Category: Coaching

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Your Writing Skills Will Shorten Your Job Search

“I would rather die than engage in public speaking.”   A common refrain about the fear of public speaking.

 

I understand the trepidation of public speaking. I remember my personal journey to become comfortable speaking in front of a group. I saw public speaking skills as a career development opportunity. Competency as a public speaker is generally considered a key component of success. So, I worked to become proficient in this area.  That skill has served me well.

 

I have, however, learned that there is a corollary to public speaking phobia.  Apparently, for many, writing articles for publication is more frightening than public speaking. Writing is not only important while you are gainfully employed. Writing skills are required to support your job search.  General correspondence, including intro letters, biographies, and resumes, is a critical component of a job search.  Additionally, professionals can effectively reduce their time in a job search by writing articles and blogging.  This kind of writing expands the candidate’s exposure to potential employers.  It also provides one’s network with material to facilitate important introductions. The failure to use this skill is an unfortunate, lost opportunity.    Wise professionals employ their writing skills to shorten their job search.  The lack of writing articles while seeking employment will likely result in a longer job search duration

 

Temporary unemployment is not a crime. Unless you’re unemployed because you committed a crime. That is another matter altogether. Temporary unemployment carries no stigma.   There is no shame attached to temporary unemployment. For most professionals, it is a natural part of the modern economy. Mergers and acquisitions, organization restructuring, new technologies, and other cost-cutting measures are common reasons for turnover.  Job loss under these circumstances is beyond the employee’s control. Most professionals understand this phenomenon.  They have experienced unemployment during their careers.  Most are willing to help others reconnect.  They are grateful for the help they received when they were between jobs.  They understand the value of “paying it forward.”  It is the job seeker’s priority to minimize the time between jobs.   In this regard, the job seeker must help their network help them.

 

Writing provides a legitimate opportunity to ask a potential employer to contribute to your articles.  Executives have a large body of knowledge, and they are willing to share their learning within ethical boundaries. My experience is that, given their time constraints, Executives are open to providing their thoughts on industry matters. Most are happy to contribute, including interviews within certain boundaries. They appreciate being credited for their thoughts in the article.  It is a win/win.  You initiate a non-threatening networking contact while helping that person enhance their industry reputation. The obvious benefit of writing articles is an increased awareness of your accomplishments.   It helps reinforce your professional acumen.  It improves your ability to gain access to key executives.

 

One of the many benefits of my coaching practice is to help my clients regain employment.  I advise them to take a systematic approach to their job search. I advise job seekers to engage in extensive networking, to send resumes to prospective employers, and to make time to enhance their professional skills.  These three job search strategies seem to be obvious, and they are.  I recommend that they create a mailing list of friends, relatives, business associates, and other networking contacts.  Then, to keep these folks updated on their job search, with periodic updates. Believe me, your network wants to hear from you so they can be helpful. You are not an annoyance. At some point, we have all been in the same situation.  However, some activities I recommend may not be obvious components of these strategies.  One such activity is writing articles, blogging, and/or reacting to other published articles.  ITB Partners helps job seekers craft relevant articles, publish them on our website, and further distribute them through our network marketing platform.

 

Conclusion

The three primary strategies for a successful job search are extensive networking, sending resumes to prospective employers, and sharpening your professional skills.  Networking is about building a team to help you.  Sending out resumes to prospective employers is about getting in the queue for their internal recruiting process.  Sharpening your professional skills improves your marketability.  Publishing articles is a proven technique to shorten one’s time in a job search.  It is a difficult concept for many to accept. The lack of confidence as a writer may increase the duration of your unemployment.  ITB Partner’s platform is designed to help distribute articles

Thank you for your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.  Jim.Weber@itbpartners.com

 

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It’s Either Us or Them!

Winter just kicked in at our home. Reality bites. Fortunately, this was the most pleasant Autumn I can remember since moving to the Atlanta Metro Area.  The evenings were ideal for after-dinner cigars and cocktails on the deck.  I took full advantage of this opportunity. My usual guest on these occasions is John, an Alumni Buddy and cigar aficionado.  My wife often joins us, although I have not been able to interest her in a cigar.   The discussion usually begins with an update from John regarding his recent job challenges.  I mostly listen and ask clarifying questions while enjoying my cigar.  When he has completed his recap, he expects to hear my thoughts.

 

My friend’s employer is transitioning from a small company to a professionally managed retail corporation. His updates are disappointing, as the same problems persist without resolution.  In other words, the bureaucracy at the corporate office is in control.  John often complains about additional responsibilities heaped upon store-level management by senior staff.  Rather than breaking down barriers that inhibit customer service and store-level productivity, more tasks are assigned to personnel.   The irony is that this company has sufficient data-processing capabilities to recover and analyze whatever information it requires.  Simple programming at the corporate office can achieve the required results. There is no need to burden the stores with any additional reports.  John never talks about the brand’s mission, values, or culture.   Based on what he has said, his company has not defined its core values and cultural imperatives. I am further confused by the lack of field-level merchandising, training, and recruiting support.  It does not seem to be a priority for the company.

 

I am reminded of the advice my new boss gave me early in my career.  I was recently promoted to a multi-unit, General Management role for a prominent mall retailer. I was being briefed on the strengths and weaknesses of my new management team.  He was sharing his thoughts on personnel decisions that I was likely to make.  He gave me clear directions on the personnel changes I should make. He said, “It’s either us or them.” That did not sit well with me.  Instinctively, I knew that my success depended on my team’s success. I recognized that our total success was about leadership and development, bringing everyone along together.  However, that wasn’t the gist of his message.  He was an Old School, a top-down manager.  He was clear about achieving compliance, not about improving productivity.    He did not focus on personnel development, teamwork, or leadership.  His message reflected the prevailing management style at many companies.  That was about to change.

At that time, managing culture was not on the radar screen for most companies.  They were focused on hiring the best talent possible from the horde of Baby Boomers entering the workforce.  Brands were organized into silos with little attention given to internal communication or integration.  It seemed like the Finance and Accounting Departments were in control.

By the mid-1980s, things began to change.  Portfolio Management Theory, which espoused organizing public companies into conglomerates, was discredited.  Tom Peters’ book “In Search of Excellence” proclaimed the virtues of focusing on what you do best.  The message spoke to specialization.  Silo’s began to crumble.  Matrix Management came into vogue.  Leadership and culture management started to gain traction.

 

My favorite employer worked to create a culture that was driven from the bottom up. In other words, the mission of senior leadership was to make job functions more efficient. An intense focus on helping team members better serve their customers improved the company’s profitability.  Innovation was encouraged throughout the organization. Team members were given tools and training to test promising ideas with proper oversight. Store tours focused on fact-finding to identify and eliminate barriers to excellent customer service and to support store personnel’s success.   Unnecessary and counterproductive activities were rooted out and eliminated.  This company recognized that corporate success depended on empowering employees who interfaced directly with customers.  They were ahead of the curve, proven by their results.

Other employers focused little on defining their company’s ideal culture.  As a result, there was no active management of their cultures. Not surprisingly, the weakest cultures tended to reward wrong behavior. Often, politicians were promoted over the actual performers.  Some cultures supported hypercompetitive, intra-personal competition over collaboration and teamwork.  These cultures could not be sustained in the long run.

Conclusion

Today, savvy leaders compete to attract and retain the best talent by fostering a culture that empowers customer service. They avoid piling on unnecessary tasks and seek other ways to capture information as needed. These employers understand that a healthy culture is more important than ever for attracting and retaining great employees.  It’s about them!

I appreciate your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.

Jim.Weber@itbpartners.com

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From Classrooms to Confidence: How Non-Degree Learning Builds Real-World Power

 

ITB Partners Members Meeting

Degrees aren’t the only path to progress anymore. Across industries, people are discovering that short-form, focused programs—like executive coaching, communication bootcamps, and language immersion courses—can rival traditional education in shaping confidence, connection, and competence.

TL;DR

You can level up fast without returning to school. Executive coaching sharpens leadership instincts, public speaking courses dissolve hesitation, and language programs unlock global rapport—all at a fraction of the time and cost of a university degree.

The Rise of Non-Degree Power Learning

The workplace moves faster than academic calendars. Professionals who once relied on MBAs now turn to micro-learning and experiential programs that deliver measurable skills.

    • Executive coaching cultivates clarity, decision-making, and emotional intelligence.
    • Public speaking workshops turn anxiety into influence through deliberate feedback loops.
    • Language learning programs expand networks and empathy, strengthening global business fluency.

Programs like Coursera’s Professional Certificates, Toastmasters’ advanced speaking tracks, and EF’s cultural immersion courses prove that growth can happen outside academic walls.

Language as Leadership: Growing Beyond Borders

One of the most underrated career advantages is mastering another language—not just words, but culture. Learning another tongue teaches how people think, negotiate, and build trust. For example, learning Spanish helps professionals who work with Spanish-speaking business partners or clients gain confidence in cross-cultural communication, boosting empathy and precision in global teamwork. Take time to explore platforms that offer a solid curriculum for Spanish lessons, with personalized and flexible courses, trial sessions, and the option to switch instructors.

FAQ

Q: Can these programs really replace a degree?
A: Not in credentials—but in performance, often yes. They’re faster, practical, and directly tied to results.

Q: How much do they cost?
A: Many cost less than one university credit hour. For example, LinkedIn Learning offers full professional pathways for under $50/month.

Q: Will employers value them?
A: Increasingly so. Companies now recognize certificates from credible platforms such as Harvard Online, Google Career Certificates, and edX.

Q: How does language learning contribute to professional growth?
A: Learning a new language expands more than your vocabulary—it deepens your cultural intelligence and improves communication across teams and borders.

Traditional vs. Non-Degree Learning

Aspect Traditional Degree Non-Degree Program
Duration 2–4 years 1 day to 6 months
Cost High (>$30k) Low-Moderate ($100–$3k)
Focus Theory + breadth Practice + precision
Flexibility Fixed schedule Self-paced or modular
ROI speed Slow (years) Fast (weeks)
Accessibility Limited seats Global, open enrollment
Personalization Minimal High (coaching, feedback)
Cultural Reach Often local Frequently global

How-To Checklist: Make Non-Degree Learning Work

    • Define the gap → What’s limiting your impact right now?
    • Pick the shortest bridge → Choose a workshop or cohort that addresses one skill directly.
    • Set visibility goals → Tie learning to a project or measurable change.
    • Practice publicly → Present, publish, or demo what you learn.
    • Track returns → Note new confidence, efficiency, or opportunities gained.

Product Spotlight: Masterclass Communication Series

If storytelling and persuasion are your growth edge, the MasterClass Communication Series offers practical, human-led sessions from top speakers. It’s motivating, efficient, and focused on real-world delivery—ideal for professionals short on time.

Why It Works

    • Builds confidence through direct feedback loops.
    • Strengthens communication—both verbal and emotional.
    • Expands cultural intelligence in global environments.
    • Demands less time and money, yet often yields faster results.

You don’t need another diploma to move forward—you need momentum. Modern learning is shorter, sharper, and more human than ever, blending practical skills with personal growth. Whether you’re mastering leadership, communication, or a new language to connect across cultures, today’s best education isn’t framed in a degree—it’s felt in your confidence, clarity, and ability to grow tomorrow.

I appreciate your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.

Jim.Weber@itbpartners.com

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The Modern Leader’s Remote Learning Stack: Growing Without Slowing

In a world where executive calendars rarely allow downtime, modern leaders are turning to remote learning ecosystems that put growth into motion. From on-demand leadership masterclasses to language learning programs, these digital tools make development continuous instead of disruptive. The result is a new model of professional growth — flexible, personalized, and seamlessly integrated into even the most demanding schedules.

Summary

Busy leaders can level up through remote learning ecosystems that combine flexibility, personalization, and measurable impact. From leadership simulations and mindfulness micro-sprints to language platforms with live tutoring, these systems help professionals stay globally competent and mentally balanced — without disrupting their pace.

The Evolving Landscape of Executive Learning

Learning Type Key Benefit Ideal User AI-Integrated Example
Leadership Masterclasses Strategic thinking through case simulations Senior executives LinkedIn Learning
Mindfulness Courses Focus and resilience Founders & managers Headspace
Skill-Specific Microlearning On-demand mastery in minutes Creative entrepreneurs Skillshare
AI Coaching Systems Personalized leadership guidance High-performance teams Reclaim.ai

 

How to Build a Sustainable Learning Habit (Without Burning Out)

    1. Start Small, Scale Fast → Begin with micro-lessons (10–15 minutes).
    2. Stack by Relevance → Choose courses linked directly to your current business challenges.
    3. Sync with Your Calendar → Integrate learning blocks with tools like Google Workspace.
    4. Leverage AI Coaches → Use feedback systems that summarize insights into actionable prompts.
    5. Apply in Real Time → Embed each learning outcome into a work project within 48 hours.

Quick Checklist: Is Your Learning Stack Future-Ready?

✅ Courses adapt to your availability
✅ You can measure ROI on learning time
✅ Progress syncs across devices
✅ Includes cognitive recovery or mindfulness components
✅ Offers trial flexibility and tutor personalization
✅ Encourages reflection and application loops
✅ Supports cross-cultural communication
✅ Integrates with productivity apps (Slack, Notion, etc.)
✅ Delivers micro-certifications
✅ Feeds insights into your daily workflow

Expanding Global Communication with Language Learning

Remote learning platforms enable leaders to connect seamlessly across borders. Flexible systems built around personalized instruction help executives strengthen intercultural fluency and negotiate in multilingual markets — all while adapting to irregular schedules.

Notably, if you’re looking for different types of classes in Spanish, immersive online tutoring platforms provide flexible structures, trial sessions, and the ability to switch tutors until you find your ideal learning match.

The Tools Worth Your Time

Top Platforms for Busy Leaders

    • Leadership Dynamics – immersive simulations that train real-world decision-making (Harvard Online).
    • Mindfulness Micro-Routines – track calm and clarity with adaptive modules (Calm Business).
    • Adaptive Language Paths – conversational skill-building systems that evolve as you do.
    • Strategic Masterclasses – leadership labs blending psychology and negotiation theory (MasterClass).
    • Team Development Suites – organizational learning dashboards with AI-driven progress mapping (Udemy Business).

FAQs

Q1: How can I fit remote learning into an unpredictable day?
Use microlearning apps with calendar syncs and audio mode for commute learning.

Q2: Which type of learning improves leadership adaptability fastest?
Scenario-based simulations paired with real-time feedback loops outperform static courses.

Q3: Is mindfulness really worth the time?
Yes — sustained practice improves decision accuracy and emotional regulation.

Q4: What’s the best balance between skill and well-being learning?
A 70/30 split — seventy percent upskilling, thirty percent mental resilience.

Q5: How do I measure if my learning investments pay off?
Use KPI-linked dashboards that translate hours learned into output deltas or retention metrics.

Q6: How can language learning enhance my effectiveness as a global leader?
Language learning sharpens cultural awareness, strengthens communication in international markets, and builds trust across diverse teams.

Glossary

    • Microlearning → Bite-sized lessons designed for short, frequent engagement.
    • AI Coaching → Adaptive learning powered by algorithmic feedback loops.
    • RAG Systems → Retrieval-Augmented Generation systems that personalize content.
    • Neuroleadership → The neuroscience-based approach to management and decision-making.
    • Asynchronous Learning → Self-paced instruction without live attendance requirements.

Spotlight: Notion AI — Turning Learning Into Action

Notion AI helps leaders turn insights from remote courses into structured, retrievable knowledge. By summarizing lessons, generating action plans, and integrating them with ongoing projects, it bridges the gap between learning and execution. For business leaders managing constant input, Notion AI transforms scattered notes into organized systems for growth — without adding extra hours to the day.

In the era of hybrid work and nonstop demands, growth no longer requires stepping away from the desk. Remote learning ecosystems empower leaders to build skills, clarity, and focus at their own pace. From leadership agility to mindfulness and language learning, continuous development now fits seamlessly into daily life. The future of leadership belongs to those who learn as they lead — and never stop evolving.

I appreciate your interest in ITB Partners.  For further information about ITB Partners and its Value-Added Strategy, please visit our website at www.itbpartners.com, or contact Jim Weber.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please put your contact information on my mailing list.

Your feedback helps me continue publishing articles you want to read.  Your input is important to me, so please don’t hesitate to share your thoughts.

Jim.Weber@itbpartners.com

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So, You Want to Go Big Time

ITB Partners Logo

This post is the first in several articles about planning to scale a small business into a larger enterprise.

ITB Partners Members Meeting

My wheelhouse is working with emerging companies.  My clients are successful business owner-operators seeking a bigger stage.  Their aspiration is admirable.  Notwithstanding their ambition, moving onto a bigger stage requires preparation.  It may include personal growth and development and work on the business.  Entrepreneurs need a strong Ego to become successful.  However, ego is not enough to build a more prominent company.  One must check one’s ego, listen to others, and ask thoughtful questions.  You need a roadmap.  A team of your peers with relevant experience can be helpful.  One should consider an Advisory Board or a more formal Board of Directors.  Some hire a Coach.  A serious focus on one’s transition will help ensure success. 

A former client provides a Case Study of failure to scale a business.  The client thought their successful restaurant concept had legs.  The three owners were an odd mix.  Two were entrepreneurs who created one-off restaurants.  The third was a former major chain restaurant icon.  Regrettably, the former big brand icon was out of touch with the industry.  However, they were well connected.  Their connections helped them raise capital to support their plans.  Their fundamental problem was that they were not a viable team.  They were at odds with one another, each working on their agenda.  They had a Board of Directors, which was equally divided.  They hired a competent CEO who soon left because he could not work in that environment.  They experienced a similar situation with their first CFO.  Their ultimate failure was an inability to execute their development strategy.  This dysfunctional client was beyond salvage mostly because they refused to listen to their advisors.  It was a sad, magnificent failure.

Your Foundation:

    1. Know Yourself: Personal Transformation from Small Business Owner to Business Executive
    2. Processes, Systems, and Procedures (including vendors, professional services, and supply chain) are in place with flexibility to grow and expand
    3. Financing is in place:  Stable internal cash flow, retained earnings, and outside financing.
    4. Know Your Customer in depth:  Demographic Profile, Frequency, Check Average, etc.
    5. Development Strategy:  Think Penetration; Your Home Market first

You must understand your customers and why they trade with you to expand your business.  You must know their disposable income, how often they visit your business, and how far they are willing to travel, among other relevant statistics.  This information is necessary to determine which trade areas to target.  You will need a Local Store Marketing Program, possibly a Loyalty Program, and likely, a Cause Marketing Strategy. 

Considering your workforce, can you answer the following questions in the affirmative?  Do you have a stable workforce?  Do you attract high-quality employees?  Do you have a healthy culture that rewards performance and is flexible to accommodate your plan?  Are job functions clear and understood?  Do your employees have the tools to perform their jobs at the highest level?  Do your policies reward results and ethical behavior?  Are you developing leaders?  Are your security policies, procedures, and systems up to par?  Is your compensation program competitive?  Negative responses provide a clear direction for further development.

This client’s Development Strategy was ill-conceived and poorly executed.  The first was to create a strategy based on the success of their original location.  It would make sense if their first location were not in a historic building.  Historic buildings are notoriously problematic as every area is a new adventure.   There is no learning curve, and the development costs are unpredictable.  This flawed strategy set the stage for all the problems that followed.  The second major development mistake was their failure to penetrate each market before moving into a new market.  Instead, they went for a ‘one-off’ strategy, building a single restaurant in markets across the Southeastern U.S.  This strategy failed to leverage their resources.  They incurred unnecessary logistics, operations management, and marketing expenses.  They did not meet the development timeline and unit-level cash flow plan and lost control of their overhead costs.  This client had excellent counsel, which they ignored.  Ultimately,  their assets were sold when they ran out of money.

This sad case provides valuable learning about how not to build a more significant business.  In the following weeks, I will flesh out the issues presented in this post.  Our objective is to provide a clear path to scale your business.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our perspective and would like to receive regular posts directly in your email inbox. To this end, please 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.

 

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Another Breakthrough!

On September 26, I posted an article titled don’t become a hostage!  I spoke of two examples of managers being held hostage by troublesome employees.  I stated that one of the managers had an Epiphany that led to terminating the employee in question.  A new manager resolved the other situation last week.

Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.

As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest.  Since my original post, a few exciting changes have occurred.  The first and most important was the resignation of the General Manager.  He left to take a job in a different industry sector.  A more experienced general manager replaced him.  These changes happened shortly after the publication of my article, almost exactly a month ago.  After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store.  She is now working under the General Manager who originally trained her.

So why did the new general manager act on the situation, whereas the former GM ignored it?

    1. Experience beyond this company
    2. External networks of competent employees
    3. He refused to be a hostage

The former GM was still learning the job while dealing with a dysfunctional team.  He was not fully competent and lacked confidence.  I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.

On the other hand, the newly appointed General Manager is an accomplished GM.  He has significant prior General Management experience with another big box retail brand.  Competent and confident in his leadership abilities, he took a different approach to the situation.

A toxic employee can do significant damage to a work environment.  Team cohesion, morale, and eventually productivity and profitability will be affected.  Wise managers know to deal with the situation immediately.  They do not let them faster, to metastasize into an even bigger problem.  The situation question went on for far too long.  As I stated earlier, I lay the blame on the Regional Manager.  He had long known of the situation.  His strategy included a meeting where he told the team to “work out” their differences.  It is no surprise that the team could not resolve their issues by themselves.  A more experienced, decisive leader replaced the former GM.  It was only then that the problem was correctly identified and resolved.  I hold the regional manager responsible for the problems created by his inability to resolve the issue.

When this type of disciplinary issue arises, decisive intervention is required.  The resolution should include progressive discipline supported by the appropriate level of documentation.  The next-level manager must become involved when a  manager is not fully competent.  In this case, the fear of going through the holiday season shorthanded clouded management thinking.  They became hostages.  There is no justification for suffering under these circumstances, as there is always a solution.

Conclusion:

In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive.  This is a concern that second and third-level managers must be tuned into.  The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.

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.

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Embrace Life-long Learning!

This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.

I was one of five attendees, three women, and two men. I was the oldest as my classmates were in their late thirties or early forties. The two instructors were my age and older. I found the demographic composition most interesting. The maximum class size is six due to logistical constraints. Almost half of the room is occupied by tools and equipment, one limiting factor. The other is the queuing time to use the equipment. As our project required a specific sequence, a significant amount of time was spent waiting for your turn to use the required machine.

This class was an early birthday present from my wife, which I was pleased to receive for several reasons. I have projects around the house that challenge my carpentry skills. We are creating a 750-square-foot guest suite in the basement which requires framing skills and I am painting our Master Bathroom. The latter would not be much of a challenge except for the significant drywall repairs required. It seems that when we built our house, the builder did not properly prepare those walls before applying wallpaper. Those projects have stimulated my interest in learning more about carpentry and cabinet making.

The other benefit of taking this and future classes are related to supporting our Residential Construction Business. My wife started this business at about the same time that I left the Corporate World to become an Executive Recruiter. I am her CFO and principal consultant. Her business is doing so well that she needs me to become more involved in day-to-day operations. Sharpening my construction-related skills will help satisfy that need. It is a win-win proposition.

I have long believed in the value of life-long learning. Keeping one’s mind engaged is as important, if not more so, than the effort to maintain a healthy body. I find that if I keep my mind focused on achieving an important goal, my body will follow. My friend Faith is someone who has embraced life-long learning. A few years younger than me, she is an Account Executive with a major Health Insurance Company. She sharpens her edge by studying for additional college degrees on a part-time basis. Her employer has a tuition reimbursement program for coursework relevant to her job function. It is a win-win! She gets paid to improve her job skills and continues to exercise her mind in the process. She credits this strategy for keeping her at “the top of her game.”

The concept of life-long learning has been around for decades. I remember listening to my boss telling me how he encouraged his teenage daughters to learn new things just to hone their ability to learn. This included areas that were of little interest to them, like the mechanics of an automobile. That was over thirty years ago.

Our world is changing at a rapid pace. We are living longer. Job functions are changing or disappearing while new job functions are being created. It has often been said that today’s workers will likely have three or more careers during their lifetime. That requires the ability to change and adapt, to learn.

I find it interesting that at my age, I have little difficulty learning. It could be that much of what I am learning is additive to things I already know and understand. It could be the vast amount of training tools available that makes the process easier. YouTube, for example, is a treasure trove of resources. I admit, I may not be able to stay focused for as long as I was once, but frequent breaks and a cup of coffee help me stay on track. Motivation may be a contributing factor to my interest in continual learning. Probably because learning construction-related skills directly benefit our livelihood and our home. That is serious motivation.

Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.

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.

 

 

 

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The Breakthrough

Sometimes when you least expect it, you may become part of a breakthrough. This past week I experienced a breakthrough. It was fantastic to behold. I think breakthroughs are lovely. I relish the thought of making and being a part of one. What follows is an update to my post of June 27, 2022; “Make Better Decisions.”

As you will recall, in my post of June 27, I talked about a prospective client whose decision had an unfortunate outcome. He chose not to hire a driver to use an idled vehicle to transport workers to another job site. His decision sidelined workers, reducing overall productivity. Having had time to sleep on his decision, he realized he could have done better. Also, I believe he heard an earful from his employees and others.

When he made his ill-fated decision, he was overly concerned about the cost of gasoline and a dedicated driver. He faced a timing and scheduling issue, not a long-term increase in demand—a classic problem. After I had my say, I detached myself from this prospect and his situation. I considered it unlikely that I would ever sign him as a client. So, I backed off and focused on other opportunities. He made time to process his decision and its outcome alongside the alternatives. Eventually, the downside effects of his decision made it into his conscious mind.

After thinking it over, he recognized that an idled vehicle and several workers resulted in lost productivity and revenue. This cost was far greater than that of a driver, fuel, and wear and tear on a vehicle. It also created a negative impact on the morale of his organization. Having to fix the flat tire on the idled truck was not lost on him either. He crafted a policy statement and updated the company operations manual.

I must give him credit for conducting a critical review of his decision. He is an intelligent person, motivated to improve his company’s performance. The point is that he made good use of his time by reflecting on the outcome. He recognized the opportunity to improve his decision-making skills and hence the profitability of his enterprise. And, he hired me!

His self-assessment led to a more productive situation. Now, he authorizes rental vehicles and drivers to support peak demand without the need for capital to expand his fleet. This policy is a better use of his financial resources. Additionally, other opportunities have surfaced to resolve peak demand issues.

Now, I have a new client. The issue for me is to find the best way to build on his breakthrough. My first objective is to provide positive reinforcement for his change of heart without demonstrating “I Told You So” arrogance. This recognition should encourage his professional growth.

My second goal is to help him avoid ‘knee-jerk’ decision-making, the genesis of this recent situation. This goal may be a significant challenge as my new client has a self-assured, take-charge personality. I believe he should reduce his involvement in routine operational matters. Supporting this goal, I will encourage more delegation of authority.

Frankly, that is my focus. Help my new client determine how to optimize his time. He must focus on more important matters. He should make decisions that offer the most significant payback and the greatest risk reduction. Toward this end, I will encourage him to follow the decision-making model I presented in my June 27 article, an excellent way to begin this engagement. Eventually, when I am successful, I will introduce benefit/cost analysis and probability analysis to aid his decision-making.

It isn’t often that one can see a breakthrough as it happens. I am pleased to have been a small part of this one. You might say that this breakthrough was a breakthrough for me. I was able to nudge this potential client towards a different mindset. So, I can take some gratification in his change of heart. Breakthroughs are fun to experience. I love the exhilaration they create. One breakthrough makes me want to find another one, and then another.

Thank you for visiting our blog.

 

Jim Weber, Managing Partner – ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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The Psychology of Goal Setting

I’m not going to bore you with scientific and psychological mumbo jumbo, but I think you should understand the importance of creating SMART goals using the process I will outline in this chapter.  Understanding why something is important makes you more likely to follow the process diligently.  Remember, people don’t buy what you do or how you do it.  They buy why you do it.  The same principle follows here.

First, as logical human beings, we all understand that having something to aim for increases the chances of hitting it.  Jordan Peterson, a professor of psychology at the University of Toronto, says, “One of the things you can be virtually certain of in life is that you don’t hit something you don’t aim at.”[1] Seems pretty logical to me.  Robin Hood would never have split that arrow if he didn’t aim at it.

When you aim at a target and hit it, your brain releases a chemical called dopamine, which gives you a feeling of pleasure.  Dopamine is your body’s reward system.  Dopamine makes you feel good, and the fact that it is released immediately upon achieving a goal creates a solid behavioral association.  That makes you want to set and accomplish another goal to get that good feeling again.  It is also why setting short-term goals, as you will see later, is much more effective than only setting long-term goals.  The longer the wait between dopamine releases, the less effective it is as a reward.  Dopamine is the habit-forming chemical in your brain.   IT rewards you for completing tasks regularly at short intervals, motivating you to accomplish more.

Another vital tool for goal achievement is visualization, which has physiological and psychological elements.  By visualizing yourself succeeding, you fool your brain into thinking you’ve achieved your goal already, and it releases some dopamine.  Yes, it is tricky.

The psychological aspect works a bit differently.  Have you ever bought a new car and suddenly noticed the same make and model everywhere as you drive down the road?  Have you ever said to yourself after purchasing a Ford Taurus, for example, Wow, I never realized there were so many Taurus’ on the road?

Your reticular activating system or RAS is now focused on your new Taurus, and you notice every Taurus on the road.  Your RAS is a series of neurons in your brain that filter out unnecessary stuff, which allows you to focus only on what’s important.  When you buy a new car, you’re excited and think a lot about it as you drive down the road.  Your RAS filters out, unconsciously, of course, the cars around you and zeros in on the ones like yours.

Coaches teach athletes to visualize desired outcomes because it trains their RAS to filter out failure and focus on success.  Professional basketball players visualize their shot going in the basket.  Visualization increases the odds of making the point because it filters out all the noise and distractions created by the fans and other players designed to make them miss.  Golfers also visualize their shots going down the middle of the fairway or in the hole because it filters out everything else like water, sand, and the rough.

When I teach people how to set and achieve goals, one of the things I do is have them create goals boards.  As part of the preparation process, I have my boxes of old magazines and tell the attendees to bring as many magazines as they can find.  It doesn’t matter what it is.  Any magazine will do.  In this way, we always end up with an excellent assortment.  Everyone in the class gets a poster board, pair of scissors, and a glue stick.  As you’ll see later, this is a crucial step near the end of the goal-setting process.  Participants find pictures representing their goals in the magazines, cut them out, and paste them onto the poster board.  Each one, in turn, presents their board to the group to make a verbal commitment and increase their accountability.  The board then receives a prominent place in the office or home where it will often be seen, reinforcing that filter in the RAS.

Visualization is a powerful tool in the setting and achieving of goals. Share on X Jack Niklaus, arguably the greatest golfer who ever lived, has been quoted as saying, “I never hit a shot, even in practice, without having a very sharp in-focus picture of it in my head.” Here is what I know:

    1. Writing down my goals and having visual reminders that I see often have helped me achieve goals
    2. I have worked with clients who previously never set goals and have used visualization and the process I teach to achieve things they had never thought possible.

Whether or not there are statistics to support these facts is irrelevant.  I have seen the process work over and over with individuals and teams.  If you and your team want to begin reaching new heights of achievement and have fun in the process, this is how you do it.

[1] J. Peterson.  2018.  “How to Set Goals the Smart Way  .”www.youtube.com/watch?v=5WX9UEYZsR8&t=3s

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.

 

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Make a Counter-Offer!

Mark, a friend and colleague, called Monday, asking for advice on behalf of his daughter,  Julie.  She had just received a job offer.  It included a generous benefits package and a performance bonus.  However, the base salary was 10% lower than her expectation.  It occurred to me that the initial offer was a bit light.  The market value for that position is greater than the initial offer.  Mark’s question was, should Julie make a counteroffer, and how much?

Before answering his question, I probed a little to determine if this opportunity was, in fact, a good fit for Julie.  Also, I wanted to learn the extent of her interest in this company.  Was it something she sincerely wanted?  Mark explained that it aligned with her college degree and will give her direct experience in her chosen field.  She likes the product and the people.  They are optimistic about this opportunity.  Mark’s insight made it clear that this job had great potential for his daughter.  I was ready to answer his question.

I told Mark that an initial offer of employment is seldom the employer’s final offer.  Furthermore, savvy employers expect a counteroffer.  They want to hire the best talent at the lowest possible salary.  They have flexibility in the budget to pay more.  But they don’t know the candidate’s bottom line compensation requirements.  Why should their initial offer be the most they can afford?  The only way to resolve the question is to negotiate.  Mark was concerned that a counteroffer would cause the client to withdraw the offer.  I said that I had never seen that happen.  On the other hand, I have seen job offers rescinded if the candidate demonstrated inappropriate behavior during the negotiation process.  I told Mark that if Julie showed a lack of good faith or presented irrational demands, she could lose the job.

My answer was Yes, she should make a counter. Share on X

Mark was pleased to hear my perspective.  We then turned to how much she should request and how to deliver the counter.  I suggested that she ask the employer for the additional ten percent as I believe that to the market value for the position, given his daughter’s experience.  “The worst that can happen is that they will say no,” I said.  He asked me if I had a template they could use to draft her counteroffer.  I told him that he could find numerous examples on the internet and that I would be happy to review their response before they sent it to the hiring manager, which I did.

From my perspective, negotiating the starting salary and benefits package is the final part of the interview process.  These negotiations give the hiring manager a clearer sense of the candidate’s potential.  It reveals her problem-solving skills and ability to make her case and defend her position.  Negotiating the starting salary will be Julie’s first experience working for this company.  It will confirm her interest in working for this employer or not.  Negotiating the terms of a Job Offer is the final step in the interview process.

Key Attributes for Successful Negotiations

    • Confidence
    • Ability to state a position and make a case
    • Exhibits rational behavior
    • Performance under stress
    • Orientation toward win-win solutions
    • The Ability to Understand the Other’s Position

The ability to negotiate a better deal is fundamental to every business.  It is an essential skill that can be very useful to the employer.  Even though the negotiation abilities of a recent college grad may not be fully developed, the prospective employer will gain insight into the potential for further development.

I am often called on to engage in a search assignment for a newly created position.   Sometimes, the prospective client does not have a good feel for the market value of that position.  They rely on my expertise to determine a competitive compensation package.  However, I will not take on the assignment until we have established a competitive salary range that I can present to my candidates.  Otherwise, it would be a complete waste of time.  The new hire’s actual starting salary will require negotiation.  Employers expect you to make a counteroffer.  But remember, the prospective employer is still evaluating you throughout the salary negotiation process.

Upon reviewing Julie’s counteroffer letter, I found that it was a good product.  Still, I offered a few suggestions to make it better.  The employer accepted her counteroffer.  Julie started her new job on Wednesday.  Success!  Never hesitate to make a counteroffer.

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.