Suggestions
David Wick
Executive Search and Leadership Adviser at Spencer Stuart| Former Leader in Education, Not-for-Profit and Philanthropy
David Wick is a consultant at Spencer Stuart, a leading executive search and leadership advisory firm. He is based in the Washington D.C. office and plays a significant role in the company's Education & Social Impact Practice.12
Professional Background
David Wick specializes in several key areas within Spencer Stuart:
- Senior-level recruitment: He focuses on finding top-tier executives for various organizations.
- Board placements: Wick assists in placing qualified individuals on boards of directors.
- Organizational culture and leadership assessments: He helps evaluate and improve organizational dynamics.
His expertise spans across multiple sectors, including:
- Nonprofit organizations
- Healthcare institutions
- Philanthropy and impact investing
- K-12 and higher education
- Education technology
- Fundraising
Additionally, David partners with financial and private sector companies to support leadership placements in environment, social, and corporate governance (ESG) positions.1
Education
David Wick's educational background includes:
- Bachelor of Arts from Davidson College
- Master of Education in Administration, Planning and Social Policy from Harvard University1
Role at Spencer Stuart
As a member of the Education & Social Impact Practice, David Wick contributes to Spencer Stuart's mission of helping organizations find and develop outstanding leaders, improve team and board performance, and align culture with strategy.2 His work is particularly focused on the nonprofit sector, where leadership is crucial for organizational impact and mission fulfillment.
David Wick's LinkedIn profile can be found under the username david-wick-11321830, as mentioned in the query.3
Highlights
A few things that struck me from this Google research report on effective teams within their organization: #1 dynamic of an effective team at Google relates to psychological safety - an "individual’s perception of the consequences of taking an interpersonal risk". Also thought it was interesting on what didn't significantly impact team effectiveness: Colocation of teammates (sitting together in the same office), consensus-driven decision making, extroversion of team members, individual performance of team members, workload size, seniority, team size, and tenure. Important to note, this was measuring variables for team effectiveness at Google, but still interesting to consider implications beyond.
"What gets measured gets done." Excited by the new data and insight that is emerging around students who received Pell Grants as well the conversation Richard Barth is sparking about the implications and opportunities ahead.
