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Eric is a Project/Program Management Professional with more than twenty-five years as a leadership consultant providing business transformation, change management, program management, business analysis/re-engineering, and operations management for national and global services firms. He has particular expertise in program design, strategic planning, business change management, decision support systems development and software systems implementation using waterfall and iterative methodologies.
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Every Game Is An Away Game! By John Tapley, ITB Partners
Ugh, walking into another meeting to advance your new business venture or propose a new idea and you know the audience is hostile. This is Corporate America. Not that they are inherently mean and vicious but the climb to success in a corporate environment can elevate single-mindedness over team play. Get noticed, show you’re smarter than that person at the podium and keep things as they are with the “if it ain’t broke” mentality, those are the daily challenges you face as a corporate entrepreneur.
So why? Why go through that? Because beneath the surface, you know this is the right thing to do and you know these are good people at heart and once you break through, they will support you and ride the wave to success together.
And that’s my story, building a new business from scratch inside a large global organization was my challenge. And one day, after a tough session and what felt like a beat down, one of my co-workers who’d been through similar experiences made the statement, around here it feels like “every game is an away game”. I connected instantly with those words and felt relief I wasn’t alone in the challenge. I concluded this was really just a rite of passage and conditioning for the stamina to make things happen. Don’t get me wrong, I’m really proud of my company and all the success over the years and the wonderful people that I’ve come to know as friends and co-workers. It’s been a blessing and I’m a better person for having worked there.
So, from that experience and many others like it, I have advice for my fellow corporate entrepreneurs and those aspiring to make a change inside a complex matrix organization:
- Challenge the status quo but know your boundaries; understand the degree of assertiveness to apply based on who is impacted and strength of your reputation
- Make friends and network constantly, spread out and make friends regionally and globally, with the right people
- Understand what you’re up against, learn how things work; when systems and processes are a roadblock, study them and find ways you can navigate through or around them
- Get out and look around, be curious, show interest in others and what they do; build relationships and explore all functions of the organization
- Discover your mentor; be a mentor any chance you get
- Be genuine
- Be respectful
- Be kind
In summary, take action, be resourceful, welcome change and embrace the challenge. And by the way, I’m proud to say we were successful, the new business is off and running.
My thoughts…
The thesis of this article, “Every Game is an Away Game,” is a metaphor for the challenges faced by athletic teams who must travel to play on their opponent’s home turf. Playing in unfamiliar territory is a disadvantage which requires work to overcome.
In his first paragraph, John speaks to the need to understand one’s audience so as to craft a message that will be received most favorably. To embellish on his primary point, John mentions the need to understand the company culture and management style, the importance of building a team to ensure success; to be a team player; and to build consensus. Stated another way, one must know their company’s management style, its culture, to be successful.
There’s no question that a corporate environment is very competitive, both externally and internally. Although new models speak to the benefits of collaboration and teamwork, corporations are still hierarchical organizations with intense competition to move up the ladder. As with any product, competition is ultimately a positive force. It makes one work harder and smarter, to become better prepared to find solutions to vexing issues.
At the same time, corporations are social organizations. People are not only expected to do their best work through healthy competition, they are expected to be friendly and to get along with one another. After all, people want to work with other people who are enjoyable to be around. A toxic, dysfunctional work environment is not optimal for maximum effectiveness.
John packed a lot of wisdom into this article. My overall takeaway is that the modern corporation is a crucible to sharpen one’s skills. I couldn’t agree more!
Thank you for visiting our blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
- COO- Northeast-based Casual Dining Restaurant Company – Completed
- VP Operations – Southeast-based Casual Dining Restaurant Company – New
- CEO- Northeast-based Casual Dining Restaurant Company – Completed
- Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
- Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
- Operating Partners – Legacy Pizza Chain – New
- Controller – Atlanta-based Consumer Products – Digital Company – Completed
- Sr. Staff Accountant – Atlanta-based Not-for-profit – Completed
Jerry Heilpern Assumes CEO Role at Sage Personal Chef
We are pleased to announce that Jerry Heilpern has been named CEO for our Client, Saige Personal Chef. Jerry Heilpern brings over 30 years of restaurant and hospitality experience with major Casual Dining Brands. After completing a Chef’s Apprentice program and a BA in Finance and Economics from Wayne State University, Jerry worked in the national chain, franchise, and emerging brand environments. Eventually returning to school, Jerry received a Masters Degree in Business Administration and is currently working on a Doctorate in Business Administration with a marketing specialization. Jerry serves on the Georgia Restaurant Association, the American Marketing Association, and the Foodservice Consultants Society International.
Saige Chefs delivers fresh, clean, chef-prepared meals directly to the doors of customers across the Greater Atlanta area. We cater to a variety of diet types, with offerings for vegetarians, vegans, pescatarians, and meat-lovers with a changing menu of 30+ meals weekly. Adult meals start at $11.99, and kid’s meals are always $6.99. You can learn more about Saige Chefs at www.heysaige.com!
Saige Chefs believes that in today’s world, a balanced dinner has become more of a hassle for most than it ever should be. Between the planning, shopping, cooking, and cleaning, preparing meals throughout the week takes more time and mental energy than we often have. The alternative, grabbing the nearest convenience food or frozen meal, often doesn’t fuel us the way we should be fueled, nor does it provide the balance of flavor and satiety that a freshly cooked meal might. It’s the 21st century. Shouldn’t dinner be “better”?
Saige exists to make lives better, taking care of the basics so that people have time to focus on what matters most to them. We do this by taking care of the “dinner problem” for you in its entirety, by delivering a wide variety of clean, chef-made meals directly to the doors customers across Atlanta.
For more information about ITB Partners and how we can help you, contact -Jim Weber at (770) 649-7051 or Jim.Weber@itbpartners.com
Adapt Your Recruiting And Selection Program To The Economy!
This past Friday, the Commerce Department reported the second quarter Gross Domestic Product, GDP. As anticipated economic activity was robust, increasing by 4.1%. This compares favorably to an adjusted 2.2% increase for the first quarter. The principal drivers of this growth were consumer expenditures up 4.0%, business investment up 7.3%, exports up 9.3%, and federal expenditures up 3.5%. This is the strongest activity we’ve seen in about four years. Hiring for factory jobs is reported to be brisk. Concurrently, the unemployment rate is 4.0%.The economy is awesome! Companies that haven’t considered expanding for a while, are investing in their businesses. Expansion requires them to hire more employees. However, the economy is at full employment. With respect to the labor market, it is no longer a buyers market. Now, it’s a seller’s market. Finding the ideal candidate is becoming more difficult. In fact, the tight labor market in the restaurant and foodservice industry has increased the demand for automated equipment.
The improved economy and the increased demand for labor is forcing employers to develop competitive employment offerings. When hiring full-time equivalents employers have three options: recruit those currently employed in a similar job, looking for a better situation; hire people who don’t have the full set of skills necessary to do the job but can succeed with training and development; or take a risk by hiring from the pool of partially or long-term unemployed. Of course, another option is to find temporary workers or freelancers who are ready to go to work for a single employer.
An employer trying to recruit from the pool of the gainfully employed should understand why employees leave their jobs. They will leave their job if they feel unappreciated and under-utilized. They may be motivated to leave their current situation if it does not provide opportunities for professional development or advancement. Employers seeking to attract candidates currently employed must give these issues careful consideration as they craft their job specifications. To compete in a full employment environment, employers must offer a compelling alternative to compensate for the risk and uncertainty of leaving one’s job. Those employed understand that the market is volatile, given mergers and acquisitions, re-organizations, and the effect of systems and automation that reduces the need for some jobs.
Employers with budget constraints who cannot offer a competitive salary may consider hiring someone with the potential to grow into the requirements of the job. This is a viable strategy, however, it requires a commitment to training and development for the recruit. This is similar to a Promote From Within Strategy, although these employers will likely focus on hiring entry-level employees. Employers will not be successful with this strategy if they don’t invest in training programs.
Considering applicants with a lot of job changes, or those who have a been sidelined for significant periods of time should be your last consideration. There may be people in that pool who have faced circumstances beyond their control, not reflective of their work ethic or job skills. To identify viable candidates from this pool requires extra time and effort. In this case, the use of diagnostics is warranted.
Other alternatives to hiring full-time equivalents, either for short-term or long-term situations, are temporary workers or freelancers. These people choose not to work for one employer exclusively due to lifestyle considerations or personal issues. Their hourly rate may be higher than that of a full-time equivalent, but they don’t require benefits, and the additional cost might be worth the flexibility available to the employer.
From what I’ve observed, many employers are lagging in their ability to adapt to the current labor market. Whereas they became creative during the last administration, finding solutions around the regulations created by Obamacare, such as job sharing between employers, many employers have been slow to respond to the challenges resulting from the current economy. If they are serious about expanding their businesses, they will eventually adapt and become competitive recruiters. To do so requires that employers understand the nature of the market, then consider all options to arrive at the most effective recruiting and selection strategy.
Thank you for visiting our blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
- COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New - CEO- Northeast-based Casual Dining Restaurant Company – Completed
- Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
- Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
- Operating Partners – Legacy Pizza Chain – New
- Controller – Atlanta-based Consumer Products – Digital Company – Completed
- Sr. Staff Accountant – Atlanta-based Not-for-profit – New
Closing a New Client
Debbie, a recent networking contact introduced me to John last month. When Debbie made the introductions, she said that John needed accounting support possibly requiring a search. John and I traded a few emails and phone calls but did not connect until this week.
When I talked with John he was very animated and emotional to the point of desperation. He was clearly having a bad day and unloaded on me. He wanted me to have as much background information as possible. John is a commercial contractor who has been in business for over 15 years. Although he can generate new business the gist of the conversation was about his current debt service. I inferred that he is on the verge of bankruptcy.
I had the opportunity to give him an overview of my background. I told him that had a 22-year corporate career managing retail stores and restaurants. During that time, I was responsible for the development and construction of new stores. Additionally, I told him that I serve as the business manager for my wife’s residential construction business. He took this as welcome news as he thought I could relate to his situation and positioned to help him. We agreed to meet Thursday afternoon to further explore a business arrangement.
I shared that conversation with my wife to get her perspective which was useful. The recession that began in the fall of 2008 hit the Atlanta market very hard. The following years were difficult for people engaged in the construction sector. We are well aware of the toll it has taken on the industry. We also understand what’s required to dig out of a bad situation to make a healthy recovery.
I had lunch with my attorney on Thursday and gave her the top line of John’s situation. I didn’t share any names, so the conversation was completely confidential. Although she is not bankruptcy attorney she has keen business insight. She told me that in today’s environment one cannot be forced into bankruptcy by one’s creditors. They understand that it is better to work with their debtors to minimize their loss. They know that if they don’t work with their debtors they risk losing their entire investment. She also suggested that this prospective client probably has one or more bad habits contributing to his problems. I had come to the same conclusion.
I continued to do my research on John prior to our meeting. I found that he was well-educated with two undergraduate degrees, including a degree in construction management and a master’s degree in construction management from a major university. Additionally, he had about 10 years of corporate experience working for major construction companies. His father was an architect and his grandfather was an engineer. He has the background to be a successful contractor.
John and I met Thursday evening over a couple of margaritas and chips at a local Mexican restaurant. We spent about two hours getting to know one another during which time he provided further clarification on his situation. The good news is that he is effectively managing his creditors, keeping them at bay. He has an issue with an accountant that unfortunately has control of all his financial information and an attorney who sued him to recover payment. He has paid the attorney most of what he owes so that debt is not much of a burden. His overhead seems high, with over 30% dedicated to insurance. He said he’s looking into a more reasonable alternative, as he should.
As we talked it became clear that John’s real issue is the need to generate more top-line revenue. Sure, he could raise more funds by increasing his prices to increase his margin, but the easiest solution to his situation is to generate more business. His concern is that he doesn’t have the personnel to support that growth. He needs someone to help him manage the financial side of the business particularly managing cash flow. He also needs a sounding-board to ensure that he is making the best decisions for his business.
By the end of our meeting, John asked me to consider working as his business manager. It’s an intriguing thought as it falls right in my wheelhouse. I suggested that we continue the dialogue and set up a ride-along next week. That will give us an opportunity to understand one another to determine if we can work together. This could become interesting.
Thank you for visiting my blog.
I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
- COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New - CEO- Northeast-based Casual Dining Restaurant Company – Completed
- Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
- Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
- Operating Partners – Legacy Pizza Chain – New
- Controller – Atlanta-based Consumer Products – Digital Company – Completed
- Sr. Staff Accountant – Atlanta-based Not-for-profit – New
Your Exit Plan Needs to be Right for YOU! By David Shavzin; Shavzin & Associates
In a previous blog post on Exit Planning and Succession Planning Options, I discussed the many ways to exit your business. When exit planning, we tend to think of simply selling the business one day and receiving a check for the full amount. The reality is quite different. There are so many possibilities, many that may be much more in line with your transition planning needs. As a business owner selling a business, you need to consider the options.
Exit Planning Options – Real, Current Client Examples
It occurred to me recently that my current clients illustrate this in a very real way. It is one thing to walk through potential, theoretical ways to exit – another to be hands-on guiding clients through so many different approaches that best fit THEIR SPECIFIC needs as they build transferable value over time.
At this moment, I am working with clients with a wide variety of exit strategies that include:
- A transition from one Generation to the Next: planning includes business value growth, skills development and “upgrading” marketing efforts.
- An outright Sale to a 3rd Party: work is focused on building revenue, profitability and transferable value to maximize the sale price. Classic exit planning – build value and put it on the market.
- A Merger of two companies: one of the owners buying out the other. Key to success is a focus on building value over time to ensure the company continues to be attractive to the younger partner, who will eventually buy out the senior partner.
- Equity Investor – Partial sale, possibly a complete exit over time: an early stage company with high growth, considering a first round of private equity investment. Eventually, there may be a second round and/or an outright sale.
- Transition to Children: a family-owned company thinking 20 years ahead to the succession planning that will prepare their currently young children to take over the business. All of the foundational work and value growth will provide for alternative exit strategies should the children not end up taking over.
- Keep Options Open: Plan for a third-party sale, with a potential next generation stepping in, to be determined. Working on building transferable value and cleaning up the infrastructure for either eventuality.
Get Started on Your Exit Plan
The past blog post I mentioned on exit strategy options may sound theoretical. I hope these real client examples get you thinking about YOUR succession planning options. Consider the alternatives that may be more appropriate, more profitable and more in tune with how you would like to create YOUR future.
If you haven’t begun to plan, get on it! Get a business valuation done, build your advisory team, start on building business value!
Need help with an Exit Readiness Assessment? Give me a call!
***********************************************************************
David Shavzin, CMC
Shavzin and Associates, Inc.
Valuation, Succession Planning / Exit Planning, Building Value for Sale
Atlanta, Georgia
770-329-5224
dshavzin@shavzinassociates.com
Independence Day
I enjoy our Independence Day Holiday. I always have. As a young lad, it was all about barbecue and fireworks. And I can remember some awesome fireworks displays. Of course, that meant a lot of time with family and friends. There was usually enough historical background to ensure an appropriate patriotic mood. I grew to appreciate the history of the Declaration of Independence, but I must admit, in my younger days, it was about the fireworks.
Today, the fireworks are still fun! When I experience that final barrage I am reminded of that famous line from the Star-Spangled Banner: “and the rockets red glare, the bombs bursting in air, gave proof through the night that our flag was still there.” It is an emotional connection for me. At my age, I’ve had plenty of time to better understand the history behind the Declaration of Independence and the revolutionary war that followed. Our founding fathers, particularly the signers of the declaration put themselves at great risk to chart a new course for our country. Few of them survived the war unscathed. Many lost everything, including their lives and their families. That was a serious commitment which gives added meaning to the day.
For the past three years, I’ve joined one of my alumni buddies, Dennis to cheer on the runners participating in the Peachtree Road race. The official name of this 10-K is the AJC Peachtree Road Race, a 4th of July tradition that began over 40 years ago. The event is organized by the Atlanta Track Club and hosts 60,000 runners and walkers of all ages and ability. All finishers receive a T-shirt and the first 1000 receive a commemorative Top 1000 Finisher’s Mug.
Dennis has been attending the Peachtree 10-K for over 20 years. He has staked out a location at the 1.2-mile mark where he can cheer on the runners and pour Bloody Mary’s and Mimosa’s for the other spectators. As Dennis had his hands full with a megaphone broadcasting his message, I tended bar. Many spectators arrived at the beginning of the race holding a cup of coffee, usually from Starbucks, but other local competitors were also represented. Many brought their dogs along to enjoy the fun. After thirty minutes or so, as the sun rose over the buildings, the demand for an adult beverage increased. I enjoyed pouring those drinks and getting to know the local residents.
We weren’t the only ones distributing free beverages. We have come to know a group of Georgia Tech alumni who like to set up one block south of us on the same side of the street. Their group gets larger every year, including wives and significant others. Great people, they serve runners and spectators cold beer in the can from the back of two pick up trucks. They set a record this year, distributing 1800, 12-ounce cans. As shown in the picture I included at the beginning of this post, they were decked out in star-spangled garb. Dennis is faithful about promoting these guys to the runners as they pass. I can still hear him say “the next beer stop is one block south.”
By 9:30 a.m. or so all the runners had passed, so we packed up and headed off for breakfast. As we left we made sure to say our goodbyes, and take pictures with our fellow spectators. The rest of the day was about nap-time, hamburgers fresh off the grill, a beer or two, and a fine cigar. Yes, Independence Day was as much fun as ever, however, this year seemed a little bit sweeter, as the economy is in great shape. Friday’s job’s report indicated that 213,000 additional non-farm workers became employed. Excellent! The unemployment rate ticked up a bit to 4% as more people decided to get off the sidelines to look for work. That is a statistic worth celebrating!
There’s a clear value in setting aside time to reflect, take stock of our blessings, and to show gratitude. Federal holidays are important in that respect. I cannot help but think that setting aside time each day for a similar reflection is a great way to stay grounded.
Thank you for visiting my blog.
I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
1. COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
3. CEO- Northeast-based Casual Dining Restaurant Company – Completed
4. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
5. Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
6. Operating Partners – Legacy Pizza Chain – New
7. Controller – Atlanta-based Consumer Products – Digital Company – Completed
8. Sr. Staff Accountant – Atlanta-based Not-for-profit – New
On C-Level Recruiting: Letter of the week.
I received a letter from a CEO in my network advising me of a recent situation where he was the runner-up in a COO search. I edited his letter to eliminate redundancy, but the gist of the content is intact. My friend’s input is on-point and self-evident. I think you will find it instructive.
Dear Jim;
“I recently had the opportunity to interview for a COO position with a food company. I truly enjoyed the Leadership Team and would have loved to be their choice. I was a very close second place, so I wanted to ensure that my comments aren’t formed by disappointment or vindictiveness. I will share 3 areas of focus, as I believe that they should apply to any selection process, especially at the executive level. They are:”
1- Choosing and preparing the selection process.
2- The selection process.
3- The decision process.
“This company did work together with an outside resource, it appears, to put together a robust job description. It was well done and thoughtful. I believe that this step is clearly the first one to take at any level, but like so many companies, it was never referenced throughout the selection process. “
“Who is to be involved in the process and determine their role and preparation is the next critical step. Should an assessment be part of the selection criteria, and if so, who is involved in shaping this critical piece? Do assessments truly improve the selection process? Finally, does the organization establish an effective and unbiased selection matrix to help it make the decision? I will answer these questions in the next two phases for this situation, but I am convinced that my experience is very typical with well-intended decision makers.”
“It should be noted that this company does not have an HR department or lead. I find this fact unfortunate but not all that unusual in smaller, emerging companies. The internal lead working with the search firm was part of the leadership team but ran another department. She was pleasant, helpful, and responsive, but she is not an expert in this area. More reason to use the Search Firm to its fullest.”
“My first contact with the company was a typical phone screen which I was told would be conducted by the functional lead in charge of this process. It was an excellent conversation, but honestly, they were not very prepared and there were several awkward transitions between the two interviewers.”
“Gratefully, I was asked to move forward with the process which meant taking an assessment which they called a “test.” It’s always an attention getter for me when this word is used. It is a clear sign that the leadership team doesn’t understand this part of the process and that the tool being used is probably not well thought out.”
“Again, I was pleased to be asked to participate in the final interview process, as one of the finalists for the COO position. Trying to understand the format, I learned the names and positions of the people who would participate in the f2f interview portion of the selection process. As it turned out, all seven (7) of these people joined me in the conference room except one member who joined via a conference call. We talked for over 3 hours without interruption and covered a bunch of meaty topics.”
“While I really liked the format, I was told that I was the first one to go thru it. I had the distinct feeling that those in the room really didn’t know what their role was to be in this interview. “
“While I truly enjoyed this leadership team and the process, the last area to discuss is the decision-making approach.”
“I come to this conclusion: the company does not have an internal resource today that could advise the group on how to enrich this process and most importantly, didn’t utilize the outside resource that they hired to help them On C-Level Recruiting: Letter of the week. Share on Xfind the best candidate. Today’s CEO’s taught the importance of selection processes (talk the talk) but rarely “walk the talk.” In this case, they committed to the time but did not have the expertise to optimize this commitment. Most importantly, they chose not to use the resource at their disposal that could have helped dramatically.”
Thank you for visiting my blog.
I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
1. COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
3. CEO- Northeast-based Casual Dining Restaurant Company – Completed
4. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
5. Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
6. Operating Partners – Legacy Pizza Chain – New
7. Controller – Atlanta-based Consumer Products – Digital Company – Completed
8. Sr. Staff Accountant – Atlanta-based Not-for-profit – New
Speaking To The FENG
Speaking engagements are an excellent way to expand one’s exposure and network. I enjoy sharing my experience and learning from the audience. Public speaking opportunities are a win-win proposition for freelancers. This is a good month as I have two scheduled speaking engagements.
My corporate experience trained me to present quantitative data, usually financials, in charts and graphs. The objective was to “be accurate, be quick, and be gone.” They lasted about 20 minutes, one slide per minute. The point was to show up, present the argument and then get off the stage. The purpose was to explain results and gain approval for a proposed course of action. Of course, the presentation was designed to connect with the audience. Today, my goal is to influence my audience by providing useful information, reinforcing my status as a subject matter expert. My presentation style has changed with the times.
Now, my speaking engagements are designed to facilitate a discussion. Today the slides are not the focal point, but the backdrop for the presentation. I am expected to tell a story without constant reference to PowerPoint slides, ticking off bullet points. I rather enjoy this presentation style. I provide useful information by leading a discussion and learn something in the process. After all, my audience is usually comprised of senior executives who hardly need a lecture.
That’s the way it was this week when I presented to The Financial Executives Networking Group, Atlanta Chapter, (The FENG). The FENG is an association of senior-level finance and accounting executives, mostly Chief Financial Officers and Corporate Controllers. Most are in career transition, but not all. I was invited to speak about my book, Fighting Alligators: Job Search Strategy For The New Normal.
My plan was to tell them how the job market has changed for senior managers, especially for baby boomers in the Digital Age. My message was to embrace a broader range of opportunities, supported by the realities of the current economy including shorter job tenures, greater opportunity with smaller, emerging companies; and the predominance of private equity groups. I advised them to embrace technology, especially LinkedIn, but to focus on networking as their primary search strategy. In short, my presentation was about getting baby boomers to think differently about their career options.
I presented this subject by speaking about the evolution of my executive search practice. I spoke of the changing needs of employers and of new opportunities, particularly the growth of Private Equity Groups. We discussed the trend to outsource many job functions and how that facilitated the growth of emerging companies. I explained that over time, more of my clients began asking for independent consultants and contractors. As this was my personal experience, I did not need a PowerPoint presentation to guide me through the material. Instead, my slides were used as a backdrop to help the audience internalize my key points.
I told them of my journey, moving from a traditional corporate environment to an independent consultant providing executive recruiting services. I explained that my business evolved into coaching job seekers, especially with respect to opportunities in freelancing, and then helping my clients find independent consultants. Technology has helped facilitate the growth of freelancing for both the client and the independent consultant. That led to an extension of my business, connecting freelancers to prospective clients. I advised my audience to consider freelancing as a career option.
The conversation with The FENG was stimulating as there was a lot of participation. In fact, at the end of the discussion, several people approached me indicating their interest in freelancing as a career option and becoming affiliated with ITB Partners. In the following days, I continued to receive positive feedback and requests to connect on LinkedIn. I guess you might say my presentation was a success. When you are scheduled for a speaking engagement, present your message as a story. Use your PowerPoint slides as a backdrop, not as a primary focal point. You will be pleased with the result and generate more invitations to speak.
Thank you for visiting my blog.
I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber, Managing Partner
ITB PARTNERS
Jim.Weber@itbpartners.com
Current Assignments
1. COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
3. CEO- Northeast-based Casual Dining Restaurant Company – Completed
4. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
5. Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
6. Operating Partners – Legacy Pizza Chain – New
7. Controller – Atlanta-based Consumer Products – Digital Company – Completed
8. Outplacement Assignment – Atlanta-based Manufacturer: Complete
The Making of a Great Brand – By Brad Taylor
As I recently enjoyed a family vacation at the fabulous Sea Pines Resort on Hilton Head Island in South Carolina, I was reminded of the building blocks of a great brand. In this case, the brand is The Salty Dog, and it is indeed a great brand that is loved by many because it: 1) is grounded in great, authentic storytelling, 2) consistently demonstrates a commitment to product quality and customer satisfaction, and 3) uses multiple communication outlets and brand extensions to provide for more meaningful consumer engagement opportunities. If you have ever been to Hilton Head, you have surely seen, and likely consumed this brand in some shape, form, or fashion. Let’s examine what makes the Salty Dog brand such a great one.
Great Storytelling
The Salty Dog brand stems from the mythical story about a dog named Jake who rescued his master, John Braddock after their fishing boat, the Salty Dog, was sunk by a sudden storm off the shores of Hilton Head Island. As the story goes, Jake saved his master’s life by swimming for three days safely back to shore with John holding onto Jake’s collar. This engaging mythical story has become the foundation for the brand, and various chapters of the story are cleverly shared with consumers as they engage with different components of the brand.
Clearly, the central figure of the story is Jake, the dog that saved the day. Jake has, rightfully so, become the central icon of the brand and is the primary element of the brand’s visual identity. Jake’s image is adorned on everything from restaurant logos and menus, to those famous t-shirts and hats that almost every visitor to Hilton Head leaves with, and all kinds of dog and beach-related accessories. And, the story of The Salty Dog is consistently told with each and every interaction with the brand.
The Salty Dog team has done a masterful job of engaging consumers in the story of Jake and have, smartly, invited consumers to extend the myth by sharing their own stories and pictures of their pets wearing Salty Dog gear. It is safe to say that the story of the Salty Dog extends well beyond the beaches of Hilton Head Island.
Commitment to Customer Satisfaction
While authentic storytelling is core to the brand, the Salty Dog team understands that great brands must also consistently deliver against the promise of product quality, customer satisfaction, and surprise and delight. There are numerous proof points here, starting with the invitation from Jake himself for consumers to easily provide feedback about their experience with the brand at www.saltydog.com/survey. The Salty Dog team also consistently uses special contests and sweepstakes, like the “Lucky Receipt Contest” which rewards random consumers who have purchased something with full refunds, or the “Lucky 8’s Contest” which rewards random consumers who have engaged with the brand via numerous digital outlets with 8 free t-shirts! And, of course, they offer a money-back guarantee on all purchases and make returns and exchanges “easy and fuss-free”. These are all examples of standing behind the brand and inventing ways to surprise and delight consumers to drive further engagement.
Smart Brand Extensions
What started as a single t-shirt design and one local café operated at South Beach has grown into an absolute “destination” for visitors to Hilton Head Island, and a globally accessible brand via the web. The Salty Dog is now synonymous certainly with South Beach in Sea Pines Plantation, and arguably with that of Hilton Head Island at large. This is thanks to very smart brand extensions into numerous restaurants, shopping, and entertainment solutions for vacationers. The original Salty Dog Café has been pleasing guests for 31 years with great lunch and dinner solutions featuring Salty Dog and Jake branded favorites, in an unbeatable setting along the docks of Braddock Cove. The outdoor tropical bar complete with live entertainment and famous Salty Dog branded cocktails is always a crowd pleaser. The brand has extended its offering over the years to satisfy demand with a second eatery
called “The Wreck of the Salty Dog Café” which continues the great storytelling that made the brand what it is. And, there’s Jake’s Salty Dog Pizza and the Salty Dog Ice Cream Factory to meet those consumer needs. When it comes to shopping, the Salty Dog T-Shirt Factory is the destination in South Beach. It is a small venue but packs a tremendous selection of those famous Salty Dog t-shirts, sweatshirts, and accessories for the beach, dog, and home.
There’s a second retail store called Jake’s Cargo which is a bit bigger and offers an expanded selection of Salty Dog merchandise, as well as more storytelling via live macaws named Captain, Cherokee, and Kiwi. Lastly, the brand offers a variety of daily Salty Dog Music cruises on a 63-foot catamaran complete with a full bard, island-inspired cuisine, and live music.
No matter where you turn or what your needs or interests are, the Salty Dog is there to deliver with great solutions and storytelling. I can speak from experience that no visit to Hilton Head Island is complete without at least one engagement with the Salty Dog brand, and, of course, one more t-shirt, sweatshirt, beach towel or hat to add to the collection!
In conclusion, the Salty Dog is a great brand that is loved and consumed by many thanks to great storytelling, a commitment to deliver an extraordinary customer experience and satisfaction, and multiple venues to engage both physically and virtually with the brand to help extend the brand’s story!
ABOUT THE AUTHOR
Brad Taylor is a foodservice and CPG marketing veteran with over 34 years of progressive experience in leadership roles at The Coca-Cola Company, Pizza Hut, Inc., and in the advertising agency industry. Brad has consistently led teams to achieve strong B2C results through a keen understanding of how to effectively position and activate brands directly with consumers and through deep collaboration with B2B partners including customers, franchisees, strategic alliances, and marketing services partners. Brad has direct experience solving marketing challenges with leading brands including Circle K, Coca-Cola, Disney, Domino’s Pizza, HMSHost, Pizza Hut, Sodexo, and others. Additionally, Brad is a skilled orator and facilitator and currently serves as a part-time marketing faculty member at the Goizueta Business School at Emory University and at the Coles College of Business at Kennesaw State University.
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