Spring Networking Event: Speed Networking

Midtown Atlanta Georgia

Enjoy a Spring Evening in Midtown making new network connections over Beer, Wine, and hors d’oeuvres. Hosted by ITB Partners

When: March 26, 2019 4:30 p.m. to 6:30 p.m.

Building off the concept of Speed Dating, this event is designed to practice and improve your networking skills with a number of people, in short, intense meetings.

The fun begins at 4:30 p.m. with beer, wine, and hors d’oeuvres. A $15 Cover Charge is required.

Our Host, Global Showrooms is located across the street from the Midtown Marta Station on 10th street, at: 10 10th Street NW, Suite 150, Atlanta, 30309

 

For more information, and to register,

Click Here!



December 11, BENG Atlanta Meeting featuring Chris Butsch

DATE AND TIME

 

 

LOCATION

Bella's Kitchen

6600 Peachtree Dunwoody

350 Embassy Row

Atlanta, GA 30328

View Map

$10 Fee

Join Us for the December Business Executives Networking Group, (BENG) Atlanta Chapter Meeting featuring Chris Butsch who will present:

"Executive Speechwriting Secrets: Crafting Killer Content that'll Make Employees Love to Work Hard for You"  

Register Now

Chris Butsch works with organizations who want happier cultures with higher engagement and lower turnover. He is the author of The Millennial's Guide to Making Happiness and is considered a global expert on applying positive psychology to the workplace and classroom.

A $10 Registration fee includes a sumptuous breakfast buffet.  Register Now!
 

 

BENG Mission

 

BENG provides mid- to senior-level professionals with a platform to enhance their networking activities and skills. 

 

Members in-transition benefit from tools to accelerate their job search (including opportunities for networking), targeted employment information and emotional support. 

 

 

Employed and self-employed members benefit from a platform to network and cultivate relationships with community leaders and professionals interested in expanding a business

We rely upon the generosity and cooperation of our members – whether in-transition, employed or self-employed – to accomplish the mission of “Members Helping Members.”

Register Now!

Monthly meetings are structured to help each member get the maximum benefit.

BENG Networking Meetings:

  • Are approximately two hours in length.
  • Are typically held monthly.
  • Range from 10 to 30 attendees, but average is 20.
  • A skill building presentation.
  • Allows each attendee 30 seconds to introduce themselves, talk about their background and expertise, and to present their Target Companies and networking needs.
  • Please bring business cards and your marketing plan if you have one.

 

Networking meetings provide members with an opportunity to sharpen their networking skills, meet peers from various disciplines and share business opportunities and job leads.

Register Now!

To register or for more information:

R.S.V.P required. For more information about The BENG, go to www.thebeng.org.

 

 

 

Craft an Effective Elevator Pitch

Networking meetings can become stale and boring over time. When this happens attendance will decrease and the networking group risks becoming irrelevant. This point was on my mind as I planned our ITB Partners monthly Members meeting for Friday, October 19.  We have an excellent speaker scheduled to talk about selling skills for small business owners and entrepreneurs.  Her presentation is highly relevant to our members. So, I saw an opportunity to build on that theme and address one of my pet peeves.  I decided to modify our standard agenda to accommodate a contest to reward the best elevator pitch. My thinking is two-fold; first to support salesmanship as the theme of the meeting, and secondly, to reinforce the importance of an effective elevator pitch.

 

Helping our members understand the importance of a well-crafted elevator pitch is important.  Also, its an opportunity to have some fun at our meeting, while ensuring that it’s informative and productive.  So what is an elevator pitch?  The name itself is a metaphor for a short but highly effective positioning statement. The analogy is that if you’re sharing an elevator ride with someone, say for 30 seconds, how would you respond if asked: “what do you do?”  An elevator pitch is similar to a positioning statement, also known as an Executive Summary at the beginning of a resume.  It should be memorable, believable, and interesting enough to generate a follow-up discussion or meeting.

 

I’m a big believer in positioning statements; whether it’s for a brand, a resume, or especially as an elevator pitch.  This goes back to my days in corporate planning where I learned the value of a coherent positioning statement. One should never underestimate the ability of a positioning statement to focus the organization on its strategic goals.  It is difficult for me to get past a poorly constructed Executive Summary on a resume. I have my doubts that job seekers fully appreciate the importance of this paragraph. It’s the candidate’s personal positioning statement, indicating their career interest and unique selling proposition.  If the Executive Summary is compelling, the reader will have a greater interest in a closer examination of the resume.  If not, it may wind up in the circular file.

 

When I provide resume coaching advice, I always begin with the Executive Summary. My counsel is to define yourself in the first sentence by stating your career level, your functional discipline, and your principal industry experience. The follow-on sentences can provide additional detail to address one’s particular skill sets. For example, if you are proficient at bringing new products to market, or revitalizing legacy brands, those strengths would be important follow-on statements.

 

 

So, why is an elevator pitch so important? If you are engaged in networking as a means of landing a great job or to generate more sales, you need an effective sales pitch.  When meeting strangers, your elevator pitch is an effective way to establish a connection.  It is a tool to help you recruit evangelists for your brand. Evangelists become a force multiplier, leveraging your business development efforts.  They can connect you with people looking for your services.  It is meant to capture the imagination of a prospective client, and to establish you as a viable referral for people in your network.  If your elevator pitch is memorable, you will be remembered!  Your elevator pitch communicates a rationale to consider you as a potential employee or service provider.   The quality of your sales pitch is a vital component closing the deal. It should be memorable, so the construction of your elevator pitch must be clear, easy to understand.

 

At the most fundamental level, an elevator pitch describes who you are, who you help, and why your services are needed. Your elevator pitch is your personal positioning statement. It is short and to the point, and hopefully interesting. In some respects, it is a conversation starter, intended to generate requests for more information.  A good elevator pitch will identify your target market, the prospective client’s problem, and how your company solves those problems.   Your elevator pitch is important, so make an effort to develop an effective pitch.  Practice your pitch!  Use it! Refine it!

Hello, I am Jim Weber.  I connect good people with great job opportunities!  My clients are leaders of mid-cap companies who need C-level professionals to achieve their goals.

Thank you for visiting our blog.

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

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

Jim Weber, President

NEW CENTURY DYNAMICS EXECUTIVE SEARCH

Current Assignments

  1. COO- Northeast-based Casual Dining Restaurant Company – Completed
  2. CEO- Northeast-based Casual Dining Restaurant Company – Completed
  3. VP Operations – Southeast-based Casual Dining Restaurant Company – In-process.
  4. Sr. Staff Accountant – Atlanta-based Not For Profit – New
  5. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
  6. Area Supervisor – Legacy Pizza Chain, Carolinas – New
  7. Operating Partners – Legacy Pizza Chain – New
  8. Controller – Atlanta-based Consumer Products – Digital Company – Completed
  9. Outplacement Assignment – Atlanta-based Manufacturer:  Complete

Author of: Fighting Alligators: Job Search Strategy For The New Normal

:

November 13,   Atlanta BENG Meeting featuring Richard Kirby:

November  Atlanta BENG Meeting featuring Richard Kirby: November 13

"Networking to Supercharge Your Career"

 Date and Time

Tue, November 13, 2018

7:30 AM – 9:30 AM EST

Add to Calendar

Location

Bella's Kitchen

6600 Peachtree Dunwoody

350 Embassy Row

Atlanta, GA 30328

View Map

Richard Kirby, Executive Impact
Join Us for the November Atlanta BENG Chapter Meeting at our NEW BENG MEETING LOCATION featuring Richard Kirby who will present:

"Networking to Supercharge Your Career"

There are lots of people with lots of theories. In this information-packed work session, our speaker will share specific strategies he has used successfully during his career and which his clients have used successfully in their careers.

Everyone knows that networking is the best way to find your next job when you are out of work. It is also the best way to find a job when you are currently employed, whether the job you want is within your current employer or outside.

So, why don’t more people spend the time to network? And why do many career seekers feel that networking just doesn’t work for them?

Come with an open mind and prepare to have it filled with specific strategies you can start leveraging immediately to gain significantly better employment opportunities. Plus, you can use these new tools to continually improve your income for the balance of your career!

Richard Kirby has been a confidential career advisor/consultant to hundreds of six-figure executives and professionals for the past 16 years. He has assisted those wanting to climb the ladder in their current employers as well as unemployed and underemployed job seekers.

Richard is an expert in all phases of career planning, self-promotion, and job search. He has a BS in electrical engineering and a certificate in engineering management. He is also a Certified Management Consultant (CMC®) and a Board Certified Coach, both of which are in the career specialty. Linkedin

Monthly meetings are structured to help each member get the maximum benefit.

BENG Networking Meetings:

  • Are approximately two hours in length.
  • Are typically held monthly.
  • Range from 10 to 30 attendees, but the average is 20.
  • A skill building presentation.
  • Allows each attendee 30 seconds to introduce themselves, talk about their background and expertise, and to present their Target Companies and networking needs.
  • Please bring business cards and your marketing plan if you have one.

Networking meetings provide members with an opportunity to sharpen their networking skills, meet peers from various disciplines and share business opportunities and job leads.

To register or for more information:

R.S.V.P required. For more information about The BENG, go to www.thebeng.org.

 

Todd Whitsen to Present to BENG Atlanta Chapter, October 9, 2018

Join us the 2nd Tuesday of each month for the Atlanta Chapter BENG meeting!

View this email in your browser

 
 

 
 

If you haven't registered to join us, Tuesday, October 9th, now is your opportunity.

We hope you'll join us for the October Atlanta BENG Chapter Meeting at our NEW MEETING LOCATION featuring Todd Whitsen who will present:

"Sales skill for new CEO’s and Executives"

About Todd Whitsen 
Recognized for his innovative approaches, ingenuity, thought leadership, and business acumen. He is exceptional at driving continuous business results; engineering turnarounds; accelerating revenues; improving profits; sustaining profitable growth, and developing partnerships to maximize EBIDA and the value of organizations. Linkedin

 
 

Register Today!

 

 

Join us…

Tuesday, October 9th
7:30 a.m. – 9:30 a.m.

Fee: $10 (Includes Breakfast – menu below)

LOCATION:
Bella's Kitchen
6600 Peachtree Dunwoody
350 Embassy Row
Atlanta, GA 30328
Directions

Breakfast buffet includes: 

Scrambled Eggs
Home Fries
Bacon and Sausage
Grits
Fresh Fruit
Coffee and Juices
Assorted Pastries (Croissant and Bagels with Cream Cheese and Jelly) 

 

 

 

The Atlanta – Business Executives Networking Group (BENG) is a non-profit networking organization for mid to senior level professionals with over 10 years of business experience. BENG provides its members with:

  • A supportive atmosphere of high-value, face-to-face networking opportunities.
  • Relevant professional contacts for the unemployed, employed and self-employed.
  • An emotionally supportive environment for those in career transition.
  • Education and assistance for those members desiring to build, maintain or expand their professional network.

Click here to learn more about becoming a member and joining BENG.

 

 

 

Note: Meetings are held the second Tuesday of each month.

For more information about BENG or to RSVP,
Please visit http://bengatlanta.eventbrite.com or contact
Jim Weber at jim.weber@itbpartners.com.

 
 
 
 
 

 

 

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Jim Weber to Facilitate The BENG Atlanta Chapter

 

 

Jim Weber assumes the role of facilitator for The Atlanta Chapter of The Business Executives Networking Group!
 
 
The Atlanta – Business Executives Networking Group (BENG) is a non-profit networking organization for mid to senior level professionals with over 10 years of business experience. BENG provides its members with:
  • A supportive atmosphere of high-value, face-to-face networking opportunities.
  • Relevant professional contacts for the unemployed, employed and self-employed.
  • An emotionally supportive environment for those in career transition.
  • Education and assistance for those members desiring to build, maintain or expand their professional network.
Click here to learn more about becoming a member and joining BENG.
 
Note: Meetings are held the second Tuesday of each month.For more information about BENG or to RSVP,
Please visit http://bengatlanta.eventbrite.com or contact
Jim Weber at jim.weber@itbpartners.com

Beyond Delivery: A Guest Post by Eric Norman

By Eric Norman, Partner,  ITB Partners

Thinking back on both the successes and disappointments I’ve experienced in my career as a leader of organizational initiatives, the recollections that surface most often are not the successes… or even the difficult efforts I’ve led. The thoughts and underlying concerns that haunt me most frequently gather themselves around the discovery, after-the-fact, that some of the initiatives I believed were successfully delivered had actually been only a temporary fixes, or when viewed at a later date were revealed to be failures masquerading as success – to be discovered for what they really were only after the passage of time.

Let me briefly explain. The challenged initiatives (projects, programs, portfolios of work) I’m referring to were efforts that defied easy resolution – every step a difficult and exhaustive slog upstream.  These “successes” were initiatives that had effectively ticked all the traditional performance boxes… meeting project or program objectives, achieving initial acceptance criteria and benefits targets, delivered within budget, on schedule. On later review, however, the changes we understood to be successfully delivered and implemented were nowhere to be found.  New products, practices or systems sat idle – never to be used; new processes and guidance regularly circumvented or entirely ignored; new organizational structures reworked or fully replaced, no longer recognizable.  In these cases, what had initially been seen as resounding success was, in reality, complete and utter failure.

Fortunately, this did not happen often, but when it did, I found it particularly disturbing and difficult to accept.  I found myself asking “what had we, as the leadership team missed, what had we not done to ensure success – what had I overlooked as the initiative leader that enabled and led to this outcome?”

Answers to these questions have not come quickly. It’s taken more years than I care to admit to gain adequate perspective on the common thread that ties these failures together. Taking time to look more deeply into the initiatives I’ve led, I’ve focused specifically on the challenged initiatives and those initial successes I found later to be failures. I looked for common themes and conditions embodied in these efforts and what I found surprised me.  Here are three themes common to all of them that stand out:

  • Solutioning, not Solving Business Problems:  Common among nearly all of these challenged and failed initiatives was the notion that we were delivering “solutions”.  In many cases, they turned out to be fixes to symptoms that truly didn’t address underlying business issues and conditions. Examined more closely, these were often “pet” initiatives sponsored by influential leaders intent on changing something within the organizations they led, without much real concern for, or understanding of long-term organizational or business impact. Many times these came as mandates or pronouncements, such as: “we are going Agile… every project in the organization will now follow Agile principles”, or “Regardless of what the demand study says, we are going to deliver that product by September”. To help ensure we, as initiative leaders aren’t led down this dangerous path, perhaps we should inquire about the strategic significance of such initiatives, asking organizational decision-makers: specifically, what business problem are we trying to solve? Then follow that question with another: and how will this _______ (fill-in-the-blank initiative) help achieve that outcome?  In the end, it is our responsibility to ensure that the degree of clarity in the answers we receive actually guide our actions.
  • Delivering, not Generating Business Outcomes: Another striking similarity among this group of initiatives was the continual drumbeat of process and delivery – and we followed that drumbeat dutifully, attending to the management plans (process), and getting the job done (delivery) with mechanical precision. Whether the initiative was heralded as a model for success or one that struggled to cross the finish line, we celebrated at the conclusion and congratulated ourselves for a job well done. What becomes obvious now recalling these initiatives as a collection, was that in nearly every case the work wasn’t complete. We had prematurely declared success when we hadn’t actually achieved it. We had entirely ignored the need to measure progress against intended business outcomes. To put it simply, what we missed with our exclusive focus on process and delivery was the awareness that if we were delivering a new or changed product or service, delivery wasn’t the end of the process, it was the beginning. Measures and activities that would have served to focus the team, stakeholders, and sponsors during the initiative were entirely absentHow will we ensure adoption of the new ______ (fill-in-the-blank product or service) during and after the close of the effort?  What must we do now, during the initiative, to ensure the benefits we achieve can be sustained after the effort ends, and what must we put in place to make certain these benefits continue to accrue into the future? Who, specifically, will own sustainment of the changes we’ve implemented after the current champion, sponsor and team move on? I call these questions and others like them outcome-oriented thinking, and this approach now shapes and influences the methods, processes, tools, and systems I put in place for initiative leadership, benefits achievement and sustainment.
  • Maintaining Systems, not Sustaining Benefits: Finally, short-sighted or limited post-delivery planning characterized many of these failed efforts. Because we had focused so intently on delivery, our post-delivery plans emerged mostly as traditional, backward-facing maintenance activities. Warranty periods, call centers, support plans, problem/issue tracking, all targeted at correcting fallout from the delivery itself – and only for a relatively short period of time. On reflection, what I noticed common among these initiatives was the absence of a forward-looking sense of sustainment and continuous outcome improvement. During the initiatives, we hadn’t anticipated and planned for systemic issues that may have occurred. We viewed support as a passive, reactive activity, without planning-in the necessary components for acting on support information and feedback, employing this key information for ongoing outcome improvement. We spent little effort on defining post-delivery adoption, utilization or effectiveness measures, or the people and processes required for monitoring and acting on them. This reinforced our view of delivery as an endpoint, leaving the difficult follow-on work to others. Related to this – and most importantly in all these initiatives, we neglected to specifically identify the individuals responsible for carrying forward the new structures, products, services or benefits sustainment activities. This was a significant omission, leaving critically important considerations completely unaddressed. In effect, we had actually built short-lived success into these efforts, without a foundation for ongoing business value generation behind it.  Armed with this insight, I now regularly begin thinking of the post-implementation “who” and “how” during the planning stages of the initiatives I take on.  To summarize, in my view these three “Beyond Delivery” themes are inseparably linked, and to employ them as effective initiative leaders, we must:
  • Ensure alignment exists between the organization’s strategic objectives and the efforts we lead
  • Focus attention on post-delivery activities. Identify what must be put in place during initiatives to ensure durable and sustainable success after
  • Anticipate and plan for process ownership and sustainment activities, specifically identifying the individuals who will carry on the good work delivered by initiatives long after the original efforts have ended

Outcome-oriented thinking; it’s what results from considerations of things that occur in business…Beyond Delivery

Eric Norman

For more articles, presentations, books, and lectures by Eric Norman, check out his website: https://nncweb.net/publications/

Thank you for visiting my blog.

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

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

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Current Assignments

  1. COO- Northeast-based Casual Dining Restaurant Company – Completed
  2. CEO- Northeast-based Casual Dining Restaurant Company – Completed
  3. VP Operations – Southeast-based Casual Dining Restaurant Company – In process
  4. Sr. Staff Accountant – Atlanta-based Not For Profit – New
  5. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
  6. Area Supervisor – Legacy Pizza Chain, Carolinas – New
  7. Operating Partners – Legacy Pizza Chain – New
  8. Controller – Atlanta-based Consumer Products – Digital Company – Completed
  9. Outplacement Assignment – Atlanta-based Manufacturer:  Complete

Author of: Fighting Alligators: Job Search Strategy For The New Normal

:

How to Hire Top Talent Millennials into Commission-Only Jobs: Chris Butsch – Keynote Speaker, Author, Millennial Expert

Hiring Millennials into paid positions is difficult enough; so how on earth do you attract them to commission-only jobs? What’s the secret to selling a full-time position with deferred payment to a generation who places high importance on instant returns and gratification?

The solution is two-part; you must first address the unknown, then spice up the value proposition. Remember: you’re competing with the comforting psychology of a guaranteed paycheck. As a result, setting clear expectations and an attainable vision of success during the interview process will be critical in recruiting top Millennial talent to your commission-only positions.  You can do this in two stages during early conversations with candidates:

  1. Clearly lay out expected earnings potential.

Laying out earnings expectations for 1, 3, 6, 12, and 24 months out is an excellent place to start. The word “expectations” will help assuage concerns over the commission-only model. Then, a segue into earnings potential becomes natural and powerful. Some sample language you can use:

“At a salaried position, you have to wait until the end of the year for a bonus. Here, you can earn a bonus anytime. Furthermore, at a salaried position, there are limits on what you can earn. Here, your hard work will directly translate into higher earnings.”

Language like this helps Millennials see the potential, as opposed to the limitations, of a commission-only model.

  1. Play the role of mentor.At this point in the conversation, even a confident, entrepreneurial-minded Millennial will wonder “but what if I fail?” You can address this fear head-on by assuring them that you won’t let them.

[Tweet “Millennials grow with guidance and place a high value on experiential learning.”] 79% of us want our boss to serve as a coach or mentor, and 88% of us prefer collaborative to competitive work cultures. Plus, strong mentorship is the #2 strongest retention tool for Millennials, behind alignment with the company’s purpose.[1]

Certain key phrases will eliminate culture concerns and paint you as someone they’d desire to work for. Positive, supportive language like this will augment every interview you conduct, but works especially well with a young person:

“I won’t let you fail.”

“We’ll create work plans together.”

“You’ll get some of the best sales training on the planet; training that you’ll have forever.”

“My office is always open for questions.”

“I’ll turn you into a rock star.”

“Commitment goes both ways; you make a commitment to me, and I’ll make a commitment to you.”

In summary, mention of pay and mentorship are critical while recruiting Millennials. Assure them that if they work hard, they’ll succeed; and you personally won’t let them fail. Many employers forget to make the latter point so you can use a promise of mentoring and coaching to gain a competitive edge over other recruiters: even those hiring into salaried positions.

What’s your company’s current “Millennial Problem?” Recruitment? Retention? Engagement? Message me on LinkedIn and I’ll do my best to help.

 

About The Author

Chris Butsch is an expert on maximizing the Millennial generation in the workplace, Chris has directly advised Fortune 500 CEOs and delivered keynotes on three continents. Having built a reputation for offering managers free and immediate “quick wins” to maximize Millennial retention and productivity, Chris is organizing his latest findings in a new book called These Damn Millennials. 

His business website is:   www.chrisbutsch.com

 

Thank you for visiting my blog.

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

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

 

 

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com

Current Assignments

1. COO- Northeast-based Casual Dining Restaurant Company – Completed
2. VP Operations – Southeast-based Casual Dining Restaurant Company – New
3. CEO- Northeast-based Casual Dining Restaurant Company – Completed
4. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete
5. Area Supervisor – Legacy Pizza Chain, Carolinas – Completed
6. Operating Partners – Legacy Pizza Chain – New
7. Controller – Atlanta-based Consumer Products – Digital Company – Completed
8. Outplacement Assignment – Atlanta-based Manufacturer:  Complete

 

Jim Weber Presents to The FENG Atlanta Chapter

June 13, 2018, Atlanta GA.  Jim Weber Presents to The FENG Atlanta Chapter  on the topic of career management based on his book, Fighting Alligators:  Job Search Strategy For The New Normal.  It was an excellent event with a lively discussion.  Many thanks to Juliet Denise who facilitated the meeting.

Jim Weber, President

NEW CENTURY DYNAMICS EXECUTIVE SEARCH

Author of: Fighting Alligators: Job Search Strategy For The New Normal

 

JimWeber@NewCenturyDynamics.com

 

Current Assignments

1. COO- Northeast-based Casual Dining Restaurant Company – New

2. CEO- Northeast-based Casual Dining Restaurant Company – Complete

3. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete

4. Area Supervisor – Legacy Pizza Chain, Carolinas – New

5. Operating Partners – Legacy Pizza Chain – New

6. VP Operations, SE-based Casual Dining Chain – New

7. General Manager, SE-based Private Club – New



 

More On Changing Industry Segments.

You probably know that the economy has improved, and that unemployment is down to 3.8%.  That is great news!  Along with an improved economy, the labor market has tightened.  The unemployed and under-employed are going back to work.  Additionally, those people who held onto their jobs through the recession and the weak recovery are considering their options.  They are beginning to seek career advancement with another employer.

This week I talked with a lady who has experience in the restaurant industry but more recently has worked on the fringe of the industry, in another retail segment.  Let’s call her Ann.  In fact, her current employer is classified as “non-traditional” by restaurant industry insiders.  This segment is not well understood or highly respected by the restaurant industry.  Even so, she has responsibility for a major line of business with a dominant regional brand. Her employer is well known in their part of the country but not so much outside the region.

I have written about the difficulty of transitioning one’s career into a different industry.  I have found that people have biases about those working in other segments even within the same industry. These biases are interesting as they are seldom fact-based. I advise that the best way to make a successful cross-industry move is to have an important contact networked into that segment.  However, there are other issues to consider.

Changing industries is more or less difficult depending on one’s job function and the hiring manager’s personal biases.  Yes, hiring managers have biases that affect their decisions, and they aren’t necessarily illegal.   Would you believe that a controller with experience in full-service hotels and resorts couldn’t be a successful controller for a small restaurant chain?  Well, a few years ago I faced that bias which frustrated me.  Recently, I failed to get a candidate in front of a client because he has worked in non-food retail for the past two years. It did not matter that my candidate had a total of 15 years of leadership experience in the restaurant segment. Two years outside the restaurant industry knocked him out of contention. Seriously?

Moving into a different industry segment is also subject to the company’s culture.  Some employers are open to hiring people with the right skill set even if their recent experience has not been in the same industry segment.  Other companies are more rigid in this requirement.  The target company’s position in its life cycle is also relevant.  Typically, leaders and managers are best suited to one or two life cycle stages, but not all.  Entrepreneurial managers skilled in start-ups are usually gone by the time the brand reaches maturity.  Managers who are successful working with mature brands are probably not viable in a turnaround.  Making a career move to a different industry segment can be complicated.

Back to Ann.  She has a good job with a broad responsibility and a comfortable salary.  However, she sees no path to a viable long-term career. After five years, she has decided to explore other options.  She wants to make a transition on her terms, i.e., to keep her current job until she has landed the next.  Her ideal strategy would be to look for a situation in the QSR or Quick Casual segments with an equal or greater level of responsibility.  Her job search plan needs a public relations component to address segment bias.

My counsel is to craft a document that explains the business she manages in detail. She must help hiring-managers bridge the gap between their preconceptions and the facts for her industry segment.  A document that presents the size and scope of her responsibility could change some opinions.  This information can be incorporated into her resume and possibly into a cover letter. My thinking, however, is that the ideal product will read like a press release. The point is to address objections right up front.

As much as the entire economy is changing and the employment dynamic is tightening, one would think that hiring managers would be “tuned into” the need to adapt.  One would think that employers would face additional pressure to check their biases and develop a more productive perspective.  Well, maybe not yet.  Some people will learn this lesson the hard way.  [Tweet “In the meantime, it is up to the job seeker to develop a strategy to overcome hiring biases.”]

Thank you for visiting my blog.

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

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

Jim Weber, President

NEW CENTURY DYNAMICS EXECUTIVE SEARCH

JimWeber@NewCenturyDynamics.com

 

Current Assignments

1. COO- Northeast-based Casual Dining Restaurant Company – New

2. CEO- Northeast-based Casual Dining Restaurant Company – Complete

3. Corporate R&D Chef, Atlanta-based Home Meal Replacement Company – Complete

4. Area Supervisor – Legacy Pizza Chain, Carolinas – New

5. Operating Partners – Legacy Pizza Chain – New

6. VP Operations, SE-based Casual Dining Chain – New

7. General Manager, SE-based Private Club – New