t the age of seven, Hans Fex’s scientist father brought home some artifacts—a shell and two temple fragments—embedded in epoxy resin to preserve them. Having always loved visiting museums and looking at the artifacts from afar, Fex loved how he could hold these in his hands, keep them close so he could observe them whenever he wanted. As he marveled at this, a seed of an idea was planted in his brain: What if you could do this same thing with a bunch of different artifacts, all in a small epoxy box? Like an entire museum that anyone could hold in their hands and keep in their homes.
I’m going to guess that almost everyone out there has spent at least one afternoon staring at their inbox in a daze or sitting in a seemingly endless meeting, daydreaming about becoming a digital nomad. It sounds ideal: working from inspiring locations, being in charge of your time, skipping the small talk.
As they neared the end of their first full year in business, things were looking good for The Feel Good Lab. With the help of co-founder Ryan Gresh’s pharmacist father, they had developed a product that truly stood out from competitors in the multi-billion dollar pain relief market — an all-natural cream that doesn’t simply mask the pain but actually helps improve it over time. Gresh had found two great cofounders — Kyle Fitzpatrick and CJ Forse — to balance out his expertise and help the business soar. They had gotten through the initial regulatory rigamarole, secured a patent, received FDA a
When Donald Graeme Moore started his business selling leather parts for shoes in 1933, he probably didn’t imagine it would become the renowned luxury leather business that it is today. He probably didn’t even have time to imagine the future — he was focused on the here and now, doing whatever it took to stay afloat after being laid off during the Great Depression.
In today’s world, there really shouldn’t be a company where CFOs and HR leadership aren’t working hand in hand. Think about it: At the core, a CFO’s job is about managing resources to help the business grow and succeed. In most of today’s software and service companies, the primary resource is people.
CIOs and HR leadership may seem like an odd couple. After all, IT focuses on the technical infrastructure and HR focuses on the people infrastructure, and never the two shall meet, right? Not so fast.
“Our company’s most important asset is its people” — CEOs have been saying it for decades. But this sentiment isn’t always reflected in company priorities. Now, as job seekers are getting more discerning and top talent is harder to recruit and retain, CEOs are refocusing on the importance of their people — and looking to HR leadership to help make sure they’re doing it right.
“How we spend our days is of course how we spend our lives,” wrote author Annie Dillard. “What we do with this hour and that one is what we are doing.” No matter what you think your priorities are, what you actually devote your time to is what you’re choosing to make a priority in your life. But how many people really know how they spend every minute or their days?
Losing employees can be scary. Sure, there’s a certain amount of turnover that’s to be expected, but how can you know if the turnover in your organization is normal — or indicative of a larger problem? In a year where the number of Americans quitting their jobs surged to the highest in 16 years according to ZeroHedge, this is something that’s on the minds of HR leaders more than ever.
Globalization should be on every HR leader’s mind. According to the Well’s Fargo International Business Indicator, 87 percent of U.S. companies agree that international expansion is needed for long-term growth, and 58 percent of the World’s Most Admired Companies see globalization as one of the top three megatrends influencing their employee engagement strategies. If you don’t already have offices or remote employees around the world, you probably will soon.
Let me set the scene. I’m sitting at a reclaimed wood picnic table with a flight of beers carefully chosen from 20-plus taps, including a Nitro Coffee IPA that the guy at the bar described as “pretty funky.” Behind me is a custom mural, above are Edison bulbs and exposed beams. All around are young professionals, older couples, and groups of friends enjoying live music and cornhole. A lot have brought their dogs, or their kids. O.K., now guess where I am.
If you’re a publisher just entering the branded content space, you probably understand how difficult it can be to come up with a really great idea that will excite the brand and your audience, without feeling like it’s already been done before. Maybe you look at the major publishers—The New York Times and Washington Posts of the world—and wonder how their branded content studios seem to keep cranking out such stunning concepts.
If you’re making the move from an individual contributor to a manager (or considering it), congratulations! It can be an empowering step forward in your career that allows you to extend your reach, make bigger decisions, have your hands in more projects, and use your expertise to help others.
Native advertising expert and consultant Melanie Deziel shares how publishers and brands can succeed in this new industry
I’ll get straight to it—getting sh*t done is hard. As I sit here writing this article, I’ve gotten distracted at least 20 times by a new email coming in, an idea for another project I’m working on that pops into my head, a desperate need to see if anything else has happened on Facebook, and a random thought about an errand that absolutely cannot wait another hour for me to finish this.