If you’re looking to branch off your job to build your own company, you need a strategy. Strategic leadership can be difficult as a founder, especially if you have no prior experience. But if you can from corporate America, you can use those skills to help build your business. Join Aaron Civitarese as he talks to Claire Chandler about her entrepreneurial journey. Claire is the President and founder of Talent Boost. She helps founders and owners scale their businesses without all the growing pains. Learn how to scale your business without losing the personality of your business. Sustain your intimate company culture and your best people today!
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Strategic Leadership With Claire Chandler
This is episode 54. Strategic Leadership with Claire Chandler.
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I’m here with my guest, Claire Chandler. She is a Business Growth and Strategic Leadership Advisor. I’m extremely excited to have her on here. Claire, welcome to the show.
Thanks, I’m thrilled and excited to be here.
We’re getting to know each other a little bit. Tell us about yourself and your context. Who’s Claire?
I live in New Jersey. I was born and raised here. I live around the coastline, which is a great place to be. I spent the bulk of my career to date in Corporate America and finally broke free from that in 2011 and went on my own. I formed my company two years later, Talent Boost. It evolved, grew, scaled and did all of the things. I got to where I am, which is a primary focus on helping leaders who are at that growth point or scale point whether it’s to add their first teammate or a division work or branch out into a different location and help them to scale without the growing pains, which they inevitably come across in any of those growth points.
You were in Corporate America. What were you doing then?
I consider myself a parolee. I work with corporate clients all the time and say, “I’ve been on your side of the table. I know your pain but I broke out toward the light.” I was an English major in college. I didn’t have a defined career plan. I started mostly in communications roles from being an editor but not a sexy glamorous editor, like an editor of environmental impact statements. I grew from there. I got into more of the glossy side of communications and public outreach.
I did a stint in customer relations for the customer service department of a utility company. I snuck in the back door or the side door of the human resources department. One day they called me up and said, “Our Head of Training and Development left and gave notice. Would you be interested in joining us in that role?” That tapped into my passion for training, teaching and facilitating breakthroughs for employees at all levels, from the frontline union worker through to the C-Suite. It was an interesting journey that led me to where I am. I wouldn’t have traded my time in corporate. It was a very good experience with a lot of learning along the way.
I second that. My wife and I both were in Corporate Asia in Singapore. It gave us the foundation to go off and do our consulting after that for the next several years. It gave us the foundation, structure of SOPs and understanding what type of goals are realistic and how to get there. Corporate culture puts you in a box but the box has been very well thought out where you can pull a lot of great information and experience from that. That’s how I felt.
There’s always something new to learn, whether you work in a Fortune 50 company or in a toxic one.
Starting my career in that corporate box gave me some structure and best practices. I have ventured out on my own years ago. Had I tried to do the opposite or right out of college, try to be entrepreneurial, I don’t think I would be successful. You never say never. Who knows? To your point, the corporate experience does give you that structure and perspective that when you do branch out on your own, you can lean on, draw from that and get people to break out of that box, which is often the reason they’re going through growing pains.
People are trying to break out of the box, going through growing pains or even someone like yourself or myself who left that structure, went off and became an entrepreneur. Someone who’s reading possibly is in Corporate America or college and they’re about to enter Corporate America or in a long career and they’re not enjoying it or maybe they are enjoying it but they see something else they want to experiment with. What would you tell someone who is in the box, understanding they’re in a box and would love to try something else but has a lot of fear around the uncertainty of going out on their own?
Amid COVID and all of the uncertainty and anxiety, we share this perspective that the corporate experience is valuable if you look at it from the right perspective and you were open to learning. In any corporate climate whether it is an amazing Fortune 50 company that has been voted one of the best places to work for to the, unfortunately, more toxic workplace cultures, there’s always something to learn, even if it’s what not to do going forward. There are always leaders in those environments that you can learn from and invite to informally mentor you.
I say leader loosely in that context because they don’t have to be in a leadership role per se but they have something that you want to either emulate, learn from, evolve and put your signature on it. Those people that are feeling like they are in a box or afraid to go into a role where they’re going to be boxed in, as hokey as the analogy might sound, take the box and stand on top of it.
What I mean by that is, you used the word foundation before when you talk about your corporate career and that’s exactly how you should look at your corporate role or the role that you are in or any role that you are considering going into if you’re fresh out of college. What can you draw from and stand upon to give you the perspective, insight, input and even the impetus to look toward what’s next?
The reality is there’s always going to be uncertainty in taking that step off of that box, ledge and current role that you’re in. There’s a saying, “The devil you know is better than the devil you don’t.” There’s always going to be uncertainty. If you step off that box, step out of that role and try something new especially in this climate that we’re in.
The worst thing that you can do is not take your shot because time goes so fast. That was the position that I was in years ago where I didn’t have everything buttoned up, figured out, mapped out and a business plan for how I was going to make it as a consultant. I knew that if I waited any longer, I was going to blink. It was going to be years down the road and I was going to regret not taking my shot then. There’s always going to be uncertainty, doubt and voices in your head. You have to say, “I’ve got to take my shot sometime. What’s the worst thing that can happen if I do it now?”
There’s a lot to be said especially with what’s going on with the world in early 2020. I almost feel like having a job or working for a company and relying on that as your source of income, to me, gives me more anxiety than going out building businesses, consulting for multiple companies and building multiple revenue income streams. I feel like that gives me more anxiety relying on a company’s paycheck than going out and building it for myself. What do you think about that?
I could not agree more. My stomach was clenching when you started that because I thought you were going to say, “I wish I had that steady paycheck.” A lot of people that read that and are in a corporate role are probably thinking the exact opposite and that’s okay because the entrepreneur life is not for everybody. When I gave notice from my cushy corporate job, I was on an executive track and it was a stable company and all that great stuff, I can’t tell you the number of people who would pull me aside and say, “We care about you. Are you sure you know what you’re doing?” I said, “No, I’m not sure at all.” That’s the fun part.
It is interesting especially given the climate that we’re in, your steady paycheck is not as steady as it used to be. Businesses are struggling with how to keep the lights on, continue forward, stay competitive and grow in ways that they’ve never had to tackle before and they are not being fully transparent about it for good reason. They don’t want to express that anxiety and uncertainty too transparently but the reality is no one has ever been here before.
If you’re a business owner or leader of people you’re thinking of growing, you started your business and you had the misfortune of starting in February of 2020 and then March 2020 hit and all this shutdown occurred, I agree with you. I would rather have control over my destiny and if certain areas of my business dried up, close down, have to shutter for a while or permanently, I’ve got other avenues open.
We live in a very fortunate time COVID aside because the gig economy is continuing to rise. Even before the pandemic, companies were starting to grasp the value of going out there in the marketplace and buying or leasing expertise rather than relying on those traditional models of we’re going to staff up. That’s scary for a lot of corporate cultures. They’re not used to that flexibility and uncertainty. It’s an exciting time to be doing the types of things that we are doing, building businesses, scaling, growing and all of that because there is so much more flexibility and receptivity in the market to adapt a service that we provide.
When you were transitioning from corporate to the entrepreneurial space, you were stepping out on your own, I’m sure you had a lot of resistance internally and externally. Maybe some people around you, family, friends and coworkers looking at you like, “Are you sure about this thing?” In your mind, you’re being like, “Am I sure about this?” Everybody feels these feelings. We feel the resistance and oscillation start to happen, two steps forward and back, this type of stuff. When you were going through this transition, can you recall any struggles that stood out? If so, how did you overcome them?
Why was 2011 the year that I left the cushy corporate bubble? It was spring of that year and I was going 150 miles an hour. I was being groomed for an executive position. I was a VP at the time. I was traveling like crazy going 150 miles an hour. I had a great team but there was a lot of chaos in my personal life because I was always on the go. The ground under my feet was never quite stable. I got a cancer diagnosis. I’ll skip to the end. I’m cancer-free.
What that did for me was it forced me to go from 150 miles an hour to 0, take a month off of work, have surgery, follow-up treatments and recover. That was my wake-up call. To go through that, life is too short. “Is this the path I want to be on?” It was the voice in my head that I had been able to silence because I was so busy. When you’re forced to stop and reckon with, “You’re not going to live forever and life is short,” it shifts your focus on how you make decisions about your future.
For me, it became very easy to say, “This is going to be when I take my shot.” The worst thing that’s going to happen is I go out on my own, I fall flat on my face, go back and look for another job. The economy was in a different place than it is in 2020. There were people at work that kept saying, “Do you know what you’re doing? Is this the right time? This is a stable company. Are you even sure about the direction you want to go?” Some families questioned it too.
The devil you know is better than the devil you don’t.
I’m sure people reading this will find the same thing that the biggest enemy is inside your head and it’s formed around two words, “If only.” Even though I got cancer, sitting at home and reconciling my mind with the fact that I was not on the path that I wanted to be on, there was still that, to your point, “Wouldn’t it be better to ride this year out, continue in the corporate bubble and have a steady income?” There were all these if-only voices.
“If only I had more experience. If only the economy were a little bit more stable. If only I had a backlog of clients lined up that were ready for the types of services I’m going to deliver. If only I didn’t still have a couple more cancer treatments ahead of me.” I got to the point where I was like, “F the if.” For everybody, those if only phrases are different but they come up against that seen invisible barrier of holding you back from trying something new. If you’re not playing full out, doing what you’re passionate about, what’s in your genius zone, lights you up, makes you happy and makes an impact, what are you waiting for? The rebuttal to the voices was loudest inside my head.
If only, what pops to me as soon as you say that is that’s your subconscious mind trying to keep you safe. It’s trying to stop you from taking what it believes to be a perceived risk. “I’m going to go for a run and get fit, if only it wasn’t raining.” That’s your mind telling you, “Don’t go for a run. You might die out there. It’s way safer here on the couch.” It’s bringing excuses into your world. “If only I didn’t have this. If only I had this.”
It’s disguised as a survival instinct.
It plays all day long nonstop. That’s why humans evolved and lived so long. It’s because of this survival tactic. Using the run analogy, for example, you’re not going to get eaten by a saber-tooth tiger out there but your mind doesn’t realize that that’s not there anymore because it’s been thousands of years. It’s the same with stepping out of corporate and going out on your own and stuff. All of a sudden, it’s like, “We’ve got bills to pay, mortgages, this and that. If you go out there, you might not be able to pay for it. Stay here. Stay safe.”
Start coming up with these excuses why you shouldn’t do it and here’s the justification. It’s like the famous saying, “Growth only happens outside of your comfort zone.” This is it. You got out of your comfort zone in corporate, went out on your own, got uncomfortable and grew. What was the click or the light bulb moment that spurred the gasoline for your fire to go out and do it? What were you trying to achieve as a consultant and entrepreneur? What was your big why? What was it for you?
I would love to sit here and say that it was crystal clear for me when I leaped. The biggest driver for me was, at the time because I was forced into this period of silence, recovery and and reflection, the first 3 weeks of my 4 weeks out of work, I didn’t even look at email, which was unheard of for me. I truly shut out the world and got reconnected with my core.
I knew what I didn’t want to do. I didn’t want to go down the track that I was down. I didn’t have a solid form around what I did want to do but I knew there were certain components like working with people to help them grow, working with leaders to help them be more effective, working with employees to find and contribute to their career path and the role that they wanted.
Seeing it, there was all the stuff around finding more fulfillment in my life by helping other people become a fuller, better version of themselves. That was my initial impetus. I didn’t have the first clue how I was going to do that. I got back to work, had a long conversation with my employer and said, “This is what I want to do.” They were extremely supportive and I had been there for close to fifteen years. We negotiated this long transition period so I didn’t leave until the fall. I remember clearly that Friday I left, tearful goodbyes to people that I had grown to love and respect over the years.
The following Monday, I woke up with a smile on my face before my eyes were even open. I’m like, “This is the first day of my new adventure.” I didn’t have the first clue what to do. I treated myself to a new laptop and phone because I had to hand all that in when I left. I put out a big old pot of coffee. The sun is shining, the birds are singing and I’m going, “I have to go out and get clients.”
I’ve turned into a hunter-gatherer. I don’t know how to do that. I laugh at myself looking back at how nicely optimistic I was. You put one foot in front of the other and make forward steps, even if they’re small. Start reintroducing yourself to the world as not attached to this corporate behemoth behind you but as Claire and leading with that. Eventually, that opened doors and it led to some amazing fulfilling work.
That sums it up right there. Two things you touched on there that are super deep. One is naive optimism. This is common in extremely successful people. I’m talking about Elon Musk and Richard Branson. I’ve read a lot of these guys’ biographies and things. I’m sure you probably have as well. A lot of the time what they talk about is focusing on what you’re trying to create. “What am I going to do?” Not, “How am I going to do it?”
When you start thinking how, you start getting analysis paralysis, getting overwhelmed, fearful and pulling back, oscillating again. If you’re looking at the long term, “What am I going to create here? What am I creating?” One of my mentors always talks to me about creation. He’s like, “Focus on what you want to create and the result.”
Your result was you want to be on your own, consulting, impacting the world and having fulfillment. How? “I don’t know but that’s what I’m going to be doing.” If you can think like that and tell yourself, “That’s what I’m going to do. I don’t know how it’s going to happen but if I’m in the vibration of, ‘That is my result,’ I’m surrounding myself with people who either have that already, on that path or know somebody who’s been there and I can learn from them and network with those people, if I remain consistent and disciplined over time, I have no other destination but to be there.” Would you agree with me on that?
I love that you pulled that out of what I said. I didn’t see that way and I can’t agree with you more. If you dwell too much on the how or you tell yourself, “I’ve got to have that part nailed before I take that step,” you won’t do it because it’s never going to be perfect and you get so caught up in the process rather than the journey and pursuing your why.
A lot of people reading this, that’s where they get stuck. “How am I going to get there? How is that going to work? How am I going to fund that? How am I going to afford it?” It’s another spin on if only. It’s like, “If only I had all that figured out.” Don’t wait for that because people would be shocked at how fast time goes. You could have been learning, growing, failing, learning from that and building stronger.
If you dwell too much on the “how”, you’re never going to take action.
Fail forward as quickly as possible. It’s that simple. “If only I knew how,” that’s the ultimate sentence right there.
That is the generic application of if only.
The answer to that is none of us know how. We are trying to figure it out and getting around people who kind of know how because they have that result or they’re working towards that result. You simply get in their space. Pay for their mentorship or coach, read their book, go to their events, learn from these people and surround yourself with people who have what you want. Let’s take a step forward into your current reality. Walk us through how you set up your current business and the steps you went through. What did that all look like?
Years ago, I leaped and didn’t have a plan. I hadn’t formed my company yet and that would come a few years later. With those first few years, I was reintroducing myself to the world as Claire, not as Claire VP of Human Resources for this company. It was more difficult for me to come to terms with what that meant than it did or would have for any prospect I was talking to. You can let us go real deep on that because it’s got to start with your mindset. If you’re confident about what you offer the world, people will follow you and get on board with that.
In the early days, there was a lot of what I call fraud complex, which is more commonly known as imposter syndrome. I would walk into a meeting with a client with a new prospect. The voice in my head as I’m walking from the car to the front door was, “It’s the day. They’re going to figure out that I’m making up this stuff as I go.” We all have been there and continue to be there. How do you reshape that voice and say, “This is the day they’re going to get to a breakthrough and I’m going to be part of the guide that gets them there.”
I loved your message about always be creating. That’s the space that I love to be in as well. Those early years were sort of creating my niche because I didn’t know what it was going to be. Over those first couple of years somewhat accidentally, I became an advisor to smaller businesses that didn’t have their human resources team. They were either a startup company that was starting to add staff, a family-run company that had to stop acting like they’re a bunch of kids running dad’s company or one state company that’s going to expand into the next state and they needed some guidance on how to do that.
What was great about that was the size of the companies that I was initially helping gave me direct access to the founder, the owner, the partners and the CEO. You didn’t have those walls and bureaucracy but I had that perspective of having been in a large corporate environment where there was more structure SOPs and processes that were tried, true, battle-tested and worked.
I was able to bring that perspective to people who said, “I don’t fit in a corporate mold. I went out on my own and built this company. I’ve added a team and service lines but I’m on the verge of chaos. I went from creating something out of my head to bringing people along with me who don’t necessarily get it because I can’t articulate it.”
Over those years, it morphed into that leadership whisper. I’m the voice in the CEO’s head to say, “Let’s figure out where you want to focus your energy.” That’s the other thing that business owners and leaders trip over their feet about. As they grow, they still think they’ve got to do everything themselves, that they have to be the expert in all things.
I’ve worked with CEOs who are amazing visionaries, values-based leaders, strategists, big picture thinkers and all of this but don’t know the first clue how to run the business. They are two very different disciplines. It has evolved, morphed and grown into my specialty that I work with those C-Suite leaders, owners or founders who are at that point say, “They thought I had about what I wanted my business to be got more complicated because I added complexity, teammates, a new discipline and division. We took over another company. We got bought out by a company.”
I’m speaking as the CEO and Founder. I know that I’ve got to change something about how I run, lead and grow the company but I don’t know what that is. That’s how I’ve gotten to this point. It’s easier to see the how in hindsight. It’s not so easy when you’re climbing the mountain, when you look back and go, “We’re up high.” It’s been about coming in and meeting those leaders where they are and helping them put out that most immediate fire, which is different for everybody and then saying, “That opened up some additional possibilities for you and challenges but you’re not alone in that journey.”
Even those conversations where they have someone on board or the bigger corporate perspective, the people strategy perspective, all of these other lenses that they can lay out their frustrations, challenges or dreams to somebody who gets it and can pull them forward so that they’re not venting that out to the employees they’re trying to inspire.
It’s been interesting. The journey for me has never been about, “What does the end destination look like for me?” It’s been the journey and growing, stretching and getting to the point where you’re comfortable delivering what you deliver but then looking for what’s next and stretching again. Becoming uncomfortable is so key.
Keep climbing the mountain and when you get to the top, there’s another mountain there. Go for it. Speaking of scaling and growing, you’re all about scaling businesses and we’re all about growth so this is perfect. How does one scale a business without losing the founder’s personality? The intimate culture that a company has, how do you scale and retain that? I’m sure that’s a huge problem.
It is an enormous problem and so crucial to the sustainability of the company. Marshall Goldsmith has often said and he wrote a book about it, “What got you here isn’t going to get you there.” That’s more about the how. “How are we going to deliver our why in ways that are more efficient and effective that we can scale up and do that to a broader population of prospective clients and customers without having to grow exponentially our workforce or expenses?”
Normally, if a company is not paying attention, the first thing that they lose is the essence of what was so exciting, unique and game-changing about their entry into the marketplace. Founders do die off. If I boiled it down to one word that people have to get right before they do anything else, it’s clarity. What I mean by that is the founders often have a very clear picture in their heads of what they want their business to be. It’s the reason that they founded it and brought on that first employee and client. They knew what they wanted to be, who they wanted to be and why they were going to be different.
If you’re confident about what you offer, people will follow you.
Back to your point, the how evolves. The clearer that the founder can articulate and infect the rest of the company with that why and part of it is values but it is the mission, regardless of how big we get, how far into the geography we grow, how complex we become as an organization, we are always going to be about X, Y and Z.
Values keep you from veering off the path but if you say, “We’re always going to be about integrity and this and that,” those become platitudes that get pasted on a wall. They’re gone and lose their flavor but if you’re crystal clear like, “This is what the founder believed, why he built the business and what this is all going to be about,” it’s a formula for success so clarity is the key.
Some of these CEOs that I’ve worked with are very visionary, strategic and and think very high level but not so good at the running of the business. The ones in that category that had failed are the ones who cannot articulate clearly that vision that they think is so clear in their head. It sounds so basic but it is a fundamental skill that not every CEO has.
If you read the Harry Potter books or you saw the movies and it’s Dumbledore, who’s got that thing where he can take some ideas, sip them out of his head like smoke and puts them in a cauldron or something, it’s like that. I’ve talked to some CEOs and said, “What’s your vision for the future? What’s the mission of this company?”
I get a different answer every time I asked that same person that same question. If you’re not crystal clear on what you are all about, why you’re in existence and why people should follow you, not only are you not going to sustain that business but it’s not going to look the same when you grow as when you started. Clarity, for me, boiled down to one word is the starting point and the root. Everything grows from there.
When I look back on the companies that I’ve worked with and the various leaders that I’ve worked beside or under, I can very clearly see the difference. When you articulated this way, I can look back and think, “That guy was very clear and his business is thriving. That guy was not very clear at all and they’re struggling.”
When you have your touchpoint meetings and if the CEO comes out and starts with, “This is our mission and vision. This is what we do. We impact. We do this or that,” and they repeat it like a broken record every week, it’s perfect because it’s being reinforced why we’re all here and it keeps you on that path towards the result rather than diverging, losing momentum and getting confused and lost.
It’s about the legacy. The modern CEO doesn’t think in terms of leaving a legacy but when you’re a founder, your company must be an expression of you. Its personality and culture stem from your personality. The clearer you are upfront, the clearer you can embed and infuse the people that you add to your team. The longer that’s going to live on, the more you use that as a barometer or a measuring stick for, “This is what we’re going to tolerate and what we’re not.”
Even clients and customers that are the right fit are going to gravitate toward you. The ones that are not the right fit are going to get repelled and that’s good because if they’re not the right fit, they’re going to be held with as we know. I have a client that has a long-standing history and the founder is long deceased. It’s a huge company. His original office has a glass wall and you can’t get in there anymore. It’s like a museum to him and still has the hat that he always wore sitting on his desk.
They’re very careful about who they hire to build, grow and sustain this company. Every CEO after him says, “This is what our founder was about, what we will always be about and how you can contribute to it.” If you’re able to say that in very succinct terms, don’t use big old vocabulary words. The simpler, the better. Everybody can attach meaning to that from the frontline worker up to the executive suite. If they can attach meaning between what they do and care about to how that’s going to move the needle to help you continue to achieve your mission and get closer to your vision, you’ve got such a formula for success. There’s this reverence. It’s down a hall and gets quiet. You get chills when you see it. I never met the guy because he was long deceased but it’s a cool homage to him. They never forget that that was the root of the company.
For an incoming staff or anybody but especially the CEO, the leadership team, for them, they will have extreme clarity coming in. They can reflect that and pass that down. It’s very impactful that it is in your memory and you brought it up. It impacted you very positively as well. It’s a cool thing. I would love to see more companies do that. I’ve never heard of that before but that’s very cool.
It’s magnetic. It’s a story that I even remembered. I have had chills when I tell certain people that. Certain companies get it. Tony Hsieh, the CEO of Zappos gets it. If you ever read his biography or listened to him speak sometimes, he gets what his company is always going to be about and is very rigorous in how he hires and who he hires that they get it too. Some CEOs would hear that story about the founder. He’s got his hat on the desk. It’s a museum. He thinks, “When I’m a CEO, I want to put my stamp on things.”
You certainly can. There’s still a latitude in a company like that, which granted is not for everybody but there’s still latitude for you to come in, move forward upon that legacy and history and customize the how. It keeps coming back because it resonated with me so much when you brought that into a highlight. You can always customize the how. Your style is going to be different. Every leader’s style is different.
The worst thing they can do is look at leadership as a role that they play. You’ve got to be genuine to you because employees are not stupid. They can smell a fake charismatic leader 1 mile away. The more genuine and authentic you are in your style and you own that, the better and more effective you’re going to be and the more willing your people are going to follow you.
Claire, there’s so much wisdom here. It’s awesome. I love it. Thanks for jumping on the show with me. It’s been a pleasure. I love chatting with you. You have a lot of wisdom. For the readers who’d like to find you and take your assessment and things, where can they go?
The easiest place to go is ClaireChandler.net. There, you can connect with me if you’d like to and learn more about my work. There are a bunch of free goodies on there. I am about to launch a page on that site that is going to be exclusively for CEOs, founders and owners to get together in a forum or community where they can learn and lean on each other so look for that.
Grow until you’re comfortable. Then look for what’s next and stretch to become uncomfortable again.
Always moving forward down that path and climbing those mountains.
It doesn’t matter the size of the step as long as it’s in the right direction.
Thank you so much for being on the show, Claire. I appreciate your time.
Thanks, Aaron. I love it.
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About Claire Chandler
Claire Chandler helps ambitious, mission-forward companies scale with fewer growing pains and bottlenecks. She founded Talent Boost because she was tired of finding employees curled up under their desks, crying and disillusioned. She cures workplace misery by fixing the biggest impact on a company’s culture: the behavior of its leaders.
Claire uses a proprietary blend of humor and insights to pull leaders out of their silos and extract the fundamental DNA that makes their business unique. She turns siloed bosses into magnetic leaders who attract the right talent–and repel the wrong people–to accomplish the company’s mission. She’s married to a Marine Corps veteran and has a talking chinchilla with his own YouTube leadership series.
Claire only works with C-level executives who are:
- Ambitious: They want their company to be the market-dominating, profitable organization that attracts the right employees and customers.
- Self-Aware: They know they don’t have all the right people, processes and/or strategy to reach their desired future.
- Open: They are not easily offended by a woman telling them they’re wrong, and are willing to do things differently to achieve the amazing results they want.
Claire has worked within and alongside small and large organizations across a broad swath of industries, from mining and manufacturing to pharma and biotech, to turn growing companies into consistent magnets for talent. If joining a swath of magnetic leaders and companies appeals to you, schedule a call ASAP. You’d be surprised how many other leaders have already signed up for her unique brand of tough love.
A full, less irreverent version of her bio is available below.