USA Swimming’s Post

Change happens everywhere.

Registration is open for our June Monthly briefing: Navigating Obstacles To Optimize and Sustain Growth - A CEO's Perspective. Hear lessons learned from executives who have driven and sustained growth from start-up to mid-size business. https://ow.ly/bzbt50RzowH

Be sure to review a recent thought leadership piece by our founder, Craig West, for Forbes Business Council sharing insights on how advisors can help their owner clients build a company that delivers exceptional value and makes a lasting impact. Check it out: https://hubs.li/Q02zHqS10

📅 Join us for GUBERNA Director’s Day on September 24th! This year’s theme is “What if…? Making Impactful Board Decisions in Tough Times.” 👉https://lnkd.in/ecczJ2k3 We all know we live in challenging times. Crises hit on all levels, and still business continues as usual. We are in almost in the midst of the decade… Major challenges are ahead, not in the least on political and economic level. GUBERNA Director’s Day wants to assist in building these strategic scenario’s, giving directors like you inspiration and guidelines on how to deal with change in such a way that you start creating change, “owning the change”. 🗣️ One of the speakers in our panel, Wout Van Impe , Team director Belgium & partner of MU: "Effective Boards are those that are successful in their unique context. As a result, no normative model describing the general characteristics of an effective Board is possible. Instead, context-related, and contingency-oriented frameworks are suggested for a better understanding of Boards. And definitely in challenging times." Register now: https://lnkd.in/ecczJ2k3

Why is there a board? If we think about it, we might conclude that in today's challenging environment, every board might benefit from refining its definition, clarify it's role and process accordingly. Regardless of whether the company is running at full speed or entering a different life cycle, whether it is being merged after an M&A transaction or has become a stand-alone entity. Because growth does not happen, but comes from careful choices made. And what do you need to make those careful decisions? My colleague Wout Van Impe will highlight the challenges and ask probing questions to help you reflect. Please join us.

Important updates from AGA President and CEO Karen Harbert heading into the fall - check this out, and stay tuned for more info from the desk of the CEO coming soon!

🚀 Ready to Scale Your Aerospace Business? Here’s How! 🌍 Building a board of directors is pivotal for growth in the aerospace sector. I've found that blending expertise in technology, finance, and strategic partnerships can skyrocket your company’s trajectory. 🛫 When selecting board members, aim for diversity in experience to navigate the industry's rapid changes and complex regulations. It's about balancing innovation with solid governance. For instance, having a member with a strong engineering background paired with someone skilled in international trade can open new avenues and ensure compliance across borders. Personally, an invaluable addition to our board was an expert in environmental sustainability. This focus not only aligns us with regulatory requirements but also positions us as leaders in eco-friendly aerospace solutions. 🌱 Engagement doesn’t end with appointments. Regular, transparent communication and leveraging the unique strengths of each member can truly propel your business forward. Looking forward to hearing your thoughts on how you've built or are planning to build your boards! #AerospaceLeadership #BoardDevelopment #BusinessGrowth

My advice for new CEOs working with Boards - stay in your lane & focus on the work that you are accountable for!

What Would YOU Do? The Founder Blackmails his Board of Directors. Read Ari Brish’s Case: https://lnkd.in/dAzfMES Watch 28 Invited Board members at “Seat at the Table” discuss the case with Ari: https://lnkd.in/dqFqkBb About Ari Brish: Arie Brish is a CEO, investor, and board member. His industry competence includes cleantech, energy, hardware, software, industrial, and transportation. He also served twelve years with the Israeli military. Ari is the author of LAY AN EGG AND MAKE CHICKEN SOUP. It is the Brish framework for how companies can capitalize on innovation. Ari is on the Boards of Directors of technology companies Tehuti Networks, Binalgo, and Corner Stone. He holds a BSEE from Ben Gurion University, and an MBA from Recanati School of Business, Tel-Aviv University. Ari lives in Austin, Texas. About “Seat at the Table.” Each month, we invite a select group of Board members to discuss one case involving corporate governance.  To read previous cases and to watch Board member discussions: https://lnkd.in/g5f6MHW9 Boardoptions.com is a resource for Nominating & Governance Committees in three areas: (1) Board Talent (2) a culture of annual Board Self Evaluation and (3) Improved Board-CEO communications.

What Would YOU Do? The Founder Blackmails his Board of Directors. Read Ari Brish’s Case: https://lnkd.in/dAzfMES Watch 28 Invited Board members at “Seat at the Table” discuss the case with Ari: https://lnkd.in/dqFqkBb About Ari Brish: Arie Brish is a CEO, investor, and board member. His industry competence includes cleantech, energy, hardware, software, industrial, and transportation. He also served twelve years with the Israeli military. Ari is the author of LAY AN EGG AND MAKE CHICKEN SOUP. It is the Brish framework for how companies can capitalize on innovation. Ari is on the Boards of Directors of technology companies Tehuti Networks, Binalgo, and Corner Stone. He holds a BSEE from Ben Gurion University, and an MBA from Recanati School of Business, Tel-Aviv University. Ari lives in Austin, Texas. About “Seat at the Table.” Each month, we invite a select group of Board members to discuss one case involving corporate governance.  To read previous cases and to watch Board member discussions: https://lnkd.in/g5f6MHW9 Boardoptions.com is a resource for Nominating & Governance Committees in three areas: (1) Board Talent (2) a culture of annual Board Self Evaluation and (3) Improved Board-CEO communications.