Gather the Troops

Today I’d like to chat about the different types of support staff you need and what makes them so important.

There are essentially three key roles that need to be filled to set your business up for success:

    • The Technician
    • The Manager
    • The Entrepreneur

 

All of these roles need to be played simultaneously by different people with the right talents. It’s all about balance.

The Technician

This person represents the present and all that needs to be done for the physical aspects of the business-building process. They are the “doer”. This is usually the most visible person in the entire operation.

The Manager

This person represents the past and works to fix problems through learning from past mistakes. They are on the practical side of the business and is in charge of putting together the business and overseeing the planning.

The Entrepreneur

This person represents the future and the vision for the business. They are responsible for the creative side of the business and are always considering ways to enhance products/services, business image, branding, and more.


Adrian is offering a complimentary coaching session to focus on what you can do to drive more business in 2021


All three of these characters are essential in the success of any business and to build a solid foundation from the start, you need to work harder to find the right people to put in these roles. Obviously, you need to be one of these key people, but ensure you find the role that fits your skills and talents, not necessarily what you THINK you should be doing.

This may be a hard process for you as you will need to relinquish some control over the business and instill trust in people to allow them to do their jobs.

Most business owners are aware of the daily burden people in the wrong key roles create but aren’t capable of diagnosing it themselves. Share on X

After all, change is HARD. A business coach becomes not only your mentor but your accountability partner during this process.

Michael Gerber, in his book “The E-Myth”, explores this concept deeply. For more information, or to set up a discussion with a coach devoted to helping you grow a profitable business, visit http://www.salesmarketingresults.com/

Helping businesses isn’t one thing we do. . . It’s all we do!

Adrian Sasine

Adrian Sasine is a Business Coach and a Marketing & Sales expert! From Start-up to Sale – Adrian delivers customized, results-based coaching for every business owner! With over 20 years of hands-on experience, Adrian offers a proven ability to increase profits and drive business growth. His clients receive invaluable business knowledge and insight from his own successes, failures, and thirst for business knowledge. What began as a hobby consulting with entrepreneurs, has turned into an undeniable passion to help serious business owners generate more clients, close more sales and increase their overall revenue and profits >> quickly and inexpensively. His expertise is as diverse as his resume, which includes having owned and exited several small businesses and leading the marketing division of a Fortune 500 company.

Adrian Paul Sasine
Tel: 470-839-4769
Email: adrian@salesmarketingresults.com

URL: salesmarketingresults.com

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

 

 

Looking Back to Move Forward

Planning Requires a Learning System

Jim Weber – Managing Partner, ITB Partners

I began 2020 with a great sense of optimism.  However, within weeks of my New Year’s post, the world was in lockdown.  Was I ever surprised!    I did not anticipate the Covid-19 Pandemic.  Honestly, we were all surprised.  Sure, we knew it was a possibility.  The concept had been discussed in the culture, complete with dire warnings mostly ignored.

I had just completed a COO search when the lockdown began.  My placement’s start date was March 16.  I was sure that my client would rescind their offer.  But I was wrong.  The new COO became an integral part of their organization, helping them navigate through the challenges created by the pandemic.

Great companies create a learning culture that guides their planning. Share on X

My first blog post of the year is meant to establish a theme for the New Year.  It is somewhat different this year.   It seems appropriate to put 2021 into greater context, given our experience in 2020.  As we begin 2021, we are into the second flair-up of Covid-19, tracking the normal influenza cycle.  The residual effects of 2020 will be with us for a while, certainly through 2021.   Companies are still looking for a handle on the situation. They have learned much but need more time to adapt and thrive.

My  ‘beginning of the year message’ of 2020 was a typical opener, The setup spoke to the importance of planning and goal setting.  I wrote that companies are more likely to achieve their objectives, whereas individuals abandon their New Year’s Resolutions within a few short months.  I observed that the difference might be due to a lack of systems.  Goal attainment requires a system that incorporates learning.   Creating virtuous habits is the key to success.  That was my thinking at the beginning of 2020.

A chronological review of the topics for my 2020 posts is revealing.  In the first quarter, I was writing about making a productive start to the new year.  Pre-pandemic thinking.  In the second quarter, I was writing about situation awareness.  I wanted to understand the effects of the pandemic and assess the needs of our clients.  By the third quarter, I was writing about developing strategies to reconnect with customers.  The fourth quarter was the setup for 2021.  I wrote about the need for a clear positioning statement, supported by a communications program.

My 2020 Blog Themes by Quarter

    • !st Quarter Planning and Strategy -Typical Start of New Year Message
    • 2nd Quarter – Understanding/Responding to the needs of clients – Communications.
    • 3rd Quarter – Reconnecting Strategy-Communications
    • 4th Quarter – Positioning Strategy-Communications

A catalog of my 2020 articles is listed at the end of this post.

The lockdown made it clear that business models need to adapt to a new paradigm.  Many trends already working their way through the economy accelerated.  Remote working and internet shopping are obvious examples.  Other changes were not expected, especially health protocols surrounding Covid-19 mitigation.  There was a noticeable impact on the supply chain due to bottlenecks at the manufacturing/production node. The service sector was hard hit as ‘high touch’ retail concepts collided with social distancing, PPE, and sanitation protocols.  Our clients struggled to adapt.  My goal was to help them understand, adapt, and reposition themselves for success.  This is still my focus.  Find a defensible niche, organize around that strategy, and market your brand (communicate) accordingly.

My take-away from 2020 is that most companies are not investing in strategic threat assessments or developing contingency plans.  This leads me to believe that their planning systems are not generating information to protect their flanks.  Actionable information is the foundation for planning. A robust strategic analysis discipline will validate strengths, mitigate weaknesses, identify opportunities, and surface threats.  This approach to planning creates a learning culture.  An effective planning system is a learning system. Good companies employ a planning system.  Great companies create a learning culture that guides their planning.


A Fresh Approach to Strategy!

 


Beginning a new year is still exhilarating.  Maybe even more so this year.  We face a fluid situation as the second phase of the Covid-19 Pandemic takes its toll.  And a new Political Administration will soon be in place.  We know that further change is coming, but its size and scope is unclear.  The challenge is to gain clarity to ensure our continued survival.  This requires more experience and solid analysis.

 My 2020 articles in reverse chronological order.

Write an Impressive Cover Letter, Dec 28, 2020

Your Bio – Why it’s Important, Dec 19, 2020

Position Yourself for Success, Dec 12, 2020

Is Your Job Search Strategy Working, Nov 21, 2020

The Turning Point, Oct 24, 2020

A Crisis Averted, Sept 29, 2020

When Opportunity Presents (Public Speaking)  Aug 15, 2020

Job Search in the “Latest” New Normal – Know Your Options, Aug 1, 2020

Job Search in the Latest “New Normal” – Recruiting and Selection Dynamics. July 25, 2020

Job Search in the Latest New Normal, July 18, 2020

A Compelling Story Is Your Launchpad, July 11, 2020

Job Search – What’s Your Story, May 31, 2020

Things Will Change – New Habits Will Be Created, March 21, 2020

Starbucks Meets WeWork at the Automobile Service Center, March 7, 2020

Part IV – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, February 29, 2020

Part III – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, Feb 22. 2020

Part II – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections. Feb 15, 2020

It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, Feb 8, 2020

Identify Toxic Entanglements: Adapt or Disengage, January 20, 2020

Don’t Become Entangled in Their Pathology!, Jan 11, 2020

Do You Plan to Achieve Your New Year’s Resolutions, January 4, 2020

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

 

Write an Impressive Cover Letter

Someone has been giving my prospective candidates lousy advice.  For years, I have received resumes with absurd cover letters.  Many are bizarre.  The worst begins with “In this challenging economic environment.”  Are you kidding me?  If they were trying to impress me, they failed.  They nullified their most crucial sentence with something trite and boring.   I do not know who advocates for this style, but they have done significant damage.

Here is a typical example.

Dear Mr. Weber:  

As a marketer and executive leader, I’m known for creating awareness that drives action and achieving transformational growth for startup, emerging, and mature brands. Most recently, I launched and built a challenger activist brand into a nationwide community movement that drove historic electoral wins. My experience, however, largely spans for-profit industries-art, luxury, and tech where I developed deep expertise in digital communications and brand-driven marketing strategy.

The first time I saw this letter, I did not read past the first sentence.  I doubt that any recipient did.  Why should we?  The writer took forever to get to the point, a big waste of time.   Possibly a good second paragraph, this is the wrong way to begin a cover letter.

This letter went on for seven more paragraphs, totaling 432 words.  It was not until the last paragraph that the author stated what she wanted.   Even then, the description of her ideal role was unclear.  Her most specific point was that she wanted to work for “brands that support social causes or are committed to investing in and evolving a social impact function.”  Since most corporate strategies include a ‘social cause,’ this point was unnecessary.   More wasted time

While researching this topic, I did not find anyone advocating for this style of a cover letter.   The advice on this subject is consistent with my thinking.  So, what is the origin of this style?  I wish I knew!  It makes me wonder if I should send this post to every candidate who violates the rules for writing an effective cover letter.

What is a Cover Letter?  Why is it necessary?  These are useful questions.  A cover letter is an introduction.  It tells the reader who you are, why you are contacting them, and enclosed additional information, like a bio or a resume.   It is handy when sending information unsolicited.  Whenever you send your credentials to a prospective employer or client, use a cover letter.  Today that is usually via email.

The purpose of a cover letter is to entice the reader to give your enclosure a thorough review.  You should provide enough information to captivate their interest, but not so much that they decide against your interests.  From a marketing perspective, a cover letter is a ‘teaser.’  Your letter must spark the reader’s curiosity, compelling them to review your credentials.  The letter or email should answer three questions.

    1. Who are you?
    2. Why are you contacting me? What do you want?
    3. Why should I give you serious consideration?

You must address the first two points in your first sentence.  The remainder of your cover letter provides a summary of your qualifications.  Three bullet points are sufficient.  Let the attachments explain your skills, experience, and interests. Finally, thank the reader for their time and ask for an interview.  Make it effortless for the reader to absorb your message.

Three Types of Cover Letters

    1. Responding to a specific situation (job posting) including a resume
    2. A cold introduction seeking a specific situation (may or may not be a job opening)
    3. A networking introduction (a bio or a detailed intro letter)

A Caveat.  An introductory letter without attachments can be powerful.  In this event, the writer makes a compelling case for her candidacy on one full page.  When closing, the writer offers an invitation to request more information if interested.  This tactic is appropriate for cold introductions, but the letter must be flawless.  It is most effective when sent via USPS.  It is not suitable for most situations.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

Your Bio – Why it’s Important!

I cannot begin to tell you how many of my apps want me to update my profile, especially the “about me” blocks.  This includes everything from LinkedIn and other social media accounts to email marketing services and meeting schedulers.  I am sure that you have had the same experience.  They believe a bio is important to attract followers and build one’s reputation.  And they are right!  Fortunately, as I am a big believer in the value of a good bio, these requests are simple ‘cut and paste’ activities.

I recommend that you have a complete and current bio.  It is a useful networking tool. As you know, networking is the key to building your career.  Whether you are in job search, trying to gain more customers, or building your brand, networking is how it’s done.  I recommend having a bio because it is more likely to be read than a resume.  Whereas resumes are scanned, at best, bios are read because they tell a story, especially if your story is interesting.  Throughout history and across cultures, storytelling has been a treasured, universal concept.  People like stories. We all like to read stories. A bio is perfectly suited to tell your story. It’s hard to argue with the concept. That is why I am an enthusiastic supporter.  I often speak to the importance of telling your story, whether networking or in job search.

You still need a resume; however, a bio is more likely to generate interest with a prospective employer. A bio is less threatening from a networking perspective.  Whereas handing someone your resume screams “I am looking for a job,” a bio is more subtle.  It says, “Hey, I want you to know about me in the event you learn of an opportunity that is appropriate for me.”  A bio is a better vehicle to help you build a relationship with the reader.

How to write an interesting bio:

    1. Begin with your overview – your positioning statement
    2. Write in the third person
    3. Make it personal – more than just about your career
    4. Talk about your accomplishments, training, and key learnings
    5. Keep it interesting – use active voice, mix up sentence structure, use short paragraphs
    6. Write it like a short story – what is the theme of your career?
    7. Two pages or less
    8. Include a photo.

Early in my career, I learned that the secret to an effective presentation is to tell them what you are going to tell them, tell them, and then tell them what you told them.  In other words, begin with an overview of the message, provide the message in detail, and then summarize the message.  So, begin your bio with an overview of your career.  My preference is a three-sentence personal positioning statement.  (Review last week’s blog post). The first is about what you do, who you do it for, and how do you do it.  Secondly, speak to the towering strength you bring to the table.  Finally, speak to your value system, leadership style, and the way you conduct your work.  This provides the reader with an inventory of attributes that formed the foundation for your career.

The body of a bio chronicles your work history starting at the beginning of your career then moving forward.  Some people have bios that begin before their formal career as their experiences while maturing created a foundation for their career.  This is always useful information if it is relevant.

The body of a bio provides an opportunity to talk about significant accomplishments, skills learned, and reasons for job changes.  It can also explain breaks in employment for personal or developmental reasons.  Be sure that every paragraph supports the first paragraph, your positioning statement.  The body of your bio provides depth and explains how you acquired your skills and experience.

The final paragraph can be entirely personal.  Lead with your education and awards, certifications, publications, etc.  Talk a little about your family, where you live, and any hobbies or interests that may be compelling.  If you are involved in community service or charitable work, include those interests as well.  Remember, use a conversational tone with an active voice. Alternate between short and compound sentences. Use short paragraphs.  Minimize the use of buzzwords and business jargon.  Above all, make it an interesting read.

The point of any career document is to be invited for an interview.   You want the reader to become interested enough to learn more about you.  A bio is an excellent tool to begin a discussion.  Create several versions, each emphasizing a different primary skill stack.

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

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.

Position Yourself for Success!

In the past five days, I have had two conversations with job seekers.   Both are Gen Xers, currently under-employed. One is working for a not-for-profit, the other for a conservatively managed packaging company.  They have some job satisfaction, but their scope, salaries, and sense of accomplishment are below their expectations. Both seek positions that are more appropriate to their capabilities, experience, and aspirations.  They want to be fully engaged and productive.  Denise is frustrated as she has had several viable opportunities slip through her fingers. She doesn’t understand why but realizes that she may need professional help.   John is just getting started on his job search.  His career is still on the upswing, so he is looking for greater responsibility.  I agreed to look at their resumes and to offer my thoughts.

Many Baby Boomers and Gen Xers have difficulty reconnecting in this job market.  It is not just because we are recovering from a pandemic induced recession, which has created issues for many service sector companies.  These companies are coming back, albeit slowly.  They are reluctant to add full-time equivalents until they have confidence in their financial situation. Of course, many companies did not survive the lock-down.  Those jobs are gone.  It is a confusing time for healthy companies too.  They are adjusting their strategies, looking for better ways to be competitive and grow revenue. As the economy recovers, their strategy is to identify and pursue new opportunities.  This is exactly the mindset required for job seekers.

Because some job seekers lack a clear sense of direction, they come to me for help.  From my perspective, they do not appreciate the opportunities being created in this economy.  They have difficulty prioritizing the value of their skills.  They don’t understand their Unique Selling Proposition.  They have difficulty creating positioning strategies of interest to employers. They do not have an effective elevator pitch.   And, they have difficulty connecting with younger professionals.  Savvy professionals, they are struggling through “the fog of war.”

The other side of the equation reflects the needs of prospective employers.  Most employment opportunities are with Small to Mid-Cap and emerging Companies.  Many of these are owned by Private Equity Groups.  They need employees who can help them grow.  They need leaders, project managers, program managers, and portfolio managers.  They need employees who can innovate and help them identify new lines of business.

Job Seekers need to think strategically to conduct a successful search.  They need to begin with the fundamentals, analysis.  A viable strategy begins with a SWOT Analysis.  SWOT is the acronym for strengths, weaknesses, opportunities, and threats underlying the planning process.  If you understand this process, you can determine where your strengths align with opportunities in the market. You will understand how to nullify your weaknesses and mitigate threats.  How you deploy your efforts and resources to capitalize on opportunities is your strategy.    Putting these components together to realize your goal is your plan.  If you don’t have the skills to do a strategic analysis of your situation, seek professional help.

When your strategy is established you must craft a clear, concise way to communicate your objective, your positioning statement.  A positioning statement answers three questions.  Who are you?  What do you do?  And how do you conduct your work?  More recently a fourth question has been added; why?  This last question gets to the heart of your value system.

Your Positioning Statement is also known as your Elevator Pitch.  You will use this in person, while networking, and in your written correspondence.  It should be the lead on your LinkedIn Profile, resume, and bio.  It is your Brand Message.  Your Unique Selling Proposition is the “how,” of what you do.  This statement must be easily understood, unique, and memorable.

Baby boomers and Gen Xers have a vast amount of experience managing teams, projects, and programs.  This is a huge advantage that many fail to recognize.  They know how to get things done because they have solid interpersonal skills.  Their leadership abilities set them apart from younger employees.  They need to take stock of their strengths, skills, and experience to understand how and where they are needed by the market.

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

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 com

What the COVID-19 Vaccine Could Mean for Companies Throughout the Nation

FlexHR

In the past week and a half Pfizer and Moderna have announced their COVID vaccines have proven 95% effective. “It’s just as good as it gets — 94.5% is truly outstanding,” Fauci told CNN.

According to Biopharma Dive, “no vaccine has ever been developed so quickly, never mind manufactured for the world. The goal, at least in the U.S., is to have a vaccine ready for use in some fashion by the end of the year, or early next.”

Although doctors suggest the vaccine may not be readily available for the general public for several months, business owners are already turning to their Human Resources professionals, such as Flex HR, Inc., wondering whether or not they should require their employees to be vaccinated. And if that is legal?

Can Employers Mandate Vaccines?

In short, the answer is yes. The U.S. Occupational Safety and Health Administration (“OSHA”) claims employers can require their staff to get influenza vaccines, for example, but emphasizes that employees “need to be properly informed of the benefits of vaccinations.” Obligatory workplace vaccinations are not a new concept despite the focus of our national conscience. For years employers have included mandatory vaccination programs into their policies and procedures within the company Handbook.

In fact, flu vaccine guidelines have been a part of specific industry policies for a very long time; particularly for healthcare workers. Amy Traub, an attorney with BakerHostetler in New York City, told the Society for Human Resource Management that hospitals and nursing homes, in particular, have a compelling argument for requiring the COVID-19 vaccine given that their employees interact largely with immunocompromised patients.

According to JacksonLewis, “Neither the EEOC nor OSHA has published guidance (yet) on the issue of COVID-19 vaccines in the workplace; however, currently, both the EEOC and OSHA recommend encouraging, not necessarily requiring, flu vaccines.”

What If An Employee Refuses?

It’s inevitable that some workers are going to reject getting the vaccine. Pushback could be for political or religious reasons, medical concerns, or even out of fear. OSHA goes on to explain that “an employee who refuses vaccination because of a reasonable belief that he or she has a medical condition that creates a real danger of serious illness or death (such as a serious reaction to the vaccine) may be protected under Section 11(c) of the Occupational Safety and Health Act of 1970 pertaining to whistleblower rights.” Flex HR, an industry-leading full-service HR firm supporting all HR functions, recommends employers take the time to listen to their employees’ concerns. If an individual opposes receiving the coronavirus shot, allow them to provide an explanation for their refusal of the vaccine. This could include justification of their religious beliefs or a note provided by their medical advisor addressing their medical condition and other health risks.

The Civil Rights Act also compels employers to issue a reasonable protective alternative — such as wearing a mask or allowing employees to work remotely (if possible) — in lieu of a vaccine. However, a worker who objected to a vaccine requirement “for moral or political reasons would not be protected,” CNN Business reported. If an employer puts a COVID vaccination mandate into the company policy as a term and condition of employment and an employee refuses to comply, he or she may even be fired if no accommodation can be made.

Considerations

Before an employer goes to their HR department requesting to add a vaccination policy for their staff, consider these premeditations below when weighing this very controversial decision.

    • Is mandating a vaccine policy really necessary or are there other measures your workplace can take first?
    • Have you required your staff to wear masks in the office, created more physical distance between working spaces, or allowed employees to work from home in order to prevent the spread of COVID-19?
    • Encourage employees to get all vaccinations and be sure their vaccinations are up to date to keep themselves and their co-workers safe.
    • Employers that decide to put a vaccination policy in place should seek HR expertise in adapting this new requirement.
    • Offer flu shots and other vaccinations at no cost to the workforce and even make an on-site location for staff to get during working hours.

Requiring the workforce to receive the COVID-19 vaccine is a tough choice for one’s business. The pandemic has undoubtedly triggered employers to adapt to an unknowing, changing environment. Jim Cichanski, Flex HR’s CEO notes “I know we will receive more direction as we get closer to the arrival of a COVID-19 vaccine. In the past, guidance from OHSA has been to protect your workers and the workplace by allowing employers to demand COVID negative tests before returning to the office. One good piece of advice is to require employees to get tested for COVID. This protocol aligns with providing that safe haven working environment for all staff. Now we await potentially the same type of guidance once the actual vaccine is released.”

When Do Employers Have To Decide?

Employers have quite a few months to make the decision whether or not they will mandate their staff to get the new Coronavirus vaccine. The CDC indicates that the 21 million healthcare workers will be the priority, then followed closely by first responders, teachers, high risk, and over 65 years old. Dr. Moncef Slaoui, chief science adviser for the federal government’s Operation Warp Speed says, “each state will independently decide, taking account the guidance, who to immunize.” He goes on to say “20 million Americans could be vaccinated by next month.” As employers continue to explore all their policy options, they should remain vigilantly prepared, proceed with caution, and obtain expert HR support sooner rather than later.

Jim Cichanski – CEO FlexHR

Engaging business complexities is perplexing enough without the added burden of doing so during a pandemic. Dr. John Cascone, SVP at Flex HR, has commented “many CEOs are reaching out for guidance in an effort to provide sound direction to their management team and employees to keep them safe and productive during this critical period.” Leadership is continually challenged with making effective and balanced decisions for both staff and the organization. Simultaneously all while trying to enforce the company’s core values and safeguarding the well-being of employees. To ease the burden of management, Flex HR experts have created “helpful tips for managing the Coronavirus crisis” online, specifically addressing COVID-19 business impact concerns. For checklists, sample return to work letters, and other essential information for having your staff return to work, contact Flex HR now.

 Thank you for visiting our blog.

 

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

Is Your Job Search Strategy Working?

Without a doubt, 2020 will be unforgettable.  To say, “it was the year that everything changed,” maybe an overstatement, but not by much.  However, it is safe to say the pace of change accelerated in 2020.  You know exactly what I am talking about.  There is no need to recap experiences that are still fresh in your mind.

One unfortunate effect of the Covid-19 Pandemic mitigation efforts has been an increase in unemployment, especially for Senior Executives.  My clients and the people I work with.  Even as the economy recovers, many industry segments struggle to find and maintain a defensible niche.  This has led to terminations as employers adjust to remain profitable.

ITB Partners has not been spared by the events of 2020.  The lock-down resulted in a loss of business for many of our consultants.   Demand for Executive Search has plummeted, although my coaching business is up.  One consulting client has kept me particularly busy.  More recently, the demand for our services has increased, often in unexpected ways.  Our consultants recognize the need, to maintain contact with their clients and prospects, to stay connected.  Overall, the membership at ITB Partners has remained stable.  People still need our services.

My work is focused on helping senior executives, mostly Baby-boomers.  They need help in finding their next job or a new career path.  They seek counsel to understand their options in the 21st Century, the New Normal.  For these people, the next situation will be entrepreneurial; with emerging companies and established mid-caps.  Likely, their next employer will be a portfolio company owned by a Private Equity Group.  Some have a better grasp on the situation than others, but most have difficulty understanding the digital economy and working with Millennials.  They want to be relevant and contribute. They have the skills to be successful in this environment but do not know it.  The irony is their greatest strength is lacking most in the culture, interpersonal skills.  They need professional help to navigate this environment.

A Career Coach can quickly assess and validate their clients.   The process of validating a candidate is designed to determine if their experiences and skills are supportive of an employer’s company life cycle position, their product line or services, and their company culture. It is a skill I learned in Industry, then honed over 22 years conducting searches.  Leadership is the fundamental skill set employers seek in a Senior Executive.  It is the starting point of the evaluation process.

Begin with the Fundamentals

    • Straightforward concise communications
    • Strategic problem-solving skills, ability to prioritize at a high-level.
    • Leadership skills: vision, alignment, motivation, and accountability
    • Appreciation for culture, values, norms, tradition
    • Situation awareness: matching strategy with life cycle position
    • Integrity: models ethical behavior – their strength of character

My good friend and ITB Partners co-founder, Stan Stout uses a five-point model he calls The Five Cs.

Stan’s 5-C Model

    • Competency
    • Character
    • Culture
    • Changeability (adaptability)
    • Cultivator
    • Communications.

Using these criteria, candidates are probed for the experience that demonstrates competency as a leader in their field.

Understand Your Relevant Skills

Secondly, career coaches identify the candidate’s unique selling proposition, (USP).  The USP are the skills and attributes that make one ‘stand out’ among the competition.  They identify the theme of the person’s career story and determine how to present it most effectively. It provides focus and direction for one’s search.  It is the candidate’s job search strategy.

Effective Communication is Required

Finally, career professionals help their clients communicate their relevance through the various media in play, resume, biography, intro letters, LinkedIn profile, etc. Their clients have good overall communication skills but find it difficult to present themselves. I was surprised to learn that this is common even among the best sales and marketing professionals.  They can sell another’s product but not themselves.  A career professional will help them craft and communicate an effective message.

The result of this approach is the clients find the best situation in the least amount of time.

It is said that a man who represents himself as his own attorney in a court of law has a fool for a client.  I must agree!  There are times when we need the expertise of others.  We cannot possess all the skills necessary to handle every situation.  A different perspective can be valuable.  Hiring a professional career coach can be a good investment, especially in this uncertain environment.

 

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

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.

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Zooming through the Court System? Virtual Mediation is Moving Cases

The American justice system is known for a lot of things but certainly not speed and economy.  And, the broad swath of Covid-19 has created a host of challenges for the system.  A recent positive development is that virtual mediation has gained momentum as an expedient and efficient alternative to traditional litigation. 

The Slow Pace, Logistical Challenges & High Cost of Court Cases. Before Covid, the average civil court case took 6-24 months from filing to disposition.  If appealed, add another 6-36 months.  The cost of taking a case through the system was also substantial.  The cost of a typical civil trial ranged from an average of $43,000 for an automobile accident claim to over $100,000 for a medical malpractice claim.  Discovery, pre-trial and post-trial motions, and the trial itself required substantial attorney time and fees, as well as expenses for travel, expert witnesses, consultants, and exhibit preparation.  The Coronavirus shutdowns and restrictions have caused additional delays in the system.  Participants and their attorneys have become increasingly frustrated with the slow pace of their cases and the logistical challenges of conducting trials in the Covid-era.

Mediation as a Proven, Sensible Alternative. All of these factors have contributed to the rapid growth of mediation, and now, virtual mediation, as a prompt and efficient way to resolve cases.  Mediation is an informal process for discussing and settling cases with the help of a neutral professional known as a mediator.  Judges often refer cases to mediation.  Other times, attorneys and parties select mediation on their own.  Mediation has been around since Ancient Greece but has gained popularity in the United States in the last 20-30 years.  Depending on the state and the type of case, the settlement rate for mediated cases has ranged between 50-85%, and cases are normally resolved in one day– for a fraction of the cost of a trial.  Participants like that the outcome of a mediated case is determined by the parties themselves, the proceedings are cloaked in confidentiality, and, when settled, cases are rarely eligible for appeal.

The Strong Case for Virtual Mediation. The heavy Covid-induced utilization of Zoom, Go-to-Meeting, Microsoft Teams, and dozens of other web-based meeting platforms has transformed the mediation process.  Now, mediators throughout the country are holding virtual mediations where the mediator, the parties, and their attorneys meet together virtually, from the comfort of their own homes and offices, and negotiate their cases.  Much to the surprise of mediators, attorneys, and parties, virtual mediation has proven to be as successful as in-person mediation.  And, virtual mediation works for all types of cases, from personal injury and employment cases to complex multi-party contract and construction cases.  “I have hosted over 100 Zoom mediations since March and do not believe the outcome of any of them was adversely affected by the video conferencing format,” reports Mike Smith, a 28-year full-time mediator from Pensacola, Florida.  “The mediation process works almost as well in a Zoom conference as it does when we all get together in person.” Some mediators report that virtual mediation cases are being settled in shorter, highly-efficient sessions with parties saving thousands of dollars in attorneys’ fees, mediator fees, and travel and expenses.

A Bright Future for Virtual Mediations. Virtual mediation has proven to be so successful that many participants are now predicting that the virtual mediation process will continue to be heavily utilized by attorneys and their clients even after Covid-19 subsides and things return to “normal.”  Virtual mediation has proven to be an effective, efficient, and successful way to bring civil cases to resolution.  Cases are literally Zooming through the system.

 

Mike Perkins

Mike Perkins is an Alabama-registered and Florida Circuit Civil Certified Mediator who conducts in-person and virtual mediations throughout the United States. Contact Mike at 833/PERKADR or info@perkinsadr.com

 

 

 

 

 

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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Too Busy to Lead?  Why? It’s What Leaders Do…

A popular Halloween-themed commercial makes fun of victims in horror movies.  It shows four terrified young people running through the night from an undisclosed danger, making the decision to bypass an awaiting getaway car and choosing to hide behind a wall of chainsaws—all while the “bad guy” watches in bemusement and anticipation.  In the end, the announcer says “If you are in a horror movie, you make bad decisions. It’s what you do.”

Leaders are supposed to lead.  That is what leaders do.  Not leading is a bad decision.  I am constantly amazed by the number of leaders who fail to effectively lead their people because they are “too busy.”  I normally run across the “too-busy leader” when I am called into an organization to help with an HR crisis such as high turnover of key employees, increasing employee complaints, dysfunctional teams, sagging productivity, increased workplace accidents, or a threatened union campaign.  In almost every case, the once passionate, motivated leader has “fallen asleep at the leadership switch” and become hopelessly sidetracked by mounting paperwork, emails and texts, production demands, deadlines, budgets, and countless meetings.

The result is full or partial abandonment of the practices that make a leader a leader.  I’m talking about the very basics– getting to know their people, listening to employee feedback, setting clear goals, providing recognition and encouragement, communicating values, vision, and important tactical information, modeling the organization’s values, and holding employees accountable.

In most cases, the too-busy leader does not become that way overnight. It is a slow fade.  The meetings start piling up, aggressive new budget goals are handed down, customers become more demanding, production issues require constant attention. There is always a squeaky wheel, and something has to give.  Often, it’s the little things that go first. Things like walking around on a daily basis to speak with employees and monitor progress; stepping into orientation meetings to meet new employees; recognizing employee birthdays, anniversaries, and achievements; taking time to listen to employees; communicating important goals and milestones, or eating a meal with the team.  Once that happens, some of the critical functions like meaningful employee evaluations, employee meetings, employee surveys, safety focus, and employee training follow suit.  The end result is disengaged employees, a frenetic, reactive workplace, high turnover, more on-the-job injuries, and the potential for long-lasting damage to organizational morale and reputation.  In many cases, the damage is so great that the organization is forced to replace the too-busy leader with a new leader who once again shifts the focus to effective people leadership.

It IS possible to be a great people leader and still meet aggressive production and budget demands.  It is well-established that highly engaged employees are more productive, produce higher profitability, attract greater customer loyalty, have lower absenteeism, have fewer accidents, and are less likely to leave for another job.

When leaders find themselves in the frustrating and unenviable position of “too busy to lead,” it’s time to step back and take a hard look at WHY they are in a leadership position in the first place.  It’s also time to determine WHAT is taking them away from the job of being a leader and HOW they can pull themselves out of the mire before too much damage is done and it’s too late to turn things around.

If you are one of those too-busy leaders who have been overwhelmed by the urgent and lost your grip on the important and significant, it is a good time for a “reboot.”  Here are some steps to consider:

    1. Review how you spend each day and how much time you allocate to people leadership practices. Are you managing your time and priorities wisely?  Where are you wasting finite time that could be spent more effectively developing and leading your team? What can you eliminate, automate, or delegate in order to maximize your time?
    2. Perform a critical self-evaluation of your leadership effectiveness and impact. Good leaders strive to be self-aware and to improve every day.
    3. Ask others in your organization to give you candid input on specific ways you can improve as a leader. Really listen.  Do not take it personally and be willing to take ownership of your shortcomings.
    4. Set specific, measurable goals for improving as a leader and hold yourself accountable for outcomes. Or, better yet, have someone else hold you accountable. Track your progress over time.
    5. Read at least one leadership book per month and incorporate best practices that you read about or learn from others. The Busy Leaders Handbook by Quint Studer is a great resource for any leader. Look for opportunities to attend (live or online) good leadership courses and workshops.
    6. Find and engage a leadership mentor. Perhaps someone in your organization or industry who you and others respect for his or her ability to be an effective leader even when the workload seems overwhelming. Be willing to learn and to change where needed.

No matter how busy you are, people depend on you for direction, example, and inspiration.  You simply cannot afford to become complacent or to default in your role.  Your employees’ livelihoods, and sometimes their lives, may depend on you.  You have the incredible power to enhance or diminish the success of your organization and the people who work there.  Real leaders make a difference.  That’s what Leaders do.

 

Mike Perkins

Mike Perkins, J.D., SHRM-SCP, is President of Frontline HR Solutions, a full-service human resources consulting firm that assists large and small employers with compliance, crisis management, conflict resolution, and coaching/training.  Frontline offers customized coaching and training programs for busy leaders.  Contact Mike at mperkins@frontlinehr.com or 833/FRONTHR to discuss how Frontline’s leadership training can help your organization improve employee engagement, increase productivity and profitability, and minimize the risk of employee lawsuits.  www.frontlinehr.com

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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The Turning Point

Cabernet Steakhouse

Wednesday night, I did something I have not done in a long time.   I am glad I had the opportunity to do so!   When I say, ‘a long time,’ I mean long before the appearance of Covid-19. Wednesday, I enjoyed a five-hour dinner meeting with a friend and his business associates.  The venue was my favorite Cigar-friendly Steakhouse in the Northern Suburbs of Atlanta.  This meeting included cocktails and a fabulous dinner followed by cigars. As we began our meeting at 6:00 p.m., I made it home before midnight. It was beyond my usual bedtime, yet manageable.

The Invitation

 At the beginning of the month, my friend Tom asked if I was available to join him on the 21st for Steaks and Cigars. He said that a friend was coming to town on business and we should meet. As I said, the location is a personal favorite. I happily accepted.  Fifteen years ago, I placed Tom as a CFO for a regional restaurant brand.  He recently retired from that company, having survived several ownership changes.   It was a long but productive evening.

Arrival and Introductions

Cabernet Steakhouse

I arrived promptly at 6:00 p.m. and joined our party already in the first round of drinks.  Tom greeted me, then introduced Jeff, our host.  Then Jeff introduced his colleagues.  We spent the next hour getting to know one another over cocktails.  As this was our first meeting, we took our time, sharing background information, both personal and professional.  It was a free-flowing conversation, often taking short detours to discuss tangential topics.  We found that we shared many interests.  No one was in a particular hurry to order dinner.

Getting to Know you

We enjoyed a good exchange of ideas. We shared perspectives and insights about the state of the economy and explored how we might work together.  We also discussed opportunities that may present themselves.  Tom told us that although he was retired, he is open to interesting opportunities. He talked about his consulting work with a mutual friend. I encouraged him to consider work as a fractional CFO. This role is in great demand and would provide him a lot of flexibility.  In fact, our host came to realize that he needs the benefits of a good CFO. Tom may have landed his first gig, with a little help and encouragement from me.

It was not all business of course.  Much of our discussion was about where we grew up, places we lived and visited, and personal interests.  We found that we shared many interesting experiences.  It was a great time, catching up with an old friend and meeting new folks.

Food – Beverages – Cigars

Cabernet Steakhouse

Thankfully, I maintained discipline over my food and drink intake throughout the evening.  Two pints of Guinness over five hours is well below my limit.  Although the quantity of food ordered was more than ample, I controlled myself in that area too. The remainder of the evening was for casual conversation with fine cigars and cocktails.   After six hours of sleep, I felt completely normal.  My self-control meant that I was better equipped to connect with my hosts.

The Turning Point

I am convinced that this week was a personal turning point.  This is the first time, since the beginning of the pandemic, that I feel that I am back to a normal routine. Tuesday night I attended a live event with another group.  Although it was of a shorter duration, it included over 50 people. As I write this post, I am looking forward to two more ‘one-on-one’ meetings before the end of the week.

My Takeaway

Cabernet Steakhouse

One should not underestimate the value of personal contact.  Hearing different perspectives from people you know and respect, is most useful.  For example, Tuesday I received validation for my strategy working with a coaching client. I received further validation regarding my belief that tenures are shortening, especially for more seasoned executives.

It is difficult, if not impossible, to close a business deal without building a relationship.  It requires a personal connection.  It is difficult to become more effective without speaking to people who have faced similar situations.  I cannot be sure, but I believe it is time to get on with our lives, including a renewed focus on strengthening personal relationships.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

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