Create a Job Search Management System!

While gainfully employed, we are comfortable using systems, processes, and procedures to accomplish our work. We use CRM systems to help us build and maintain our customer base. We have applications to help us with project management and to improve the quality of our teamwork. We use calendars to plan our work by day, week, month, and even year. We have systems to communicate with our customers and prospects, known as marketing. We are comfortable working in a structured environment for a paycheck. However, I find it interesting that many job seekers don’t have a system to manage their job search efforts. As you can imagine, they spend more time in a job search than their better-organized peers.

I am a big fan of Scott Adams. Surprisingly, many people don’t know that Scott Adams is the creator of the Dilbert comic strip. Those that know of Scott’s connection to Dilbert may not know that he earned an undergraduate degree in Economics from Hartwick College and an MBA from UC Berkeley. Scott is an author, an entrepreneur, and an investor. He has written non-fiction books on satire, persuasion, political commentary, and business. Before becoming a cartoonist, he worked for major telecommunications and banking corporations. Scott believes in systems. He has said that goals without supporting systems are useless. I agree. Achievers always use a system to deliver the results they seek. I like his message so much that I recommend his books to my coaching clients and those looking for advice on a job search. I recommend that you become familiar with his work too.

I assume that you know the exact parameters of the job you seek. You know what you want to do, where you want to do it, and your compensation requirements. You have an excellent resume, bio, cover letter, and business card. Your elevator pitch is exciting and provocative. You understand how to make a helpful connection using your conversational skills. You continue to receive referrals to people who can move you closer to meeting with a hiring manager. Now, how do you manage all of that activity and maintain momentum? Let’s consider the fundamentals of an effective job search management system.

Your Job Search System Tools

- - CRM Program – Gmail, Outlook, LinkedIn, etc
  - Email Marketing List – Your Network
  - To-Do List/Follow up assignments
  - Expense tracking/mileage

Your most relevant job-search tool is your email management program. Share on X Every personal meeting or phone call will result in follow-up actions that must be captured and tracked. There are many options to consider, but I am most familiar with Outlook and Gmail. Gmail or Outlook provides you with the CRM components you will need for your job search. Outlook offers all the power I need from a CRM system. In my business, I use the address book to categorize my contacts as clients, or search assignments, active prospects, and the candidate’s job function, among others. As it is a database, I can query my address book and print reports as needed. Job seekers may want to use a similar method. I make good use of the “Notes” block on each, and there are many additional data categories that you can use.

Secondly, to maintain contact with your network, I recommend a subscription to an Email Marketing Service (EMS). Services like MailChimp and Constant Contact provide you with a professional image while minimizing the risk of losing your email privileges. Most of these services are free until you have 1000 email addresses in their system. Most job seekers will not reach that limit. Use your EMS to check in with your network, at least every other week. Advise them of your progress. Remind them of your ideal situation and any additional information that will help them help you. Similarly, LinkedIn is a powerful application to use in tandem with your EMS.

Your calendar application is an obvious requirement to ensure you are always where you need to be. It helps record reminders and follow-up items. I synchronize my laptop to my iPhone and iPad, so my calendar is always with me, one way or another. I use the Calendly app to make it easier to schedule appointments. Calendly ensures that I do not waste time trying to schedule a meeting. It has proven to be an excellent productivity tool. Your calendar function has the additional capability to improve your productivity. Add links to your appointment to allow you to access files or pull up the LinkedIn profile for your meeting counterpart. I also use MileIQ, which automatically tracks and reports my automobile mileage.

While you are in job search, proceed as if you are gainfully employed, full time. Much of your effort will be communication with your network to expand your reach and eventually talk with hiring managers. Organize and structure your activities as you would if you were employed. Take full advantage of your email management program to keep track of your activities and plan follow-up actions. Use LinkedIn heavily, to enhance these efforts. Subscribe to an Email Marketing Service to keep your network abreast of your progress and remind them how they can be helpful. Track your progress and adjust accordingly. Plan your work and work your plan. Create a system to support your work and evaluate your progress. Enjoy becoming employed again.

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

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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.

September 19, 2021

Build for Success

This week I had an interesting conversation with a senior executive recently released from a major brand. Let’s call him John. He has the benefit of an Outplacement Program, which will be helpful as he has not had to look for a new job in a very long time. He reconnected with me to discuss his situation and to seek my help. John was interested in my opinion of his goals relative to the current market for his skill set.

John gave me the background on his separation, saying that it related primarily to the COVID-19 pandemic. His former company is restructuring to better adapt to the competitive situation, eliminating his position. He went on to say that their culture has deteriorated. He said it had reached a point where he no longer felt comfortable working there. He was upbeat about his prospects, however.

John’s recap surprised me as his company has executed a successful re-positioning program. It has been rocking the market. I was disappointed to hear about their current situation. I had thought their culture was far stronger given their recent success.

When I ask job seekers to describe the ideal situation they seek, I usually hear the same response. People are looking for a growing brand with products they respect. They want to join a company that is a good corporate citizen with a healthy culture that rewards excellence. You know, utopia. More precisely, a major brand like the one they just left, only better. John was not an exception. He is looking for the same thing. However, he will soon learn that his opportunity is with emerging brands, not established companies.

The demand for people like John is with companies that can only aspire to his ideal at some future date. Even before the effects of the pandemic, employers were more focused on maintaining their competitive position and profitability than building a culture for long-term success. These companies are struggling to remain relevant.

I do not mean to say that no one is trying to create a great work environment. I have several clients, albeit mostly startups and emerging brands, that are making an effort to build distinctive cultures. They are following established models that support standard management practices. I applaud their wisdom and enjoy helping them staff their team.

Other clients have become spectacular failures, in part because they did not make it a priority to create a culture supportive of their ambitions. In some cases, the culture was rotten at the very top of the organization. In one situation, the Executive Team was so out of sync regarding strategy and execution that they inadvertently created a chaotic environment. The result was Chapter 11 reorganization and, ultimately, liquidation of the business. I could write a book about that situation, but the short story is an excellent concept destroyed by incompetent leadership.

Maintaining a culture to support success through each stage of a company’s life cycle is not easy. Share on XOften, the people who helped you through startup, for example, are not viable as you move into rapid growth employing professional managers. Some people will be able to adapt to the challenge, but others won’t. How do you tell an employee that helped the brand achieve the initial success that they cannot go to the promised land? All you can do is make their separation as positive as possible, recognizing them for their contribution to the company.

Having completed a bit of research, I found a rich bibliography for your consideration. Much of what I found describes how to build a culture of excellence. I have provided links at the end of this article if you are interested in further reading.

Healthy cultures do not just happen. It requires a concerted effort. I have seen the powerful effect of a rigorous focus in this regard. Companies that build their cultures enjoy the benefits of sustained success, including a definite recruiting advantage. If you believe you have a competitive product and an effective strategy, ensure success by focusing on your culture. This effort will probably require the help of outside resources. There are many firms to consider that will enrich your process with credibility and expertise. Their experience will help you proceed at a quicker pace while avoiding common mistakes. If you want to build a culture of excellence, I suggest you get started immediately and reach out to professionals for help and guidance.

https://www.hrexchangenetwork.com/hr-talent-management/articles/7-tips-for-creating-a-culture-of-excellence

https://medium.com/@andrewsenduk/how-to-build-a-culture-of-excellence-c9689b852d30

https://www.firedupculture.com/culture-of-excellence/

https://www.fingerprintforsuccess.com/blog/culture-of-excellence

https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2014/04/3-key-steps-for-building-a-culture-of-excellence.html

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.

August 29, 2021August 29, 2021

Success

You plan a tower that will pierce the clouds? Lay first the foundation of humility.” Saint Augustine

You have found the person you need to serve in the role you need to be filled. They have agreed to serve in the role. You have solved your strategic planning problem by resolving your people problem. You have realized success. I congratulate you on your achievement.

We have covered much ground in this commentary series. It is the ground from day one, not only the assessing, matching, and interviewing work. Today, we need to review some of what you could have done as you made your decisions over the past several months. It is not my position to either criticize, condemn or complain about your actions. It is my intent to further develop you as a leader by considering where you stand after your recent events of dealing with the people problems in your organization.

I shared several weeks back we still need to discuss physical impairments resulting in a disability when you consider selecting members for your organization. I held off on discussing this topic with you until after you made your hiring decision for a reason. I maintain the position the first requirement for any applicant is for them to hold the skills necessary to fill the role where they would like to serve. Let’s talk now about the risk you incur by being blinded from reason. Think about all we have covered in our time together to help you with your strategic planning problem and how it developed you as a leader.

SUCCESS

The concept of success means many different things to everyone. You had a specific objective. We walked out on how to accomplish your objective. You made your decisions. You took action. You met the requirements you assigned to your objective. This combination is what I call a clear success.

If you are like most folks I have met, then you are experiencing some degree of fear now. You are wondering if you made the right staffing choice, the best staffing choice, the most reasonable staffing choice you could have made. Share on XWe talked about being scared. You will never know these answers about your choices for certain. What you can know is you did the best you could with what you had to work with inside of you at the time. Now, that combination may not be enough to succeed in all objectives. However, for the objective we undertook, you have enough proof to demonstrate you are on the side of reason to prove your success in this effort.

What we cannot prove is if you were humble enough during your work to locate a replacement member of your organization. We discussed the power of humility several weeks back. What I can tell you is my heart knows when I have not been humble enough toward others. I know it by my being uncomfortable to be around them after I take action. How about you? Are you feeling good about how you acted recently around your people?

BLINDNESS

I discussed several weeks back how you need to leverage general counsel and human resources. Their work is outside of your expertise. You need their input, but you run the business. It is reasonable to feel as though you would like to have more and less of their input at the same time. This feeling results from the combination of your staffing choice having a significant impact on your organization, the new member, and the impact of using their skills to your maximum benefit.

How about unconscious bias? Did you make your staffing selection based on an affinity for a group of similarities? Are you feeling good about how you acted recently around your people?

I intend to use the following story to connect as much, if not all, of the material we have covered in this commentary series. I hope the story hits you square in your chest as it did for me when I first read it. I hold this hope for you as the chest is where we seem to measure how we know right from wrong.

Hingson and Flory tell the story of Michael Hingson. Hingson went to work on September 11, 2001, as he had for a long time. He worked on the seventy-eighth floor of the World Trade Center in New York City. A plane crashed into the building fifteen stories below him that day. His thoughts after the crash were to call his wife and inform her he was alive, then see to the safety of his coworkers as part of a building evacuation process. Hingson shared many people he worked with, along with people he did not work with on the same floor, were scared to the point they could not evacuate. Evacuation meant overcoming the obstacle of the horrific damage on the sixty-third floor. Hingson did what needed to be done at the moment. He started walking to the stairwell, asking those around him to follow him onto the stairs. The people, one by one, moved to follow him. They crawled over demolished concrete, beside raging fires, and around those who died during the plane crash. Hingson led several, then dozens, then hundreds of people out of the World Trade Center, gaining new followers floor by floor before the building collapsed less than five minutes after he exited the building.

Now, the context. Hingson is blind. He lost his eyesight years before this 2001 event. Hingson accomplished crisis communications, succession planning, agile project management, phased project management, and the preservation of life that day. Hingson did have his guide dog with him. Hingson is what I call a leader, a servant, a hero.

I urge you to contextualize your efforts to lead given Hingson and evaluate if your executive leadership abilities, your willingness to serve your followers, your commitment to do what I called right during our many discussions of morality matches what your organization needs to accomplish. What I do not know is what you call right. Your organization may need to accomplish in the next few minutes something it did not plan to accomplish. Our discussion of market sector stability, along with the acquisitions and mergers listed daily in the newspapers over the past several years, means your organization is most likely going to face something they need to accomplish outside of your planning. The need may not be a crisis, but it will probably be a substantial turn of events for you and those you lead. My intent is not to scare you. My intent is to focus you on the importance of not leading from an isolated perspective. Hingson had no perspective of eyesight, but he had the perspective to lead followers regardless of the nature of the circumstances by contextualizing the circumstances. This combination is called strategic vision.

The message of the Hingson story is simple. Do not let your leadership work be outside of your organization but an integral part of your organization. Otherwise, you probably would do well not to pursue either your project or serve as a leader. The more profound point here is your organization is not static in construct.

I first read the story of Michael Hingson in the newspaper on September 14, 2001, during breakfast. I was living in the Washington, D.C. area at the time. I was trying to make sense of what happened over the past few days. The part of the building where I used to work did not exist anymore. I reflected on the choices I had made over the past 72-hours. It was a difficult week for me.

The events I experienced 20 years ago are similar to the effort you are trying to achieve now: make more sense of how you solved your strategic planning problem by resolving your people problem. The context is different, but the needs and objectives are the same. You are trying to know if you did what you needed to do to the best of your ability at the time.

A close look at things when they happen is a sound approach to getting a good perspective on things. Then, stepping back and reviewing events later to see how things look after the dust settles. If it helps you understand things now, I still have the Michael Hingson story article I tore out of the newspaper after breakfast that morning.

This commentary series on the topic of strategic planning will conclude next week. I will share with you next week some guidance on the next steps you would do well to consider in your leadership development journey. I hold the position development is a journey, not a single destination known as destiny. Development is a series of destinations comprising the journey.

We will discuss next week the most controversial topic I handle in my work. It is the concept of truth. The truth scares people. Truth moves people. Truth is not discussed much in public circles today. If you desire to serve as a leader and realize anything close to the concept of success, then you cannot avoid the truth. Truth is realized by reason. Reason is manifested in process. Needless to say, my work has me helping people who are struggling to gain a good grip on truth. This understanding of truth is the basis of our work going forward. Our basis has been prepared by the foundation we have established together.

So, I ask you: where do you want to go? I hope your answer is to develop the plans necessary to accomplish the strategy you know you need to achieve to arrive at your desired destination. If this is the case, then let’s get to work. If not, then I wish you the best of everything.

I hope we will see each other here next week. Email me if you need to talk before then.

COMMENTARY CATALOG

http://www.shdawson.com/commentary/

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

Stephen Dawson is an executive consultant of technology and business strategy, serving significant international organizations by providing leadership consulting, strategic planning, and executive communications. He has more than thirty years of service and consulting experience in delivering successful international business development and program management outcomes in the US and SE Asia. His weekly column, “Where Do You Want To Go?,” appears on Thursdays.

Dr. Dawson has served in the technology, banking, and hospitality industries. He is a noted strategic planning visionary. His pursuit of music has been matched with his efforts to lead by service to followers. He holds the clear understanding a leader without followers is a person taking a long walk alone.

Stephen has lived his life in the eastern United States, visiting most of the United States and several countries. He is a graduate of the Regent University School of Business & Leadership. Contact him at service@shdawson.com.

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.

August 15, 2021August 15, 2021

How to Staff an Emerging Company

I work with many startups and emerging brands. They have become the core of my business. It gives me great satisfaction in helping them with their recruiting needs. When my colleagues and I created ITB Partners, our strategy was to focus on this sector. Companies in this phase of their life cycle face decisions that carry significant risk. One or two bad choices can sink an otherwise viable company, even if they have proof of concept. We believed we could help emerging companies achieve success by avoiding business-killing mistakes. Recruiting new employees is one of those high-risk activities.

A growing company will eventually need to increase its staffing level. They must approach this high potential risk with caution. For many of my clients, i.e., emerging brands, the first consideration is to find an outsourced solution. Many job functions can be outsourced, including accounting and human resources. A recent client had even outsourced most of their marketing function. However, a viable outsourcing strategy requires a strategic-level employee on staff to manage the outsourced function.

A good example is to hire a Controller or CFO to manage the outsourced accounting function and interface with the financial community and investors. Mission-critical job functions probably cannot and should not be outsourced. Early on, outsourcing non-mission-critical job functions may be a better use of a company’s resources. It is also a valuable way to reduce the risk associated with an expanding workforce.

Some Pitfalls.

- Adding too much staff too soon.
- Failure to use outsourced solutions
- Lack of prioritization of positions to fill
- Lack of processes for recruiting and selection
- Lack of training for interviewing and selection
- Lack of a coherent reason why someone should join your company

Recruiting for startups is different from hiring for a going concern. As I say, the risk is more significant. The costs for hiring a non-competent employee or someone whose behavioral issues negatively impact the culture may significantly affect a small company. Established companies have less difficulty attracting good employees. They have people, processes, and systems to ensure an effective recruiting and selection process and lower risk profile. They have an established culture and look to fill positions with people who reflect their mission.

Small, emerging companies have fewer resources, are less political, and have a bias for action. Speed rules! Entrepreneurs often have unconventional management styles. They can be chaotic. Employees working in these environments must demonstrate a high degree of flexibility and adaptability. Job roles have a wider scope, requiring employees to have a broader experience. It requires employees with greater self-confidence who are comfortable in an ambiguous, less-structured work environment. Many entrepreneurs lack training in recruiting, selection, onboarding, and retention. Job descriptions are challenging to create as ideal candidate profiles, and behavioral components may be more important than skills and experience. Finally, an emerging company may have more difficulty selling employment opportunities as their brands are unknown.

What to Do?

- Begin with a plan!
- Set staffing priorities w/timeline for hires
- Can function/position be outsourced?
- Establish processes for recruiting, selection, and onboarding.
- Determine training needs of key managers and decision-makers.
- Determine selection criteria (skills, experience, cultural fit)
- Determine employer’s Unique Selling Proposition – Why should I join this company?

Let’s assume that you have a process in place to determine if a function should be covered by a contractor, an outside resource provider, or to hire W-2 employees. You have determined that you need a significant addition to staff in one or more mission-critical areas. Your solution is to hire employees to meet this need. How should you proceed?

As with any initiative in business or life generally, a successful outcome usually begins with a plan. Actionable data is required to develop an effective plan. So, what is the information you need? First, understand the work to be done and the importance of that work to the current year P&L. In other words, a cost-benefit analysis for each position you need to fill. This information provides the priority for filling each position.

The second consideration is the capabilities of the people involved in this project. One of the most significant issues I encounter is the lack of training and development among the people managing the recruiting and selection process. Share on X Often, they do not have the skills and experience to create and execute an approach that works. It is a common problem among emerging companies. To compensate, I must devote my time to help the client build those skills. If recruiting and selection skills are in doubt, consider training and development and the use of outsourced resources.

To summarize, you have determined that increasing your company’s employment base is necessary for growth. But adding employees carries risk. You understand that minimizing this risk is critical to your company’s survival. Fortunately, you can mitigate this risk by improving the skills of those responsible for recruiting and selection. The solution is to find a consultant or a program that will give your managers the training and development they need. The cost of failure in this regard cannot be understated.

Interviewing

***“A house divided against itself, cannot stand.”* *Candidate Abraham Lincoln***

I first stood at the Lincoln Memorial the day of Live Aid. It was my first trip to Washington, D.C. I almost kept going to Philadelphia to stand outside the concert event and hear the music. I decided to stay in D.C. and watch the concert from a new technology called jumbotrons staged on the National Mall. I realized I was experiencing history and that it was best I stop and take in the events.

I shared previously about Lincoln. I wondered what would be the outcome of the Live Aid effort that day in D.C. I wondered if Abraham Lincoln realized in 1858 when he explained how a divided house could not stand he would be dead in less than seven years by assassination. I stood at his memorial in 1985 and wondered why he was not buried in D.C. I concluded it did not matter where he is buried. Death is death. The best that can be done going forward is to honor the memories, the actions, and the contributions of the dead.

You, as the leader of your organization, have selected job applicants to be candidates for each role you need to be filled in your organization. You do not need to spend any more time considering the end of the tenure for those you need to move out of your organization. You have stepped through assessing each applicant’s application package, identified what seems to be a match between their application package and your role opportunity, had the screening call conducted by way of your direction, read the call outcomes, and have decided to speak with a candidate yourself. You now must decide how much freedom you will give your candidate to accomplish their work in your organization through the role they serve. You are considering death and life simultaneously as you move to care for the organization. This decision is similar to a shepherd and the flock they supervise.

A sheep has no fangs or claws. They are dependent on the shepherd to protect them by leading, guiding, and directing them. They lead by being out front of them. They guide by being beside them. They direct by being behind them. The shepherd leads them to grass to eat. The shepherd does not mandate which tuft of grass a sheep must eat. Each sheep has some degree of freedom in its relationship with its shepherd.

You are convinced bringing an antibody into your organization is a bad move. You are convinced it is bad because you do not have organization antibodies in your organization now and do not want to have your proverbial house divided by an organization antibody causing such harm. You are hoping to find out during your assessment process if you have a candidate that matches your worldview and the worldview held by your organization but not eradicate diversity from your organization. Share on XThis combination is a tall order for anyone to fulfill.

Let’s look at a formula I have studied for years to help me evaluate the possibility someone would want to purchase something from me as a means to guide your interview conversations. A buyer may want to purchase a product I am selling or my labor in the form of services. The formula has three parts to it. Each part must have enough value in the eye of the buyer to purchase whatever it is I am selling. You also need these three parts to have enough value in both your eyes and in the eyes of the candidate to proceed through your evaluation process.

INTEREST

You are selling a job by way of a compensation package. There may be fame as an outcome of the job, but no one can guarantee fame. The exchange of money in your labor budget for the total services delivered from a worker is the deal. Is this deal interesting to you as the service buyer? Is this deal interesting to the candidate as the service seller?

Now, the candidate has the same thoughts in mind but is reserved in their perspective. They see you are selling your compensation package, and they are the buyer through their services currency. How do I know this is true? Because they would be talking to a better deal for their services currency than talking to you about your compensation package. You have the best offer that has come to them. They most likely are always looking for a better deal. You most likely are always looking for a better deal. A better offer could come at any time. So, the offer from you has a boundary to it called time.

Here are some clear indications of interest on both your part and on the part of the candidate. Are they looking you in your eyes to listen to what you are telling them? Are you looking into their eyes? Are they taking notes during your discussion with them? Are you taking notes about their discussion performance? Are they able to repeat back to you any of the statements or points you make to them? Are you able to repeat back to them anything they shared during the conversation that is new to you? Are they able to provide a meaningful answer to a question you ask them about the information you have shared with them? Are you able to provide a meaningful answer to a question they ask you about the information you have shared with them? Are they involved with social networking during your conversation with them? Are you multitasking during the conversation with them?

TRUST

A buyer may want what is sold, but they do not trust the seller. If a buyer does not trust what is being sold, then they have no interest in what is being sold. Trust is the connector of evidence and faith. Evidence is clear proof. An example of evidence is the paycheck arriving to the worker every pay cycle. Faith is the assurance the evidence will arrive. An example of faith is the time between paydays. An example of trust is the inability to prove the paycheck will be delivered to the worker on payday but convinced the paycheck will come as agreed.

You, as the interviewer, may conclude the candidate has the skills, but you do not trust they will deliver those skills to you for the compensation you deliver to them. You also may conclude they are interested in doing the work you want them to do for you, but they also have an interest to go and fix parts of your organization they believe need fixing beyond the work you want them to do.

They, as the candidate, may realize you are not a person they want to walk with now. You can protect, lead, guide, and direct them, but they do not want to eat the grass you have provided for them. They may have a worldview that does not overlap suitably with yours or the organization.

Any of these reasons and more cause the candidate to stop being a candidate. You are unable to provide them the trust necessary to do their role in a manner they prefer that is also acceptable to you. Their candidacy is dead. Move on without remorse. Do not be concerned with what may occur with them tomorrow as a future applicant to another role you need to be filled.

Trust is the connector of evidence and faith

MONEY

You have what you define as a great job opening. You do not have enough money to pay someone to do the work. Stop what you are doing. You do not need to interview anyone. You need to find a budget to spend.

Asking anyone to work for less than what the work is worth demonstrates poor judgment. Your trust as a leader would be damaged by such a choice, perhaps beyond repair. It is not worth the hassles of asking anyone to take work that is not funded fairly.

Now, what is fair? That answer is between you and the service supplier. If you are convinced you have a fair compensation package, then this is all you need to know for fairness. If your candidate does not agree that what comprises your compensation package is fair to them, then you are still at a stopping point with their candidacy.

What you are seeing at this point in your evaluation process is the concept of equal pay for equal work in terms of economic equity. You do not have a pay gap, as the candidate is not being paid because they are not a member of your organization. Your best and final offer is what it is. I am not talking about job promotions, pay raises, or any other role modification. I am only discussing bringing a new person into your organization. What happens to them after they are brought into your organization is an altogether different thought construct based on the linear connection of your worldview, ethics, morality, and virtue. My hope for you is you walk out the linear connection of worldview, ethics, morality, and virtue with those you lead in a fair and clear manner. I hold this hope as I prefer you to be a credible leader.

RECOMMENDATIONS

I recommend you take time this week to practice your interview methodology and cadence. Go so far as to prepare the meal menu you will eat before the interview to have all parts of yourself ready to hold the discussion.

I also recommend you do not multitask during the interview discussion. There is nothing good that comes from multitasking during a crucial discussion. All that is demonstrated by multitasking during a crucial discussion is chaos is present in your organization. If you need to communicate to the candidate you have chaos in your organization, then you can do so effectively by way of a single sentence, either verbally or in writing. Then, stop multitasking and focus on having a productive conversation.

Finally, gain a commitment from the candidate during the conversation. See how interested they are in joining your organization by putting actions to their words. Ask them to write something and email it to you. Write, in the form of a researched-based effort. This action is a great way to learn quickly how interested a candidate is in joining your organization based on all they have learned to this point about you, the role, and the organization.

I hope we will see each other here next week. Email me if you need to talk before then.

COMMENTARY CATALOG

http://www.shdawson.com/commentary/

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

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.

August 5, 2021

Announcing a New Operations Manager Search Assignment

New Century Dynamics Executive Search is pleased to announce that we have been engaged to find an Operations Manager for a Pizza Take-Out/Delivery Company in Central Ohio.

Operations Manager | Job Expectations

Reports to: Chief Operating Officer

Direct Reports:

- Multi-Unit Manager
  - General Managers

Schedule expectations:

- Variable shifts and days
- Evenings and weekends as needed
- 45-50-hour workweek

General Job Expectations:

- Autonomy to meet the goals of the role position and company, bring value, and process improvements.
- Create an economic system to meet labor profitability goals offsetting company overhead.
- Execute the company’s core focus – Proud to always serve unmatched quality in both pizza and experience – in all areas of responsibility.
- Review financial statements, sales or activity reports, or other performance data to measure productivity or goal achievement or to identify areas needing cost reduction or program/process improvement.
- Coordinate activities between all departments for smooth and efficient implementation of food and beverage initiatives, service initiatives, operational updates, and training programs.
- Direct and coordinate operations, service, menu, restaurant environment, cleanliness standards, management development service style/system, food safety, and internal marketing initiatives at the restaurant locations.
- Minimize security threats, shrinkage, and profit loss through regular audits, develop loss prevention procedures and hold teams accountable to security guidelines.
- Assist with planning and implementation of annual events and company meetings as required.

Core Areas of Responsibility:

Customer Retention

- Motivate all managers and team members to become knowledgeable, organized, and task-oriented so they may use their energy, passion, and drive to focus on the customer.
- Monitor guest feedback and take action on trends.

Supervision

- Lead manage and hold accountable direct reports using the EOS model.
- Coach, train, and develop direct reports.

Quality Control

- Ensure all product and customer service standards are met.

Process Management

- Approve Operational Manual edits (all processes used in food production, sanitation, and customer service) and update the Operations Manual.

Catering

- Prepare menus, budgets, and goals.

Vendor Relations

- Facilitate open discussions and communication with managers, team members, and other business or vendor partners to improve organizational efficiencies and practices.
- Implement or oversee environmental management or sustainability programs addressing issues such as recycling, conservation, or waste management.

For more information, contact Jim Weber.

Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

July 24, 2021July 24, 2021

New Century Dynamics Executive Search Completes CMO/Head of Marketing Search

New Century Dynamics Executive Search places a CMO/Head of Marketing for a rapidly growing, northeastern-based, direct-to-consumer, subscription meal delivery company.

Jim Weber, President of New Century Dynamics Executive Search, and Managing Partner of ITB Partners reports that he has found a CMO/Head of Marketing for his client.

Working with the senior leadership team, this Executive will drive the development and plan the execution of a comprehensive growth strategy to achieve the company’s objectives, charting their path to the future. The Head of Marketing will evaluate and enhance the organization’s branding, digital & traditional marketing, partnerships, event planning, public relations, community outreach programs, and customer experience group.

About New Century Dynamics Executive Search

New Century Dynamics Executive Search is focused on providing Executive Search and Management Consulting to the Service Industry.

We specialize in Food Service Distribution, Restaurant and Hospitality, and Franchising.

We are specialists in executing the Confidential Search, placing C-Level Finance, Marketing, Operations, and Business Development, professionals.

Many of our clients are Private Equity Groups and their Portfolio Companies.

https://newcenturydynamics.com

JimWeber@newcenturydynamics.com

July 7, 2021July 7, 2021

General Manager Job Description-Ohio Based, Italian Casual Dining Brand

General Manager Job Description

REPORTS TO: VP of Operations

HOURS: OT exempt; Required weekly work for this position typically takes 55-60 hrs to complete.

OUR VISION: “To be recognized in our market as the established casual fine dining experience of choice.”

OUR MISSION: “We deliver big city dining with small-town charm and inspire lasting memories.”

OUR PURPOSE: “We enrich our community by creating connection, happiness & opportunity.”

OUR CORE VALUES: Hospitality, Leadership, Integrity, Respect & Communication.

POSITION OVERVIEW:

With respect to the Company’s goals, vision, mission, purpose, and core values, the General Manager is accountable for the overall smooth and profitable operation of the designated restaurant. The General Manager trains managers and hourly team members on proper restaurant operation procedures, regulatory agency guidelines and provides ongoing training for updates and maintenance of training standards.

ESSENTIAL FUNCTIONS:

A. PRINCIPAL DUTIES

1. Provides Leadership, Management, and Accountability for the designated store by following the EOS guidelines
2. Maintains a positive work culture that will facilitate the overall success of the restaurant. Demonstrates the core values by “living” them.
3. Accountable for the overall financial performance of business units based on annual budget expectations.
4. Accountable for expanding business volume to meet growth goals set by leadership. The GM will recommend ways to increase demand for the
restaurant in our market.
5. Accountable for focusing team efforts to accomplish our mission with
exceptional guest experiences and the constant building of guest loyalty.
6. Accountable for facility safety & security, maintenance, and cleanliness.
7. Accountable for recruiting, hiring, performance management, compensation management, employee relations, ACA compliance, terminations.

B. LEADERSHIP, MANAGEMENT, ACCOUNTABILITY

1. Leads management team by following defined success routines
2. Directs the work of all team members.
3. Manages restaurant electronic systems including POS, gift cards, delivery platforms, data management software, and credit card processing. Updated 01/21/21 JS
4. Follows EOS best practices including weekly L10 meetings
5. Establishes and maintains contact with vendors and service providers
6. Maintains store files including trainee folders, Health Policy Agreements, and daily sales.
7. Updates job knowledge by participating in educational opportunities;
attending seminars, reading professional publications, etc.
8. Interacts effectively and maintains good rapport and professional presence with team, customers, purveyors, community, and owners.
9. Maintains a professional appearance. Follows current Uniform policy.
10. Ensures proper food handling procedures are followed at all times per
regulatory agency guidelines and company standard operating procedures.
11. Protects all critical company and customer data, including proprietary
information, recipes, accounting statistics, credit card information &
customer/vendor information.

C. GUEST SATISFACTION

1. Daily management of events, private parties, beer classes, guest feedback platforms, and reservation/wait-management systems.
2. Assigns server sections; monitors seating and rotation; adjust sections based on business volume.
3. Checks on guests throughout meal service with a focus on guest satisfaction during high volume periods.
4. Follows our brand guidelines to ensure consistent, accurate, and high-quality food, beverage, and service levels for all guests at all times.

D. EMPLOYEE SATISFACTION

1. Inspires team members to perform at their highest level through ongoing recognition of behaviors that align with core values.
2. Maintains a healthy lifestyle, promoting a stress-free and vigorous
management style.
3. Oversees the creation, maintenance, and communication of schedules through scheduling platforms.

E. LOCAL STORE MARKETING

1. GM is accountable for executing the Local Store Marketing (LSM) strategy.
2. Works with Marketing Manager to maintain an accurate calendar of events, dates, and times for store and local market.
3. Accountable for ensuring office supplies, marketing materials, menus, and retail items are in good condition and at sufficient levels

F. HUMAN CAPITAL MANAGEMENT

1. Ensures sufficient staffing levels by predicting store sales to meet guest satisfaction, team engagement, and business requirements
2. Oversees semi-annual evaluations & quarterly People Analyzer Reviews for all team members and completes evaluations for direct reports.

3. Manages all team members during pre-service, service & closing hours. Management will include:
i. Provides direction, instruction, and coaching to team members (daily)
ii. Monitors team members’ performance. Updated 01/21/21 JS
iii. Commends/corrects performance through proper use of performance
documentation
4. Develops future leaders to meet succession planning needs.

G. FINANCIAL PERFORMANCE

1. Attains the financial goals/budgetary goals of the company by monitoring and making adjustments as necessary.
2. Dispersing properly and effectively the budgeted capital, including but not limited to advertising, donations, decorations, bonuses, and promotions.
3. Follows success routines including weekly side-by-side, inventories, invoice processing, payroll processing & monthly P&L reviews.
4. Ensures inventories are completed accurately and on time.
5. Maintains accurate and comprehensive record keeping.

H. FACILITY MANAGEMENT

1. Utilizes daily success routines to monitor the physical premises.
2. Orders repairs and refurbishments as needed. Assists the Business Support team to maintain Resource Manual. The manager uses approved contractors who maintain competitive services and pricing.
3. Maintains a clean & sanitary work/storage area with regard to the health dept.
4. Manages on a shift by shift basis all necessary cleaning (daily & weekly)
i. Checks out all team members at end of shifts (station and cleaning)
ii. Assigns cleaning tasks as needed to keep BOH areas sanitary, clean and safe, and public-facing areas immaculate

I. PHYSICAL REQUIREMENTS
A. Ability to stand and walk continually throughout service shifts
B. Ability to frequently lift 30lb trays of food and drinks
C. Ability to occasionally lift 50lb for product delivery and restocking
D. Ability to communicate easily to guests and team members
QUALIFICATIONS
A. 3+ years of management experience required
B. Bachelor’s degree preferred
C. Proficient knowledge of P&Ls, budgets, inventory systems, financial statements and
ability to read & interpret business reports
D. This position regularly requires long hours, nights, and weekend work
E. Reliable transportation for the required trips for errands (bank, store, printing, etc)

Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties, or responsibilities that are required of the employee for this job. Duties, responsibilities, and activities may change at any time with or without notice.

For more information, contact Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

July 3, 2021July 5, 2021

Assessing

“Truth is like the Sun. You can shut it out for a time, but it ain’t goin’ away.” Elvis Presley

Ah, the search for truth. I see the term truth as a singular term. There are parts of the truth we understand, but never all of the truth. If someone understood all truth, then they would be omniscient. We covered our understanding of truth last week when we considered the linear connection of worldview, ethics, morality, and virtue. Today, let’s talk about how to assess the folks who have applied to work in your organization to help accomplish the strategic planning work that you need to be accomplished by your organization.

I have encouraged during our time together that appropriate research be accomplished when considering all things. I shared research is part of how I have worked for years in a research-before-action mode. I provided examples of this belief. I cautioned against analysis paralysis. I described the differences between looking and reading. You now need to read through the applications submitted by the folks who want to come work for you. Let’s go through some of the facts you face, and see how you can best identify some qualified candidates.

ROLE CONSTRUCTION

The means to define a role in your organization begins with the job analysis. Work is performed to understand what each role needs to accomplish, how each role needs to accomplish the work, and the resources used by each role. The job analysis work is then finished and termed as the job analysis asset. A subset of the job analysis asset then forms the job definition asset. A subset of the job definition asset then forms the job announcement asset. A person is then sought to fill each role in your organization to do the job required by each role.

APPLICANT TRACKING

An applicant selected for consideration to fill a role you have in your organization is then called a candidate. The applicant tracking system is valuable for keeping track of applicant information. It alone is not valuable to evaluate applicants for their match to any role. A resume or CV can be padded with loads of terms, matched with a fake cover letter, only to waste much time. I have found no resume parsing technology worth using. The screening call must occur by telephone to know with any degree of certainty if a candidate is a potential match to a role. The screening could occur in person, but it has been my experience this screening step best occurs by telephone conversation. Meaningful applicant screening cannot occur until after the screening call when a qualified subject matter expert can speak with the candidate and find out how much truth resides in their application package.

FAIRNESS

The need to be fair to applicants is found in the linear connection of worldview, ethics, morality, and virtue by those who desire to also be treated fairly. Most developed nations have many laws governing the fair treatment of job applicants to protect against employment discrimination. The United States Wages and the Fair Labor Standards Act, and the Prohibited Employment Policies and Practices help make many things quite clear to employers. Their Conducting and Documenting Interviews guidelines seem reasonable enough to me.

Now, all of these laws, requirements, and guidelines can be averted with ease. Person A has a job to fill. Person B applies for the job to work for Person A. Person A tells Person C to read through the many social networking options available to accomplish research on Person B. Person C then tells Person A verbally what they found out about Person B.

This plan has been around for millenniums. It provides plausible deniability to Person A that they have not violated an employment discrimination law. This plan also introduces the possibility of improper research occurring along with the possibility of incorrect interpretation of either the proper or improper research. It also furthers the possibility Person B did not maintain the necessary confidentiality of Person A. The hassles here are not worth the risks. I do not endorse this plan. My linear connection of worldview, ethics, morality, and virtue would not consider this plan, but the plan is possible for anyone to perform.

THIRD-PARTY TESTING

The Myers–Briggs Type Indicator and the Strong Interest Inventory are workable options to help meet your needs to understand the personality held by each candidate. The ProfileXT assessment includes an assessment of candidate’s cognitive ability. A suitable personality assessment helps to understand a candidate, but personality testing alone is insufficient to understand the potential match between each role you need to be filled and each candidate’s ability to fill each role. This testing could be used in combination with other applicant evaluation methods. I am leery of using a third-party test alone to evaluate anyone or anything. I hold this concern because there are still too many gaps in the picture to get to the truth of an applicant’s ability to join my organization and do the work I need to be accomplished.

I look at the pile of job applications and wonder if it is possible to find a candidate suitable to meet my needs. I get tired from reading the applications. I get overwhelmed by the work I need to be accomplished by my people getting further behind. Sound familiar? I experienced this pain for years. I finally said enough to this way of working and decided to gain the help of someone who is qualified to meet my needs by paying them to fill a short-term role in my organization.

COUNSELED RESULTS INTERPRETATION

A podiatrist is someone who I do not need all of the time in my life. However, should I need work performed on my foot, then I want to talk to someone who knows how to help solve my foot problem. I also want someone qualified to work on my foot. Do you remember our discussion about heavy equipment operation? The same principles from that discussion hold true to your need for help to find suitable applicants to consider.

A qualified counselor can help you find your preferred destination.

RECOMMENDATIONS

I am not a fan of shills. They wreak of impropriety. What I am a fan of is an endorsement based on credible research. Share on X

I do not see a straight line to finding a suitable applicant for any role in today’s world. There are too many changes occurring in global commerce, social, and political landscapes to plan for an organization to have any worker remain their entire work career with any organization. I cannot afford to endorse any candidate for a role unless I have credible research supporting my endorsement.

I do see the need for strategic foresight. I am both a scholar and practitioner of strategic foresight. Anyone can do some meaningful form of strategic foresight. Just ask a single mother who raised her kids to graduate from school, stay off alcohol and drugs, and stay out of jail. She is living proof strategic foresight can exist at all levels of society.

I do see the need for succession planning. I am both a scholar and practitioner of succession planning. Ask anyone who lived through the changes that occurred during 2020 to tell you their version of succession planning. This planning has a lot to do with contingency planning. Sometimes these planning efforts also benefit from the help of strategic foresight, should strategic foresight be accomplished before it was needed.

What you are trying to avoid is more problems coming to you. You cannot escape the truth your linear connection of worldview, ethics, morality, and virtue combination must have a suitable overlap with the linear connection of worldview, ethics, morality, and virtue combination held by everyone you bring into your organization. Furthermore, that overlap must also be suitable for those in your organization now to have the inclusion effect occur productively across the linear connection of worldview, ethics, morality, and virtue found in your organization’s culture. Remember, your organization includes any matrix-supplied folks involved in doing work with your people, your customers, your strategic partners, and your supply chain network.

What you are hoping for is the reality of truth helping you both find and select a suitable job applicant for each role you need to be filled in your organization. You are hoping one candidate will stand out among the rest, or at least find you have no appropriate candidates. Light helps with eliminating darkness, yes?

My recommendation to help you find some qualified candidates from the job applicants you have now is to evaluate their personality and worldview. This consideration will help to diversify your organization by walking out the linear connection of worldview, ethics, morality, and virtue held by everyone involved in working with each role you need to be filled by your selected job applicant. You are going to face their personality and worldview eventually. It is best to understand both of them during the assessment process.

You do not need a counselor to help you interpret the skills held by an applicant. The skills form a clear set of credentials. If applicant skills are not clear, then they are not qualified to become a candidate.

A match by personality to a role is realized by also matching skills and worldview. An espoused worldview is the most straightforward means I have found to understand more about a person. Their personality and skills may help me understand their worldview, but it is not a guarantee. Personality may be situational. Worldview is often continual. Skills are often temporal.

I urge keeping the screening call bound to a list of predefined questions prepared by you. This approach will help assure the person conducting the screening call does not attempt to interject an interview approach you do not approve of. It will also help assure all applicants are evaluated fairly.

If I were you, then I would select someone who can prove to me they can help me accomplish the candidate assessments and interpret the results of each assessment by their provable work history along with the education and certifications they hold. I would check their references. I would ask for examples of their already accomplished relevant work. I would also take their assessment of the first person they assess and run it by some other qualified professionals. I know the second person will want to do their own assessment, but it is worth an objective review by an objective person. If the second person refuses to interpret the first person’s work results, then I would not ask for any further help from the second person. I know my family doctor and podiatrist share their research and findings. So, other qualified professionals can do the same sharing of materials they are qualified to interpret.

I recommend you take time this week and consider how you desire to gain a deeper understanding of the personality and worldview of each applicant you are considering for each role you need to fill. The best means I have found to understand a person’s worldview is to ask them the following question: what is your worldview? I also recommend you select some third-party personality testing sources to use with your applicant after they pass their first interview with their potential boss.

I hope we will see each other here next week. Email me if you need to talk before then.

COMMENTARY CATALOG

http://www.shdawson.com/commentary/

Dr. Stephen H. Dawson, DSL

Executive Strategy Consultant

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Jim Weber – Managing Partner, ITB Partners

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June 29, 2021

Rapidly Growing Direct-to-Consumer Subscription Meal Delivery Company seeks Head of Marketing.

POSITION SYNOPSIS:
As a key member of the senior leadership team, the highly entrepreneurial Head of Marketing will drive the development and execution of a comprehensive marketing plan and growth strategy to align with the company’s objectives. The position oversees the organization’s branding, digital & traditional marketing, partnerships, event planning, public relations, community outreach programs, and customer experience group.

Key qualities for success include:

● Entrepreneurial
● Can get things done tactically while moving a business forward strategically.
● Has successfully built a team, in a phased approach.
○ Balancing readiness for the investment against spend for agencies.
● Understands and believes in holding consultants accountable via contracts with performance metrics.
● Understands that a budget is a guideline, everything must be evaluated as time and direction change.
● Is fanatical about the numbers — especially about CAC and conversion
● Ability to shift between tactical and the strategic
● Has managed an e-commerce DTC brand – either someone from food
delivery or someone who comes to the table with great ideas on how to
apply their experience to food/meal delivery.

KEY RESPONSIBILITIES:

● Work collaboratively with other members of the leadership team to define objectives, KPIs, develop budgets, strategies, and achieve targets in line with founders’ vision and the company’s mission
● Lead development and execution of a differentiated, consumer insight-driven brand strategy.
● Diversify the mix of digital and analog acquisition channels to more effectively target prospective higher affinity customers, increase conversion and LTV, reduce CAC, and scale.
● Monitor and optimize the payback period of each cohort of users making the necessary adjustments in the quality of acquisition.
● Set up frameworks to create successful funnels. Design an acquisition mix that is truly user-centric and leads media buying to bring traffic that converts to new users that meet our growth targets.
● Design, develop and execute formal customer retention strategies and programs.
● Identify and engage key strategic partners to increase brand awareness and drive growth.
● Develop and manage the consumer-facing digital and offline experiences.
● Oversee the company’s customer experience group
● Develop value-add presentations to engage key internal stakeholders, investors, and partners.
● Drive company vision, messaging, and brand consistency; instill a growth-minded culture.
● Full P&L responsibility for the marketing department
● Recruit and lead talented internal and outsourced teams

QUALIFICATION REQUIREMENTS:

● Minimum 10 years of marketing experience, and a successful track record formulating and leading marketing strategy, implementation, and team building for direct-to-consumer e-commerce companies.
● 5+ years of marketing experience driving customer acquisition across marketing channels (PPC, Display, Paid Search, Paid Social, Retargeting, etc) – startup experience preferred.
● 5+ years of marketing leadership experience
● Subscription experience is preferred
● Experience working with ad-serving platforms and digital monitoring tools, as well as offline marketing tools and strategies as well.
● Experience in leading and managing A/B testing, embedded media, and marketing program optimization
● Demonstrated data insights (KPI’s, traffic, revenue, conversions, ROI) to improve marketing efforts
● Demonstrated interest and/or experience working with or coaching a fast-growing company.
● Excellent oral and written communication skills with the ability to effectively communicate with and influence colleagues at all levels.
● Excellent eye for design and can understand and interpret design language (digital and analog), experience managing designers, developers, and agencies.
● Sense of urgency in assisting the brand to navigate the ever-changing landscape to commercialize opportunities.
● Strong leadership, talent mentoring, and talent development skills.
● Enthusiastic, can-do approach, with the ability to prioritize effectively in a rapid-paced environment.
● Self-motivated with critical attention to detail, deadlines, and reporting.
● Bachelor’s degree in Marketing, Communications, Business Administration, or related field of study. MBA Degree preferred.

Compensation and Benefits

● This position is an “at-will”, full-time, salaried, exempt position. The salary will depend upon the candidate’s relevant experience
● Competitive benefits are available – medical, dental, vision, life, disability, and 401k

Location

We work in the East Coast Time Zone. The majority of work is remote. Available for periodic meetings – after the pandemic in greater NYC. Relocation expenses are not available.

The Company is an equal opportunity employer. We value a diverse workforce and an inclusive culture. We encourage applications from all qualified individuals without regard to race, color, religion, gender, sexual orientation, gender identity or expression, age, national origin, marital status, disability, and veteran status.

Ideal Candidate Profile

- Who comes from a Tier 1 D2C Meals Company that has grown to become a market/sector leader:
  HelloFresh
  Freshly
  Factor
  Tier 1 D2C Consumer Brands:
  Magic Spoon
  Stitch Fix
  Allbirds
  Warby Parker
  Away
  Bonobos
  Glossier
  Casper
  Harry’s Razors
  Dollar Shave Club

Or Tier 1 Early Stage Branding Agency who has helped companies like the
above ideally early on that led to a growth inflection point: e.g. Red Antler.

We need a marketing person who can do this:
https://prezi.com/2mcy25316bkn/factor-75-marketing-overview/

Speaks like this (regularly in podcasts and interviews):
https://www.youtube.com/watch?v=_CAe2X65Wfg

And who has the creative foresight and nuts and bolts e-comm
experience to create this: https://www.needleseyemedia.com/

And who comes from an e-comm business that we aspire to
emulate.

For more information, contact Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
JimWeber@newcenturydynamics.com

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BLINDNESS

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COMMENTARY CATALOG

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Some Pitfalls.

What to Do?

Other Articles to Consider

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“A house divided against itself, cannot stand.” Candidate Abraham Lincoln

INTEREST

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RECOMMENDATIONS

COMMENTARY CATALOG

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Operations Manager | Job Expectations

Reports to: Chief Operating Officer

Direct Reports:

Schedule expectations:

General Job Expectations:

Core Areas of Responsibility:

Customer Retention

Supervision

Quality Control

Ensure all product and customer service standards are met.

Process Management

Catering

Vendor Relations

For more information, contact Jim Weber.

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New Century Dynamics Executive Search places a CMO/Head of Marketing for a rapidly growing, northeastern-based, direct-to-consumer, subscription meal delivery company.

About New Century Dynamics Executive Search

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General Manager Job Description

POSITION OVERVIEW:

ESSENTIAL FUNCTIONS:

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ROLE CONSTRUCTION

APPLICANT TRACKING

FAIRNESS

THIRD-PARTY TESTING

COUNSELED RESULTS INTERPRETATION

RECOMMENDATIONS

COMMENTARY CATALOG

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Key qualities for success include:

Location

Ideal Candidate Profile

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***“A house divided against itself, cannot stand.”* *Candidate Abraham Lincoln***