Roberta Chinsky Matuson
Creating Exceptional Workplaces and Extraordinary Results
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Let’s Get Growing: Evergreen Talent Teleconference

Non-stop growth. Evergreen Talent

Spring is here. Let’s get growing!

You’ve been asking me for this and I’ve finally decided to say yes and share my latest thought-leadership on how to seed, cultivate, and grow a sustainable workforce. My forthcoming book, Evergreen Talent, won’t be out until 2020. However, I’m going to give you a jump start on the competition.

Want to achieve non-stop growth? If you answered yes, then you’ll want to attend my upcoming teleconference on how to seed, cultivate and grow a sustainable workforce.

Sign up today for the Evergreen Talent Teleconference. The teleconference is scheduled for Tuesday, May 14th at 11:00 AM, EST. Seats are limited, so don’t delay. Can’t make the call? No problem. A recording will be sent to all registrants within 24 hours of the session.

Want to attend for free? Order 2 copies of The Magnetic Leader (any edition), email me at a screenshot of your purchase, and you’ll receive a complimentary spot. 

To your growth!



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Should You Accept Every Promotion That Comes Your Way? Maybe Not

Predictable Promotion. Good idea or bad?

When it comes to accepting a promotion, any offer is a good offer, right? Not always. If you’re made an offer, it may be tempting to accept right away. But before you say “yes,” assess it thoroughly. Here are some questions you need to consider and the conversations you need to have (both with your manager and yourself) before you accept.

Is this a job you really want? I’ve seen lots of people accept promotions into management without stopping to consider if the job they were offered is one they really want. Some have said yes, thinking they really had no say in the matter, while others accepted because they thought this was their only option. This happens a lot when someone is promoted for the first time into management. They have no interest in managing the work of others, nor do they share the traits that are common among great leaders. Yet, they say yes and soon regret doing so.

Think long and hard about where you want to go in your career. If the newly offered position is aligned with your goals, then proceed. If not, consider opting out until an opportunity that is better aligned with your objectives presents itself.

Does this promotion come with a raise? Promoting people without offering any additional compensation seems to be a new trend gaining popularity among employers. I recently posted about this on LinkedIn, and as of this writing, over 164,000 people viewed my post and 310 people commented. Most, like me, are enraged by this trend. Here’s why.

Money is a matter of priority. Here’s what I mean. You’re offered a promotion, which generally means you will be taking on considerably more responsibility and investing more time at work, at least until you master your new job. In the meantime, the company decides to increase spending on snacks, company cars and executive pay. The message here is you’re not a priority. We don’t value you enough to give you more money, even though we want you to take on more responsibility.

If you feel you have little choice but to go along with these shenanigans, then accept the promotion. Then immediately update your LinkedIn profile with your new job title and be on the lookout for an organization that values people for the work they do.

Is this new job worth the money? Let’s assume for a moment that you’ll be given a pay raise with this promotion. Is it a token raise or will your new salary compensate you for the additional responsibilities you’ll be handling?

If you don’t feel you’ll be compensated fairly, then do your best to negotiate a better deal. Check with people who have similar experience or are in comparable jobs and ask them for advice regarding starting pay. Search online for salary information, as well. Then be prepared to ask your new boss for what you deserve.

Is the timing right for you to accept a promotion? After accepting a promotion, you usually have to put in extra hours while you master the skills required to do your new job. You may even need to continue to do your former job while looking for a replacement to fill the position you’ll be vacating. Will you have enough hours in the day to do this? Perhaps you’re attending night school to complete your degree or you’re the primary caregiver for an aging parent or a young family member.

Do you have the capacity to take on more, or will a new job push you over the edge? Think about this before saying yes.

Can you fully meet the expectations of this new role? Now is the time to have a heartfelt conversation with your new boss and your current boss. Ask your new boss what the expectations will be in terms of the new performance metrics that will be used to measure your success. Once you know this, you can then go back to your current boss for feedback regarding specific steps you need to take to ensure success in your new job.

Is your new boss willing to provide you with a coach? When I was first promoted into management, I was fortunate in that my boss gave me a coach. If he hadn’t, I doubt I would have lasted more than a few months in my new role.

If you think you would benefit from having a coach to help you swiftly transition into your new role, then now is the time to ask. Your potential new boss wants you to say yes to the opportunity being presented and may very well agree to your request.

The time to ask for what you want is now—before you accept a promotion. Just don’t act too surprised when your new boss says yes to your requests.

© Matuson Consulting, 2019.

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Saying No When You Think You Should Say Yes

Just say no.

I was on vacation last week and reluctantly dragged myself through a museum, because others told me that this was something I couldn’t miss. If you’ve ever attended an event because you were told you must go or eat at a particular restaurant because everyone else was going, then you know exactly how it feels to do something out of obligation.

Of course, no one was holding a gun to my head. I could have chosen to spend my time elsewhere. However, the idea that I had already committed myself to do something got in the way of doing what I knew deep in my heart I should have done.

I should have exited the building, the moment I realized I had made a mistake.

I see the same type of behavior with clients that I work with. They’ve engaged a coach who isn’t helping them move the needle towards the results they hoped to achieve. However, they stick with this person (and some even renew for the second round of coaching) because they are hopeful things will improve, yet there is no evidence this will be the case.

Or they decide to implement a new program, only to discover that the path they’ve chosen is not the right one for their organization. Many will continue down this road because they fear what will happen if they admit they’ve made a mistake. This decision often comes back to haunt them, as it’s difficult to backtrack when you’ve reached the point of no return.

Sometimes leaders decide to do things internally, out of obligation to their team., They believe working on a particular project will be a growth opportunity for their people. While this sounds good in theory, their staff is already stretched too thinly, as there are a host of other priorities requiring their attention. A sense of obligation prevents these leaders from bringing in external resources. A growth opportunity quickly turns into the final straw for many. They soon depart for a less stressful work situation.

Living your life out of obligation is no way to live.

The next time you find yourself doing something because you feel obligated, take a pause. Look at the situation and ask yourself If what you are doing enhances your life and that of the people around you. If the answer is no, then stop what you’re doing and extricate yourself from your current situation. You’ll be glad you did!

© Matuson Consulting, 2019.

Your assignment: What’s one thing that you’re currently doing out of obligation that’s no longer working for you? How will you change this going forward? You can post this in the comment section or if you’d like, send this to me at, and I’ll provide the first five people who do so with advice on how to best handle this situation.

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Why Now May Be The Time To Quit Your Executive Job

Is it time to exit stage right? Photo Courtesy of Ernest Billo-Unsplash

General Electric just told the city of Boston that they were scaling back their plans to grow the Boston HQ significantly. While that move alone may not mean much to you, they have to reimburse the state $87M of incentive money given to them when they agreed to move their corporate headquarters from Connecticut to Massachusetts. In a nutshell, the company is doing what’s best for them. Can the same be said about you?

Here are four questions to consider when evaluating if the job you have is worth continuing.

  1. Am I having fun at work? This is a question that I always ask my executive coaching clients. You’d be surprised how many people either don’t know or can’t say yes. If you have to think about whether or not you’re having fun at work, chances are you’re not. And if you’re spending most of your waking hours at work and not enjoying yourself, then why are you still there?
  2. Does your organization value what you do? Do your boss and your colleagues appreciate the value you bring to the organization? Are you getting the support you need to improve your department? You have a seat at the executive table. However, is your voice being heard? This is probably the number one reason why people contact me when seeking an executive coach. They realize their influence is waning. When caught early, you can turn this situation around. If it’s gone on for too long, then the only choice left may be to depart.
  3. Has a promised promotion been forgotten? You were told you’d be running the division by year-end. That was 14 months ago. There’s never been a better time to change jobs. With record levels of unemployment across the nation, companies are desperately seeking people like you. It’s time to take your head out of the sand and face the obvious. You’ve gone as far as you’re going to go in your current organization. Now that you know this, what will you do with this information?
  4. Is there a new CEO in town, who is bringing in her executive team? Are you sitting by and watching your colleagues being replaced by people who the CEO knows and trusts? What makes you think your number won’t be up shortly? You’re in a much better position to negotiate a new deal when you’re employed, than when you’re not. Now’s the time to take action.

If your work is no longer making you happy, then I say quit!

©Matuson Consulting, 2019.

I’m holding free confidential sessions this week for executives who want to discuss their situation. Reach out to me at or call me direct at 617-608-3633.

Not available this week? E-mail me and we’ll get a call on the calendar for early March.

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Amazon Scraps HQ2 Plan in New York: What it Means for Employers Nationwide

Amazon is coming for your talent.

Amazon delivered some shocking news last week when the company announced it was canceling its plans to build an expansive corporate campus in Long Island City, New York. Employers in and adjacent to their proposed new co-headquarters city are probably relieved to hear this news, as it’s likely many would have lost talent to Amazon. While they may be celebrating today, the rest of us should not be. Here’s why.

In a statement released by Amazon, the company notes the following:

“We are disappointed to have reached this conclusion — we love New York, its incomparable dynamism, people, and culture — and particularly the community of Long Island City, where we have gotten to know so many optimistic, forward-leaning community leaders, small business owners, and residents. There are currently over 5,000 Amazon employees in Brooklyn, Manhattan, and Staten Island, and we plan to continue growing these teams.

“We do not intend to re-open the HQ2 search at this time. We will proceed as planned in Northern Virginia and Nashville, and we will continue to hire and grow across our 17 corporate offices and tech hubs in the U.S. and Canada.”

Here’s what this means for employers nationwide.

Hang onto your talent. Amazon has plans to continue growing their teams, which means they may very well be doing so in your backyard. Only this time, they won’t be throwing out a warning shot. Most likely you won’t even know this is happening in your area until they’ve successfully poached your talent. There are lots of things you can do today to ward off a potential ambush.

Here’s one simple idea that could yield tremendous results. Over the next week, meet with each team member and ask:

What were your hopes and dreams when you accepted your position with our company?

Has your dream become a reality?

If not, what can I do to make this right?

Now is the time to assess your leadership team. I see companies spending a ton of money trying to outdo one another in terms of perks and crazy office designs that few appreciate. Tales of kegs being opened at all hours of the day or exotic snacks that are making employees fat seem to be all the rage. Yet, here we are. Employees are less engaged today than back in the sixties when a steady job was the key to engagement. Studies consistently show that employees don’t leave companies. They leave their bosses.

I get it. It’s a lot easier to buy an employee’s affection than it is to deal with lousy leadership. Those organizations with great leadership have little to fear, in terms of a company like Amazon ramping up their hiring right in their backyard. Employees who are connected to their leaders will most likely choose to stay right where they are planted. Those with weak leaders have a decision to make. Either move these leaders out or engage a coach to help them make the necessary behavioral changes needed to become what I call, magnetic leaders. These are leaders who are great at getting talent to stick around.

Start updating your succession plan. Raise your hand if your company has a current succession plan. If your hand went up, then we’re done here. The rest of you will want to continue reading.

Eventually, everyone leaves their company. Knowing this, what’s your plan when someone goes? We’d like to believe our best employees will remain with us forever. However, that’s not realistic. That’s why every company needs a succession plan. If your best sales leader went away tomorrow, how would you replace this person? If one of your top managers announced their retirement, what would that mean to the rest of the organization? Who could move into this spot and successfully fill this role? What type of training might this person need to be given to make this seamless transition?

Amazon’s announcement today reminds us of how important it is to have a talent plan in place. Employers need to plan for tomorrow today, while there is still time to hold onto their most treasured asset–their people.

©Matuson Consulting, 2019.

What’s the real cost of employee turnover in your organization? Head over to my free employee turnover calculator. Send me the results and I’ll send you a free copy of my latest e-book, Guard Your Exits: The Executive’s Guide to Employee Turnover.

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The Real Truth About Teams

I’m from New England, where I guess you could say we know a lot about teams here. Our New England Patriot’s just brought home their sixth Super Bowl championship and our beloved Red Sox are the number one team in the nation.

If you truly have a team, then the team wins and loses together. This lesson is one that many companies still haven’t learned. Here’s an example that highlights what I mean.

Aramark, recently made the decision not to pay bonuses to thousands of low-level managers, whose jobs resided in “bands five-eight in the U.S.” These are the “team members” who are ultimately responsible for executing on the company’s strategy. Those in upper management (bands one-four) received bonuses.

The company did not respond to questions from the Philadelphia Inquirer about why it did not pay bonuses to managers in tiers five to eight who earned them instead of canceling bonuses across the board.

No doubt, Aramark will be investing millions of dollars over the next few years, in their quest to build teamwork across the organization. If asked, I’d tell them to take this money and use it to compensate everyone on the team for a solid season. And while you’re at it, fire the guy who made the decision to treat some team members better than others.

As you consider team building programs inside your organization, ask yourself the following:

Do you have a teams or committees?

Remember, if it’s a team then everyone wins or loses together. If that’s not the case, then you probably have a committee. Committees can function well or badly, but most committees in organizational life are actually competing to some degree, and co-operating to some extent. Rarely do they win and lose together, regardless of how many off-site team building sessions you engage in.


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How to Be a Great Mentee And Mentor

Mentor and Mentee

Many successful people attribute their success to having had a great mentor. But did you know that you can also experience high levels of growth by being a mentor, as well? Serving as a mentor could give you the opportunity to develop your communication skills, gain a new perspective, give back and expand your network. And, who knows—your mentee might even become your mentor someday.

Here’s how you can get the most out of being both a mentee and a mentor.

Set realistic expectations.

Hollywood has done a disservice to mentees and mentors. In movies like Star Wars: The Empire Strikes Back, Yoda seems to always be there when Luke Skywalker needs him most. That’s not how it is in real life.

A mentee and mentor must agree on the terms of their relationship. For example, can a mentee pick up the phone at any time of the day and seek advice, or is there an established time set aside for checking in? Can a mentor simply stop by the office when he or she is in the neighborhood, or will both parties agree that all meetings will be scheduled and take place at a local coffee shop?

Manage the relationship.

Both mentees and mentors have to play a role in managing their relationship. Each must take responsibility for building a rapport and moving things forward. Neither can stand on ceremony waiting for the other person to make the first move.

Be respectful of each other’s time.

It’s important to note that neither mentees nor mentors get paid for their time. Resist the temptation to blow off a scheduled meeting because a “better offer” just came along. Be succinct in your communication, and before you pick up the phone, think through exactly what you want to say. Whenever possible, avoid giving background information. If someone needs more information, they’ll ask.

Come to each meeting with a prepared agenda.

Demonstrate to your mentor or mentee that you are not just phoning it in. Come to each meeting or scheduled phone call with a few items you’d like to discuss during your time together. You can adjust the agenda as you go.

Look for ways to help your mentor or mentee outside of your formal relationship.

The mentoring experience centers around relationships. If you see an opportunity to assist your mentee or mentor outside of your formal relationship, then do so. For example, suppose your mentor has shared with you that his or her daughter is looking at the same college you attended. Volunteer to speak with her about your experience, and connect her to others you know at the university who can be of help to her.

Keep an open mind.

I’ve been both a mentee and a mentor, and here’s what I’ve enjoyed most about the experience: I’ve learned just as much from my mentees, as I’ve learned from my mentor. I’ve always kept an open mind, and if you do the same, your potential to learn and grow will be unlimited!

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Circle of Life

I had an egg cream today, in honor of my dad Sy Chinsky, who recently passed away at the age of 90. It was his favorite drink. He often told the story about how he’d save his pennies, and when he had enough money, he’d go down to the corner drugstore and treat himself to an egg cream. At the time, the cost for this drink was about a nickel.

As I sipped on the egg cream, I thought of him and what a pioneer he was. Writer, producer, Academy Award nominee, and former neighbor, Mark Fergus, of Iron Man fame, captured the true essence of my dad. Here’s what he wrote.

We are sending you love from the whole Fergus clan. I can’t imagine what growing up in Congers would have been like without the Chinsky house next door (Sy had the first VCR we had ever seen, the first Apple Computer, the first Hot Pockets!!) Your Dad will always be larger than life to us, a warm and welcoming presence, without fail, and an inspiration of big ideas.

My dad was years ahead of his time. Because of his foresight, we had the first color television, when the only programming that aired in color was the opening to The Wonderful World of Disney, as well as the first microwave on the block. Neighbors would come from near and far to watch a potato bake in our Amana Radarange microwave, in under eight minutes. Neighborhood kids would line up to experience three-minute hotdogs and the Hot Pockets that Mark referred to.

His efforts to pioneer didn’t stop there. He had a video camera, years before his contemporaries, and a Betamax video recorder that soon became defunct. He insisted on buying all of us kids a videophone (8X8) that none of us wanted so that he could speak to and see his children and grandchildren from afar. Then, of course there was the introduction to the first Apple computer. Regrettably, he didn’t purchase Apple stock!

He was the kind of guy that companies talk about wanting in their organizations but few dare to hire.

In memory of my dad, here’s what I’m requesting of you. The next time you come across a candidate, who is a bit out of the norm, give this individual a second look. Who knows, this person may wind up catapulting you into a future, you never imagined was possible!

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It Takes a Village to Raise a Leader

Executive Coaching for Leaders

What if you could learn from the world’s number one executive coach? Would you take it? I know I would, which is why I traveled to NJ last week.

Marshall Goldsmith, the #1 leadership coach and author of the bestseller, What Got You Here, Won’t Get You There, unfortunately, is no longer accepting coaching clients. However, he’s sharing his coaching process (which has a 95% success rate) with experts like me, so that we can use the same method he’s used so successfully, to help managers transform themselves into exceptional leaders.

Here are some highlights of what I learned in last week’s Stakeholder Centered Coaching session.

Perception is everything. Surveys consistently show that leaders think more highly of themselves than those who work with them. In other words, you may think you’re a great leader or at least a pretty good one, but none of this matters if your stakeholders (people who work with you and for you) don’t see it this way. The way to change how others view you as a leader is to ask stakeholders for help concerning accountability. This can be an uncomfortable process for some. However, those who embrace this idea find the rewards far outweigh the discomfort.

What I love most about the Stakeholder Centered Coaching approach is that the leader gets to choose his or her stakeholders. This helps to rapidly build transparency and trust among the people the leader works with.

Focus on one or two behavior changes. I’m often called upon to work with leaders whose behaviors are holding them back. I’m honored to help, but only if we agree that we will move one or two things forward a mile, rather than ten things forward an inch.

For me, it’s all about outcomes. After all, what’s the point of doing something, if we can’t see measurable results?

I start by soliciting input from the leader’s boss, peers, and team members to learn more about a person’s strengths and behaviors that are holding them back. This information gathering is commonly called a 360. Next, the leader and I discuss which area to focus on and will proceed, once we get the okay from this person’s manager. This approach allows us to be laser-focused on results. If we get there faster than anticipated, we may decide to work on another behavior.

You can’t change the past, but you can change the future. Look, we’ve all done or said things we wished we could take back. The beauty of the Stakeholder Centered Coaching process is that the focus is on “Feedforward” rather than feedback, which if you think about it, makes a lot of sense since we can’t change the past.FeedForward focuses on what leaders can do better in the future, rather than where they have failed in the past. For this to occur, stakeholders must agree to let go of the past. They’re more apt to do so when a leader apologizes for missteps and asks individuals to be part of the process, as they work towards making positive changes.

Anyone can change behavior. However, the real question is can you sustain these changes? Think of all the people you know, who’ve changed their eating habits for a while, lost weight, and now weigh more than when they started. This is because it takes more than a few months to develop a new habit.

At a minimum, six-months is needed and ideally, 12-months is the way to go. You may be thinking, “I can’t afford to take the time to do this!” If you’re a leader who isn’t reaching your full potential, you can’t afford not to do this.

Once you get going, this process requires significantly less time than most approaches to coaching, which is why I’m so excited to be able to introduce this idea to busy clients and prospects. I’m talking maybe 20 minutes a week.

I’d be remiss if I didn’t mention that this process isn’t for everyone. It’s for people who are:

  •    Courageous
  •    Committed to change
  •    Willing to be vulnerable
  •    Want measurable results
  •    Are willing to invest the time and effort required for the change to take hold
  •    Successful people, who are interested in getting better

If you’re interested in setting up a discovery call to see if this approach is right for you and your organization, reach out to me at and we’ll set aside time to speak.

For a limited time only (through January 31, 2019) I’m offering an additional month of coaching for those interested in Stakeholder Centered Coaching. Mention this post to take advantage of my offer.

© Matuson Consulting, 2018.

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How to Out Shop Amazon for Tech Talent

Family members and friends call me an expert in the art of shopping. When I need something, I define exactly what I’m looking for and go after it with laser focus. I’m relentless. I don’t stop until I bring home my prey, which is why you should follow my advice on how to out shop Amazon for tech talent, or any talent for that matter.

Here are some takeaways from Amazon’s HQ2 search that can help you beat the tech titan at its own game.

Hang onto your talent. Some of you may be wondering what hanging onto your talent has to do with shopping for new talent. Think about it. If you focus on keeping the talent you have, then you won’t be thrust into this crazy hiring environment that resembles the 6:00 a.m. retail dash on Black Friday. The simplest way to do this is to ask team members three questions.

1. What were your hopes and dreams when you took this job?

2. Are your dreams coming to fruition?

3. How can I help you achieve your hopes and dreams?

Then take action.

Make recruiting personal. Somewhere along the way, we’ve allowed technology to replace the human element of hiring. Hiring systems have been automated to the point where computers now decide whether or not candidates are an ideal fit for an organization. These systems are used to send candidates automated responses, for just about everything. It’s no wonder why so many positions are going unfilled! It’s time to make recruiting personal again. Here’s how:

  • Individualize every interaction. If you see someone who might be a good fit for your organization, call them. That’s right. Pick up the phone and call. I have clients, who are CEO’s of publicly traded companies, doing this and the results are stellar. Candidates are one hundred times more likely to take a call from a CEO of a company than someone in HR. Don’t believe me? Have your CEO give it a try.
  • Be compelling. Passive candidates (especially those in tech) are receiving a dozen calls a day from recruiters and headhunters. Think carefully about what you will say, prior to picking up the phone or sending an email. Make sure your message is compelling enough for them to agree to meet with you.
  • Build relationships. Recruiting is all about relationships. A candidate may not immediately agree to your offer of an interview. However, they may change their mind after their performance review. Stay in touch and offer value. This may include sending them an article of interest on a topic that you recently chatted about or seeing if they want to grab a coffee at next month’s industry association meeting.

Look for talent where no one else is looking. I call this my amusement park approach to hiring talent. If you’ve ever been to an amusement park, you may have observed what I have seen as visitors flow through the gates. The majority of people immediately turn to their right, and follow the crowds, where they encounter long lines for rides and food.

That’s why I suggest going to the left, both when visiting amusement parks and when hunting for talent. Amazon is looking to hire 50,000 workers. Even if they split their headquarters into two locations, as rumored, there are going to be a ton of want-to-be Amazon employees flocking to their company. The chances of a small unknown company winning the war for tech talent in Amazon territory is dismal. You will be better served looking for talent in markets where others aren’t looking. Think Silicon Prairie. There is a notable amount of top talent in the Midwest. Thanks to technology, workers no longer need to be housed in your home office. They can pretty much live anywhere and commute to your headquarters when necessary.

Get help. I see the same companies posting “We’re hiring!” notices on LinkedIn on a daily basis. Let’s be honest here. If this approach was working, they wouldn’t be advertising to fill the same jobs day in and day out. I get that companies are desperate. However, desperation will not fill your pipeline. If you found yourself in a sales slump, you’d get outside help, right? You’d bring in people to help you pinpoint exactly what’s needed to get your sales back on track. It’s time to do the same with your quest for talent.

The time to do this is now. Here’s why. There’s a gold rush for certain kinds of tech talent. You could get lucky and stumble across a few nuggets of talent. But in all likelihood, you’ll be panning for candidates and coming up empty. It’s projected that the need for tech talent will outstrip supply. According to research firm International Data Corp, an estimated 30% of global IT jobs will be left open by 2022. The year 2022 isn’t as far away as it sounds. There’s no overnight solution here. Creating a talent pipeline takes time and focus.

Get started today, to ensure your shopping cart is full when your organization is hungering for talent.

©Matuson Consulting, 2018.

Special Opportunity:

Ready to take action? I’m offering the first five executives who ask, a complimentary 45-minute executive session (virtually or in person) on How to Create a Solar System of Talent (a $2,500 value). We’ll discuss specifically what your organization can do to pull in talent. Email me at and we’ll get a date on the calendar. No strings attached here. Consider this my holiday gift!

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