Position Yourself for Success!

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

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

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

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

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

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

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

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

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a com

Great Careers – The BENG Atlanta Chapter January 12, 2021 ZOOM Meeting

Abby Kohut is the Featured Speaker

Success for the Seasoned Search…The Benefit of Being Overqualified

Many seasoned job seekers find themselves being called overqualified because they have more years of experience than the job description calls for. Learn powerful strategies to overcome your interviewer’s misconceptions about you. It’s impossible to BE overqualified unless YOU believe you ARE overqualified. In this seminar, you will learn:

    • The REAL reason why recruiters AND hiring managers are concerned about hiring overqualified applicants
    • How to change your cover letter and resume if you believe you are overqualified
    • Seven ways to explain in an interview why being overqualified is an advantage
    • How to handle the “age factor”

 

Abby Kohut

Abby Kohut is known in the job search world as Absolutely Abby because she tells the Absolute truth about the job search process. In the past 26 years, Abby has held corporate recruiting positions in a variety of industries and is responsible for helping 10,000 people get hired. Her website AbsolutelyAbby.com, which was selected as one of the “Top 100 Websites for Your Career” by Forbes, teaches candidates secrets the Absolute truth about the job search process that other recruiters won’t tell you.

AbsolutelyAbby.com was mentioned on CNBC as one of three top websites for career changers and CNBC published an article naming Abby as a Top Career Coach and Recruiter. Abby is one of the “Top 100 Influential People Online” according to Fast Company Magazine and is known as “Ask Abby” on LinkedIn. Since 2012, Abby has been on a mission to help one million job seekers and she drove around the US in an RV in order to accomplish that goal. Her job search adventures were covered by several national TV and radio networks including Fox 5, Sirius XM, NBC, CBS, ABC, Bloomberg Radio, LinkedIn, Monster, and The Ladders.

 

 

 

Jim Weber is inviting you to a scheduled Zoom meeting.

Topic: Great Careers – The BENG Atlanta Chapter
Time: Jan 12, 2021, 07:30 AM Eastern Time (the US and Canada)

Join Zoom Meeting
https://us02web.zoom.us/j/89162830986?pwd=YVZuUGVyWDYyRzhITGhBMHlVakZHdz09

Meeting ID: 891 6283 0986
Passcode: 106149

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

FlexHR

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

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

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

Can Employers Mandate Vaccines?

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

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

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

What If An Employee Refuses?

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

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

Considerations

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

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

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

When Do Employers Have To Decide?

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

Jim Cichanski – CEO FlexHR

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

 Thank you for visiting our blog.

 

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

The DDC Systematic Approach – Part 4 – Succession Planning

All organizations can benefit from a robust Succession Planning process.  Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses.  Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity.  Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use.  While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team).  Taking this step is a critical part of the equation.

Let us look at an example of a desired “outcome” of this process.  An effective Succession Planning process should identify current and future gaps in organizational staffing and depth.  Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization.  Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels.  At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing.  It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.

As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process.  Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process.  I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.

Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.”  Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s).  Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).

My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company.  But for now, building a diverse pipeline of talent will enhance the future success of the organization.  However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization.  Optimized results will follow.

David Daniels, Daniels Consulting

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

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.

 

Supercharging The Grocery Store Card

 

Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop.  In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.

Being highly competitive, the grocery industry represents a great opportunity for innovations such as Cashback Shopping.  The concept is straight forward.  Using Kroger as an example, the store through its normal advertising channels promotes “Kroger Cash Back Shopping” for on-line purchases. (Note:  The actual name of the program will be determined by Kroger.)  Shoppers shop on-line; earn cashback on every purchase, and the cash is loaded onto the shopper’s Kroger card.  In turn, Kroger decides how to leverage the cashback to its greatest benefit.  Examples might be:

  1. A direct reduction on the cost of groceries at check-out based on accumulated cashback on the card
  2. Special shopping deals for cashback shoppers, e.g. BOGO’s on select items
  3. Tie-ins with other partners, such as gasoline purchases

A Grocery that adopts the Retail Benefits cashback shopping app will supercharge its store card with the following advantages:

  • Grow revenue – Retain a portion of member cashback to fund the program and be accretive to profit
  • Fund grocery card – Register cashback on your store card to apply directly to the shopper’s grocery bill
  • Drive engagement – Apply cashback to member benefits such as special offers, tie-in deals with other vendors, merchandise, etc.
  • Messaging – Communicate via the app on special offers, etc. Note:  The Cash Back app provides direct messaging to participants.
Phillip Davis

To learn more about the cashback shopping app. and the business opportunity it represents, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.

 

 

 

 

 

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.

ITB Partners December 18 Meeting via ZOOM, Featuring Mark Fonseca

Mark Fonseca Will Present Uncovering Revenue Risk

Pragmetirx Group
Mark Fonseca

Mark Fonseca has over 20 years of experience in consultative sales, sales management, and client relations. As a top producer at Lanier Business Products, he sold document management solutions to a range of businesses and was prolific at establishing long term relationships.
Mark consults one on one with the most successful CEOs and Executives in Atlanta and has interviewed thousands of Executives and Business Professionals. He has experience in Sales, Sales Management, and Sales Training Best Practices. Currently, Mark is the owner of his own private men’s custom clothing and executive image consulting business. He has developed strong business relationships with heads of state, CEOs, top-level executives, and successful entrepreneurs, through one-to-one consulting and exceptional customer service.

As a Partner in Pragmetrix, Mark is responsible for Client Relations, Business Development, and conducting interviews within the Pragmetrix Customer Loyalty Assessment process.

Join Zoom Meeting

https://us02web.zoom.us/j/988485706?pwd=M1RKQ1QxM1RpZXkrUWpGS2wvL2VpQT09

Meeting ID: 988 485 706

Passcode: 002770

Great Careers – The BENG Atlanta Chapter December ZOOM Meeting

Jim Weber will present:

Improve Your Writing Skills; Shorten Your Job Search!

Jim Weber – Managing Partner, ITB Partners

Jim Weber will show you how to avoid writing mistakes that sabotage your job search.  Learn how to craft a resume that makes an impact, write a cover letter that positions you as a savvy professional, and create an interesting bio people will read.  Additionally, Jim will discuss how blogging shortens your search time.

Prior to forming New Century Dynamics Executive Search in 1999, Jim Weber spent 22 years with Fortune 500 companies in the Food Retailing Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven executive with exceptional leadership skills, Jim has a strong financial background and heavy operations experience in specialty retail stores, quick-service restaurants, manufacturing, and distribution.

 

ABOUT GREAT CAREERS – BENG:

The Atlanta chapter of Great Careers – The Business Executives Networking Group (BENG) is a multidiscipline, independent group of job seekers, those currently employed and business networkers, who are willing to help others. Current membership includes mid to senior-level executives with over ten (10) years of business experience. Past attendees have come from financial management, information technology, legal, manufacturing, engineering, transportation, logistics, distribution, and general management industries. We actively seek new members from all disciplines.

Email Jim.Weber@itbpartners.com to reserve your place!

The Dave Daniels Consulting Systematic Approach – Part 3

Measurement of business goals can be elusive.  There are several measurement tools available, and my current favorite is an updated version of SMART, called FAST.  FAST is much better suited to today’s Agile companies.  But, this blog is not meant to discuss the merits of either approach.  When it comes to the measurement of D & I goals and action steps, I often find quite a bit of resistance.  For example, I often hear that setting specific demographic targets for staffing levels and/or promotability will lead to hiring and promoting individuals who are not qualified.

My response is always the same.  Every goal that is set in any given organization has the potential for loss of integrity.  I have seen people manipulate financials to make themselves look better.  I have seen bosses give people they like (friends) slack in their performance appraisals.  The list goes on & on.  When it comes to D & I measurement, I often hear from ELT members that they are concerned the company will start to hire and promote undeserving individuals.  This perception may or may not be true, but I always find it interesting that utilizing this reasoning to avoid D & I measurement is more freely shared vs. the examples cited above.

When it comes to staffing and promotions, it is in the organization’s best interest to widen the pool of qualified candidates.  No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position.  The focus should always be on expanding the pool of candidates from under-represented groups.  Why?  Because it produces a diversity of thought and experience that clearly helps optimize the company’s results.  Most importantly, it enhances the probability that the best available person gets the job. 

This approach applies to all parts of the organization and to all groups of people.  Clearly, many organizations will benefit from targeting under-representative groups of women and people of color.  This focus will improve the organization and open new business streams and improved productivity.  So, does this same thought process involve all demographic groups?  The answer is yes. There will be situations where one or more groups are under-represented.  “Reverse discrimination” is a phrase that implies that white men have been adversely impacted.  I would suggest that this term does not describe this dynamic effectively.  Under-representation can happen with any group, and it takes honest conversation and approaches to overcome this disparity.

Every business unit in the organization needs to honestly and openly assess where a lack of diversity exists.  It is not good enough to look at overall business unit numbers; each position should be scrutinized.  Why?  Each department runs the risk of missing valuable diverse perspectives.    This growing complex dynamic can be overcome. The right measurement approach that is driven by the organization’s values and is applied to all levels of the organization will go a long way to overcoming unintended consequences that occur over time.

Effective measurement should consider two levels:  Outcomes and Impact.  Unfortunately, most organizations do not spend enough time assessing the effectiveness of their measurement process which has led many organizations to avoid accountability.  Allow me to share an example of the difference:

Outcomes: Short term & mostly intermediate changes that occur in organizations.

Example: Your organization increases its gender representation of its ELT.

Impact: Significant changes that occur within the broader organization.

Example:  Due to the outcome noted above, your organization has gained access to new markets comprised of primarily women.  Additionally, you have become an Employer of Choice for women, resulting in improved engagement scores that lead to measurable revenue growth.

As part of the DDC approach, I work closely with every ELT member and their teams to establish both Outcomes and longer-term Impact measurement.  We start by assessing how workflow and decisions are made.  A simple change such as discussing the make-up of cross-functional teams can have a dramatic impact.  And, if your organization does not have a robust Succession Planning process, the ELT may be missing a critical opportunity to ensure that the best rise to the top.  More on this topic in my next blog.

 

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a comment.

Is Your Job Search Strategy Working?

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

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

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

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

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

Begin with the Fundamentals

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

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

Stan’s 5-C Model

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

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

Understand Your Relevant Skills

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

Effective Communication is Required

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

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

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

 

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox.  Toward this end, put your contact information on my mailing list.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so; please leave a com

Optimizing Technology in Support of Business Processes

Brightwater Consulting

To move your business forward in this economy, you need to be nimble and efficient to maximize profits as the marketplace changes. And of course, employee safety and cybersecurity are musts.

I’m writing to ask if you have a few minutes to discuss how to boost growth and manage risks while becoming more efficient and effective.

At Bright Water, we offer a wide range of information technology services, from ERP systems to security and infrastructure to technology evaluations and optimizations.

Most important for you to know is that we deliver cost-effective, elite services. Plus, we’re located right here in Atlanta, so you’ll get the best local consultants to help you.

Can we connect for an introductory phone call this week or next?

I look forward to the opportunity to discuss how Bright Water can help you and appreciate that you are busy, so if you’d prefer not to be contacted again, just let me know.

Sincerely,

 

Dan Ricks, Brightwater Consulting

Dan Ricks

Bright Water Consulting, LLC

678-457-3098

danricks@brightwaterconsulting.com

www.brightwaterconsulting.com

 

 

Thank you for visiting our blog.

Jim Weber – Managing Partner, ITB Partners

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.