Invest in Us!

Author: Fedcap Engagement

Posted on

Time to Close the Digital Skills Divide | Op-Ed for Empire Report by Christine McMahon

Time to Close the Digital Skills Divide | Op-Ed for Empire Report by Christine McMahon

We need to create more flexible and inclusive on-ramps to education and high-tech careers by building new ways to enable students to bridge the digital divide toward economic well-being.

Christine McMahon, President and CEO of The Fedcap Group, shared views on the complex reasons behind the digital skills divide, and what The Fedcap Group is undertaking to help individuals, especially those from underserved communities, to bridge that divide and move toward a path to economic well-being. Read her op-ed in Empire Report.

Posted on

Being A Resilient Organization

Being A Resilient Organization

October 10, 2022

Every day, I marvel at the resilience of the individuals we serve. Whether it be veterans wounded both physically and psychologically with the scars of battle; men and women struggling to find a job and support their family; young people who have moved from foster home to foster home; those struggling with substance abuse disorders or mental illness; and those who have been incarcerated only to re-enter society defined by the stigma of their past.

Yet above all, I am struck by their extraordinary resilience.

What are the catalysts for resilience? There is considerable research about what makes human beings resilient. Resilience is found when an individual feels: competent—skills and attitude to meet whatever challenges arise; confident—in their various abilities; connection—to a mentor, a leader, a family member who has faith in their ability to succeed; contribution—to something greater than him or herself; and control—over the basic aspects of their lives.

While the issues are clearly very different, organizations, too, are also susceptible to the impact of their environment. Change is constant. Contracts shift. Foundation awards run their course. Federal funding streams change. The political climate shifts with new leaders. New technology is introduced. Staff move into new roles. A pandemic rocks our understanding of the world. These forces create stress—sometimes significant stress. But like people, organizations can build their resilience muscles so that change is understood and managed effectively and collectively.

These “c’s” of resilience for human beings are equally as applicable to organizations.

For an organization to feel competent, there needs to be a common understanding of mission and short- and long-term goals, the measures used to assess goal achievement, and ready access to these data. Transparent discussions about impact data assists staff in feeling confident that their efforts are making a difference.

Organizational confidence comes from leaders who are clear and focused on the right things at the right times. A tremendous sense of organizational confidence results from leaders who are ahead of the game, on top of market trends and who rapidly respond to crisis—such as the recent pandemic.

Organizational connection is essential—to each other, to our Board, our funders, our stakeholders, and of course, to those we serve. These connections help us feel a part of something greater than ourselves and enable us to leverage critical relationships to advance organizational goals.

Contribution is an easy “muscle” to fall back on as every day we are able to see the fruits of our hard work in the successes of those we serve. This “doing” makes us feel we are part of something important, something larger than ourselves.

And finally, control … while we may not have a great deal of control over the future, as I have discussed many times in Insights, we absolutely have the ability and the responsibility to prepare for it by carefully tracking to the evolving environment and emerging market trends.

Resilient organizations are able to sustain large and small internal and external shifts—ensuring that they are able to continue to do mission-driven work.

As always, I welcome your thoughts.

Share on

Recent Posts

Posted on

Adaptive Leadership Is Critical in Times of Organizational Growth

Adaptive Leadership Is Critical in Times of Organizational Growth

October 3, 2022

Strong leaders bring out the very best in their employees and at the same time work to instill the qualities that drive growth and progress—qualities such as seeing possibility, understanding market trends and applying them to current products, building trust with funders, understanding the consumer experience, and course correcting rapidly as necessary. When a company’s leadership team consistently employs these qualities, there is a strong likelihood that your organization will grow. But then what? Not only do leaders need to manage the growth—but also they need to help their senior leaders manage it.

Over the next several weeks I will be discussing the concept of Adaptive Leadership and how critical it is in times of rapid and extensive growth.

Adaptive Leadership theory was introduced by Harvard professors and authors Marty Linsky and Ronald Heifetz. According to Linsky and Heifetz, leaders who employ an adaptive style are self-motivated, focused on performance, and have high levels of emotional intelligence. They know how to appropriately delegate and can remain level-headed in tense or hectic scenarios, thereby taking only calculated actions with results in mind. Adaptive Leadership goes hand in hand with past Insights discussions, especially understanding market trends and using data to drive organizational growth.

Companies grow either by expanding in their current market or by entering new markets—and both require a change in how leaders lead. According to Forbes, adaptive leaders move through the following developmental stages:

  • Seek out insights and perspectives from others. Envision and manage every step you might take by teaming up with other individuals whose skills can benefit your organization. If your company or program has grown significantly, reach out to others who have effectively managed exponential growth—learn from them, bring them in for consultation. Learn from their mistakes so that you don’t have to repeat them.
  • Analyze your team, identify strengths and gaps. Watch how the team members function independently and together. Pay attention to their decision making, their thinking, their actions.
  • Build the right team, strategically filling the gaps in skills and expertise required to effectively lead in the new environment. Do not bring in a team of people who all do the same thing—even if they are all very good. Bringing in talented staff who can do their jobs independently, and establish transparent systems and processes, provides optimal chance for organizational success during times of rapid and extensive growth.

According to an article from Western Governors University, this team should be charged with focusing on the following:

  • What is precious vs. expendable. When a business is in a period of significant growth, one fundamental question arises: What’s worth keeping and what isn’t? An adaptive leader knows it’s necessary to let go of elements that once seemed precious, in order to make room for others. For example, bidding farewell to a vendor relationship the company has had for decades or nixing a process that used to boost efficiency but now hinders it. In short, for an organization to grow, this parting with the past has to happen.
  • Experimentation and smart risks. Adaptive leaders use times of growth to encourage creativity and innovation that aligns with the organization’s goals and objectives. Using the strength of the new team—think bold and test what works best in this new environment because within these challenges lies the potential to propel the company to new heights.

Adaptive Leadership can have an enormous impact on an organization in the throes of significant growth because this leadership model places such a strong emphasis on smart teamwork, courage to change course, innovation, and testing.

As always, I welcome your comments.

El Liderazgo Flexible es Fundamental en Tiempos de Crecimiento Organizacional

3 octubre 2022

Los líderes fuertes sacan lo mejor de sus empleados y, al mismo tiempo, trabajan para inculcar las cualidades que impulsan el crecimiento y el progreso; cualidades tal como ver posibilidades; comprender las tendencias del mercado y aplicarlas a los productos actuales; generar confianza con los donadores, comprender la experiencia del consumidor y corregir el curso de golpe según sea necesario. Cuando el equipo de liderazgo de una empresa emplea constantemente estas cualidades, existe una gran posibilidad de que su organización crezca. ¿Pero luego qué? Los líderes no solo necesitan administrar el desarrollo, sino que también deben ayudar a sus gerentes principales a administrarlo.

Durante las próximas semanas hablaré del concepto de Liderazgo Flexible y cuán crítico es en tiempos de expansión rápida y extensa.

La teoría del liderazgo flexible fue introducida por los profesores y autores de Harvard Marty Linsky y Ronald Heifetz. De acuerdo con Linsky y Heifetz, los lideres que emplean un estilo flexible son automotivados, se centran en el rendimiento y tienen altos niveles de inteligencia emocional. Ellos saben cómo delegar apropiadamente y pueden permanecer juiciosos en escenarios tensos o frenéticos, y de ese modo tomar solo acciones deliberadas con los resultados en mente. El liderazgo flexible va de la mano con las conversaciones pasadas de “Insights”; especialmente la comprensión de las tendencias del mercado y el uso de datos para impulsar el crecimiento de la organización.

Las empresas crecen ya sea ampliándose en su mercado actual o ingresando a nuevos mercados, y ambos requieren un cambio en la forma en que los líderes dirigen. Según Forbes, los lideres flexibles se mueven a través de las siguientes etapas de desarrollo:

  • Recaba conocimientos y perspectivas de los demás. Concibe y administra cada paso que puedas dar al asociarte con otras personas, cuyas habilidades pueden beneficiar a tu organización. Si tu empresa o programa ha crecido significativamente, comunícate con otras personas que hayan administrado efectivamente el crecimiento exponencial; aprende de ellos, tráelos para una asesoría. Aprende de sus errores para no tener que repetirlos.
  • Analiza a tu equipo, identifica fortalezas y deficiencias. Observa cómo funcionan los miembros del equipo tanto de forma independiente como juntos. Pon atención a su toma de decisiones, sus opiniones, sus acciones.
  • Estructura el equipo adecuado llenando estratégicamente las deficiencias en habilidades y experiencia requerida para liderar de manera efectiva en el nuevo entorno. No estructures a un equipo de personas que hagan lo mismo, incluso si todas son muy buenas. Incorpora personal talentoso que pueda hacer su trabajo de forma independiente y establece sistemas y procesos transparentes; proporcionando una oportunidad óptima para el éxito de la organización en tiempos de crecimiento rápido y extenso.

De acuerdo con un artículo de Western Governors University, este equipo debería encargarse en el enfoque de lo siguiente:

  • Lo que es valioso versus lo que es prescindible. Cuando un negocio se encuentra en un período de crecimiento significativo, surge una pregunta fundamental: ¿Qué vale la pena conservar y qué no? Un líder flexible sabe que es necesario dejar de lado aspectos que alguna vez parecieron valiosos, para hacer espacio para los demás. Por ejemplo, decirle adiós a una relación con el proveedor que la compañía ha tenido durante décadas o rechazar un proceso que solía aumentar la eficiencia, pero ahora lo obstaculiza. En resumen, para que una organización crezca, esta separación del pasado tiene que pasar.
  • Experimentación y riesgos hábiles. Los líderes flexibles utilizan los tiempos de crecimiento para fomentar la creatividad y la innovación que se alinean con las metas y objetivos de la organización. Usando la fuerza del nuevo equipo, piensa en serio y prueba lo que funciona mejor en este nuevo entorno porque dentro de estos desafíos se encuentra el potencial para impulsar a la empresa a nuevas alturas.

El liderazgo flexible puede tener un enorme impacto en una organización en medio de un crecimiento significativo porque este modelo de liderazgo pone un fuerte énfasis en el trabajo en un esfuerzo combinado, el coraje para cambiar de rumbo, la innovación y las evaluaciones.

Como siempre, agradezco tus comentarios.

Share on

Recent Posts

Posted on

The Fedcap Group’s Civic Hall and RAL Development Services Finalize Agreement to House CIVIC HALL @ UNION SQUARE in New Zero Irving Development

The Fedcap Group’s Civic Hall and RAL Development Services Finalize Agreement to House CIVIC HALL @ UNION SQUARE in New Zero Irving Development

CIVIC HALL @ UNION SQUARE Will Be a State-of-the-Art Digital Skills Training Hub, Technology Incubator, and Conference and Community Space

Sponsored by The City of New York’s Economic Development Corporation, CIVIC HALL @ UNION SQUARE Will Create a Pipeline of Diverse Trained Talent to Support New York’s Growing Technology Industries

New York, October 3 – New York, NY— RAL Development Services and The Fedcap Group finalized a 25-year lease agreement to house Civic Hall @ Union Square in RAL’s new Zero Irving development at 124 East 14th Street. Zero Irving is a 21-story, 260,000-square foot tech-focused mixed-use development in the heart of Union Square. As contemplated by RAL’s winning RFP response to the New York City Economic Development Corporation that led to the launch of Zero Irving, The Fedcap Group’s Civic Hall @ Union Square will occupy 85,000 square feet on six floors and include a digital workforce training center with 25 state-of-the-art high-tech classrooms, collaborative community space, a technology start-up incubator, and modern conference and events center. Construction is scheduled to be completed and programs launched in early 2023.

The Fedcap Group’s Civic Hall @ Union Square will provide a comprehensive offering of digital skills and tech training programs—from certificates to degrees— to meet the New York City tech sector’s growing workforce need. The facility will primarily train individuals from underserved communities to provide economic well-being through well-paying sustainable tech jobs. The training and education programs will be delivered by The Fedcap Group’s nation-leading subsidiaries and partners, including Apex Technical School, Power52 Energy Solutions, Paul Smith’s College, and Fedcap Inc.—Fedcap’s workforce training arm. Additional tech training providers, focused on underserved populations working in New York City, will also be invited to utilize the Civic Hall facilities. Individuals trained at Civic Hall @ Union Square will also gain access to a suite of Fedcap’s wraparound services, including Single Stop which links individuals to essential services and benefits, financial literacy training, and other support programs.

“Civic Hall @ Union Square will be the crown jewel of digital skills training, collaboration, and innovation in the tech sector for New York City and beyond,” said Christine McMahon, President and CEO of The Fedcap Group. “Civic Hall @ Union Square will not only lift up and provide a sustainable economic future for many individuals too often left behind in our economy, but also will provide the pipeline to meet the tremendous workforce need for New York City’s thriving tech sector. I want to thank Mayor Adams, and the New York City Economic Development Corporation led by President and CEO, Andrew Kimball, as well as his entire team, for their steadfast support of this critically-important project. I also want to give special thanks to Andrew Rasiej, Co-Founder and President of Civic Hall, for his vision and unending effort to make this project happen.”

“RAL’s development ethos is to be a city builder more than a building builder. That means we take on complex projects that build toward both commercial success and social contributions. The anticipated opening of Civic Hall @ Union Square makes us particularly proud, as we believe that offering tech education in a central, transit-rich location like Union Square will make a genuine difference to the fabric of New York City. We will continue to seek out public-private deals and other projects in New York and beyond that engage our full team toward inclusive developments that enhance communities,” said Spencer Levine, President of RAL Development Services.

“Civic Hall @ Union Square will be a critical hub for New Yorkers of all backgrounds to learn new skills leading to good paying jobs and career pathways in a range of tech sectors,” said NYCEDC President & CEO Andrew Kimball. “I want to thank RAL, Fedcap, Civic Hall, my colleagues at EDC and Council Member Carlina Rivera for their leadership in creating this remarkable public-private partnership.”

A recent study found that although high-tech employment expanded by 45% since 2008—or 2.5 times faster than the New York City economy overall—and despite the fact that tech sector wages are 80% higher than for New York City jobs overall, 70% of employers faced challenges hiring in the sector. And communities of color are often left behind with Black and Latinx workers making up only 18% of the high-tech workforce.

“New York City is full of good paying jobs in exciting industries, but too many people face barriers to accessing these opportunities. I’m proud to support the work of The Fedcap Group and Civic Hall to bring real life skills training and development to people who need it the most,” said Council Member Carlina Rivera. “As we look to our economic future, we must make sure that people are prepared to take positions in growing industries, and that no one is left behind in the pandemic recovery. Working with Community Board 3 and local social services organizations, Civic Hall @ Zero Irving is an amazing opportunity to bring these vital programs to those communities most in need.”

“We must ensure that there are strong pipelines to tech sector jobs and the modern economy, and Civic Hall @ Union Square will play a crucial role in preparing New Yorkers for careers in tech,” said Manhattan Borough President Mark Levine. “I’m looking forward to watching talented New Yorkers learn, collaborate, and grow as we continue our economic recovery here in New York City.”

“This project represents New York City’s unending commitment to every New Yorker, regardless of background, or economic ability, to have the opportunity to fully participate in the 21st Century economy,” said Andrew Rasiej, Co-Founder and President of Civic Hall. “The ultimate goal is for Civic Hall @ Union Square to be a replicable model ensuring that diversity, equity, and inclusion will be the hallmark of our City’s economic future. I want to thank The Fedcap Group, the City of New York Economic Development Corporation, and RAL Development Services for fulfilling the promise we all made to our community and to our City and making the dream of Civic Hall @ Union Square a reality.”

About the Zero Irving Project
In addition to the six floors dedicated to Civic Hall @ Union Square, Zero Irving introduces 176,000 square feet of modern, trophy quality office space across the upper 14 floors of the 21-story building. Views of Midtown and Downtown Manhattan are spectacular, and alternating floors at Zero Irving boast corner double-height dedicated spaces with 23-foot ceilings, offering users distinctive high-impact space. Among the premier office building’s amenities are a large, landscaped roof deck, a 14,000 square foot event and conferencing space available to tenants, a full-service fitness center with lockers, showers and bike storage, and a ground floor indoor/outdoor food hall by Urbanspace with 12+ curated food vendors.

About The Fedcap Group
Since 1935, The Fedcap Group has developed scalable, innovative and potentially disruptive solutions to some of society’s most pressing needs. The Fedcap Group generates more than $400M of revenue annually to serve over 250,000+ people each year across an international footprint. The work of The Fedcap Group is structured within four major areas of practice—workforce development, educational services, health services, and economic development— and delivered through a growing number of top-tier companies—each focused on helping people with barriers achieve long term economic well-being.

About RAL Development Services
RAL Development Services LLC (RAL), http://ralcompanies.com/, is a real estate development firm with a three-generation, 40+ year track record of success in building complex, high-profile projects nationally and internationally. RAL’s multidisciplinary in-house expertise includes predevelopment and approvals, urban planning, architecture and design, finance, construction management, landscape architecture, marketing and leasing, and property management. RAL operates both as a principal owner/developer and as an owner’s representative, bringing its expertise to residential, commercial, mixed-use, planned communities, Resorts and hospitality, and other property types. RAL prides itself on its dedication to the communities it works with, creating strong and lasting relationships with local constituencies wherever they build, as well as employing union labor and collaborating with MWBE contractors when possible. RAL uses and believes in cutting-edge processes and technologies, but never substitutes them for the experience, ingenuity, creativity, passion, leadership, and professional judgment provided by its people.

About Civic Hall
Founded in 2015, Civic Hall is one of the nation’s leading organizations focused on learning and collaboration to advance technology and problem-solving for the public good. It has grown into a thriving community with more than 1,000 members and organizations that includes tech companies, government and nonprofit agencies and philanthropic and academic institutions and has become the center for NYC’s efforts to develop a more diverse, equitable, and inclusive technology industry. The Fedcap Group acquired Civic Hall in 2021.

Contact:
For The Fedcap Group:
Susan Walsh, 212-727-4200, (SWalsh@fedcap.org)

For RAL:
Great Ink Communications, Ltd. – 212-741-2977
Eric Waters (Eric.Waters@greatink.com)
Francisco Miranda (Francisco@greatink.com)

Recent Press Releases

Posted on

As Leaders, We Must Understand Market Trends

As Leaders, We Must Understand Market Trends

September 26, 2022

As many of my readers have heard me say many times, nonprofits are businesses—businesses driven by mission—but businesses, nonetheless. And as a business, we need to pay close attention to the trends that are driving the marketplace in which we operate.

According to Hanover Research, 68% of companies that reported increased revenues in the last 12 months used market research to do so. Market research certainly is critical in finding the “next big thing,” but it is also an imperative in making effective projections to ensure strong year over year revenue growth.

A market trend is anything that alters the market your company operates in. According to DemandJump, this could be something as “far-reaching as artificial intelligence technology, as fickle as consumer preferences, or as industry-specific as new regulations. Market trend analysis looks at the history of your business sector, how the sector has changed and grown and where it is expected to go. Consider the market trends that have altered how we do business on a day-to-day basis include changes in technology, changes in customer needs, how we communicate with our customers and other key stakeholders, demographics and changes in the economy. Each of these has directly impacted revenue streams and projections.”

In order to keep your company ahead of the competition, it is important to integrate market trend analysis into regular leadership discussions. Because it is the responsibility of every leader in an organization to understand the trends in their specific area of focus, it might be an interesting exercise for leaders from across the organization to come together to formally document how shifts in your market have impacted how you do business and their impact on annual revenue. Sometimes things become much clearer when formally documented and reviewed.

Another smart strategy to stay “in the know” is to have regularly scheduled conversations with consumers. Understanding what they need and what they consider important is invaluable when in developing new business or refining current business strategies.

While successful businesses don’t simply follow the crowd, but instead create and innovate, there is wisdom in following the work of competitors. This can provide information on their market positioning and whether they are reacting to an emerging trend. This kind of analysis can occur by simply reviewing their website, customer reviews and social media.

By knowing and analyzing data over a set time period, looking for consistent trends or results, leaders will be much more effective in mapping their short- and long-term business strategies that have optimal chance for success.

As always, I welcome your thoughts.

Como Líderes, Debemos Entender las Tendencias del Mercado

26 septiembre 2022

Como muchos de mis lectores me han escuchado decir muchas veces, las organizaciones sin fines de lucro son negocios, negocios impulsados por la misión, pero negocios, no obstante. Y como empresa, debemos prestar mucha atención a las tendencias que están impulsando el mercado en el que operamos.

Según “Hanover Research”, el 68% de las empresas que reportaron un aumento de los ingresos en los últimos 12 meses utilizaron el estudio del mercado para hacerlo. El estudio del mercado ciertamente es fundamental para encontrar la “próxima gran cosa”, pero también es un imperativo para hacer proyecciones efectivas para garantizar un fuerte crecimiento de los ingresos año tras año.

Una tendencia del mercado es cualquier cosa que altere el mercado en el que opera tu empresa. De acuerdo con “DemandJump”, esto podría ser algo tan “de gran alcance como la tecnología de inteligencia artificial, tan voluble como las preferencias de los consumidores o tan específico de la industria como las nuevas regulaciones. El análisis de tendencias del mercado analiza la historia de tu sector empresarial, cómo ha cambiado y crecido el sector y hacia dónde se espera que se vaya. Considera las tendencias del mercado que han alterado la forma en que hacemos negocios en el día a día, incluidos los cambios en la tecnología, y en las necesidades de los clientes, y en la forma en que nos comunicamos con nuestros clientes y otros principales interesados clave, las estadísticas demográficas y los cambios en la economía. Cada uno de estos ha impactado directamente a las fuentes de ingresos y pronósticos. “

Para mantener a tu empresa a la cabeza de la competencia, es importante integrar el análisis de tendencias del mercado en las pláticas regulares de liderazgo. Debido a que es responsabilidad de cada líder en una organización comprender las tendencias en su área específica de enfoque, podría ser un ejercicio interesante para los líderes de toda la organización reunirse para documentar formalmente cómo los cambios en su mercado han impactado la forma en que se hace negocios y su impacto en los ingresos anuales. A veces las cosas se vuelven mucho más claras cuando se documentan y se revisan formalmente.

Otra estrategia inteligente para mantenerse “al tanto” es tener conversaciones programadas regularmente con los consumidores. Comprender lo que necesitan y lo que consideran importante es invaluable cuando se desarrollan nuevos negocios o se refinan las estrategias comerciales actuales.

Si bien las empresas exitosas no siguen simplemente a la multitud, sino que crean e innovan, así que hay sabiduría en seguir el trabajo de los competidores. Esto puede proporcionar información sobre su posicionamiento en el mercado y si están reaccionando a una tendencia emergente. Este tipo de análisis puede ocurrir simplemente revisando tanto su sitio web, como las evaluaciones de los clientes y sus redes sociales.

Al conocer y analizar los datos durante un período de tiempo determinado, buscando tendencias o resultados consistentes, los líderes serán mucho más efectivos en la elaboración de sus estrategias comerciales a corto y largo plazo que tienen una oportunidad óptima de éxito.

Como siempre, espero tus comentarios.

Share on

Recent Posts

Posted on

Bridging the Distance to Economic Well-Being

Bridging the Distance to Economic Well-Being

September 19, 2022

The Engagement Team of The Fedcap Group is steeped in planning for our 2022 Celebration of the Power of Possible Gala, held each year the Monday after Thanksgiving. Each year our theme highlights our mission. Our theme this year—Bridging the Distance to Economic Well-being—is a concept that has significant meaning for every member of our organization.

Economic well-being can be measured by opportunities for educational and career advancement, social inclusion, housing stability, and access to access to transportation and material goods. And while every service we offer is an important stepping-stone to bridging the distance—the ultimate goal is not completion of a program but sustainable, economic well-being for every person served.

This bold goal is integrated into the work that we do in every company of The Fedcap Group. At its core, it assumes that every person we serve—regardless of barriers faced—when provided the right services and opportunities, has the capacity to obtain a job, live in a safe place without fear of going hungry, and be part of a supportive community.

This goal is why over a decade ago, The Fedcap Group established its four practice areas of education, workforce development, health, and economic development—because research makes it clear that these life areas are foundational to sustainable economic well-being.

This goal is why we have recruited international experts to shore up our evidence-based interventions in these areas.

This goal is why we strive to go above and beyond contractual requirements, providing additional supports, filling gaps in service as required.

Building an organizational culture dedicated to this kind of long-term goal is not easy. We must orient new employees to this goal. We must embed this goal into employee training and professional development. We must ensure that leaders from across the organization stress this long-term goal as part of their day-to-day communications. It has to be more than just words—it must come alive in the work of every person in the agency. We must put systems in place to measure short-term progress and long-term goal achievement. We must review these metrics and improve where indicated. We must be focused on helping people develop skills for today and for the challenges tomorrow’s marketplace will demand. We must help people earn an income for today and establish a savings plan for tomorrow. We must help people achieve short term goals all while ensuring that they don’t give up on their long-term dreams.

While challenging, having an organization dedicated to such a bold goal is a rallying point for every person involved in the agency. We all know where we are going, and we all work tirelessly to succeed. Doing more than what is expected of us is the glue that holds our organization together.

I believe that bold goals are inspirational for an organization. They excite staff and inspire people to be the very best they can be. Bold goals help us all to believe in what is possible—and in The Power of Possible.

As always, I welcome your thoughts.

Salvando la Distancia Hacia el Bienestar Económico

19 septiembre 2022

The Engagement Team of The Fedcap Group está super ocupado en la planificación de nuestra Celebración de Gala 2022 de “Power of Possible”, que se celebra cada año el lunes después del Día de Acción de Gracias. Cada año nuestro tema destaca nuestra misión. Nuestro tema de este año, “Bridging the Distance to Economic Well-being”, es un concepto que tiene una importancia trascendental para cada miembro de nuestra organización.

El bienestar económico puede medirse por las oportunidades de progreso tanto educativo como profesional, la integración social, la seguridad de la vivienda y el acceso al transporte y a los bienes materiales. Y si bien cada servicio que ofrecemos es un paso importante para unir la distancia; el objetivo final no es el término de un programa, sino el bienestar económico sostenible para cada persona para la que trabajamos.

Este audaz objetivo está integrado en el trabajo que hacemos en cada empresa del The Fedcap Group. En esencia, se supone que cada persona a la que servimos, independientemente de los impedimentos que enfrentemos, cuando se le brindan los servicios y oportunidades adecuadas; la persona tiene la capacidad de obtener un trabajo, vivir en un lugar seguro sin temor a pasar hambre y a ser parte de una comunidad solidaria.

Este objetivo es la razón por la que hace más de una década, The Fedcap Group estableció sus cuatro áreas de práctica de entrenamiento en educación, en progreso de la fuerza laboral, en salud y en la evolución económica; porque el estudio deja en claro que estas áreas de vida son fundamentales para el bienestar económico sostenible.

Este fin es la razón por la que hemos contratado expertos internacionales para reforzar nuestros procedimientos basados en la evidencia en estas áreas.

Esta meta es la razón por la que nos esforzamos para ir más allá de las obligaciones contractuales, proporcionando ayudas adicionales, completando las faltas en el servicio según sea necesario.

Construir una cultura organizacional dedicada a este tipo de objetivos a largo plazo, no es fácil. Debemos guiar a los nuevos empleados hacia este objetivo. Debemos integrar este fin en la capacitación y el progreso profesional de los empleados. Debemos asegurarnos de que los líderes de toda la organización hagan hincapié en esta meta a largo plazo; como parte de sus comunicaciones diarias. Tiene que ser más que solo palabras, debe cobrar vida en el trabajo de cada persona en la organización. Debemos establecer sistemas para medir el progreso a corto plazo y el logro de objetivos a largo plazo. Debemos revisar estas medidas y mejorarlas donde se indique. Debemos estar concentrados en ayudar a las personas a mejorar tanto habilidades para hoy, así como para los desafíos que exigirá el mercado del mañana. Debemos ayudar a las personas tanto a ganarse un ingreso para hoy, así como establecer un plan de ahorro para mañana. Debemos ayudar a las personas a alcanzar metas a corto plazo mientras nos aseguramos de que no renuncien a los sueños a largo plazo.

Si bien es un desafío, tener una organización dedicada a un fin tan audaz, es un punto de encuentro para cada persona involucrada en la agencia. Todos sabemos a dónde vamos, y todos trabajamos incansablemente para tener éxito. Hacer más de lo que se espera de nosotros es el adherente que mantiene unida a nuestra organización.

Creo que los objetivos atrevidos son inspiradores para una organización. Estos entusiasman al personal e inspiran a las personas a ser lo mejor que puedan ser. Las metas audaces nos ayudan a todos a creer en lo que es posible, y en The Power of Possible.

Como siempre, espero tus comentarios.

Share on

Recent Posts

Posted on

How We’re Fighting Age Discrimination in the New York City Workforce | Gotham Gazette

How We’re Fighting Age Discrimination in the New York City Workforce | Gotham Gazette

Lorraine Cortés-Vázquez, Commissioner of the NYC Department of the Aging, advocates for the employment of older workers.

In a September 13, 2022 op-ed for Gotham Gazette, Lorraine Cortés-Vázquez, Commissioner of the NYC Department of the Aging, advocates for the employment of older workers.  She notes that ageism is one of the least-discussed forms of discrimination and yet, the number of individuals over the age of 65 in the workforce has been steadily increasing for decades. 

“Studies have shown that businesses with a diverse workforce reach goals their competitors only talk about, including: retaining talent, because by ensuring all their employees feel a part of the team they are happier and more productive; innovating, because businesses with diverse staff reduce groupthink; reputation and profit growth, because when people see a diverse group working together, they like the company more and want to support it.”

ReServe, Inc., a company of The Fedcap Group, was mentioned as one of the organizations that has become part of the solution: 

“DFTA also has the ReServe Program, which matches participants with part-time opportunities at New York City agencies, where their background in several sectors including law, marketing, health care, education, and finance, allows them to mentor their co-workers who benefit from their knowledge.”


Contact ReServe for more information on becoming a ReServist or working with them to fill skills and knowledge gaps in your organization or agency.

Posted on

Asking the Right Questions Enhances People’s Ability to Work Cross Silos

Asking the Right Questions Enhances People’s Ability to Work Cross Silos

September 12, 2022

Over the last several weeks we have explored the concept of silos in the work environment, the rationale behind the formation of silos in an organization, and why they are toxic to an organization.

The important question is: how should a leader encourage staff to work across boundaries that exist within an organization?

One of the most effective strategies to eliminate silos is encouraging curiosity and asking a lot of questions. Inquiry is critical because what we see and take for granted on one side of an interface is not the same as what people experience on the other side.

A study of more than 1,000 middle managers conducted by the University of Toronto and Harvard Business School highlights the value of inquisitiveness in boundary-crossing work. The study demonstrated that managers who asked questions of their counterparts were more likely to build networks that spanned the various departments of a company. The process of asking questions helps develop relationships, reduces assumptions and increases clarity in what is actually happening in other parts of an organization. The study went on to say that as people rise through the ranks of their company, they become less inclined to ask questions. High achievers are especially prone to not seeing things from other people’s perspectives. Furthermore, the fear of looking inept may prevent employees from asking questions when they encounter a knowledge gap.

I am a big believer in asking questions of my counterparts in for-profit and nonprofit organizations. It is how I learn. It is how I expand my sense of possibilities as well as how I learn what individuals are doing to leverage current market trends and technological advances.

To encourage curiosity and create a safe space for people to ask questions, all of us as leaders need to be role models in the art of asking questions, building a culture of curiosity. While I understand we are all busy, we must not let the art of question be a casualty of all of our “doing.” According to Norma Kraay from Deloitte Canada, “Not asking questions is a big mistake many professionals make. People want to be seen as experts and so they offer solutions without fully understanding problems or current practices. That almost always leads to mistakes.”

Asking questions also conveys the humility that more and more business leaders see as critical to success. According to Laszlo Bock, Google’s former senior vice president of people operations, “humble people are better at bringing others together to solve tough problems. In a fast-changing business environment, humility—not to be confused with false modesty—is simply a strength. Its power comes from realism…”

According to an article in Harvard Business Review, curiosity is much more important to an enterprise’s performance than was previously thought. That’s because curiosity helps leaders, and their employees, adapt to uncertain market conditions and external pressures. According to this article by Francesca Gino, “When our curiosity is triggered, we think more deeply and rationally about decisions and come up with more-creative solutions. In addition, curiosity allows leaders to gain more respect from their followers and inspires employees to develop more-trusting and more-collaborative relationships with colleagues.”

Asking questions breaks down silos, it encourages cross cultivation of ideas, and it grows a sense of common mission and camaraderie across a company.

As always, I welcome your comments. 

Hacer las Preguntas Correctas Mejora la Capacidad de las Personas para Trabajar Entre Silos

12 septiembre 2022

Durante las últimas semanas hemos explorado el concepto de silos en el entorno de trabajo, la lógica detrás de la formación de silos en una organización y por qué son tóxicos para ellas.

La pregunta importante es: ¿cómo debe un líder alentar al personal a trabajar a través de los limites que existen dentro de una organización?

Una de las estrategias más efectivas para eliminar los silos, es fomentar la curiosidad y hacer muchas preguntas. La indagación es crítica porque lo que vemos y damos por sentado por un lado de una interconexión, no es lo mismo que lo que las personas experimentan en el otro lado.

Un estudio de más de 1,000 mandos intermedios realizado por la University of Toronto y Harvard Business School; destaca el valor de la curiosidad a través del trabajo con limites. El estudio demostró que los mandos intermedios que hacían preguntas a sus contrapartes tenían más probabilidades de construir redes que abarcaran los diversos departamentos de una empresa. El proceso de hacer preguntas ayuda a desarrollar relaciones, reducir las suposiciones y aumenta la claridad en lo que realmente está sucediendo en otras partes de una organización. El estudio continuó diciendo que a medida que las personas ascendían a través de los rangos de su empresa, tenían menos inclinación a hacer preguntas. Las personas exitosas son especialmente propensas a no ver las cosas desde la perspectiva de otras personas. Además, el miedo a parecer ineptos puede impedir que los empleados hagan preguntas cuando se encuentren con una falta de información de datos.

Soy una gran creyente en hacer preguntas a mis contrapartes en organizaciones con y sin fines de lucro. Así es como aprendo. Es así la forma en que amplío tanto mi sentido de las posibilidades, como la forma en que aprendo sé lo que las personas están haciendo para aprovechar las tendencias actuales del mercado y los avances tecnológicos.

Para fomentar la curiosidad y crear un lugar seguro para que las personas hagan preguntas, todos nosotros, como líderes, debemos ser modelos a seguir en el arte de hacer preguntas, construyendo una cultura de curiosidad. Si bien entiendo que todos estamos ocupados, no debemos permitir que el arte de cuestionar sea una víctima de todo nuestro “hacer.” Según Norma Kraay de Deloitte Canada, “No hacer preguntas es un gran error que cometen muchos profesionales. Las personas quieren ser vistas como expertas y, por lo tanto, ofrecen soluciones sin comprender completamente los problemas o las prácticas actuales. Eso casi siempre conduce a errores”.

Hacer preguntas también transmite la humildad que cada vez más líderes empresariales ven como una crítica para el éxito. Según Laszlo Bock, ex vicepresidente y jefe de operaciones de personas de Google; “las personas humildes son mejores para unir a otros para resolver problemas difíciles. En un entorno empresarial que cambia rápidamente, la humildad, que no debe confundirse con la falsa modestia, es simplemente una fortaleza. Su poder proviene del realismo…”

De acuerdo con un artículo reciente en Harvard Business Review, la curiosidad es mucho más importante para el rendimiento de una empresa de lo que se pensaba anteriormente. Esto se debe a que la curiosidad ayuda a los líderes y a sus empleados a adaptarse a las condiciones inciertas del mercado y a las presiones externas. De acuerso con este artículo de Francesca Gino, “Cuando se desencadena nuestra curiosidad, pensamos más profunda y racionalmente acerca de las decisiones y encontramos soluciones más creativas. Además, la curiosidad permite a los líderes ganar más respeto de sus seguidores e inspira a los empleados a desarrollar relaciones más confiables y colaborativas con sus colegas”.

Hacer preguntas rompe los silos, fomenta el cultivo de cruce de ideas y desarrolla un sentido de objetivo común y camaradería en toda la empresa.

Como siempre, agradezco tus comentarios.

Share on

Recent Posts

Posted on

Honoring Laborers on Labor Day

Honoring Laborers on Labor Day

September 2, 2022

Labor Day is intended to say “thank you” to the people across this country who work hard every single day.

Labor Day was introduced in concept in 1882, intended, as Peter McGuire said, to honor those “who from rude nature have delved and carved all the grandeur we behold.” Indeed, Labor Day pays tribute to the contributions and achievements of American workers.

The first Labor Day celebration was September 5, 1882, in New York City. On that Tuesday, 10,000 citizens marched for labor rights down the streets of Manhattan. During this time the average American worked 12 hours a day, six days a week making a very small wage. (Note: It wasn’t until the Adamson Act passed on September 3, 1916 that our modern eight-hour work day was established.)

On June 28, 1894, President Cleveland signed the law making the first Monday in September of each year a national holiday to “honor the hardworking me and women of this great country.” Many Americans today celebrate Labor Day with parades, picnics, and parties.

Labor Day originated during one of American labor history’s most dismal chapters. In the late 1800s, at the height of the Industrial Revolution in the United States, the average American worked 12-hour days and seven-day weeks in order to eke out a basic living. Despite restrictions in some states, children as young as 5 or 6 toiled in mills, factories and mines across the country, earning a fraction of their adult counterparts’ wages. People of all ages, particularly the very poor and recent immigrants, often faced extremely unsafe working conditions, with insufficient access to fresh air, sanitary facilities and breaks. Regardless of one’s opinions about labor unions today, they were responsible for significantly improving the working conditions in this country at a time when workers needed a strong voice.

As the relationship between the employer and the employee has evolved, as leaders, we must strive to create an environment where there is mutual responsibility between the employer and the employee—where both have “skin in the game” to ensure company and individual success. Employers must treat employees with dignity and respect, paying them an equitable wage (not influenced by gender or disability), ensure that their workplace is safe, provide a strong benefit package, and adhere to the rules that govern employer conduct. Employees must be productive, complete their work within the timelines established, be an active part of their team, contribute to the mission of the company and adhere to the rules that govern employee conduct.

Together, employees and employers can continue to make invaluable contributions to a strong and healthy citizenry.

I am proud to honor the 3,500 employees of The Fedcap Group on this Labor Day.

As always, I welcome your thoughts.

Honrando a Los Trabajadores en el Día del Trabajo

2 septiembre 2022

El Día del Trabajo tiene la intención de decir “gracias” a las personas en todo el país que trabajan duro todos los días.

El Día del Trabajo se introdujo como idea en 1882, con la intención, como dijo Peter McGuire, de honrar a aquellos “que de la ruda naturaleza han cavado y tallado toda la grandeza que contemplamos”. De hecho, el Día del Trabajo rinde homenaje a las contribuciones y logros de los trabajadores estadounidenses.

La primera celebración del Día del Trabajo fue el 5 de septiembre de 1882, en la ciudad de Nueva York. Ese martes, 10.000 ciudadanos marcharon por los derechos laborales por las calles de Manhattan. Durante este tiempo, el trabajor estadounidense promedio trabajaba 12 horas al día, seis días a la semana ganando un salario muy pequeño. (Nota: No fue hasta que se aprobó la Adamson Act el 3 de septiembre de 1916 que se estableció nuestra moderna jornada laboral de ocho horas.)
El 28 de junio de 1894, el presidente Cleveland firmó la ley que convierte el primer lunes de septiembre de cada año en un día de fiesta nacional para “honrar tanto a los trabajadores como a las trabajadoras de este gran país”. Muchos estadounidenses hoy celebran el Día del Trabajo con desfiles, días de campo y fiestas.

El Día del Trabajo se originó durante uno de los capítulos más sombríos de la historia laboral estadounidense. A finales de 1800, en el apogeo de la Revolución Industrial en los Estados Unidos, el trabajador estadounidense promedio trabajaba 12 horas al día y siete días a la semana para ganarse la vida básicamente. A pesar de las restricciones en algunos estados, los niños de tan solo 5 o 6 años trabajaban en molinos, fábricas y minas en todo el país, ganando una fracción de los salarios de sus trabajadores homólogos adultos. Las personas de todas las edades, en particular los muy pobres y los inmigrantes recientes, a menudo se enfrentaban a condiciones de trabajo extremadamente inseguras, con acceso insuficiente al aire fresco, las instalaciones sanitarias y los descansos. Independientemente de las opiniones de uno sobre los sindicatos de trabajadores de hoy, fueron ellos los responsables de mejorar significativamente las condiciones de trabajo en este país en un momento en que los trabajadores necesitaban una voz fuerte.

A medida que la relación entre el empleador y el empleado ha evolucionado; como líderes; debemos esforzarnos por crear un entorno donde haya responsabilidad mutua entre el empleador y el empleado, donde ambos pongan “manos a la obra” para garantizar el éxito de la empresa y del individuo. Los empleadores deben tratar a los empleados con dignidad y respeto, pagándoles un salario equitativo (no influenciado por el género o la discapacidad), garantizar que su lugar de trabajo sea seguro, proporcionar un paquete de beneficios sólido y adherirse a las normas que rigen la conducta del empleador. Los empleados deben ser productivos, completar su trabajo dentro de los plazos establecidos, ser parte activa de su equipo, contribuir a la misión de la empresa y adherirse a las reglas que rigen la conducta de los empleados.

Juntos, los empleados y los empleadores pueden continuar haciendo contribuciones invaluables a una ciudadanía fuerte y saludable.

Estoy orgullosa de honrar a los 3,500 empleados de The Fedcap Group en este Día del Trabajo.

Como siempre, espero tus comentarios .

Share on

Recent Posts

Posted on

Why Silos Are Toxic in a Productive and Efficient Work Environment

Why Silos Are Toxic in a Productive and Efficient Work Environment

August 29, 2022

Last week we started to explore the concept of silos within an organization, the rationale for their formation and how challenging they are to break down. Today I want to discuss the ways that silos, left alone, can really hurt the overall health and productivity of an organization.

Despite the emergence of new devices and software products designed to unite employees in more ways than ever before, the threat of organizational silos is still very real. According to Kaya Ismail from CMS Wire, a recent survey from MyCustomer.com shows that 40 percent of workers report that they aren’t adequately supported by their colleagues because “different departments have their own agendas.”

My observation is that silos isolate people from colleagues’ ideas, attitudes and innovations. And when isolated from each other, people separated by silos often do unnecessary, misaligned or duplicated work, which all prevent agility and slow down the organization in general. An example of duplicative work might be that after spending weeks working on a new project, one of your team leaders finds out that another team has delivered on exactly the same brief as them. This is a complete waste of time and resources. In an organization where silos are allowed to flourish, the default becomes not communicating with other folks—and this lack of information sharing impacts overall agency productivity and efficiency.

Working in silos means that there are fewer opportunities for creative solutions and collective thinking. For example, when managers from one team are not aware of a new initiative by another team, critical feedback and the avoidance of unnecessary risks can be lost.

Organizational silos often create strained relationships among leaders and groups and vice versa. When teams or departments isolate themselves, distrust begins to grow among groups in the organization, especially when leaders have conflicting agendas.

When silos are allowed to form and flourish within an organization, there are predictable conflicting priorities that can divide the company. Silos create inward looking thinking and behaviors, resulting in each department acting as a separate unit with different goals and their own perspectives on the business. When everyone is not rowing in the same direction, with the same overarching goal, the mission becomes lost within the competition. Things are hard to find: After searching for days for some vital piece of equipment or information, your employee finally discovers that what they need has been squirreled away by another team.

I have never been one who is a fan of consensus. I think poor decisions can result when consensus and not the right answer are the goal. In silos, something called dangerous consensus can emerge, where no one seems to disagree about anything because employees have no real incentive to shake things up and get the organization moving toward a common goal.

While expertise and specialization are invaluable parts of an organizational culture, when those assets become separated and siloed—the organization is harmed, not helped, by their existence.

Next week we will discuss specific ways to break through the silo mentality.

As always, I welcome your thoughts.

Por qué Los Silos son Tóxicos en un Entorno de Trabajo Productivo y Eficiente

29 agosto 2022

La semana pasada comenzamos a explorar el concepto de silos dentro de una organización, la justificación de su formación y lo difícil que son de echarlos abajo. Hoy quiero hablar sobre las formas en que los silos, dejados solos, realmente pueden dañar la salud en general y la productividad de una organización.

A pesar de la aparición de nuevos dispositivos y productos de “software” diseñados para unir a los empleados de más maneras que nunca, la amenaza de los silos organizacionales sigue siendo muy real. Según Kaya Ismail de “CMS Wire”, una encuesta reciente de “MyCustomer.com” muestra que el 40 por ciento de los trabajadores informan que no cuentan con el apoyo adecuado de sus colegas porque “diferentes departamentos tienen sus propias agendas”.

Mi observación es que los silos aíslan a las personas de las ideas, actitudes e innovaciones de sus colegas. Y cuando están aislados unos de otros, las personas separadas por silos a menudo hacen trabajos innecesarios, mal alineados o duplicados, lo que impide la agilidad y desacelera la organización en general. Un ejemplo de trabajo duplicado podría ser que después de pasar semanas trabajando en un nuevo proyecto, uno de los líderes de su equipo descubre que otro equipo ha cumplido exactamente el mismo informe que ellos. Esto es una completa pérdida de tiempo y recursos. En una organización donde se permite que florezcan los silos, la ausencia de opción se convierte en no comunicarse con otras personas, y esta falta de intercambio de información afecta la productividad y la eficiencia general de la agencia.

Trabajar en silos significa que hay menos oportunidades para soluciones creativas y pensamiento compartido. Fo ejemplo, cuando los gerentes de un equipo no son conscientes de una nueva iniciativa de otro equipo, se puede perder la retroalimentación crucial y la anulación de riesgos innecesarios.

Los silos organizacionales a menudo crean relaciones tensas entre líderes y grupos y viceversa. Cuando los equipos o departamentos se aíslan, la desconfianza comienza a crecer entre los grupos de la organización, especialmente cuando los líderes tienen agendas contradictorias.

Cuando se permite que los silos se formen y florezcan dentro de una organización, hay predecibles prioridades conflictivas que pueden dividir a la empresa. Los silos crean pensamientos y comportamientos encerrados en si mismos, lo que resulta en que cada departamento actúe como una unidad separada con diferentes objetivos y sus propias perspectivas sobre el negocio. Cuando todos no están remando en la misma dirección, con el mismo objetivo general, la misión se pierde dentro de su competencia. Las cosas son difíciles de encontrar: después de buscar durante días por algún equipo o información vital, tu empleado finalmente descubre que lo que necesita ha sido eliminado por otro equipo.

Nunca he sido una fanática de la opinión general. Creo que las malas decisiones pueden resultar cuando la opinión general y no la respuesta correcta sean el objetivo. En los silos, puede surgir algo llamado opinión general peligrosa, donde nadie parece estar en desacuerdo sobre nada porque los empleados no tienen un incentivo real para conmocionar las cosas y hacer que la organización se mueva hacia un objetivo común.

Si bien la experiencia y la especialización son partes invaluables de una cultura organizacional, cuando esos valores se separan y se aíslan, la organización se ve perjudicada, no auxiliada, por su existencia.

La próxima semana hablaremos sobre las formas específicas de echar abajo la mentalidad del silo.

Como siempre, espero sus comentarios.

Share on

Recent Posts

Facebook-f Linkedin-in Youtube Instagram

© 2024 The Fedcap Group

Privacy Policy