Health and Education, and to utilize our geographic presence to broaden the reach of our entire organization. It is an important next step in our national and emerging international mission-driven expansion,” said Mark O’Donoghue, Chair of The Fedcap Group Board of Directors.

“The creation of The Fedcap Group speaks to our conviction that we are better together,” said Christine McMahon, President and CEO. “By leveraging the incredible talent that we have within our organization across our network, by scaling and replicating proven strategies and by sharing information to advance our strategic planning, we are positioned to make a measurable difference in the lives of those we serve.”

In addition to the appointments of Mark O’Donoghue and Christine McMahon, as Board Chair and President and CEO, respectively of The Fedcap Group, other executives moving to the parent organization are Lorrie Lutz, Chief Strategy Officer, Karen Wegmann, Chief Financial Officer, and Kenneth Brezenoff, Corporate Counsel.

The Fedcap Group will continue to work with a growing network of businesses, government agencies, community providers and academic institutions to improve lives and help our partners meet their objectives.

Additionally, two senior executives will take on expanded roles.

Steve Coons has been appointed President of Fedcap Rehabilitation Services, Inc. This company has approximately $100 million in revenues derived primarily from Ability One contracts and our economic/business enterprises in Manufacturing and Document and Print Imaging. Steve joined Fedcap in 1988 following a distinguished 25-year career with the U.S. Navy as an expert in aviation maintenance and an in-flight safety engineer.

Steve’s leadership has resulted in both an increase in revenue and our stature in the Ability One environment. Steve is known for his unwavering commitment to ensuring that individuals with disabilities are employed and have the skills to advance their careers.

“Fedcap and SourceAmerica have worked together for over 40 years helping people with disabilities acquire the skills and confidence they need to become self-sufficient, contributing members of society,” Mr. Coons said. “Through our Source America/ AbilityOne contracts we employ hundreds of people with disabilities at competitive wages with opportunities for career advancement. The launch of The Fedcap Group and our ongoing expansion throughout the country allows us to provide more jobs and opportunities to those we are privileged to serve.”

Grant Collins has been appointed President of Fedcap, Inc., our workforce development company, which has approximately $113 million in revenues in domestic and international business. Prior to joining Fedcap, Grant served as Senior VP for Workforce Service and Chief Strategist for ResCare Inc.; Special Assistant and Senior Policy Advisor to the Assistant Secretary for Children and Families, and Deputy Director of the Office of Family Assistance (OFA) within the U.S. Department of Health and Human Services (DHHS), where he administered the nation’s principal welfare program, the $16.5 billion Temporary Assistance for Needy Families (TANF) program.

Under Mr. Collins leadership, Fedcap has become a national leader in developing solutions to assist individuals on TANF obtain living wage jobs.

“We believe that the first step on the path out of poverty is to know the dignity of work,” Mr. Collins said. “Our innovative programs demonstrate that work and self-sufficiency are possible for far more families with barriers to prosperity than previously thought, and the establishment of The Fedcap Group will allow us to reach an even greater number of those families.”

The Fedcap Group

The Fedcap Group is a global network of top-tier nonprofit companies, dedicated to advancing the economic and social well-being of the impoverished and disadvantaged.  We offer a platform for our agencies to collectively showcase the Power of Possible™, enabling them to focus on delivering proven, evidence-based services and solving significant societal problems. Our innovative solutions in the areas of Education, Workforce Development, Occupational Health and Economic Development funnel through our international footprint of companies and impact the lives of over 300,000 people annually.  

In partnership with business, government, the philanthropic community, academia and local nonprofit agencies, we deliver measurable shifts in academic advancement, and economic self-sufficiency for individuals in need. Through our strong customer service approach, we assist business, insurers, local governments and educational institutions meet their critical objectives.   

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Recognizing an Entrepreneurial Spirit

Recognizing an Entrepreneurial Spirit

Each of the organizations within the Fedcap Group has a history of doing something new and innovative—committed to righting a wrong, improving access or changing attitudes. Their vision and entrepreneurial spirit continues to propel us forward.

As a leader, I seek to surround myself with people who harbor and who foster the same entrepreneurial spirit as that of our founders. And while I wish it were so, this spirit is not something that is readily teachable. Rather it is an innate quality that can—and must—be recognized. It can be nurtured and encouraged, but I have found that those who possess an entrepreneurial spirit have certain instinctive characteristics in common.

First, they have a passion for solving, not serving, the problem. They feel an emotional and a tactical connection to the people we serve and the and the challenges we seek to solve. The drive to help improve the lives of others is what drives and compels them to work long hours and to give 150%.

Second, they never stop questioning how to do “it” better. They seek input from all perspectives. They research. They read. They talk to strangers about their work to get completely objective opinions. They learn from others doing similar work. They are rigorous in their quest to understand data and how to measure success. They never rest on the laurels of yesterday’s success.

Third, they posses a spirit of realistic optimism. They believe that the environment, the circumstances, and the challenges they face can improve. They understand that sometimes it is just one precisely placed intervention, one shift in funding can result in significant impact. They are optimists about the goal and realistic about what it takes to achieve it.

Fourth, they have a high tolerance for risk. They understand that there are economic, reputational, and financial risks in every new direction and every new venture. But they also understand how to strategically understand and manage the risk.

Fifth, they know how to identify and engage talent to get things done. They know how to build teams that effectively manage their time, their talent and their resources. They know how to create a vison, establish goals, create a strategy in service to those goals and a structure to effectively accomplish the work.

What other traits might you add to my list? As always, I am eager to hear your thoughts.

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Solution Series: Maximizing Organizational Intelligence: Building Capacity to Create and Strategically Use Knowledge

Solution Series: Maximizing Organizational Intelligence: Building Capacity to Create and Strategically Use Knowledge

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The Fedcap Group’s 16th Solution Series, Maximizing Organizational Intelligence: Building Capacity to Create and Strategically Use Knowledge was a great success, with a full house at Mutual of America building and hundreds from across the nation participating via live stream. The topic is especially significant to The Fedcap Group during this exciting period of mission-driven growth and expanded impact.

A panel of thought leaders led a lively and insightful discussion, touching on how intelligent organizations leverage their key assets – people, knowledge, data and analytics – for competitive advantage in the marketplace. The panel included Mike Turpin, Executive Vice President and Managing Consultant, USI Insurance Services; Leila Araiche, Managing Director in Brookfield Property Partners’ Real Estate Group, and Enrique Arbelaez, Co-Founder and Managing Partner of Cien+, an innovative consultancy and marketing services firm that employs big data insights and cultural intelligence to help leaders and brands turn cultural trends into opportunities.

A key challenge for companies leveraging knowledge is turning data into actionable insights. To do so they must become an intelligent organization.

“To fully leverage data and analytics, we have learned that we need to manifest all the elements that define an intelligent organization–social, emotional, business and cultural intelligence,” said Christine McMahon, President and CEO of The Fedcap Group. “This requires technological capabilities, understanding the dynamics and motivations of a multicultural workforce and being structured to manage complexity and change.”

Mr. Turpin said that high IQ organization share data and use it to assist people at all levels of the organization. Knowledge, which comprises a remarkable 83 percent of organizational asset value, is as important as capital—and moves just as fast. “If you think of knowledge as capital and manage it like capital, then you are constantly focused on –how do you facilitate it, how do you cultivate it, so you get a constant return on it,” he said.

Mr. Arbelaez highlighted the importance of cultural knowledge, defined as the capability to relate and work effectively across cultures. Changing workforce demographics mean that cultural knowledge is essential for companies to unlock the full spectrum of organizational knowledge. “The U.S. minority population, currently 30 percent, is expected to exceed 50 percent before 2050,” he said. “These changing demographics have significant financial implications for business. A business that is not prepared to effectively tap into these diverse population groups is simply not sustainable.”

No organization can have a high IQ or maximize actionable intelligence without building a strong culture of communication, Ms. Araiche said. “A culture of strong communication requires clear messages about goals and specific, key measurements for success. If you want information, business intelligence and data to drive decision-making, you need regular, established outlets for communication at many organizational levels,” she said.

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Maximizing Organizational Intelligence

Maximizing Organizational Intelligence

Tomorrow, October 9th, at the Mutual of America Building, 320 Park Avenue, The Fedcap Group is hosting its 16th Solution Series: Maximizing Organizational Intelligence: Building Capacity to Create and Strategically Use Knowledge. The recent spotlight on the importance of knowledge in corporate management is highlighted by studies estimating that the value of employee know-how, patents, brand recognition and other forms of knowledge rose from 38% of corporate assets in 1982 to 62% in 1992. In 1997, knowledge accounted for 80% of all corporate assets and in 2018 knowledge accounts for 83% of all corporate assets.

Organizational intelligence is defined as the capacity of an organization to create knowledge and use it to strategically adapt to its environment. Actionable knowledge that drives insights and leads to better decision-making is necessary for success in a fast-changing global marketplace.

Maximizing organizational intelligence presents companies with both opportunities and challenges. Intelligent organizations that successfully leverage information have a distinct competitive advantage, but they risk being overwhelmed by the sheer volume of data that is available to them.

To fully leverage data and analytics, we have learned that we need to manifest all the elements that define an intelligent organization – business, emotional, social, and cultural intelligence. This requires technological capabilities, understanding the dynamics and motivations of a multicultural workforce and being structured to manage complexity and change. Every member of the organization must learn to think analytically, seek out new knowledge, embrace experimentation and innovation, and encourage creativity and independence.

The Fedcap Group is a global network of nonprofit agencies dedicated to advancing the economic and social well-being of the impoverished and disadvantaged. We fully appreciate the need for and complexities of leveraging powerful new technologies, intensive market placed research, as well as the intelligence of our own diverse and talented workforce to drive actionable insight.

At The Fedcap Group, we embrace the challenge – it is the only way forward.

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