With nearly 25 years’ experience, Kathy brings a strong finance, management, sales and marketing background to The Fahr Group.

Kathy Fitzpatrick

Chief Growth Officer
Executive Business Development Specialist

With nearly 25 years’ experience, Kathy brings a strong finance, management, sales and marketing background to The Fahr Group. Having served in leadership roles in business and government, including mayor of Cinnaminson, N.J., she understands the unique challenges and demands of securing high-performing executives for clients.

As chief growth officer, Kathy drives innovation, marshaling resources to meet company goals. Having spent more than 10 years in business development, she’s gained a breadth and depth of experience in the field. Kathy’s leadership prowess and expertise for building and developing teams help to ground the firm for growth.

As a seasoned consultant, Kathy established an extensive network of clients, whose trust she’s earned through the years serving as a principled professional. A problem-solver with a supreme focus on clients’ interests, Kathy collaborates with recruitment, sourcing, and management to ensure the best approach to pinpoint top talent. Her business acumen, insight and integrity give clients confidence that she’ll meet their human capital objectives with urgency and efficiency.

Kathy earned her bachelor’s degree in business administration from Cabrini University and spent more than 20 years supporting employers who desire to achieve change and growth. Over the course of her career, she’s held memberships with Tristate HR and the local chapter of the Society for Human Resource Management to keep a pulse on important executive search issues.

Just ask our clients. They know, first-hand…

TFG’s ability to listen well, ask insightful questions and then follow through systematically — with energy and focus — was impressive.

— Market Research & Analytics, CEO

 

Want to Be a Better Leader?

Stop Thinking About Work After Hours.

by Harvard Business Review

Summary. It’s not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day. But new research shows that this tendency may not be beneficial, particularly for people new to a leadership role. In fact, constant rumination leads managers to be more depleted and less able to show up as leaders — something even their employees can pick up on.

Are you a manager who often finds yourself thinking about work late into the night?

Do you tend to continue to stress over work-related problems, or do you switch off your mind and relax in the evening?

If you are like many managers, you may feel a need to stay constantly connected with work, even after formal working hours. Given the high demands of a leadership role, you may perceive that the only way to perform well is to work around the clock. As a result, you find yourself ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list long after you have left the office for the day or turned off your computer.

 

Our research, recently published in the Journal of Applied Psychology, suggests that constantly thinking about work may hurt rather than help your performance as a leader. We found that not taking a break from work in the evening backfired for leaders, especially for those new to managerial roles, because it drained their mental resources. Instead, leadership effectiveness was highest on days in which leaders mentally turned off from work the night before and were able to recharge.

To read the full article, complete this simple form:

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