Talent Acquisition In The New Normal Requires A Social Media Strategy

It isn't easy managing human resources in the new normal!

In the past year, I've been involved in consulting engagements to help small to midsize companies improve their team building efforts. These folks are finding it difficult to attract talent, especially as the market has tightened. They need help, but they're reluctant to engage professional help.

In this connection, I had an interesting discussion with a senior executive for a major financial services company located in the northern suburbs of Atlanta. He is having difficulty attracting new agents and keeping existing employees engaged. I listened to his frustrations for ninety minutes. What I found most interesting was not what he said, but what he didn't say. He did not speak of a recruiting strategy using social media. As we were closing our discussion, I suggested that his company would be well served by treating employees and recruits as customers. His feedback to that comment was entirely nonverbal, a blank stare indicating total confusion. If I was to draw a cartoon image of the encounter the caption over his head would've read "tilt." He failed to make the connection.

Major companies have the resources to support their recruiting program and to understand the needs of their labor force. They actively manage their culture and invest in tools to achieve their recruiting and selection goals. They monitor the attitudes of their employees and respond to their needs. They treat their employees like customers.

I am reminded of a former employer before I started my recruiting business. It was a major consumer products company that placed a high value on manpower planning. In many respects, they set the standard for creating a highly productive, engaged workforce. One year they did a climate survey of the corporate office staff which generated some interesting results. The employees complained that they worked so many hours that they had little time for mundane personal tasks like banking or Dry Cleaning. This company, being highly responsive to the needs of their internal customers remodeled the corporate office adding a branch bank and laundry service. Clearly, their heart was in the right place, even if they missed the point of the feedback. The employees wanted their company to dial back the workload so they could choose how to improve their quality of life. Now I must admit that this is third-hand information so it could be erroneous, however, based on my time working for this company, this story rings true. I am confident that their response today is more on target.

Smaller companies have a more difficult time with recruiting, selection, onboarding, and retention. They're focused on client acquisition, but don't quite understand how to maintain a highly productive workforce while minimizing turnover. Most have had little training in the fundamentals of interviewing or making effective hiring decisions.

Much of the labor pool is composed of Millennials who Baby-Boomers find difficult to understand. They have a distinct set of values and expectations from employment. They must be recruited and managed differently. Social media can be a very powerful tool in this regard.

Many mid-caps are out of phase with the labor market in the new normal. They may be making a heroic effort toward consumer outreach, but they are old-school in the way they recruit new employees. In fact, many don't understand the new employment dynamic. They are using outdated strategies that just don't work.

Most companies are doing well with their digital marketing efforts to attract new customers. To be competitive at talent acquisition they must employ the same strategies. They should be developing communities of prospective employees and keep them interested in the opportunity for employment. The goal is to generate a continuous flow of job seekers, minimizing the need for outside recruiters. To support this strategy, training is recommended to become better interviewers and to improve candidate selection decisions. To minimize turnover and to keep employees engaged, customer loyalty programs should be developed for employees.

Treat job seekers as customers for successful talent acquisition in The New Normal.

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 important to me so; please leave a comment.

Jim Weber, President
New Century Dynamics Executive Search
JimWeber@NewCenturyDynamics.com
Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments
1. COO- Atlanta-based Casual Dining Restaurant Company – New
2. Controller – Atlanta-based Consumer Products – Digital Company – New
3. Director of Biz Dev, Atlanta-based B2B Professional Services Company: Completed
4. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete
5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete
6. Controller – Atlanta-based Restaurant Company: New
7. Outplacement Assignment – Atlanta-based Manufacturer: New

June 19, 2017

New Century Dynamics Has Landed Another Controller Search Assignment!

New Century Dynamics is pleased to announce a new search assignment for a Financial Controller. The Client is an Atlanta-based, CPG-digital company.

This position reports directly to the President and CEO and has responsibility for overseeing the Human Resources functions.

This position is part of the company’s leadership team. It is responsible for interfacing with financial systems to ensure that financial and operational data are available in a meaningful format to support timely decisions. The function’s strategic component centers around developing new ideas, systems, and technology, while analyzing and improving on old ones. Areas of primary concern include inventory and supply chain, relationships with professional and financial services providers, and providing leadership to SITP.

Position Requirements:

Must have a minimum of 10 years of strong operational experience: ideally has worked in a senior management role for two years in a small business or startup. Experience working for a consumer product or Ecommerce company is strongly preferred.

Demonstrated experience in financial planning and analysis with previous experience overseeing human resources, information technology, and legal.

Skills should include organizational development, personnel management, budget and resource development, and strategic planning.

For more information and your referrals contact me at:

James E. Weber, President

NEW CENTURY DYNAMICS EXECUTIVE SEARCH

Experts in the Confidential Search!

770-649-7051

JimWeber@newcenturydynamics.com

www.newcenturydynamics.com

Blog: FIGHTING ALLIGATORS

June 17, 2017

Exit Planning or Succession Planning is a Team Sport.

Article by David Shavzin

Exit Planning or Succession Planning is a Team Sport. When I speak on exit planning/succession planning, I talk about four high-level steps; Succession Planning; Knowing Your Business Value; Transferable Value Drivers; Exit / Succession Planning; and Business Exit Options.

Step 1: [Tweet “Exit and Succession Planning is a Team Sport”]

We have advisers and coaches in all facets of life. But in this most important area for our future, for our family and for our retirement, most business owners are pretty much just “winging it”. Oh, they may have an accountant but not much more of a team to focus on exit planning in all its facets.

That team is critical for successful succession planning.

Business owners start their companies to create their future. But they often lose sight of the key to making that future happen – building value. They get caught up in the day-to-day and don’t get to implementing the sustainable, positive change that allows them to transition on their own terms.

Consider: “…78 percent of small-business-owner clients plan to sell their businesses to fund their retirement. The proceeds are needed to fund 60 percent to 100 percent of their retirement needs. Yet, less than 30 percent of clients actually have a written succession plan…”

[I would suggest that 30% is generous, and even if accurate, that those plans are not very effective, for growth or for exit planning.]

When I speak on exit planning/succession planning/transition planning, I talk about four high-level components. The first component is to Build a Team of Advisers.

Nobody knows everything about everything. Many of my clients are in creative industries, designing, creating, building. You don’t want me in that role. But I have worked with many organizations and have a different experience and skill set than my clients. I bring ideas and experience from many industries and many client engagements. The other critical exit planning team members bring their own expertise to the table. These should include:

Business Consultant / Coach
CPA
Financial Adviser
Business Attorney
Insurance Expert
Estate Planning Attorney
Banker
Business Transaction Expert

When I work with a client, we build this team. The players may already be in place. Or, we may bring in advisers where there is a gap. Either way, we need this core team working with the owner. A business is complex. An action taken in marketing impacts finance, HR, and more. Big decisions need to take into account the effect on the whole organization and should support clear goals focused on building value.

The client receives much better advice and guidance with this approach.

This does not mean that you are going to start hiring all of these people and employing them full time as you work toward your transition…especially if you have a few years to go. But, you should use them strategically as you build your business plan/succession plan. With major decisions on growth, expenditures, hiring…engage their expertise.

The Bottom Line;
Find advisers who understand what you are all about. And, find those who understand your growth and exit planning objectives. More importantly, find advisers with whom you can feel comfortable. Make sure that they can work together and with you as a team.

David Shavzin, CMC
Shavzin & Associates, Inc.

770-329-5224
Our BLOG // LinkedIn // www.ShavzinAssociates.com

dshavzin@shavzinassociates.com

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

2. Controller – Atlanta-based Consumer Products – Digital Company – New

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company: Complete

4. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller – Atlanta-based Restaurant Company: New

7. Outplacement Assignment – Atlanta-based Manufacturer: New

June 11, 2017

Business Development’s Role in Digital Social Media

The Currency of Digital Social Media is Visibility

The Value of Visibility is a Derivative of Relevance of Content

Trying to frame the workings of the internet within the context of traditional offline business activity is analogous to applying the terminology horseless carriage to describe the automobile circa 1900. The internet opens up seemingly unlimited possibilities; however one must be ready to expand their range of thinking to maximize its potential much like comparing playing chess on a traditional chessboard to playing on a 3D chessboard.

This new way of thinking can be illustrated by how CBS has shifted its evaluation of its programming from traditional Nielsen ratings to their ranking on social media. Quick question: Which late night TV host is most followed on the internet? You might be surprised to learn it is not Jimmy Fallon or Stephen Colbert; the two leading hosts ranked by Nielsen, the arbiter of television ratings. They are not even close. Nor is it one of the other 11:30pm primetime late night show hosts. It is James Corden, who follows Stephen Colbert on CBS at 12:30pm EST.

Fallon, Colbert and the other late night hosts are not carried by local broadcast stations globally, neither is Corden. But Corden’s popular recurring sketch, Carpool Karaoke in which he sings with singing sensations and celebrities such as Mariah Carey, Justin Bieber, and with Michele Obama have been outrageously successful on the internet. The clip of Corden singing with Adele alone had over 129 million views and was the most-watched YouTube video of 2016.

CBS, the network that broadcasts Corden’s, The Late Late Night Show refers to Corden’s global popularity as having relevance and defines relevance as a value in the currency of visibility. Similar to bitcoin currency, the currency of visibility is ethereal and must be converted to U.S. dollar currency. CBS monetized Corden’s relevance by creating a Car Karaoke YouTube channel and partnering with Google AdSense generating revenue from the number of views from the show’s nine million subscribers.*

The fundamental marketing principle for developing business through digital social media is that the more people who become aware of your company increase the potential for doing business with them and their companies. Search engine optimization for online social media sites allows for individual customization of your marketing message. More importantly, it provides the opportunity to have a dialogue between your potential client and your company.

The challenge for most companies is how they can profit from digital social media. One rule has been established by the market; you should not use digital social media to blatantly advertise or to directly sell anything.

As dramatically demonstrated by CBS and Corden, relevant content is the secret sauce that distinguishes and elevates your visibility over the competition. The question most often asked by companies is how they can increase their company’s visibility. The currency of digital social media is visibility. The value of visibility is a derivative of the relevance of content.

Content needs to be current. You can identify current issues and trends that are of interest to businesses in your industry by reviewing what is being posted on digital social media and craft your company’s social media to respond to the culture.

There are volumes readily available on the internet for why it is important and how to develop business via digital social media. However, consideration should be given to work with companies that specialize in digital social media because of the connectivity for all of your online activity from security, e-commerce, and other Internet issues.

An online marketing campaign requires the equivalent strategic process for crafting an offline outreach plan that communicates your company’s value proposition. The key is to carefully define your company’s target firmographics and demographics who would be interested in your company’s products/services. The same consideration should also be given for ROI for digital social media costs, measured regarding dollars, time and effort required.

There is a multitude of social media sites. eBizMBA Rank continually updates averages of each website's U.S. Traffic Rank from Quantcast and Global Traffic Rank from Alexa and SimilarWeb. The most popular social media sites as determined by eBizMBA Rank on May 1, 2017, are listed below.

Social Media Site	eBizMBA Rank	Est. Unique Monthly Visitors
Facebook	1	1,500,000,000
YouTube	2	1,499,000,000
Twitter	3	400,000,000
Instagram	4	275,000,000
LinkedIn	5	250,000,000

There is not an ideal social media site for every company. Understanding your target firmographics and demographics will determine your optimal social media sites for your company’s products/services. Measuring the value of having a lot of viewers and relevance are subjective and will vary from each company. For example, if you are an art dealer, having viewership or correspondence with only a thousand wealthy art collectors is more valuable than having viewership from ten thousand people whose interest and disposable income are not known.

Connecting your value proposition to your company’s target firmographics and demographics is essential for offline and online marketing. A business development professional can provide the strategy and implementation for offline strategies and for balance content and relevance for visibility for online social media.

*The author would like to give credit for references to Corden and CBS to A. O. Scott for his article, James Corden Is in the Driver's Seat, published by Esquire in Feb. 2017.

Arthur R Ruderman, Principal

InnovativeGrowthSolutions

A B2B Corporate & Business Development Company

Partner, ITB Partners

Artie.Ruderman@itbpartners.com

June 4, 2017

Breaking the Feast or Famine Cycle: Part 2 Tell your Story

Last week I listened to a social media marketing webinar. Recognizing the difficulty of selling for many, the presenter said, "make it easy for people to buy from you." A very subtle but interesting twist of thinking. Military tacticians might call this a flanking maneuver. In other words, don't approach your prospects where their defenses are the strongest. Contact them through their trusted associates and friends who know your work. Deploy the power of your network.

Your network may be your most valuable business development asset. To be effective, they must understand your strategy and capabilities. They must know what you are trying to accomplish and how to help you. You must keep them informed through periodic updates.

When I started my business, internet marketing was in its infancy. I began using email blasts to keep my network up to date on my work. My outreach reminded people that I was landing new contracts and that I was successfully completing my work. I would even profile exceptional candidates. It was an excellent way to generate interest and new business. I was pleased to learn that my emails had been forwarded three or more times, expanding my audience. Talk about the power of networking! To better manage my email marking program, I eventually migrated over to Constant Contact and Mail Chimp. These tools help me maintain top-of-mind awareness so that when the need arises my clients and prospects know to call me.

SEND ME THE FREE EXECUTIVE RESUME CHEAT SHEET!

You must work to build your network continually. If your network isn’t growing, it is probably shrinking. Become active, making new contacts. Give them a reason to follow you. I use ‘call to action’ buttons on my website, email signature line, and social media accounts, inviting people to join my email list.

Put your clients on your team and encourage them to support your business development efforts. If they are agreeable, identify them alongside your completed contracts. This is the time-tested “Band Wagon Strategy.” I have a friend who refuses to consider this technique. He considers it to be unethical. Unfortunately, his business suffers frequent famines, from this failure. When you complete an assignment successfully, ask the client for a reference and referrals. This is an effective way to leverage your relationship.

Most freelancers I know use LinkedIn, an excellent networking tool. Make sure your LinkedIn profile is complete and fully describes your services. This simple point is often neglected, which works against one’s goals. Spend the extra money for a paid subscription. The added benefits are worth the expense, especially the ease of direct contact with prospects, and the SEO feature. When I perform a Google search of my name or brand name, my LinkedIn page is listed before my website. This feature makes it easier for people to find me. Generate more exposure and contacts by participating in LinkedIn groups that match your interests. Another small but often overlooked technique is to place a link to your LinkedIn page in all of your correspondence, usually in the signature section. Simple, right?

LinkedIn provides your clients the ability to give you a recommendation. I like to place their quotes on my website as well. Make it easy for them by writing your reference. They can edit to their liking so you can cut and paste into your LinkedIn page.

If you want to step it up a notch, start a blog and promote it to your network. My blog is based on my experiences. I like to reach out to contacts and prospects to get their thoughts on my projects, then quote them on my blog. This is a great twist on the Cold Call. In fact, it is a non-threatening sales call where the prospect is happy to talk with you. Admittedly, this takes a little more time but is manageable if spread over a few days. My blog posts become job search reference material for my candidates.

You have a vast array of tools to use, including Facebook, Twitter, and blogging to promote your business. They are low-cost ways to communicate the benefits of your brand. For a success, make time to put them into effect. Help your network help you!

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

2. Director of Business Dev, Atlanta-based B2B Professional Services Company: Complete
3. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete
4. Senior Accounting Manager – Atlanta-based Manufacturer. Complete
5. Controller – Atlanta-based Restaurant Company: New

6. Outplacement Assignment – Atlanta-based Manufacturer: New

May 28, 2017

Beating The Feast Or Famine Cycle: Safety In Numbers

It is gratifying to receive positive feedback for one of my posts, especially if it is a personal request for a discussion. Actually, I received inquiries from two freelancers who had read last week’s post regarding my recruiting efforts for In The Black Partners. They wanted to know if our program would fit their needs. I was pleased to learn that I had made an impression on these folks and we scheduled a time to talk.

I was interested in learning how they promoted their business. What were they doing to overcome the “feast or famine cycle?” Were they making a seamless transition from one project to the next? This question is important to me as our value proposition addresses this issue. I learned that they need help promoting their businesses. They are mostly focused on word-of-mouth marketing and networking. None of them talked about any digital marketing efforts.

Many freelancers rely on word-of-mouth (WOM) marketing. I am a firm believer in WOM as it is a powerful way to build a business. I endorse it completely. However, word-of-mouth marketing is too passive to be an exclusive promotional strategy. It is based on the hope that clients will say good things about you. As the saying goes, “hope is not a strategy.” Even WOM promotion must be managed proactively.

If you have made it to the point where you are ready to become a freelancer you probably have a well-established network. This is your principle asset. The goal is to turn those relationships into recurring revenue. The challenge is maintaining top-of-mind awareness for your brand. By managing your network you can create a Business Development machine. However important, this can be a time-consuming endeavor for free agents.

Time is the freelancer’s nemesis. If they focus 100% on their current projects there is no time left to prospect for new business. When you're not selling you aren't generating revenue. The first step in breaking the cycle is to schedule time to pitch your business. Making a commitment to spend one day a week promoting one’s business is an admirable goal. But, it is a goal that is very difficult to achieve. Most freelancers will agree.

Developing the skills to develop and execute a digital marketing strategy is also time-consuming. In fact, one could easily question the rationale for developing these skills unless one’s practice is related to marketing and public relations. It is generally better to focus your efforts on your strengths and employ outsourced solutions to compensate for your weaker areas. This is a sensible decision if funds are available.

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Executive search is as close to pure marketing as I have seen. There may be better examples, like direct mail marketing or network marketing but few other businesses seem to come close. Whomever I talk with is a prospective client, a prospective candidate, a referral source, or all of the above. Everyone! My work is all about talking to people, so every point of contact is brand building and selling in one form or another. Even so, in addition to networking, I employ a fairly comprehensive digital marketing strategy.

As mentioned in my last post, helping freelancers break the feast or famine cycle is part of our mission. Now, more than any other time in history, we have powerful tools to promote your business. Email marketing, social media marketing; blogging; and webinars, for example, have been game changers. However, it is still difficult for a single freelancer to find the time and resources to network, and to execute a digital marketing strategy.

Let’s face it, selling isn’t easy. For many freelancers, it’s dreaded; especially dealing with rejection, a normal part of the process. Rejection can be painful, and we humans tend to avoid pain. So, we devote less time to selling. Cold calling is the worst. Forget about it! But, we must sell or face the famine! To become a successful freelancer you must leverage your time and financial resources. The best way to accomplish this is to become affiliated with a larger group of free agents. We recommend an association with an organized group of freelancers working together as a brand.

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

6. Outplacement Assignment – Atlanta-based Manufacturer: New

May 21, 2017

The Freelance Paradigm Is The New Normal

This week’s focus has been on building our consulting division, In The Black Partners. I announced the addition of a new consultant, a CFO level professional with experience as a freelancer. I scheduled two meetings to talk with potential freelancers interested in joining our group. I had lunch with a client to tell her about our program and capabilities. I scheduled a smoker for next week to get our group together for some fellowship. And, I added a virtual assistant to help our team, and promote her business.

In 2001 I read Daniel Pink's book, Free Agent Nation: The Future of Working for Yourself. That publication was timely as I had recently begun my career as a free agent, focused on Executive Search. Mr. Pink was spot on predicting the growth of freelancing, as this trend has continued unabated. By 2020, Freelancers are expected to account for 40% of the workforce. His thesis validated the decision to start my business.

Much has been written about Millennials who have chosen freelancing as a career or to augment their incomes. Many of these people perform SEO writing and graphics design to aid businesses in their digital marketing efforts. Others are engaged in developing Apps, and of course, a large component, are Uber drivers. To support this trend, on-line services, like Upwork.com and Fiverr.com offer platforms to connect freelancers with customers.

By 2006 some of my clients began asking for help with significant issues which could be resolved in a short time frame. As their needs did not require full-time equivalents, I placed consultants or freelance project managers. I recognized the value of free agents at that point but didn't see it as a trend that would reshape my practice. In fact, my business was in high gear. However, I knew the demand for free agents was accelerating.

Finally, in 2014 I joined a group of freelancers to capitalize on this opportunity. We branded ourselves as In The Black Partners, drafted a business charter, created a logo, and built a website with email capabilities. Our strategy is to help small, emerging companies and established mid-cap brands, resolve their strategic issues.

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It wasn't long before we found ourselves in the classic time management trap. We were so busy that we couldn't focus on building our team. This year I set a goal to recruit more consultants. We are looking for Baby Boomers who find it difficult reconnecting with the market; executives with corporate experience who want to make a contribution. These folks enable us to fulfill our mission.

The fundamental problem for most freelancers is devoting time for business development while managing their current projects. It is often called “the feast or famine cycle” as new projects aren't generated seamlessly to replace completed projects. Most people are good at performing the work they are hired to do, however, business development isn’t a strong suit. We provide an umbrella for freelancers, working under a brand to defeat the "feast or famine cycle."

Another issue faced by freelancers is the ability to leverage time to expand their revenue potential. One of my colleagues, I call him "Old School," often complains that he cannot take on new work because he has exhausted his available time. I remind him to develop someone to take over his lower value-added tasks or subcontract some of his work. He would retain responsibility for quality control while making better use of his time. Working with a group of consultants helps build our revenue beyond that which they could achieve on our own.

I remain convinced that this strategy is aligned with the New Normal. As more and more companies become comfortable with a blended workforce where freelancers work alongside full-time employees, the opportunities will continue to grow. Likewise, free agents need support to build and manage their businesses. It is a win-win-win proposition.

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

6. Outplacement Assignment – Atlanta-based Manufacturer: New

May 6, 2017

Eight Years Later

Eight years is a long time to maintain a relationship with a client, especially if they haven’t had a need for your services. It would seem that the risk of losing that client would be high. As I came to learn this week, that assumption isn’t necessarily true.

I am the Business Manager for a Woman-owned remodeling business that specializes in Kitchens and Baths. This weekend my client and I celebrated her latest assignment over a glass of wine. Her client is a couple she worked with in 2008. At that time this family had considered their options to provide a more livable home for their growing family. They had evaluated the cost of building or buying a new home, vis-a-vis remodeling their existing home. As their home is in a good neighborhood they could afford to invest in upgrades, which they viewed as a better financial decision at the time.

This wasn’t a major project, but it did present some challenges. The Kitchen had a simple layout with space constraints. They wanted an Island but did not have enough space. There was a problem with the proximity of junction boxes to the Secretary desk. My client worked through these issues to the satisfaction of her client. In fact, she found a solution to the space constraints by putting the island on casters so that it could be moved out of the way when necessary.

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Today, eight years later, this couple is in a better financial position and the real estate market has increased the value of their 20-year old home, a Georgian Colonial. Now they can build their dream home and want my client to design the kitchen and baths, and help them acquire cabinets and appliances. They also want her to help stage their existing home when they put it on the market. This is a big project as the new home will be about twice the size of their current abode.

This wasn’t the first time my client has been called back to take on bigger projects for past customers. I know the power of referrals and repeat business but I was curious as to what set my client apart in this highly competitive market. I assumed that she had met her client’s expectations and established rapport and trust. But, what was it that motivated them to call her, eight years later? So I asked my client “what did you do for this family that made them want to hire you again?” She responded by breaking the project down into three major components. She said that she kept the project on time and within their budget; she helped them make timely decisions; and she helped them save time, so as to be more efficient. She went on to say that she advised the client about problems they may encounter down the road. In most cases, her predictions were accurate. I don’t doubt her project management skills, but I found it a bit amusing that she did not mention another very important point.

Eight years is a long time in “The New Normal.” Relationships wax and wane. Many companies in the construction trades failed and went out of business. My client had to scale back her business. The fact that she received a follow-on call from these folks is remarkable. But, my client had some help. I have been working with her to maintain and build on her relationships, employing an email marketing strategy. This effort was not that difficult. We established a Mail Chimp account and imported her mailing list. After that, it was just a matter of developing interesting posts to share with her network. Periodically she has communicated with her contacts keeping them updated on her activities and projects. Former and prospective clients know that she is still helping homeowners with their remodeling needs. By staying front and center with these folks, she has maintained these relationships, generating calls even after eight years time.

We live in a fast-paced, rapidly changing world. [Tweet “Businesses are challenged to retain existing customers while closing new prospects.”] Fortunately, we have tools to keep our networks alive and healthy. Email marketing platforms like Mail Chimp and Constant Contact are viable solutions. Starting a blog is another useful strategy. These services are easy to use and relatively inexpensive, a real force multiplier. Whether you are working to grow a business or manage your career, maintaining a healthy network is fundamental to success. Using social media and other digital solutions is a viable solution for most.

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

6. Outplacement Assignment – Atlanta-based Manufacturer: New

April 28, 2017

Jump Balls And Other Misconceptions

Tuesday last week, I had lunch with my friend Ned. I have known Ned since 2008 when he was a candidate for one of my CEO searches. I came to know him better when he became a client. We scheduled our lunch to check in and catch up. I am actively recruiting him to join our consulting group as well. Our discussion was far ranging, mostly focused on his recent consulting experiences. We talked about people the other should know, and noted to make introductions. He mentioned that one of his clients needed to recruit an operations executive. That comment moved us onto the subject of recruiting. Ned said, “I don’t know how you do it. I don’t think I could ever be successful in your line of work.” I did confess that it had its ups and downs with the occasional weird moments. I was immediately reminded of a call I took the day before and began to tell Ned that story.

My call was the president of a local quick casual chain looking for a recruiter to help him with a senior operations search. It was largely a 'getting-to-know-you-call.' He wanted to know about me and how I operated. I recapped my history and explained that I work on an exclusive basis with my clients; offering a variety of fee structures and terms to suit their needs.

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He said he was looking to give this assignment to a number of recruiters because it was an important search which they needed to complete quickly. I call this situation a "food fight." Others have called it a "Jump Ball." I am not completely certain why a company thinks this is a good strategy. They might think that it spurs competition among the recruiters to present more candidates quicker. As if we aren’t motivated to do good work. In fact, it has the opposite effect. It is disrespectful of our profession and works against the reputation of the client. I politely declined to consider this assignment on those terms.

He went on to say that they had initiated the search on their own by posting it to a number of job boards. I told him that if that's the case, he shouldn't be talking to an executive recruiter anyway. This move adds further confusion into the search and diminishes the likelihood that the executive recruiter will be paid for his work.

Ned told me that he had not considered that before. He opined that many employers may not understand the value of executive recruiters. [Tweet “He thought that it’s really an education issue as people who haven’t worked with executive recruiters don’t understand the benefits of their work.”]

Recruiters, as with any profession, expect to be compensated for their effort. They will put in the requisite time commensurate with the likelihood of a payout. In the example presented above, the client may receive a number of resumes but they probably won’t be vetted properly, creating more work for the hiring manager. You could call the recruiter's attitude; "fire and forget." They will put in some effort but since the likelihood of a payout is low, they will not waste much of their time. Instead, they will move on to more lucrative prospects. I don't get involved in these situations as it is a waste of my time and tarnishes my reputation.

My best clients work with me as a business partner. We develop a good rapport with open communications. Over time, I learn about their culture, their decision process, and their business strategy. This helps me find candidates who will best fit their needs, improving my effectiveness on their behalf. They come to trust me and value my counsel. We develop a win-win relationship. Employers who don’t have an appreciation for this dynamic will continue to struggle with their recruiting efforts, especially if they follow a multiple-recruiter, “food fight strategy.”

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

6. Outplacement Assignment – Atlanta-based Manufacturer: New

April 5, 2017

The Day I-85 Fell In Atlanta

OK, I wasn’t anywhere near Interstate 85 during the fire and the subsequent collapse. That event, although tragic, didn’t affect me at all, well, at least not yet. In fact, I was at least twenty miles to the Northwest in Marietta at a networking event. I didn’t learn about the incident until driving home.

Al Maxwell and Dawn Barrs hosted the event I attended. They are business associates who teamed-up to sell real estate under the Keller Williams brand. This was the fourth gatherings they have hosted in the past year, with plans to have one event each quarter. It is a component of their marketing outreach. I’ve known Dawn for over 12 years. I met Al at their first event last year. Both are first-rate networkers.

The event was held at Sage Social Kitchen and Bar, which until recently was a Chequers restaurant. It is a great venue, conveniently located, with a private room to mix and mingle. The hors d'oeuvre table was strategically located in the middle of the room.

I invited Faith and Hope to attend as my guests. They were my guests at the last event, which proved to be a productive time for each. That was my contribution to help Dawn and Al. Faith couldn’t make it, but Hope was available.

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Hope and I arrived at the same time, and entered the venue together. We were among the first, my plan to beat rush-hour traffic. Arriving early is a good way to spend quality time with your hosts before they become involved with other guests. We checked-in, accepted our name badges and made small-talk with Al, who was manning the reception table. Dawn was across the room on her cell phone. She eventually made it over and greeted me with a big hug. Almost immediately she and Hope were deep in conversation, discussing mutual interests. Hope is an Interior Designer; working for a remodeling company so connecting her to Dawn was ideal. By this time, I was getting to know Terry, who arrived immediately after Hope and me.

KEY POINTS TO HOSTING A SUCCESSFUL NETWORKING EVENT

Find a convenient location with proper food and beverage capabilities.
Schedule the event so that guests are not fighting rush-hour traffic.
Use a tool like Evite to invite and manage guest communications.
Use a greeting table to welcome guests and provide name tags.
Locate Food and beverage service so as to facilitate mingling.

Terry is a former AT&T executive who became an entrepreneur when he retired. He owns a business that helps smaller companies manage their IT networks and infrastructure. We had a nice chat about cyber security, the hottest topic in his field, and certainly top of mind with the politicians in Washington. Terry could be a good contact as we both serve similar customers. I gave him my card, but he did not seem to have one. Later, I sent a 'thank you' note to Dawn and Al, and asked for his contact information. I probably spent too much time talking with Terry, but he was interesting and friendly. Eventually, I made a gracious exit and began circulating.

Two hours into the meeting, Hope had to leave as she had another appointment. I spent the next twenty minutes or so making my exit, thanking my hosts on the way out.

I would have to say that this was a successful event. It was well attended, and I met eight people who I plan to see again. One is a potential candidate and four are potential referral sources.

My work is all about meeting new people and strengthening existing relationships. I attend at least one networking event a week. Some groups are not as productive, and the events are not well planned. Not a surprise if I don’t accept their next invitation. Dawn and Al run the model networking meeting, which I always enjoy. I will make every effort to attend their future events.

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

JimWeber@NewCenturyDynamics.com

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

Current Assignments

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

2. Director of Business Dev, Atlanta-based B2B Professional Services Company: Complete
3. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete
4. Senior Accounting Manager – Atlanta-based Manufacturer. Offer Accepted
5. Controller – Atlanta-based Restaurant Company: New