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

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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!

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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

:

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



 

Get Off The Bench And Into The Game!

I spend my days talking with people; a lot of people. Many are consultants with ITB Partners.  They are seeking my advice to become more successful as an independent contractor.  Mostly, I talk with people who need help with their job search. It is a significant part of my day.  These folks want to reconnect with another employer in a similar role. Some are ready to make a break from traditional employment to become their own boss. They are intrigued by the opportunity and want to better understand the risks and rewards. Every now and then I talk with someone who has been on her own but seeks greater stability as an employee.  Of course, becoming an employee offers little stability as companies are in a constant state of change.  One of our consultants took employment situation last year. It didn’t work out.  After a short tenure in that job, he returned to ITB Partners to pursue a freelance career.  This is a common phenomenon as job tenures become shorter and shorter.

My conversation with these folks begins with their goals and objectives. I want to understand their perspective on the market and the motivation for their intended course of action.  I want to learn how I can be helpful, even if it is limited to free advice.  Naturally, they want to know if I have a search assignment that fits their needs.  If I don’t have an appropriate assignment they want to begin a relationship for future opportunities.  When they have completed their overview it is my turn to validate their strategy and to present alternatives they may not have considered.

As most of my work is with senior-level executives, my feedback is usually the same.  However, there are variations appropriate to the candidate’s functional discipline and industry segment. Some job functions are experiencing great demand, like Chief Financial Officers. Some are experiencing rapid turn over, like Chief Marketing Officers. Some industry sectors are growing more rapidly than others.  Some are consolidating and even liquidating.

To a large extent, all industry segments are experiencing similar circumstances. They are trying to adapt to rapid change. Competition is fierce. There is a manic effort to stay relevant to the customer. The constant search to become better, faster and cheaper creates pressure to innovate. The push for cost reduction usually means ways to shrink the workforce.  Finding outsourced solutions has become commonplace.  The message to job seekers is to expect more job changes with shorter tenures. This reality leads many to strike out on their own, to become a freelancer.

The fundamentals of finding full-time employment or a contract engagement are basically the same.  One must talk with people, network. They must research the target company. They must get their resumes in front of hiring managers.  Ultimately, they must get interviews. The big difference is to advise the hiring manager or recruiter that you will consider a 1099 situation.   With no additional work, the job-seeker increases her employment opportunities, while reducing her time “in the market.”

I find that a willingness to engage in project work is an effective way to find a new job. I call it a bridge strategy.  Employers are risk-averse, especially with regard to hiring decisions.  The cost of a bad hire is significant.  If given the alternative they would prefer a lower risk option, like a short-term contract.  A short-term contract allows the employer time to evaluate the candidate’s viability without making a commitment.  If the candidate is a good fit an offer of full-time employment is likely.  If not, terminating the contract carries little risk.

If you are serious about finding work you must be open to alternatives that present a win-win solution.  Contract work that leads to a full-time situation is a proven job search strategy.  I believe that freelancing will continue to grow in importance as the economy transitions into the Digital Age.  So, get with the program!  It is better to be on the playing field as an independent contractor than to warm the bench.


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

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



Max Sutherland Joins ITB Partners

“Drive Global Growth through Asset Optimization”

 

SONY DSC

Overview

Max Sutherland is a multi-industry, global corporate strategy and development executive, bringing more than 25 years of strategic Fortune 500 CEO initiatives experience to the table. Having started his career in Wall Street Banking and transitioning to manufacturing via Big 4 Consulting, Max focuses on growth, mergers and acquisitions, and enterprise-wide asset optimization to maximize top- and bottom-line financial performance, expand into new markets, and strengthen brand equity to achieve long-term objectives.

       Read More… 

Align Change With The Needs Of Your Culture.

The plan was to meet Chris and Aaron Monday evening, for conversation and a fine cigar. The venue was Cigar City Club, in the Buckhead Neighborhood of Atlanta.  Chris is a Member of ITB Partners, whereas Aaron is new to our network.  Aaron is Millennial with a background in IT Consulting.  He is also an entrepreneur.  Chris believes that Aaron would be a good candidate for ITB Partners.  Aaron is looking for new clients.  Aaron canceled due to illness but Chris and I decided to follow through with our plans. I’m glad we did as I needed a good cigar.  Additionally, I had developed two networking contacts I wanted to discuss with Chris.  

I met Chris through Cliff,  a mutual friend.  It was two years ago,  just after I had published Fighting Alligators: Job Search Strategy For The New Normal.  When Cliff learned that Chris was months away from publishing his first book he decided that we should meet.  The full story is more interesting, but I’ll save those details for now.  Chris is 27, a Millennial Expert, Keynote Speaker, and Best-Selling Author of The Millennial’s Guide to Making Happiness.   He is building a Consulting Practice around Millennial career development and job satisfaction. Much of that work is focused on helping baby boomers understand their Millennials.  His objective is to help them become more effective, leading to longer tenures, and a lower cost of turnover.

Arriving first, I planted myself at the right-hand corner of the u-shaped bar.  I placed my drink order, then headed for the humidor.  One of the Managers helped me make my cigar selection; one new to me, and an old favorite.  On the way back to my seat, I saw Chris, sitting in the seat next to mine.

As one would expect, our discussion was far-ranging.  We compared notes on the dynamics of the economy and opportunities to build our businesses.  The economy has seen significant improvement, but individual companies are in a state of flux.  There is tremendous pressure to maintain relevancy and to increase market share.   Therefore, a lot of opportunity for us.

Toward that end, Chris told me about a new product he is developing, a cultural risk assessment. He wanted my thoughts on how to position his concept.  He asked my opinion on three particular options and price points, based on variations of the number and mix of people to interview.  Fortunately, I have recent experience with a similar assignment so I was able to talk with some authority.  

Last year I completed a consulting gig, helping my client improve their internal recruiting, selection, and onboarding program.  I have found that the best way to approach any assignment is to begin by understanding the client’s culture.  So, I began that assignment by interviewing the leadership team to get their perspective on the company’s values, management style, and opportunities.  Next, I talked with a cross-section of employees for thirty minutes each.  The results were revealing.  To make a long story short, the client was surprised to learn that the values and career goals for their employees aligned with their generation.  The baby-boomers were focused on developing their professional skills, whereas the Millennials were trying to “fit in.”  The Baby-Boomers had a lot of job satisfaction.  The Millennials, not so much.  They complained that internal communication was not helpful. Leadership was surprised by these findings.  Although it was not my primary mission, I recommended that Management consider a Mentor program and prominently display their KPI’s.  Those two ideas got them moving in the right direction.  I recommend that Chris follow a similar process.

The success of any new project or change in procedure is dependent on buy-in by the employees affected.  Achieving that buy-in requires a communication plan that resonates with the company’s values, its culture.  Stated another way, if one wants to ensure a successful outcome, one must understand the current state of the company’s culture and respond to its needs.

Three hours later…we made our exit, well-fed and relaxed but energized by our commitments to one another.


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

Jim Weber, President

NEW CENTURY DYNAMICS EXECUTIVE SEARCH

JimWeber@NewCenturyDynamics.com

Current Assignments

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

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

Make Your Work Enjoyable! Have Some Fun.

Last week was awesome, packed with fun and productivity.  I am on Overload but recovering. Actually, that is a bummer.   As you know, I often write about my preferred ways to conduct business. In fact, last week I wrote about a very productive business meeting over cigars and beer.  I find that I am most productive in a relaxed, friendly environment that supports a free flow of ideas.  I am sure that I am not unique in this respect, as this is the perfect environment to achieve “breakthrough” thinking.  Breakthrough thinking leads to solutions for vexing problems and ways to exploit opportunities.  This week was packed with events that were both fun and productive.  Well, what made this such a good week, Jim?  I am glad you asked!

The fun began with an early morning breakfast meeting on Monday.  Six of my Consultants from ITB Partners met to discuss our strategic positioning and branding for our emerging consulting group.

Tuesday morning I attended the monthly BENG meeting which featured Abby Kohut presenting “Success for the Seasoned Search.”Abby Kohut is known in the job search world as Absolutely Abby,  She is the President of Staffing Symphony, LLC, and author of “Absolutely Abby’s 101 Job Search Secrets.”  This is the second time I have attended a presentation by Abby.  Both were excellent!  Following the BENG  meeting, I met with a friend’s son who is in transition and enjoyed lunch and cigars with two Alumni buddies.  What a great day!

Wednesday, ITB Partners’ conducted its monthly meeting hosted by Cari Pirello and Jessica Prior at the offices of Marketing Workshop.  Marketing Workshop is a full-service marketing research company and one of my clients.  Eighteen Members and guests participated in this event.  The meeting began with a presentation by Cari and Jessica which showcased their capabilities.  Later, Cari took us on a tour of the facilities, providing added perspective to their business.  This event was useful on several levels.  It exposed our group to a valuable resource and provided Marketing Workshop with insight into our capabilities.  That meeting was followed by my monthly poker game with colleagues and Alums, including cigars and a few beers of course.  Another great day!

Thursday evening I attended a networking event hosted by Walter Gupton of McGriff, Seibels & Williams of Georgia, Inc.   I made two good connections to build our consulting group and caught up with a few friends in attendance.  Following this event, I enjoyed a quiet dinner with my Bride.  She brought me up to date on the state of her business which is important as I am her business manager. Another enjoyable and productive day.

Friday was mostly spent on administrative tasks. but I did have a few important phone conversations. I capped off the week, later that afternoon, with an important recruiting meeting over a cappuccino. 

I get a charge out of spending time with people, especially friends and business associates.  I enjoy hearing about their goals and aspirations, personal and professional.  I enjoy a free flow of ideas that lead to breakthroughs.  I enjoy connecting friends and trusted advisors to one another.  I suppose that explains my career choice.  These attributes have served me well as an executive recruiter.  They are useful in my work to build ITB Partners.

Progress comes from the free flow of ideas.  I find that a relaxed, non-threatening environment leads to greater creativity which supports problem-solving.  I am energized by this kind of exchange, so I seek out or create these opportunities.  That’s why my preference is to include an element of fun in my work.  Setting the stage for a productive exchange of ideas is critical to the process.  Regrettably, it is not realistic to expect 100% achievement of that goal as some aspects of life and business are tedious and sometimes unpleasant.  Even so, I aspire to have as much fun as possible while becoming ever more productive.  My recommendation to you is to do the same.


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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 – Offer Accepted

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

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

5. Operating Partners – Legacy Pizza Chain – New

6. Controller – Atlanta-based Consumer Products – Digital Company – Completed

7. Outplacement Assignment – Atlanta-based Manufacturer:  Complete

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

 Fighting Alligators: Job Search Strategy For The New Normal