ITB Partners – Management Consultants
Our Business is Your Success
James Weber is inviting you to a scheduled Zoom meeting.
Our Featured Speaker is Matthew Maddox, President, Global Data Services
Matthew Maddox is a creative, results-oriented professional armed with highly successful experience in business advisory, consulting, project management, application development, business analysis, mentoring, and programming.
Join Zoom Meeting
https://us02web.zoom.us/j/84516109138?pwd=c0VtWVFzdjE5NDNDVGVqcHdTc1RqQT09
Meeting ID: 845 1610 9138
Passcode: 393716
Kerri Cufaro will present
Issues Facing Job Seekers (including LinkedIn tips) |
Kerri always boasts, “I absolutely love what I do; I am passionate about being in Talent Acquisition and helping people find jobs; it is the best feeling in the world!”
Working for several staffing agencies and consulting firms as well as internally recruiting for a few corporations, Kerri has a keen knowledge of managing high performing teams, strategizing with executive leaders, consulting with hiring managers and human resource partners and sourcing and recruiting stellar candidates. Kerri has successfully managed relationships at all levels between the client/hiring manager and the job seeker throughout the interview process to ensure timely and effective placements.
What have Kerri’s candidates, colleagues and executives said about her?
• “honest, passionate … proven veteran … right kind of leader … commitment to excellence and professionalism … motivated and forward-thinking … best recruiter I worked within 50 years”
• “Talent Acquisition leader with a successful track record of leading change initiatives, improving processes and operational metrics, exceeding goals, and managing staff.”
Kerri grew up on Long Island in New York, attended the University of Maryland for 3 years (ZTA love) before transferring and graduating with a Bachelor’s degree in Finance from Hofstra University. Shortly thereafter, she moved to Atlanta in 1995.
Join Zoom Meeting
https://us02web.zoom.us/j/85169106789?pwd=QWJWY1c2UHpnWS8rTVZOOGhGeDNyZz09
Meeting ID: 851 6910 6789
Passcode: 054646
“Members Helping Members”
Peter Frost, President of BENG, said networking is critical as job searching strategies and career transition continues to change in this economy. “Those in transition can no longer rely on job search engines to fuel their search, they need to continuously build a network and stay connected to that network,” explains Frost. “Most new members begin to realize all of the networking contacts they let go during years of secure employment and they’re encouraged to become career networkers.”
Business Executives Networking Group “BENG is a non-profit organization providing mid to senior-level professionals seeking employment, with a forum that will facilitate their job search and enhance their networking skills. This multidiscipline, independent group of mid-to senior-level professionals contains job seekers and employed members and business owners. BENG provides employment information, opportunities for networking, emotional support, and tools to accelerate their members’ job search. We rely upon the spirit of generosity and cooperation of our members, whether in transition or employed, to accomplish this mission.”
Your Atlanta meeting facilitators are Richard Kirby Jim Weber
This was a good week. It was not a good week because I recruited a new consultant, which I did. It was not because I accomplished all of my planned tasks, but I did. And, it was not a good week because I had several very productive meetings. All these activities are noteworthy of course, but it was my ability to mix these activities with my favorite personal pastimes that made the week so enjoyable. Yes, I accomplished quite a bit and had a lot of fun in the process.
The high point of my week was my meeting with Walt. I was introduced to him, three weeks ago by Dave, a mutual friend. Dave reached out to me to see if I would be interested in talking with him as he needed help with his job search. I have great confidence in Dave’s recommendations, so I invited him to make the introductions. Shortly after that, Walt and I were having a telephone conversation.
Our first conversation was relatively brief. I learned that he had a background in the food distribution segment with experience in business development and as a category manager. Walt advised me that he had been terminated within the past two weeks, having been furloughed by the pandemic. He did not have a current resume to share, at that time, but promised to send a copy when it was ready. He said that it has been a long time since he has had to look for a job. Actually, this may be the first time he has been in a job search since he began his career. I also learned that he is a cigar aficionado, familiar with my favorite cigar bar. We ended the conversation with my commitment to follow up after I review his resume.
We met mid-afternoon, Thursday at the cigar bar. After making our cigar and beverage selections we found seats at a table in a private meeting room. We made a toast and got down to business. He handed me his resume as he began to recap his background. Walt is an extrovert. He is friendly, engaging, and interesting. We are about the same age and have much in common. Our meeting was off to a great start. He laid out his history as a Category Manager and Business Development Professional in the food distribution industry segment. He explained that he was furloughed at the beginning of the lockdown, then recently terminated.
We spent the better part of two hours together. I noted that he is better off than most job seekers. He has a severance package including a non-compete clause. He has a solid network and excellent references. Already, he has reached out to make them aware of his situation so they can be helpful. He admitted that he is not savvy about networking groups or how to find them. He said he is open to new opportunities.
When Walt finished presenting his background he asked for my advice. I commended him on his positive outlook and his willingness to consider new opportunities. We discussed the obvious difficulty in the foodservice segment; however, I foresee opportunities helping his prior customers with their purchasing and supply chain issues. We also discussed pursuing opportunities in non-food distribution. I told him that many are finding success by taking freelance consulting projects as a bridge strategy to find full-time employment. Finally, I suggested that his search should include smaller companies with upside potential.
His resume, hot off the presses, was prepared by an HR professional, not a professional resume writer. Although it is well organized and easy to read, it is bland and lacks a call to action. It does not reflect the contributions he has made to his employers and his positioning statement lacks clarity. I can help him with that issue.
His final question was about my program. Could I be helpful, and how I was paid for my services? I explained how the three parts of my business, (New Century Dynamics Executive Search, ITB Partners, and Executive Career Coaching) operated and how each could be helpful to him.
At the end of our conversation I agreed to the following deliverables:
Walt is hitting the market at a difficult time. The economy is coming out of recession, it is the middle of summer, and his industry segment is under pressure. As a Baby Boomer, he has demographic challenges. On the plus side, he has a solid skill stack and a positive mindset. His severance package is a plus. He has a good network and great references. Most importantly, he is coach-able and open to new opportunities. Walt will adapt to the realities of this market as he has a better understanding of his options. I am confident that it won’t be long until he will be gainfully employed.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
In mid-June, I received an email from my next-door neighbor asking for help with a project. Bob had just completed the first draft of a book and was beginning to think about the publishing process. He thought I could help sort out his options. Six months ago, Bob shared his idea for a book so I wasn’t surprised by his request. He wanted to tell a story about the challenges of becoming a Plant Manager, based on personal experience. His interest was to write a novel in the style of “The Goal,” by Eliyahu M. Goldratt and Jeff Cox. It appears that the Covid-19 voluntary lockdown provided him with the perfect opportunity to write his book. We scheduled a Beer Summit for 4:00 p.m. Saturday.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Today’s employees are facing unprecedented levels of stress both personally and professionally.
In many companies, employees face uncertainty and perhaps a furlough, layoff, or pay reduction due to the economic impact of the pandemic. In other companies, where the demand for their service or product suddenly increased (PPE products, telemedicine software, or video conferencing) employees find themselves overwhelmed with excessive hours week after week, perhaps in addition to now having to home school their children. And then there are the essential employees that have been asked to risk their own health to meet the new societal demands brought on by the pandemic.
Every day, we are reminded of the toll the pandemic is playing on employees. You can hear it in employees’ conversations and see it play out live on Zoom conference meetings. The daily news is filled with employees’ reactions to their company’s actions in response to the pandemic. Some companies like Amazon and Google made national news as employees expressed concerns to the press.
How employers treat their employees and how employees perceive their company during this challenging time will have a long-term impact on employee engagement levels for years to come. We saw proof of this in the years that followed the 2009 financial crisis. During that crisis, many companies failed to demonstrate compassion and their actions did not facilitate trust. As companies focused on the economic downturn, they failed to take steps to keep their employees engaged. As a result, many companies experienced decreased productivity, reduced customer satisfaction, and higher levels of attrition for years after 2009. Similarly, their brand was impacted for years to come as potential new hires used social media and networking to uncover past employees’ perceptions of their employers.
Organizations that take steps now to prevent a long-term disengaged workforce will reap benefits not only in the short-term but for years to come after the pandemic is history. Even as companies work hard today to contain costs, there are a number of simple, low-cost actions all employers can take to keep their workforce engaged.
High Impact, Low-Cost Employee Engagement Actions
Ensure alignment of the leadership team. Senior leaders set the tone and are responsible for making sure all managers model the tone and deliver consistent messaging.
Constant, transparent communication with employees is key, especially in trying times. Companies can keep employees informed through various channels, including corporate-wide virtual meetings, manager 1:1 meetings, and electronic updates.
Develop a culture and expectation that all managers check-in with their employees on a regular basis. By checking in with employees and listening, managers will develop an understanding of each employee’s concerns, needs, and goals.
Establish and communicate the go-forward vision for the company so employees can understand and support the vision.
Create an informal or formal mechanism to take the pulse of employees. Then ensure senior management receives this important feedback and as needed, takes actions in response to the feedback.
Regardless of the specific impact the pandemic is having on your business, the key to successfully and rapidly getting back on track at the back end of the pandemic will in a large part depend upon your workforce. By focusing on these employee engagement best practices, employers will foster a culture where employees are motivated to help the company achieve its goals. An inspired workforce will work hard to achieve productivity and sales goals. A disengaged workforce will complain to customers and resign when the job market picks up. Given the strong link between an engaged, motivated workforce, and corporate success, there has never been a better time for companies to focus on employee engagement.
Anne Gildea-Olt is the managing member of Strategic HRM Solutions, LLC., an HR consulting firm committed to helping companies successfully navigate change, accelerate growth, and deliver proactive innovative human capital solutions.
Anne@gohrmsolutions.com https://strategichrmsolutionsllc.godaddysites.com
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber – Managing Partner, ITB Partners
Building portco resiliency right now
The current COVID-19 crisis is already changing the economy in extraordinary and unexpected ways. But there are steps private equity firms can help their portfolio companies make to help weather the storm, and recover when the clouds lift, according to Doug Reifschneider, a CMO with Chief Outsiders.
The world’s best epidemiologists only have models to predict the full depth and breadth of the COVID-19 pandemic, but companies are already feeling the weight of the economic fallout. They’re scrambling to find the best way to respond, and in many cases, survive, all the while being rightly concerned for the health of their families and communities. It’s not easy, and this is no time to pretend otherwise.
Some enterprises might be dusting off contingency plans for downturns or large-scale threats, but this moment requires more than that. It demands a resiliency program, one that’s clear-eyed and proactive. If the outlook is too bleak or too rosy, the result can be the same dangerous inertia. But Doug Reifschneider, a CMO with Chief Outsiders, has a series of initiatives that can counter that.
Building off his extensive experience in the retail and restaurant industries, Reifschneider has devised what he calls the “7 Rs of Resiliency Programs.” It’s a checklist that can help frame and direct the efforts to respond to COVID-19. “It’s based on a mental framework from the US Marines that is centered on three steps in coping with a crisis: improvise, adapt and overcome,” says Reifschneider. “Plenty of people are improvising at this point, but it’s time to look at more constructive ways to adapt and plan for recovery.”
Private equity firms would do well to look within each company of their portfolio and help guide them in executing each one of these steps.
Review costs. “Most people are already doing this, as they’d have to be asleep at the wheel if they weren’t,” says Reifschneider. Still, beyond canceling recurring services that are simply irrelevant, like window washing, it can involve hard calls about labor and supplies. A lot of restaurants, retail brick & mortar and even brand HQ’s are furloughing employees and the current stimulus will help alleviate that pain, but those cuts need to be executed without crippling the resiliency program.
Reassign tasks. Sometimes the best thing a company can do is focus on what it can give back. In the short term, that can be repurposing the business for strictly philanthropic purposes. He cites one restaurant that used its parking lot for a Red Cross Blood Drive. “It doesn’t address the bottom line, but it establishes the business as a partner in the community,” says Reifschneider.
Rethink offerings. For restaurants that never considered takeout or delivery options, this is the time to launch those. For retailers, this can involve more online ordering and curbside pick-up. But creativity is key here. Brazilian steakhouse chain Fogo de Chao was centered around its all-you-can-eat in-house dining experience. “So they became a butcher shop, offering their unique cuts of meat so folks could cook them at home,” says Reifschneider. “It’s a savvy way to redeploy inventory and keep sales from cratering completely.”
Another example is the company Wow Bao, that created a special licensing deal to allow other restaurants to produce and sell its dumplings by selling the ingredients and a few pieces of equipment to do so.
Reconsider sacred cows. As businesses rethink their offerings, they can run smack into certain “sacred cows” that seem to be integral to their identity. That high-end eatery may balk at delivery options since that fish dish might be ruined in the thirty or forty-five minutes it takes to deliver it. “This is no time for those kinds of pretensions,” warns Reifschneider. “Find a way to make a meal pack, which are popular now, or focus on offerings that can be delivered successfully.” Several restaurants have created pop-up drive-throughs, with no more than a tent and a landlord’s blessing. And the likes of Home Depot have shifted to curbside pick-ups even as it prided itself on counseling customers in the store.
Reschedule Initiatives. Retailers and restaurants that had planned remodeling projects could move those up, but only if they have the resources to do so. “It would take only the best-capitalized businesses to embark on such remodeling projects, but if they can, it’s worth doing,” says Reifschneider. “Instead of closing for that week in August to remodel, do that now.” Of course, such initiatives can still be hindered by government directives that limit non-essential work.
Reconnect. Communication matters more than ever. “We may be keeping our distance physically, but we’ve never been more social,” says Reifschneider. “We have regular Zoom happy hours and contact clients regularly.” B2B companies will have closer relationships since they sell directly to their clients, but B2C companies shouldn’t go quiet either. They need to reach out every few days, so long as they are mindful of tone and content.
Reifschneider cites a recent study by Edelman that surveyed over 12,000 people across 12 countries on brand trust in the wake of COVID-19, which finds that 71% of respondents would lose trust in a company forever if that company is seen as putting profits before people right now.
“Every enterprise should take that 71% seriously, and make sure their communications are exclusively about how they’re helping their communities, their customers and their employees cope with the situation,” says Reifschneider. “Striking a tone of generosity and support is crucial.”
Ready the relaunch. There is no reliable guidance for when any company will return to normalcy. However, Reifschneider notes this shouldn’t prevent companies from planning the steps for a reopening. Employees will need to be retrained with new procedures for interacting with customers, and in the restaurant business, there are likely to be new protocols for food prep and increased sanitation. Dining rooms and showroom floors will get dusty during the shutdown, so time needs to be allocated for a deep clean. “This also might be a great time to retrain employees in customer service, stocking shelves, or getting CPUs in line,” says Reifschneider.
However, no one should take any of these steps in a vacuum. Each needs to be tailored to the market reality facing a given enterprise. “At Chief Outsiders, we vet all assumptions, with hands-on research initiatives that capture how customers and peers are thinking and acting,” says Reifschneider. “And we do this even when the market is stable and growing, let alone during a crisis that can change everything overnight.”
So perhaps the first step in any resiliency plan is for a business to get its bearings, and understand exactly where it stands at the moment. It might be all the more important to listen before speaking, to ask, and use that feedback to gauge what to do next. The best private equity firms will already have open channels with their portfolio companies and that level of candor and sense of collaboration should be extended to all stakeholders.
In times like this, humility might be a secret weapon, provided it doesn’t stop a company from acting. Fortune may still favor the bold in times like these, but only if the bold is informed and willing to help.
https://www.itbpartners.com/doug-reifschneider/
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber – Managing Partner, ITB Partners
Bottomline First: Owners don’t really have anyone to talk to about their problems. Reach out to those in your care.
Outside of a preacher in a small church, I don’t know of a more lonely calling than a small business owner.
I will often ask them, “Do you know what your friends think of you?”
They look at me with stunned incredulity since I had only met them a couple of hours earlier and know none of their friends.
I proceed to tell them, “Your friends think they have it made, they think you come and go as you please, hire people to do what you don’t want to do and write it all off on your taxes!! They think you have the Life of Riley!”
Then they say, “You know, you are absolutely right!”
And I assure them if they try to convince their friends just how hard it is owning a business, they think you are pulling their leg!
And THIS is during the GOOD times! The loneliness is only getting worse in the economic environment of the day!
Many times business owners will become overly friendly with their employees to cope with their isolation knowing they get the day-to-day stresses with which the owner is dealing. But that becomes a management problem within the business and makes it almost unthinkable to furlough them when times get tough.
Business owners are seen as “having it all together” not only by their friends and the public at large but also by their families. I can’t tell you how many times I have interviewed a business owner during an analytical survey of their company who was showing a loss on their P&L only to discover he (or she) had not told their spouse. And let’s be honest, men, we are more guilty of this than our sisters-in-business. That stinkin’ EGO of ours gets us in trouble and then cuts off the support we so desperately need!
So to you advisors of these stalwart but hurting heroes of our economy, reach out to them! They need to know there are people and places that can be safe for them to unmask their pain.
Bankers, attorneys, wealth advisors, CPAs, insurance agents, consultants, accounting firms, HR firms – any trusted advisor in their life can just BE THERE for them and let them know it is OK for them to share anything that is bothering them.
If you are in a role they might not feel comfortable due to the business relationship (like their banker), try suggesting they might want to talk to a friend of yours.
As Charles Dickens wrote in the Tale of Two Cities, “It was the best of times, it was the worst of time…” We have been brutally snatched out of “the best of times” and forced into what is arguably “the worst of times.”
As a man of faith, I would that all men and women would seek guidance from the Creator of us all to lean into Him and His wisdom for our individual and corporate deliverance.
Let’s all be there for each other as we walk through the valley of shadows.
Ralph Watson has a varied and extensive career spanning 45 years of increasingly responsible positions in both sales and operations in a very diverse mix of industry specialties, including food processing, textile and apparel, financial services, and professional management consulting.
Ralph served as a Senior Executive Analyst with a number of international consulting companies focused on the family-owned, privately held market where he distinguished himself as one of the top analysts in a highly competitive field. In early 2014, he personally coached 10 businesses in Europe.
Ralph C. Watson, Jr. 404.520.1030
Ralph.Watson@BeGreaterFaster.com
FMLA for small Businesses (under 500 Employees)
There are several basic different benefits under the provision of the Family First Coronavirus Response Act (FFCRA or Act) and are broken out down below:
General Guidelines:
Paid Leave for Child Care:
If an employee cannot come to work because the employee’s child’s school or daycare is closed, that employee will be paid per the guidelines below:
Paid Sick Leave:
Small Business loan:
If you must reduce staff:
What is the difference between laying a person off versus a furlough?
Follow Flex HR’s latest HR advice on the Coronavirus.
Written by Jim Cichanski, CEO, Flex HR, Inc.
* Statistics and government guidance are rapidly changing. This is the most updated information as of 3/23/20.
…to you, your clients or other business owners who could use a sounding board at this time: Input on urgent problems (surviving); Thinking through strategy in order to come out of the crisis (thriving); Focus on building/rebuilding value if working toward a sale. Happy to share insights from 20 years as a consultant, coach, and exit strategist; helping clients grow, solve problems, build value and design their exit strategy & succession planning. Working together, we WILL get through this! Stay safe and healthy!
David Shavzin, CMC, Exit Strategist
Founder & President, The Value Track // Co-Founder, Exit Planning Exchange Atlanta
LinkedIn Profile // Our BLOG // 770-329-5224 // David@GetOnTheValueTrack.com
This is a difficult, even unprecedented time. There is great uncertainty, and many are fearful. Some are suffering through this alone. Thankfully, this pandemic comes at a time when our technology makes forced isolation bearable.
In difficult times the American Spirit shines brightest because we face our challenges together. Given the strength of our relationships, the value we place on one another, I am confident that we will overcome this scourge. We may be bruised, but we will emerge stronger.
From a personal perspective, I believe my life’s mission is to help however I can. My goal is to focus on what I can control and avoid dwelling on issues beyond my control.
I know that my core strength is helping people navigate the new normal for employment and career management. In many respects, this was the genesis of ITB PARTNERS.
I want you to know that I am here to help you. In fact, I am happy to offer my services free of charge to help you through this difficult time.
There are many things we can discuss, but I may be most helpful in the following areas:
Ultimately, I’m available to talk with you even if to bounce around some ideas or offer introductions from my vast network.
If you would like a free 30-minute consultation, email Jim.Weber@itbpartners.com with this subject: “I Want to Schedule a Free Consultation.” I will respond back with my calendar tool to schedule a telephone or video call.
I hope you find this useful and will schedule a call. If nothing else, I would enjoy an update from you to know how you are coping.
Best wishes for your continued health and safety.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Jim Weber – Managing Partner, ITB Partners