An Interview with Bob Ryan and Keith Goudy – TridePod Podcast

An Interview with Bob Ryan and Keith Goudy – TridePod Podcast

Courtney Lane interviews Bob Ryan and Keith Goudy.

ABOUT BOB RYAN Robert J. (Bob) Ryan, a global business leader, is an Executive Advisor at Shields Meneley Partners. Bob’s career has included key leadership roles with companies ranging from $500M to $84B that include Procter & Gamble, Tate and Lyle, Bombardier Recreation Products, Kimball Hill Homes and Griffith Laboratories. Born in Montreal, Canada, Bob began his career as a manufacturing engineer after graduating from Carleton University in Ottawa, and McGill University in Montreal with a degree in mechanical/aeronautical engineering. He quickly developed a reputation for bringing the right people together to address issues, guiding creative problem solving, and ensuring successful outcomes. When approached by his CEO, he “jumped at the chance” to lead strategic human capital initiatives that directly impacted the bottom line. His career progressed rapidly as he took on – and resolved — complex problems in global organizations. He is known as a gifted listener and go-to-coach for all levels in an organization. He has been described as “captain of the team, a master of common sense and the last guy off the ice.” Bob has served on the Boards of the British American Business Council, the Northwest Cultural Council, and the Human Resource Management Association of Chicago. He has also been on boards representing economic development, education, and the arts. Bob is also a graduate of the Hudson Institute Coaching Program and a member of the International Coach Federation. As an Executive Advisor Bob focuses on building strategic business partnerships and expanding service offerings to top leadership teams around the world.

ABOUT KEITH GOUDY Keith joined the firm in 1997 and has over 15 years of experience in executive assessment, succession planning and leadership development. In recent years, his focus has been on helping clients create winning strategies for building and managing their leadership bench strength. His passion and expertise lie in helping individuals prepare to get to the next level of leadership, and helping organizations select and develop world class management teams. Keith works with privately held firms as well as public corporations, representing diverse industries including energy, utilities, manufacturing and healthcare. Keith completed his undergraduate education at Pennsylvania State University and received his Ph.D. in Industrial/Organizational Psychology from DePaul University in Chicago. He has authored articles, and presents at management conferences in the areas of talent management and leadership development. He manages the Assessment Practice at Vantage. Keith likes to spend time with his family and hopes his two young, wonderful children will learn to enjoy skiing out west and playing golf. He loves music and literature, landscaping, and the Philadelphia Eagles.

Link to Podcast:

Executive Onboarding During the Pandemic: Both Pitfall and Opportunity

Executive Onboarding During the Pandemic: Both Pitfall and Opportunity

Talent managers, human resources practitioners, and executive coaches continue to perfect work-from-home and make it the new norm. As they do, they find a hidden pitfall in their work becoming more evident each day. We’re talking about executive onboarding – specifically, for those new team members C-Suite and just below.

So how, in a remote world of work, does the new team member get to know their new colleagues?
Let’s say you just started that new position in the (now virtual) executive suite. You are looking to become part of the team quickly. Chances are you have already thought about how you are going to talk to your direct reports. You have a sense of how to communicate and collaborate,
of course. To help matters, your new boss and you have already figured out how you will interact. As some of our clients initially thought, there is a general sense of feeling good about their new situation. And yet, the piece that is missing is an important one.

The fact is we miss the opportunity to connect in person – especially as the new addition. And we haven’t yet learned how to get to know our peers in the organization while working remotely.

Executive Onboarding: A Challenge Even in “Normal” Times
As is the case when working in-person at an office, remote teams and group leaders tend to become siloed. After all, when working alone, it is easy to become narrowly focused on our own departments. Although a natural occurrence, this makes it difficult for the new chief marketing officer, for example, to know much about what the chief financial officer is doing.

Scheduling video calls with equals is not typically on executives’ wavelengths. But in today’s world of work, it should be – it must be. Because when the left-hand does not know what the right hand is doing, problems result. Company efficiencies and productivity suffer. As we coach our clients: You are not just joining the team you will run, you are joining your boss’ team. Neglecting to invest in the development of relationships with team members and leaders at your level, in your situation, creates a leadership dysfunction that is not good for the company – any company.

Developing Relationships in a Virtual World
The key to a successful onboarding process and the development of one-on-one relationships is active listening. In the new work-from-home landscape – where the watercooler conversation, spur of the moment “let’s grab a coffee,” and unannounced pop-in are absent – how does one develop those relationships? Where are the opportunities for active listening? It is not through
only one’s direct reports, nor is it solely from your boss – a key source of learning comes from peers.

Your peers will likely have various levels of experience and institutional knowledge about the company. That experience and well-earned knowledge will likely become essential resources for your own team’s success at some point. After all, the Chief Procurement Officer will likely need to rely upon the Chief Supply Chain Officer, and vice-versa, to succeed. Not only will they know the business, but they will also know your people. And developing those relationships, over time, is an integral part of being a good executive.
So how does a new executive team member develop those relationships while working from home? Here are three suggestions:

Develop a Comprehensive Communication Plan
Along with your hiring manager, develop a detailed onboarding plan that ensures you will communicate with all stakeholders. This is especially important for connecting with new peers, an oft-forgotten cohort. It is natural to devise a plan to configure best practices for your new boss and those reporting to you. But developing those relationships with your equals is critical to your success because these people will help you navigate the workplace culture from your same vantage point.

Plan for Spontaneous Connection
Leaders at every level must find a substitute for the unplanned office drop-in to say hello. Those interactions are typically low-stress and ultimately derive high returns when it comes to relationship-building. For WFH, we suggest keeping a pad near your computer to write down a reminder of what you might say when you virtually drop in. That means preparing what you want to say in that short text and quick call—no need to schedule a videoconference to relay that “job well done” encouragement.

Schedule Virtual Happy Hours
Carve out some valuable end-of-the-day time for an after-hours virtual coffee or cocktail with your new team and with your peers. New leaders should accomplish this task through one-on-one meetings or in small groups. Be sure to develop these relationships in a more casual setting because everyone a more relaxed environment will encourage team building and team bonding.

Connecting with one’s peers within the organization should happen regularly for established leadership teams, regardless of work circumstances. When it comes to onboarding in a remote work situation, we encourage our clients to intentionally reach out to their new colleagues via video call or telephone call. Not to accommodate formal meetings, but just to say hello. This
aspect of virtual executive onboarding will also help understand the company culture and, just as importantly, what you can anticipate others will expect of you.

How Will You Improve Executive Onboarding?
Deliberately making that introduction, sharing enough personal information to form a bond, and offering your help to new colleagues will surprise some new coworkers and fellow leaders.
Those actions will also make an excellent first impression and go a long way toward easing the transition into that new position—all while working from home.

Link(s) to Article:
https://talentculture.com/executive-onboarding-during-the-pandemic-both-pitfall-and-opportunity/

The Pandemic Is Bringing Out The Best In CHROs Today For A Better Tomorrow

The Pandemic Is Bringing Out The Best In CHROs Today For A Better Tomorrow

The post-Covid-19 workforce will hardly resemble itself from just a year ago

During the last 10 months, I have been actively keeping in touch with many high-performing CHROs across the United States and Europe from a variety of sectors. And while the pandemic has produced a significant amount of hardships for businesses in general, the current Covid-19 landscape has presented human resources leaders with the opportunity to show their stuff, and in most cases, they’ve done that very well. In many companies, these important leaders are not just creating the systems to manage through a crisis and to take care of their employees, but also influencing their chief executive officers to be proactive and helping them understand the need for higher levels of empathy, communication, and transparency with the employees.

Companies quickly adjusted to having more meaningful virtual town halls and creative ways to communicate that dig deeper into the humanity of employees and demonstrate an understanding from leaders that may not have been evident beforehand. This is a journey that many HR leaders are helping their internal clients successfully navigate.

Now that we are starting to think about post-pandemic – timing TBD – the bar has been set to a higher level in some of those areas that CHROs need to think about. For instance, once leaders improve the quality of communications, as well as the frequency of communications, employees will naturally expect both to continue. HR pros need to ensure the C-Suite maintains this when we get back to “normal.” We cannot backslide to vague and infrequent interactions between leadership and employees. This will likely take some prodding and nudging of the CEOs to make sure that happens.

As the pandemic intensified, several companies were setting up crisis funds to help employees in need and I strongly recommend to clients, and any leaders reading this article, to continue setting aside money in the budget to assist workers that have a personal crisis. HR leaders are going to play a crucial role in persuading CEOs to keep on with this practice. There is a great deal of fatigue in the workforce at all levels. Best-in-class companies are revisiting their EAP plans to ensure they have the capabilities to manage through the mental, physical and economic impact of the last 10 months.

There is another crucial element that CHROs need to be thinking about: Talent Management. Tied into this are questions about what the company is going to look like coming out of the pandemic. Everything is going to change and there is a tremendous amount of uncertainty. One thing HR people know for sure is the question of how to best collaborate between employees staying home and employees going to office need to be addressed almost immediately. But that is not the only change. HR leaders can help the company think about what will be needed to prepare and execute strategies for the changing consumer and customer.

To be sure, all of these unknowns can be unsettling, but at the same time, we are also presented with an exciting opportunity to create a future that requires a different type of talent. If you are not sure of the future, create it! That means, human capital and performance tomorrow will not be the same as it was yesterday.

We often talk about seeing around corners. Well, I think now we need to be able to see through walls, create the future, and then make sure that we have the talent that will then drive us forward and make companies successful in the future.

Link(s) to Article:
https://www.hr.com/en/magazines/hr_strategy/december_2020_hr_strategy_planning/the-pandemic-is-bringing-out-the-best-in-chros-tod_kj2bfft9.html?utm_source=email&utm_campaign=essentials-hrstrategyandplanning&utm_content=thepandemicisbringingoutthebestinchrostodayforabettertomorrow-email&uid=1580750345519

The Pandemic Is Bringing Out The Best In CHROs Today For A Better Tomorrow

Executing Talent Planning And Management When You Are Not In The Office

When the pandemic started, HR pros and talent managers learned very quickly how to use platforms such as Zoom, Teams, Skype, etc. The ramp-up was quite remarkable, really, and comfort levels were soon realized because after all, that was all that we could do. That was then and this is now. As the shutdowns stretch into the winter months, we are beginning to see that there are certain tactics that are missing.

Based on what I have heard from leaders in North America, Europe, and Latin America the piece that is missing is that two-minute conversation that you have when you’re walking down the hall. As all HR leaders know, those unplanned, spur-of-the-moment meetings are critical to leadership opportunities, team building, and coaching. Gone are the days of ducking your head into somebody’s office and saying, “hey, great job on that account,” or, “let’s take a couple minutes to just talk about another approach.”

What is the solution? Let’s get old-school and pick up the phone. Dropping a text or making a short phone call to say “good job” is where leaders need to be right now. The issue is that leaders need to remember to do this because these outreaches can easily fall to the backburner and then become old news or forgotten. These communications take little effort, but they are important. I recommend adding some structure to that. Having a list that you keep beside your computer that helps remind you to call a certain employee to say, “Thank you,” tell them they’ve done a good job, give them some feedback on something that maybe they could have done better. Make it a point to have that coaching moment.

To be sure, it is important for managers to find impactful ways to talk with their direct reports and manger during the pandemic, however, let’s remember that leaders should also do a good job of communicating frequently with his and her peers. Check in to let them know what your team is working on, your priorities, and of course, explore how you can support their priorities.

Link(s) to Article:
https://www.hr.com/en/magazines/talent_management_excellence_essentials/september_2020_talent_management/executing-talent-planning-and-management-when-you-_kf5ddvt4/

Now Is the Time to Build Your Leadership Bench

Now Is the Time to Build Your Leadership Bench

Podcast: https://soundcloud.com/middle-market-growth/build-your-leadership-bench

The economic crisis caused by COVID-19 has led many businesses to focus on challenges related to working capital, supply chain, or the accelerated shift from brick-and-mortar to e-commerce. Yet alongside these urgent priorities, talent planning continues to be important, particularly as companies position themselves for the post-pandemic future.

Bob Ryan, a partner at Shields Meneley Partners, and Keith Goudy, the managing partner at Vantage Leadership Consulting, return to the podcast to discuss the pressing issues related to talent management and hiring that business leaders and private equity owners are grappling with today.

Drawing on their experience working with clients, Ryan and Goudy describe how the COVID crisis has changed what companies are looking for in their leaders, and how to lead effectively when employees are working from home. They offer actionable tips for advancing diversity and inclusion initiatives in a virtual work environment, and they explain why succession planning is now more important than ever.

Ryan and Goudy first appeared on the Middle Market Growth Conversations podcast last year, in an episode titled “How to Get Hired at a Private Equity-Owned Company,” available here.

Link(s) to Article:
https://middlemarketgrowth.org/podcast-now-is-the-time-to-build-your-leadership-bench/

Work-from-Home Can’t Work Forever: Blackstone CEO

Work-from-Home Can’t Work Forever: Blackstone CEO

The massive work-from-home experiment that businesses globally have adopted in response to coronavirus-related travel lockdowns has fueled a great debate on the future of offices: Will the practice become a permanent feature for employees? For Steve Schwarzman, CEO and chairman at Blackstone Group, the answer is not likely.

“This working from home is on one hand very efficient,” he said last week during a Sanford C. Bernstein investor conference. “At one of our meetings, somebody said, ‘Well, why don’t we do this all the time?’ And I said, ‘Well, you know, one reason is you can’t train new people like this.’”

Working from home appears to function well for existing employees, Schwarzman said. The crux is in the difficulty for new employees to absorb a company’s culture without personal interaction, he added.

“To run a great organization, you have to keep hiring people,” he said. “Particularly if you as a business are growing, you need more people. And those people have to learn your culture.”

Culture entails many aspects that require picking up cues from the more experienced, established members of a team on how the company does business, Schwarzman said.

“They have to know not just the mechanics of how you do a piece of work, but how do we think about it?” he said. “How do we think about risk? What do we believe is the right and wrong approach to be doing things from an ethical perspective?”

Communications over video can’t easily replicate those informal and formal discussions a team would have in an office setting, Schwarzman said.

“That’s really hard to do on television,” he said. “You have to have people sitting around talking about situations. It’s much more iterative.”

But some human capital experts say while new employee training is indeed a likely snag, it’s not impossible to maintain and build a corporate culture through remote technology.

Onboarding is clearly one of the challenges, says Bob Ryan, executive advisor at Shields Meneley Partners, an executive coaching consultancy, and managing partner at the Sierra Institute, a coalition of chief human resource officers.

“There are things that can’t be done as well virtually, and it’s very difficult to build a culture when people are not together,” he says. “Senior management helps to define the culture of an organization… and that’s hard to understand when you don’t see them day to day.”

Onboarding new employees virtually would be a challenge, Ryan says.

“Important training could be lost unless the new employee puts in a concerted effort to meeting all of their peers and stakeholders,” he says. “One of the most important groups that you need to learn from is your peers.”

Onboarding in a virtual environment is indeed “suboptimal,” says Laura Queen, CEO at 29Bison, a human capital consultancy.

“Video cannot replace face-to-face human contact,” she says.

But there are many ways that companies can still build and maintain culture via remote technology, and even increase productivity using such tools, Queen says.

“You don’t have to have face-to-face contact all of the time,” she adds.

Corporate culture often entails values, beliefs, and assumptions about the work experience transmitted through language and storytelling, Queen says. It’s possible to find new mechanisms to do that via technology, especially through tools that support learning and assimilation, she says.

One tool her team uses is Nuclino, an internal wiki platform where individuals can share intelligence on particular topics, a concept that also can work on communication systems such as Slack. Queen recently posted information about an arcane defined benefit pension question that sometimes comes up with the firm’s clients, so that other colleagues can tap it as a resource in the future, she says.

Ryan says his team has built a customized, confidential customer relationship management platform to similarly share internal information, specifically in response to the recent work-from-home shift.

Ongoing regular training and development can even be more effective in virtual settings, because many professionals have proven their willingness to participate and shown the ability to focus even better in video meetings, Ryan says. Zoom, Skype, and Microsoft Teams are all effective for such gatherings.

“What I am hearing over and over again is that virtual meetings are going to become a more consistent part of the future,” he says.

A bigger question that companies face is whether their embrace of working from home capabilities will define their identity to the marketplace, Queen says.

“If your viewpoint is that culture can’t be transmitted virtually, then it can become a self-fulfilling prophecy,” she says. “Long term it may be that a firm attracts people who are more willing to work face-to-face and less willing to work in a virtual environment. And that says to people who want a work-from-home opportunity, that this firm is not a place for you.”

That may become an important distinction, she adds, because working from home has gotten a big stage to showcase its utility.

“I think the horse has left the barn for knowledge workers with regard to the work-from-home situation,” she says. “There is an expectation that if you’re going to be a credible competitive attractive employer you’re going to have to provide some level of remote work capabilities.”

Link(s) to Article:
https://www.fundfire.com/c/2771153/340603/work_from_home_work_forever_blackstone?referrer_module=issueHeadline

To defend budgets in a downturn, L&D must focus on the future

To defend budgets in a downturn, L&D must focus on the future

Budget cuts and downsizing present an unfortunate reality, but that isn’t the full story for L&D, sources told HR Dive.

It’s an unfortunate reality during the COVID-19 pandemic, as with economic downturns past: talent development and training departments are likely to be subject to budget cuts and downsizing.

“History tells us that training is a line item that gets sought,” Dale Rose, president and co-founder of California-based consulting firm 3D Group, told HR Dive in an interview. “It’s a familiar path.”

But the trend is not necessarily a universal one, and Rose and others who spoke to HR Dive have worked with employers that take a different view. The difference between the current economic moment and that of the late 2000s recession, so goes the thinking, is that the underlying structure of the economy isn’t being impacted by COVID-19. “The one thing we do know is that this isn’t permanent,” Rose said.

Layoffs, furloughs and other cuts are taking up a lot of energy for organizations, Bob Ryan, executive advisor at Shields Meneley Partners in Chicago, said in an interview, but employers need to prepare for when the script flips. That means a certain percentage of staff should dedicate themselves to outlining the organization’s future, and “a part of [that percentage] needs to be L&D people,” he said.

As L&D professionals go into meetings with executives — in some cases to literally advocate for their department’s continued existence — their pitch cannot be to simply return to business as usual, Ryan said; “This is the time to be creative and show the CEO, CFO and CHRO that L&D is important, but it’s going to change.” Top companies, he continued, are opting to increase, not decrease, investment in talent after the pandemic.

“I believe the conversation with business leaders needs to start and end with how learning supports business strategy and outcomes,” Chris Holmes, director of global learning and development at Booz Allen Hamilton, told HR Dive in an emailed statement. “If learning is integrated as a part of a shared outcome, then the need to ‘advocate’ for training investment can be a very different conversation.”

L&D departments can also appeal to their role in shaping the organization’s future competitiveness. “The competitive advantage that companies have coming out of this is going to depend on their talent,” Cat Ward, managing director of JFFLabs, a division of workforce and education nonprofit Jobs for the Future, told HR Dive in an interview. “We’re moving into a pretty fluid environment here.”

Distance learning provides a way forward

It’s simple enough to say that talent development will be important, but how L&D professionals keep it top of mind during and after the pandemic will differ. Ryan described practitioners at one manufacturing industry client who took matters into their own hands by making reopening-oriented training videos with their phone cameras. L&D teams elsewhere have held Zoom calls to step back and brainstorm solutions for assisting workforces that may have moved to remote status during the pandemic.

Some teams will struggle with a learning environment that is more digital. “There’s the chance for disinvestment in workplace learning, and a lot of that is due to the fact that a lot of learning at work hasn’t been digital-first in nature,” Ward said. “If you want your business to be competitive, you need to be preparing your workforce for these changes.”

But digital transition can be an advantage for L&D teams, particularly those at employers that had not embraced digital transformation before the pandemic, according to Rose. “Maybe there are benefits to someone sitting at their home office; maybe they have more time,” he said. “The opportunity of the moment is to embrace distance learning.”

At Booz Allen Hamilton, employees are actually consuming more learning content, and they are particularly focusing on content covering how to work and lead effectively in a virtual environment, Holmes said.

One understated impact of the movement to online learning post-pandemic is that it could level the playing field for talent development. In his own experience doing online presentations with clients, Ryan said he’s seeing high levels of participation and engagement from learners. “I can look at 20 to 30 people as I’m leading the meeting, and it’s just easier to manage.”

Employers will still need to deal with some hurdles when it comes to online learning, Ward said, particularly ensuring all workers have access to a reliable internet connection and other necessary technology. Front-line and middle-skill employees will also need to be included: “It’s a business advantage that your entire workforce is able to keep their skill sets fresh and stay competitive,” Ward added.

It will also be difficult for talent professionals to advocate for internship programs, many of which have been cancelled or otherwise rolled back during the pandemic. But online delivery can help here, too, Ward said. Companies like Microsoft have opted to turn their internships into digital experiences, and the tech giant has said that this move will influence its approach to internships well into the future.

Virtual reality and augmented reality, previously used by globally spread, remote-based organizations to disseminate training programs, could also help navigate a situation in which on-site operations are suspended. Ward said she’s aware of companies that have considered sending sanitized VR headsets to employees so that they can train at home.

Reopening as a blueprint

COVID-19 may not be the disruption L&D teams anticipated, but it is nonetheless a reminder that the field’s future may lie in preparing organizations to adapt to massive change.

“The way we work has completely changed,” Rose said. As organizations look to reopen in an environment of social distancing and disease prevention, L&D could emerge in a highly visible role that supports all employees. “Caring for my people has always been important, but that’s more important now. If they’re going to be effective in their work, I need to be tending to them more than I might normally.”

This care can take many forms, from facilitating how employees should reorganize their schedules to literally helping them move from point A to point B within a facility.

Soft skills training is a particular area of emphasis for companies that moved remote. “I think that has just gotten really ratcheted up here,” Ward said. Workers and managers will need assistance adapting to phone-based and web-based communication, especially if they are used to an environment that is dependent on face-to-face communication. Even the subtler act of reading the body language of team members will require adjustment, Ward noted.

In some ways, moving to a remote basis can create a new standard for work itself. “It’s a different way of setting goals,” Ward said. “There’s much more of a premium on execution … and that is going to require even more communication.”

The pandemic is not just a chance for L&D departments to prove that their programs have a return on investment; workers are watching, too, and evaluating the responses that employers put forward.

“Remember that employees will remember and value the choices that companies make,” Rose said.

Link(s) to Article:
https://www.hrdive.com/news/to-defend-budgets-in-a-downturn-ld-must-focus-on-the-future/578182/

Work-from-Home Can’t Work Forever: Blackstone CEO

COVID-19 Forces Work Culture Shifts for Private Equity Firms

COVID-19 Forces Work Culture Shifts for Private Equity Firms
April 13, 2020

The private equity industry, historically hesitant to accommodate flexible working arrangements, has had to embrace work culture shifts as the coronavirus pandemic forces employees to stay home.

Before Covid-19, flexible working in private markets was not indulged very often, according to a survey conducted by eVestment Private Markets and MJ Hudson of 311 employees from across the global private markets industry, including GPs, LPs, and outsourced practitioners of core functions. The survey found that prior to COVID-19, just 7% of private markets respondents regularly worked from home. Of the individuals who regularly worked from home 80% were executives or senior staff while not a single junior staff member reported regularly working from home.

“Hierarchy is important in private equity,” says Dale Rose, president of 3D Group, a consulting firm that works with private equity firms. “It’s harder to hold a hierarchy when working remotely.”

Working from home will be particularly difficult for junior members of the workforce, since they may have a less-established personal network, which is hard to expand and develop via digital channels as opposed to the “trust-factor and comfort” that accompanies in-person interaction, Rose adds.

On the other hand, this may be an opportunity many people have long been hoping for. “I think there is a lot of desire from people in the industry for flexible working,” says Graeme Faulds, director of private market solutions at eVestment.

Prior to COVID-19, working hours for employees of private equity and credit managers were already long. According to eVestment’s survey, 53% of respondents work more than 48 hours at the office per week on a regular basis, the upper limit of the European Working Hours Directive.
Nine percent of respondents say they regularly work more than 58 hours per week, and five individuals report regularly clocking more than 68 hours in the office each week.

While many workers may welcome the shift to flexible working, it’s not without potential negative side effects. In an industry where long hours are already the norm, and where many struggle to put work away, remote work could lead to an increase in overall work hours. That could  boost productivity in the short-term, but it also increases the risk of burnout, Rose says.

“It could be detrimental to the psychological health of these individuals who now can work harder and more,” says Rose. “They may be working in their sweatpants and their suit tops but they’re working 20% more time.”

In addition to working long hours, the survey found that many people in private markets already had a hard time putting down their work prior to COVID-19.

The natural pauses that were built into the workday, such as commuting, meals and weekends have eroded under lockdown, says Robert Ryan, executive advisor at Shields Meneley Partners, a consulting firm working with private equity firms.

“You can work all day, you can work every minute of the day. You can stay busy for 60 hours a week,” says Ryan.

https://www.fundfire.com/c/2707203/331553/covid_forces_work_culture_shifts_private_equity_firms?referrer_module=emailMorningNews&module_order=15&code=YldGeVkwQmpZWEprYVc1aGJHTnZiVzExYm1sallYUnBiMjV6YzNSeVlYUmxaMmxsY3k1amIyMHNJREV5T1RBd056QXpMQ0