Opening Discussion Topic:
Ensuring the “right” direct reports due to businesses changes, including new requirements from customers or regulators, or to take a company to the next level can be challenging. Particularly in a hot talent market – like the one we’re in now. As we move ahead with plans for 2019 and beyond, sharpening our focus on having the right direct reports, could make a big difference in our results. After a brief context-setting presentation for this discussion, we’ll ask the Group to share what new types of direct reports, or replacements, they are considering for the coming year, and beyond. We’ll also ask how they are planning to attract and retain them and to comment on each other’s approaches for attracting and retaining the direct reports they’re seeking near term, and longer term.
As always, we’ll look to hear and discuss “What’s Keeping You Up Nights?” During this time, each person is given an opportunity to share an “issue” with the Group in order to receive knowledgeable and confidential feedback on how best to tackle that issue. Issues often center around: management/planning concerns, how to best respond to new industry trends, fleshing out a new strategy, what were the best practices used (or hazards) from fellow Members who have dealt with a similar issue. In order to get the most value from each session, we encourage the Group to bring an issue for discussion to each meeting.
We’ll also be serving as Strategic Advisory Board Members to our Featured Member Presenter:
Catasys is a leading AI and tech-enabled healthcare company that solves the hidden, high-cost problem of untreated behavioral health conditions. Catasys harnesses proprietary big data predictive analytics, AI and telehealth, combined with human intervention, to deliver integrated treatment to health plan members whose unaddressed behavioral health conditions worsen co-existing medical conditions, such as diabetes, hypertension, coronary artery disease, COPD, and congestive heart failure.
Feb. 8, Mar. 8, Apr. 12
"ABL has been great. It has really helped me in being able to work with start-up businesses and be a very effective entrepreneur - without all the support you get from an 85,000-person company like General Motors."
T"he most valuable aspect of ABL for me is the mentoring and access to a century of business experience, with like-minded knowledgeable people."
"I've been a Member of ABL for the last 10 years. ABL has given me a good group of more experienced executives who've walked in shoes that I am about to walk in."
"This group of fellow executives is ready to share and solve your problems of the month, or share theirs with you to better inform you of those you might otherwise miss in your management life. It is certainly worth the time and effort to hone your skills at becoming an Adaptive Business Leader."
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"I see ABL as finishing school. I got my undergrad [at Harvard] and never went back, so this is definitely a continuation of my education."
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