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As you should know by now, my blog posts are based on my personal experiences.   Often these experiences come in clusters, reinforcing the need to address a pertinent topic.  This weeks' post follows that model. 

 

Saturday evening my colleague, Stan, and I were conducting one of our periodic staff meetings over Bourbon and Cigars at our favorite watering hole.  Clearly this is my preferred way to discuss business.  Our conversation focused on progress and challenges we are working through with our clients.  Most of those issues are related to leadership and accountability, no surprise there.  Eventually; the discussion came around to critical factors leading to a successful career.  Stan told me about his time at Dunn and Bradstreet where he benefitted from a close relationship with his mentor.  Furthermore, he said that Sponsors were helpful to his career progression.  This line of discussion seemed to fall in line with the topics of the last few weeks, so I was beginning to formulate my ideas for this post.  Validation for this week’s topic arrived Wednesday when I received a call from a close friend of twenty years, who is also my Attorney.  She asked if I would mentor and coach her 23-year old son who is having difficulty finding his way in the world.  There are few greater compliments in life than to be called upon to help a friend guide their child’s development.  So, of course, I accepted, and we scheduled our first meeting.

 

I can’t remember talking to anyone who discounted the importance of role models, mentors, or sponsors.  Everyone I know has told me about role models and mentors who have helped shape their lives and careers.  Intuitively, we all understand their importance, but I am not so sure we know the difference or how to find and work with these folks.  So, let’s find some clarity.

 

Role Models are people we choose to emulate for whatever reason.  They are examples to follow.  One may or may not know these influencers who may be living or dead.  A Role Model is chosen based on their style, or success in their chosen field.  Usually meant to be positive, a role model is chosen to match one's values, self-image, bearings, and or goals.  A Role Model is the standard.

 

A mentor is someone who has a relationship with a less experienced or less knowledgeable person as a means to transfer knowledge.  The recipient of the mentor’s guidance may be called a protégé, apprentice, or mentee.  The mentor is usually an older person, but not necessarily.  A peer may be a mentor if passing on skills or experience needed by the other person.  The concept of a mentor has been in play for thousands of years.  The name “Mentor” actually came from a character in Homer’s “Odyssey.”  Other names for this role include guru, elder, or master.  Mentors provide their knowledge on an as-needed basis, as requested by the protégé, and don’t necessarily expect anything in return.  The relationship may be informal, developing naturally, or it may be formal and structured, built into the culture of the organization.

 

Sponsors have a vested interest in the success of the protégé.  They offer guidance and support because they believe the protégé’s has potential.  The relationship includes the expectation that the protégé will perform well, reflecting on the sponsor’s standing.  This relationship is more proactive, requiring mutual trust and respect.  The sponsor is someone who can open doors and provide opportunities for the protégé, including high-visibility assignments leading to career advancement.  The protégé is expected to deliver the results which will protect and enhance the sponsor’s reputation.  It is a win-win relationship.

 

Role models, mentors, and sponsors are vital for the career minded individual.  If you intend to be successful, it would be wise to find people who can fill theses roles, and in the case of mentors and sponsors, are willing to help you.

 

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

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

New Century Dynamics Executive Search

www.newcenturydynamics.com

This past week was very busy; most are, but this was a particularly active and productive week.  I moved three Plant Manager candidates forward to interview with my client; I had two one-on-one networking meetings, one group networking meeting; and one after hours networking meeting also known as poker night.  Okay, I lost $25.00 by staying in too long with questionable hands, but we all had a great time!  I also sold a few copies of my book, “Fighting Alligators: Job Search Strategy For The New Normal.”  So, it was a good week. 

 

The highlight of my work week was the larger group networking meeting. As networking meetings go, this event was about what you would expect. I met some fun and interesting people and one guy that was clearly there only to hang out with his friends and drink beer. The most important aspect of the event was the interaction with my new coaching client who came  as my guest.  I was able to observe her in a networking environment and assess her skills.  I was not surprised to note that she was poised and comfortable in this setting.   I did learn something very important, which she actually revealed to me.  My client lets call her Carla, is a senior level business development executive for a major marketing research company.  Now, I have been around marketing research my entire career, so I know her segment.  I must admit, however, that I was surprised to find that so many people in the room were completely clueless about her work.  She asked if I noticed people's eyes glazing over when she told them about her occupation.  I had noticed the difficulty people had to make the connection.  You might say that we experienced on the spot marketing research.  We agreed that she needed to craft a more effective elevator speech.

 

An elevator speech or pitch is an introduction meant to summarize your business or occupation in about 30 seconds.  The point is to start a conversation and generate interest.  This is fine as far as it goes, but you want to be remembered so that a follow-on conversation will occur.  Making an impression and generating a deeper dialogue, especially in a group networking event requires a unique and compelling message.  It must generate an emotional response.

 

All networkers know that your elevator pitch must include your name, occupation, or your business.  It should also include your company's unique selling proposition as compared to the competition.  So far, so good.  The best elevator speech, in my opinion, begins with how you help your customer and the benefits they receive from your product or service.  Do well at this step and your networking partner will gladly listen to further details. The essence of my pitch is that "I put good people into great jobs."  I say this even before I tell them the name of my company or that I am an Executive Recruiter. Upon hearing this, people are hooked. They want to hear more!  I have  variations on that message that I save for different audiences in different venues, but I will save those for now.

 

My pitch tells my audience or partner that the service I provide has the benefit of matching good people with employers who need to fill great jobs.  It presents the benefit I offer. It is unique and interesting.  It captures the imagination.  People naturally want to hear more. Once I have them hooked, I  can fill in the details, including the segments I work and the type of occupations I place.  My variations are more amusing and colorful, but every  bit as effective. 

 

Anyone can deliver a well-crafted elevator pitch. That is hardly the issue. To be unique and interesting, to stand out in the crowd and be remembered takes a little more effort.  I suggest that you focus on the benefits you provide, the problems you solve, and what you do to help people, with their problems.  Adding a bit of passion and a dash of humor will seal the deal.  Once you have set the hook, you can fill in the details and schedule a follow on meeting.

 

So, what would be a more compelling elevator pitch for my client?  Her job is business development.  Her Company conducts primary marketing research for their clients. The point of marketing research is to help brands sell more of their products and services to existing customers;  attract new customers for their existing products and services, and to develop new products and services for new and existing customers.  Fundamentally, Carla, helps her clients attract more customers who will trade with them for life.  Wow, I may have just written her elevator pitch!

 

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

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

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

In addition to my regular work, this year I have been completing work on my first book.  Naturally, it is about job search and career management.  My goal is to have it published on Amazon by Summer.  I have finished the first draft and found twelve volunteers to preview my work.  These trusted friends are providing their thoughts and recommendations to help make it a better read.  That process is going well, and the feedback has been promising.  Now don’t misunderstand, I am not expecting my book to make the New York Times Best Seller List.  However, it should become a useful tool for my candidates and clients.  But then, who knows, I might get lucky.

 

So, an interesting situation has developed, while working through this review process.  One reviewer lets call her Jill, sent me a text indicating that she had an epiphany.  She said that my book was a “wake-up call.”  She asked if I had time to meet her to discuss her future.  I was gratified that my effort had made an impact and was intrigued by her message. We agreed to meet for breakfast at the beginning of the week.

 

We had a nice visit, almost ninety minutes.  After a brief check-in, she got right to business.  This is a busy lady with a great career and a lot of irons in the fire.  She confessed that she had not been managing her career of late, and that bothered her.  She said that she was not concerned about losing her job, but she was not positioned to consider new opportunities either.  She has become so involved in her work that she has lost her connection with the market.  I asked her about her networking activities and public speaking engagements to enhance her visibility.  Whereas she is comfortable in networking events, she said she did not have the same level of confidence in her public speaking ability.  Neither activity has been a priority.  We also discussed blogging and writing articles for professional publications.  Both were of interest to her, but she did not have time.  She has allowed her resume, bio, and social media presence to stagnate.  In fact, she said that she had looked for her resume in preparation for our meeting, but could not find it.  Jill is well known and respected in the community.  She has not had to look for a job for a long time, so it is understandable that she has not spent much time updating her resume. 

 

After listening to Jill present her situation and getting clarification on a number of points I gave her my thoughts as to a plan of action.  My recommendation is that she make an effort to promote her credentials as a subject matter expert, including public speaking engagements and writing articles for publication.  Jill agreed and asked that I work with her for the next year.  I consider that the ultimate validation for my book!  I agreed, of course.

 

The first step in Jill’s program is to review her resume, bio, and on-line presence.  Since we are connections at LinkedIn, that was easy enough to do.  Finding a copy of her resume took a little longer, but not much.  I found it in my database.  It is fifteen years old.  No problem.  I took the information from her LinkedIn page and added that to the resume I recovered.  I edited the format and sent Jill’s resume back to her for review.  I asked that she just review the format, after which I would focus on content.  Updating her resume, bio, and online presence is building the foundation for the work to follow.  Next week, Jill is scheduled to attend a networking meeting as my guest.

Jill is a smart lady who knows what she needs to do and is motivated to achieve her goals.  "When you are fighting alligators it is difficult to remember that your job is to drain the swamp."  Jill's situation is not uncommon.  I get it.  It is a time management issue.  You must factor career management activities into your weekly plan.  Jill may have gotten off track as to managing her career, but she plans to rectify the situation.   I am gratified on two levels.  First, I am pleased that my book had the intended result.  Secondly, I am honored that Jill chose me to help her achieve her goal.  Validation is a good thing.

 

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

Author of:  Job Search Strategy For The New Normal

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

When someone in your network, especially a friend and collaborator, asks for help or support, you comply.  So, this past week,  I trekked down to Georgia Tech with another friend to attend Failure-Lab Atlanta.  It was a very different kind of evening listening to people describe significant failures they experienced on their journey to success.  Six personal testimonies were presented without judgment or analysis, separated by live musical performances. The stories ranged from the tragic to the hilarious. Some were more emotional than others. They included themes like a personal betrayal and ignoring one's inner voice.  Many included a heavy dose of helplessness and guilt.  Half of the stories were about personal relationships, with the balance about business failures.  One intertwined the personal with the business.  Of course, in the end, failure is very personal.  I am confident the audience could relate to many if not all of the presenters.  One can only  guess at the courage it took to share those stories with complete strangers.  It must have been a positive experience for the presenters.

My friend, Brownell,  who invited me, was the lead speaker.  She is launching a children’s book and is in the process of raising money via crowdfunding.  She really did not speak to any of her personal failures but recited a poem she had written in connection with her latest project.  Actually, the poem is the entire book.  The gist of her poem is about personal growth and development throughout one's life.  It asked the question, "what will we do when we stop?"  In other words, will you have fond memories of the life you lived or regrets for the choices you failed to take?  She set the stage for the stories to follow.

 

The other presenters can be described as follows:

• The Restaurateur
• The Tough-love musician
• The Lady with a start-up and a newborn.
• The Lawyer cum Politician
• The King of Pops
• The bi-polar lady

 

Separating the story-tellers with musicians was brilliant. Whereas these stories were mostly sad and depressing, the musicians lightened up the mood. They were awesome, like an emotional palate cleanser.  Other than a rapper who performed to recorded music, the musicians were folksier, supported by acoustic guitars. But even the performers were conveying their own messages about overcoming failure.

 

From the Failure Lab Website:  “FAILURE-LAB  was founded in 2012 by a group of professionals in West Michigan to eliminate the fear of failure and encourage intelligent risk taking. We showcase storytellers and entertainers who share personal stories of failure, publish crowdsourced lessons, and instigate discussion.”  "Story-tellers and entertainers recounting their most memorable brush with failure. The audience is encouraged to share their thoughts on Twitter, using #failurelab during the performances and between stories.”  The founders thought that by sharing failures, having a discussion, and investigating lessons learned people would become more comfortable taking  calculated risks. Failure-Lab is meant to be inspirational.  The  goal is to create a sense of community, learning from other's mistakes.

 

Shows are being performed across the country and abroad.  Failure-Lab is an interesting concept with broad application.  The message is that failure or rejection is just a step along the road to success.   Successful people understand this principle.    The owners of the concept have a consulting arm as well.  Their mission is to help organizations and individuals remove roadblocks to innovation, collaboration, and creative thinking. 

 

People who are in a job search can certainly relate to failure, at least in small doses.  Sales professionals deal with rejection constantly.  It is just a part of the process.  Failure is a fact of life.  Learn to embrace failure as a stepping stone to success and keep moving.  Look for a Failure-Lab event coming to your community and make plans to attend.  Bring along a friend or two.  You will be glad you did.

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

Author of:  Job Search Strategy For The New Normal

New Century Dynamics Executive Search

www.newcenturydynamics.com

My activity during the last two weeks has included three networking meetings with prospective candidates.  Two of the meetings were face-to-face at Starbucks, and the third was over the phone.  Their experience and individual situations ran the gamut.  The first candidate I met, Matt, is a referral from a solid networking connection which I have known for many years.  Matt had gone to school with my friend and had worked together earlier in his career. He was in town for a few days prior to leaving for boys skiing weekend.  Matt is an established Financial Planning and Analysis (FP&A) professional employed in a good job with a major company.  He and his wife want to get back to the Atlanta area to be closer to their extended family.  His objective is to find a good job in Atlanta.   I found Matt to be very affable and professional.  Little surprise as his background included a private school education and Ivy League college degree.  Additionally, he had earned an MBA from a prestigious, top-tier University.  Matt is a very polished guy who knows how to communicate.  His intention was to establish a relationship with me and to explore some options.  Although a preliminary discussion, I enjoyed our visit and will work to help him achieve his goal.  Clearly, Matt is well grounded for a job search in the “new normal.”

 

My second meeting was not as positive.   John has had a difficult time finding a new job.    Also, a native of the Atlanta, he has been out of work for eighteen months. John has lived out of state for the past 16 years working in a small company.   He moved back to Atlanta to be close to family after the failure of a business venture. After earning an Ivy League Degree, he worked as a manager for established restaurant brands, later transitioning into the small company sector. In his most recent situation, he was in charge of administration for a small company which included the responsibilities of a CFO, a CIO, and Director of Construction. John was not comfortable during our meeting.  He was visibly nervous and a bit awkward.  We discussed options he has considered including consulting and project work. His references were very positive. However, his experience is not resonating with prospective employers.

 

Mark was my third networking encounter; this meeting was via telephone. Mark was referred to me by a CEO contact who had to terminate his employment as part of a company restructure.  Mark is a middle manager who has worked his way up the ladder to middle management without a college degree.  He has not had to look for a job for a very long time as he has been recruited from one job to the next by people who know him. Mark is well spoken, and his resume is solid.  Now unemployed, he really does not know how to look for a job in the new normal.  I suspect his network needs to be rebuilt as well.  We scheduled a phone call to trade information, but he made little effort to prepare for that call.  He did not review my background by visiting my website or checking out my LinkedIn profile.  As a result, we spent too much time on fundamental issues without learning how I could be helpful to him.  After our conversation, I made one referral on his behalf.  I need to follow up with Mark to more fully understand his needs and aspirations.

 

There are some interesting similarities between these gentlemen.  They are all about the same age and have enjoyed success in their chosen fields.  Their circumstances are very different, however.  Matt is in the best position as he begins the process to understand his options.  John is in a difficult position as the time between situations is taking a toll on his psyche.  He must reboot his search.  Mark will be fine.  He will need to rebuild his network, but his skills and experience are highly marketable.  I suspect that he has a suitable severance package.  He can ramp up his job search quickly and will likely be reconnected by summer. 

 

The one thing they have in common is that they are learning to adapt to job search in the new normal.  Their ultimate destinations will take them down different paths, but each will need to engage in the same activities.  Matt and Dave will have more options to consider than Mark whose background is exclusive to restaurant operations.  Nevertheless, each  must assemble and nurture an effective network, their team, to identify appropriate opportunities.  They must craft a viable personal positioning strategy to evaluate opportunities presented.  They must be able to convince hiring managers and recruiters that their experience and skills match the job requirements and that they are a cultural fit for the enterprise.  And, when employed again, they must get off to an effective start by taking ownership for the onboarding process.

 

Of the three, which represents the situation you would aspire to?  Matt’s of course!  He is proactively directing his career, building from a position of strength.  He is working on a plan to make a career move before circumstances force the need.  More than ever before, one must be vigilant in the management of their career.  Nurturing an effective network is the starting point.

 

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

www.newcenturydynamics.com

 

So you’ve landed that great position.  Congratulations!  Now the real work begins. You are expected to understand your new environment. You are expected be successful in your new job.  And, you have a plan.

 

Throughout the interview process, you have evaluated the employer's situation (not just its strategy and performance) to understand what to expect if you join the company. You will have done as much up-front homework on the company as you could!  You would have identified challenges to overcome.  You would know where the company is in its lifecycle  and the characteristics of that stage.   You would learn as much as you could about its culture.   You would have paid special attention to the signals.  What is important around here?  You would have explored the company mythology;  who are the heroes?  Does the company have an annual rewards and recognition program?  What are the award categories?  Who have been recent recipients?   What was the genesis of the program?

 

You will know that an established, Fortune 500, Blue Chip company will likely be much more structured with rigid lines of communications.   A turnaround or a start-up presents its own set of predictable circumstances.    A company experiencing rapid growth will be more exciting, and fast-paced. Your background and experience are likely to match the environment you are joining.  

 

You probably joined a startup or a turnaround.   In these situations the culture is less clear, it may be forming or transforming.   You remember the four stages of team-building?   The forming–storming–norming–performing model of group development first proposed by Bruce Tuckman in 1965.

 

As we become more senior in our skills and experience, we are given credit for “knowing”…In fact, a standard interview question is "what will you do in the first 30, 60, 90, days after you join the company?"  Or, where do you think you want to take this department?  The requirements of your position notwithstanding the employment agreement and any other hiring information you received are nebulous.  Large companies now have virtual self-help HR representatives…” if you have any questions, please call 1.800.HELP.ME” and they will give you the standard company information. As a senior manager joining the company, you are expected to know the inner workings (i.e., reporting systems) of the company when you first walk in the door.  The larger the company, especially if you are publicly-traded, the more siloed the departments.  Keep in mind, they ain’t talking to each other for the most part, as they are busy protecting their fiefdoms. The culture (it’s like learning a foreign language without a Rosetta Stone). The hierarchical structure can make or break you in the first 90-120 days because you never get a second chance to make a first impression.  Do you report to someone local?  If so, that is hugely useful.  If not, you are subject to fragmented detail that can affect your success and outcome.

 

You need to have an advocate in your corner.   Very important!  Create a local network of management personnel who can help you as needed.  You may be on-boarded by “locals” who do not report to your hiring manager.  If your hiring manager does not have a close relationship with these on-boarders, you may not receive credit for your contributions to the company.  Are they ready for you?  E.g., if you are in a business development role, do they have a list of prospects they want you to pursue.  If you have to create your own list from scratch, there go your first 90 days of hitting the ground running.  Are you a leader?  For your team?  Do you have skills to unite a group of people with competing egos?  If not, take advantage of any internal training offered by the company or seek outside training. Be very clear about WHY “you” do what you do!  You will need to be able to defend that every day in many ways. 

 

Clients buy WHY you do what you do not WHAT you do.  Regardless of the onboarding  afforded you, always keep the image of how you want to be seen in the forefront of your mind.  It will help you to create your own personal brand that will help you in the future to be known as a “_________________.”  Leadership will brand you.  Make sure you are the best original you can be, not a cheap imitation 

 

Remember, the successful integration into the new company is your responsibility.  You must take the initiative, even if your new employer has a structured onboarding program.  You must know the pitfalls of starting a new job. You have experience and a body of knowledge to guide you.  At this stage of your career, you should be able to anticipate when problems may occur.  Build your network.  Keep a diary. Evaluate your progress and make adjustments as necessary.  Communicate, communicate, communicate.   Be inquisitive.

 

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

www.newcenturydynamics.com

 

 

When I begin hearing the same thing from different people at the same time I stop and take notice.  That is what happened last week.  One day, my colleague on the consulting side of our business was lamenting a client’s poor management of the onboarding process for a candidate I just placed.   The next day the issue became, even more, personal as a close friend opened up about her experience.  She was disappointed with the way she was onboarded by her current employer.   She had just completed her one-year anniversary as a Key Account Executive with a Fortune 500 financial services company.   She thought she could have been much more productive leveraging her six-figure salary if her boss had crafted a better onboarding program.   The message to her was: "you are smart and experienced so you can figure it out."   Of course, she did figure it out, but at what cost? 

 To some extent, I can understand the first situation as the client is an emerging brand with a lot of moving parts.  On the other hand, my colleague had delivered the on-boarding plan to the hiring manager.  All he had to do was to share same with the new employee and facilitate his training and assimilation.  The second situation is more confusing as the employer is a major, well-established brand.

 When I think back on my job changes, while an employee in the Fortune 500 environment, I enjoyed the benefits of well-crafted onboarding programs.  These were significant Senior General Manager positions.  Not C-level jobs, but meaningful, highly compensated jobs.    My employers invested the time to ensure that I had the tools, understood the culture, and assimilated well into my new job.  They knew that if the onboarding program were sound, I would be more efficient sooner enhancing my potential to the company.  

 I understand that the world that changed.  People are expected to do more with less.  Some things have not changed, however.  Turnover is still very costly.   Typically, most turnover comes from the ranks of the least-tenured employees.  In other words, there is a majority of permanent employees who have been with the company for a long time.   The smaller group of less tenured employees represents the segment that is turning most often.   Why is that?  It is costly!   Companies do not hire from the outside if they have the talent available inside the enterprise.  So churning the most recent hires represents a failure to meet recruiting goals.   In these situations, something is amiss in the recruiting-selection-management process.  

  For our purposes, onboarding is about housekeeping, incorporation, and acceleration.  Housekeeping refers to the administrative activities of making a new hire an employee.   That includes completing the new-hire package to put the individual into the payroll system and assigning their workspace.  It also includes providing the new hire with tools of the trade such as cell phones, computers, and access to the intranet.    Incorporation speaks to the introduction of the new employee to the company.  That includes getting to know their existing team, peers, and possibly the next level of management where they may interface.  Acceleration is about helping the new hire become fully productive as soon as possible.  Acceleration is learning how things get done in the company.   It is as much about cultural indoctrination as it is about understanding business processes.  Acceleration may be the most critical part of the onboarding process as it is highly interpersonal and likely the most politically charged part of the work environment.

If you are about to start a new job, invest some time learning about your onboarding plan.  If you find it lacking, you must be proactive!  Take the initiative to enhance the onboarding program and gain buy-in from your hiring manager and key stakeholders.   Success in your new job depends on getting off to a good start!   In the next few posts, we will explore the onboarding process more thoroughly.

 

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

www.newcenturydynamics.com