Management Consultant, Executive Recruiter, Author, Public Speaker;
My blog, "Fighting Alligators" is geared to the over 50 job-seeker; people interested in starting their own business; and freelancers looking to become more successful.
I have 22 years of experience with Fortune 500 Brands in Strategic Planning and General Management. For the past 22 years, I have been President of New Century Dynamics, Inc., an Executive Search Business I started and own. My company is in the business of providing Consulting and Executive Search Support to our client base. In 2014, I helped create ITB Partners, an Association of freelance management consultants.
Kitchen Connections Announces the Completion of Two Major Projects
These two projects included two full kitchens, a Wine Bar, a Laundry Room, and a Large Craft room/Office.
The homeowners contracted Kitchen Connections to rebuild the indicated rooms after water damage had ruined those spaces. The insurance claims were due to plumbing fixtures or fittings to appliances that failed. Additionally, Kitchen Connections consulted with the clients to help them with their insurance claims.
Both projects included the purchase and installation of high-end, custom-manufactured cabinets supplied by an established Atlanta-based Cabinet Company.
Kitchen Connections also landed a new commercial project to replace the existing cabinets of a Marietta, GA Hair Salon.
For more information about Kitchen Connections, LLC and what we can do for you, visit http://kitchenconnections.biz
JIll Weber, Owner and President of Kitchen Connections, LLC
Jim Weber – President New Century Dynamics Executive Search
New Century Dynamics Executive Search is pleased to announce that Jim Weber has landed an Exclusive Search to find a VP of Marketing for a Midwestern-based Casual Dining Brand. This is an established, but growing franchising company looking for a seasoned Restaurant Marketing Professional to lead the Marketing Function. This position reports to the CEO.
Position Summary:
The VP/Director of Marketing will direct and oversee the Marketing department. The role reports to the CEO and serves as the Brand Leader for The Brand. This role has oversight responsibility to design, implement and monitor effective marketing strategies that align with our business goals. The Successful Candidate plays a significant role in shaping the company’s strategic marketing planning and ensures strategies contribute to the company’s long-term success.
Essential Functions:
Leads overarching brand strategy and initiative calendar of consumer-desired programs to support strategic goals and increase brand awareness.
Defines brand positioning in the marketplace, brand objectives for short- and long-term growth, and strategies and tactics to achieve growth.
Has a clear vision for the business; maintains a strategic perspective for concept development and enhancement. Generates and encourages breakthrough ideas to promote the development of the organization and its team members.
Uncompromising commitment to the guest experience; consistently seeks to improve guest satisfaction and understand core customer needs. Conducts consumer research and utilizes feedback to increase guest experience and identify challenges and opportunities for growth.
Skilled at the development and implementation of alternative strategies when faced with challenging environments; capable of completing key assignments and devising effective alternatives when roadblocks appear.
Ensures effective and efficient marketing, branding, and communications strategies across all channels.
Drive marketing ROI and performance through a result-driven approach, continually testing and evaluating new modern marketing opportunities and reporting results of programs.
Maximize marketing results across a variety of channels and vehicles. Utilize data/analytics to understand customer behavior, determine customer personas, and develop a comprehensive set of marketing programs.
Generate a clear view of our competitive landscape and positioning strategies. Identify opportunities to reach new market segments and expand market share.
Owns brand framework and visual identity.
Leads menu innovation strategy and menu engineering.
Conducts consumer research and understanding of core customer needs. Identifies challenges and opportunities for growth.
Prepares regular reports and presentations on marketing metrics for the CEO.
Oversees marketing team including team development. Sets current and long-term goals for the marketing team.
Designs and reviews the Marketing department’s budget.
Prioritizes marketing projects and allocates resources accordingly.
Forecasts hiring needs for the Marketing department
Participates in the quarterly and annual planning of the company’s objectives
Oversees Marketing expenses/allocations and regularly updates monthly projected sales.
Qualifications and Experience:
Proven work experience as a VP of Marketing, Marketing Director, or another senior role.
Demonstrable experience designing and implementing successful marketing campaigns.
Experience with Google Ads, Facebook, Instagram YouTube, and other social platforms.
Experience with SEO marketing and optimizing content for landing pages.
Experience with content management software and digital marketing tools and techniques.
Strong leadership skills.
Please contact Jim Weber with your interests or referrals.
All communication, whether written, oral, or electronic should be addressed to:
Jim Weber – President New Century Dynamics Executive Search
Kitchen Connections, LLC is pleased to announce the completion of a Master Bath Makeover. Having built their home 25 years ago, the client decided that it was time to make a change. They were looking for a more contemporary ‘feel,’ that would take advantage of ample space and natural lighting.
Ladies Vanity Before
All original Corian Countertops were replaced with Quartz as shown here on the lady’s vanity Wallpaper was removed and replaced with neutral paint. The dark Green floor tile was replaced with a light tile, simulating marble. All Simulated Brass fixtures were replaced with contemporary, silver-nickel-finished hardware. As the cabinets were still in good condition there was no need for replacements.
Ladies Vanity After
Elegant lighting fixtures replaced dated designs over each vanity and in the center of the Bathroom. Simulated Brass handles and pulls were replaced with silver-nickel hardware.
New Shower and Tub
The Shower was enlarged and a wall separating the Jacuzzi and the shower was eliminated. Old tile was removed and replaced with a patterned motif on the walls and a geometric design on the floor. A bench was added with the same Quartz top as that used on the counters and for the new tub surround. The entire shower area is now enclosed in glass. The Jacuzzi was replaced with a smaller tub.
Jacuzzi before, during demo.New Tub and Subway tile surround.
The Jacuzzi was replaced with a smaller tub and updated hardware. The wallpaper was replaced with subway tile to continue the lighter, brighter theme.
Walk-in Closet
The new marble-like tile was carried into the walk-in closet, replacing the wall-to-wall carpet.
His new vanity.
Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.
JIll Weber
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project from start to finish. Your total satisfaction is her primary goal.
ITB partner, Frontline HR Solutions, offers an exciting new lineup of Manager/Supervisor Development, Coaching, and Training Programs. Mike Perkins, President, announced, “With the addition of two outstanding leadership development experts, we can offer an expanded menu of customized leader development and coaching programs for businesses that understand the value of investing in their first and second-level leaders.” Leading the enhanced development programs for Frontline HR Solutions are Rodney Atkins, former Director of Talent Management for Progress Rail, a Caterpillar Company, and Dr. Colby Jubenville, Professor and Director of the Center for Student Coaching and Success at Middle Tennessee State University. Atkins has over 30 years of manufacturing and professional services experience with Fortune 500 Companies. Jubenville is a popular public speaker and success coach, and author of Zebras and Cheetahs: How to Look Different and Stay Agile to Survive the Business Jungle (Wiley) and Me: How To Sell Who You Are, What You Do & Why You Matter to the World.
Studies show that frontline leaders are the number one factor in employee turnover, productivity, and engagement. Businesses and non-profit agencies that have traditionally promoted employees to supervisor and management positions without providing leadership training and coaching have discovered that investing in the development of these leaders pays huge dividends, especially in the retention and success of the employees they manage.
“Frontline’s leadership development programs are specially-tailored for our client’s specific needs, schedules and budgets,” said Perkins. Frontline offers over a dozen training and development options ranging from fundamental programs like The Basics Every Leader Should Know, Do and Avoid; Discrimination and Harassment Prevention; Conflict Resolution; and Effectively Holding Employees Accountable to higher-level 360 evaluations, executive coaching, employee focus groups, and personal strength and communication assessments for individual and teams.
This project included the installation of new Cabinets, Counter Tops, Tile Backsplash, lighting, and floors. Walls were moved or removed to create an open, more functional floor plan and better use of space.
Before After
Before After
Before After
Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project from start to finish. Your total satisfaction is her primary goal.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
Sometimes it takes a fresh pair of eyes to evaluate the situation correctly.
As you may recall, the lingering situation was in a big box retail store where an Assistant Manager created continual unrest. Since my original post, a few exciting changes have occurred. The first and most important was the resignation of the General Manager. He left to take a job in a different industry sector. A more experienced general manager replaced him. These changes happened shortly after the publication of my article, almost exactly a month ago. After a month of studying the situation in his new assignment, the new General Manager transferred the troublesome subordinate to another store. She is now working under the General Manager who originally trained her.
So why did the new general manager act on the situation, whereas the former GM ignored it?
Experience beyond this company
External networks of competent employees
He refused to be a hostage
The former GM was still learning the job while dealing with a dysfunctional team. He was not fully competent and lacked confidence. I suspect that his boss, the District Manager, was culpable as his direction for this GM was lacking.
On the other hand, the newly appointed General Manager is an accomplished GM. He has significant prior General Management experience with another big box retail brand. Competent and confident in his leadership abilities, he took a different approach to the situation.
A toxic employee can do significant damage to a work environment. Team cohesion, morale, and eventually productivity and profitability will be affected. Wise managers know to deal with the situation immediately. They do not let them faster, to metastasize into an even bigger problem. The situation question went on for far too long. As I stated earlier, I lay the blame on the Regional Manager. He had long known of the situation. His strategy included a meeting where he told the team to “work out” their differences. It is no surprise that the team could not resolve their issues by themselves. A more experienced, decisive leader replaced the former GM. It was only then that the problem was correctly identified and resolved. I hold the regional manager responsible for the problems created by his inability to resolve the issue.
When this type of disciplinary issue arises, decisive intervention is required. The resolution should include progressive discipline supported by the appropriate level of documentation. The next-level manager must become involved when a manager is not fully competent. In this case, the fear of going through the holiday season shorthanded clouded management thinking. They became hostages. There is no justification for suffering under these circumstances, as there is always a solution.
Conclusion:
In conclusion, managers cannot avoid the need to discipline disruptive employees on a timely basis. Concerns about terminating a toxic employee because it may leave a hole in the management ranks are invalid. On the contrary, failure to address toxic behavior guarantees that the team will become shorthanded. The irony is that the best employees will leave first. They have options. The team that remains will be less competent, less functional, and less productive. This is a concern that second and third-level managers must be tuned into. The good news in my example case is that a new manager understood the need to act decisively. He found a way to eliminate the toxic employee. He did not allow himself to become a hostage to someone’s poor behavior.
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.
This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
I was one of five attendees, three women, and two men. I was the oldest as my classmates were in their late thirties or early forties. The two instructors were my age and older. I found the demographic composition most interesting. The maximum class size is six due to logistical constraints. Almost half of the room is occupied by tools and equipment, one limiting factor. The other is the queuing time to use the equipment. As our project required a specific sequence, a significant amount of time was spent waiting for your turn to use the required machine.
This class was an early birthday present from my wife, which I was pleased to receive for several reasons. I have projects around the house that challenge my carpentry skills. We are creating a 750-square-foot guest suite in the basement which requires framing skills and I am painting our Master Bathroom. The latter would not be much of a challenge except for the significant drywall repairs required. It seems that when we built our house, the builder did not properly prepare those walls before applying wallpaper. Those projects have stimulated my interest in learning more about carpentry and cabinet making.
The other benefit of taking this and future classes are related to supporting our Residential Construction Business. My wife started this business at about the same time that I left the Corporate World to become an Executive Recruiter. I am her CFO and principal consultant. Her business is doing so well that she needs me to become more involved in day-to-day operations. Sharpening my construction-related skills will help satisfy that need. It is a win-win proposition.
I have long believed in the value of life-long learning. Keeping one’s mind engaged is as important, if not more so, than the effort to maintain a healthy body. I find that if I keep my mind focused on achieving an important goal, my body will follow. My friend Faith is someone who has embraced life-long learning. A few years younger than me, she is an Account Executive with a major Health Insurance Company. She sharpens her edge by studying for additional college degrees on a part-time basis. Her employer has a tuition reimbursement program for coursework relevant to her job function. It is a win-win! She gets paid to improve her job skills and continues to exercise her mind in the process. She credits this strategy for keeping her at “the top of her game.”
The concept of life-long learning has been around for decades. I remember listening to my boss telling me how he encouraged his teenage daughters to learn new things just to hone their ability to learn. This included areas that were of little interest to them, like the mechanics of an automobile. That was over thirty years ago.
Our world is changing at a rapid pace. We are living longer. Job functions are changing or disappearing while new job functions are being created. It has often been said that today’s workers will likely have three or more careers during their lifetime. That requires the ability to change and adapt, to learn.
I find it interesting that at my age, I have little difficulty learning. It could be that much of what I am learning is additive to things I already know and understand. It could be the vast amount of training tools available that makes the process easier. YouTube, for example, is a treasure trove of resources. I admit, I may not be able to stay focused for as long as I was once, but frequent breaks and a cup of coffee help me stay on track. Motivation may be a contributing factor to my interest in continual learning. Probably because learning construction-related skills directly benefit our livelihood and our home. That is serious motivation.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.
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.
This project was a complete Kitchen Makeover that included new cabinets, surfaces, lighting, appliances, fixtures, trim, and paint. It is now a highly-functional, contemporary kitchen.
Contact Kitchen Connections to learn how we can improve the functionality and ambiance of your kitchen and bathrooms while increasing the value of your home.
Jill D. Weber is a Licensed Contractor and the owner of Kitchen Connections LLC., an award-winning design company specializing in home remodeling, design, kitchen, and bath cabinetry. She has more than 20 years of experience and stays engaged by managing each project, from start to finish. Your total satisfaction is her primary goal.
Jim Weber – President New Century Dynamics Executive Search
Recently, I have become aware of two situations where managers have become hostages to toxic employees. They are not being held at gunpoint by a criminal trying to negotiate an escape. However, the angst of the situation is similar. One is a female assistant manager for a big-box retailer. She does not work well with others and is actively working to undermine another manager. Not a team player, she creates unnecessary drama. My colleague, Stan, would call her a termite. Someone who destroys the foundation of the company. The other is a subcontractor with poor work habits who delivers an inconsistent product. Both have remained in position because management, facing a difficult labor market, has decided to live with these troublesome people, hoping to avoid the cost of losing them. However, one manager chose to act and found that his fears were unwarranted.
During my corporate career, workers were abundant, so the fear of being understaffed was not a consideration. At that time, the concern for turnover and overstaffing was our focus. Even so, I observed managers fail to discipline employees properly because they delivered outstanding revenue and profit performance. Those producers survived until their financial performance fell below standard. In the meantime, their peers complained about favoritism and unfair treatment by management. It was very frustrating to be a part of those teams. Overall morale suffered because management was held hostage by a flawed subordinate who happened to produce above-average financial results.
Today, we face a different, more difficult labor market. Baby Boomers are retiring, and fewer younger workers are available to replace them. Employers are finding it more challenging to achieve optimal staffing levels. Some managers overlook employee performance issues to minimize the risk of being short-staffed. That was the concern of my client. He was willing to put up with the poor performance of one sub-contractor to ensure that he completed his projects on time.
Nevertheless, I advised him to deal with the performance issue. I informed my client that the situation was sure to worsen. Eventually, he reached his limit when the cost of repairing the subcontractor’s shoddy work became unbearable. With a little bit of effort, he was able to find a suitable replacement. He refused to be a hostage.
It is not uncommon for managers to overestimate the cost of maintaining employee discipline and underestimate the benefit. Sometimes, it is easier to look the other way. They rationalize their decision to minimize the performance issues or ignore them entirely. Avoidance is a big mistake. The rest of the team is closely watching. They view the manager’s lack of action as favoritism and poor leadership. The team’s overall performance eventually suffers, and good employees leave for other jobs. The manager’s failure to deal with performance issues creates more significant problems with greater consequences.
So, what is one to do? First, don’t become a hostage to your employees! Enforce policy uniformly across the workforce. Don’t give a pass to employees who generate stellar results in some areas but fall short in others. Consistently enforced standards and appropriate disciplinary measures will go a long way toward creating a healthy, high-performance culture. This approach to discipline will help reduce turnover and attract better-quality employees.
Another viable strategy is to maintain an ongoing recruiting program. You may not need to step up the actual hiring, but you will know where to go to find good employees when you need them.
The two examples I presented at the beginning of this article make an interesting case study. One client decided to face the performance issue head-on, resulting in the termination of the sub-contractor in question. My client replaced the subcontractor with a more appropriate hire. The client refused to be held hostage. The other situation has deteriorated further as the management refuses to take corrective action.
Maintaining organizational discipline is not optional. Success requires vigilant maintenance of systems, processes, and procedures. Maintaining discipline may be more difficult in trying times, but it is of greater importance. The stakes are higher, as is the risk of failure. Good employees will gravitate to the best employers, so become the preferred employer in your market. Build a healthy culture of success by enforcing policy in a consistent, firm, fair, and friendly manner. It is the best way I know to ensure long-term success.
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.
I look forward to meeting with Paul, a good friend, and colleague, tomorrow afternoon. Paul and I have much to discuss, including my responsibility on his company’s newly created Advisory Board. The agreed-upon location is a convenient cigar bar, my preference for conducting business. I cannot meet in this venue every day, but it is a great pleasure when I can. I have been helping Paul connect with the financial community to support his company’s development goals. One of those connections suggested establishing an advisory board would be a good idea. As the common denominator in this process, they both agreed to invite me to join their Board. Naturally, I accepted.
During my career as an Executive Recruiter, many candidates expressed interest in serving on the Board of a prestigious company. Those folks were looking for paid Board seats but never considered a voluntary Advisory Board. As that type of search was not in my wheelhouse, I could not help them. After fifteen years of experience serving on Advisory Boards, I am enthusiastic about steering qualified candidates in that direction.
Large, established companies and small emerging companies form Advisory Boards to manage their businesses. Profit-oriented companies and not-for-profit associations use them. The scope of responsibilities will vary from organization to organization, depending on its size and complexity. Organizations expect Advisory Board Members to offer unbiased advice. They do not have decision-making authority or fiduciary responsibility, significantly different from a Board of Directors. Advisory Board members are chosen based on their skills, experience, and accomplishments relevant to the organization in question. To be invited to join the Advisory Board of a commercial startup, you will probably need direct experience with commercial startups. You should expect to have significant experience in the company’s industry segment. My friend and colleague, Mark McClellan, just reminded me that people with experience raising capital are in demand.
Compensation also depends on the organization’s size, complexity, and life-cycle position. Some are paid, including travel and meals, but many are uncompensated. Most of my Advisory Board roles have been voluntary and uncompensated, although our host provided food and beverage at each meeting.
Why would one become a member of an Advisory Board that does not provide compensation? It isn’t about the money, at least not immediately. As I mentioned earlier, serving on Advisory Boards has been personally gratifying. Each offered a new opportunity to gain skills and experience. They provided networking connections that led to new business opportunities. I have enjoyed giving back to the community, especially during my alum board years. That experience strengthened my relationship with the institution. If a career goal is to sit on a BOD for a prestigious company, serving on an Advisory Board is an excellent place to gain experience and credibility.
My first Advisory Board experience was with the National Alumni Association for my Alma Mater, where I served for three years. It was because of my affiliation with the Atlanta Chapter that I was nominated to join that body. The Executive Director of the Association talked to me about joining the Executive Committee, a pathway toward becoming Chairman. Regrettably, I had to decline that invitation as I was not in a position to devote the time or energy required for that responsibility. Nevertheless, my service on that Board was gratifying and a significant learning experience. I believe that serving on an Advisory Board for a not-for-profit association or a charitable organization is an ideal gateway for consideration in similar roles in the private sector. It worked for me. I gained visibility from that role which led to invitations to join profit-oriented and not-for-profit advisory boards.
Organizations need the kind of unbiased advice one can offer. Your expertise is required. You should consider joining an Advisory Board if you want to expand your skill stack, make new connections, and further enhance your career. If you are interested in becoming a member of a more prestigious, compensated Board of Directors, an Advisory Board is a possible stepping stone. A great place to start is with your College Alumni Association, an Industry Association, or a Charitable Organization. You will enjoy the experience and find gratification by giving back to your community.
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.
On September 26, I posted an article titled don’t become a hostage! I spoke of two examples of managers being held hostage by troublesome employees. I stated that one of the managers had an Epiphany that led to terminating the employee in question. A new manager resolved the other situation last week.
This past weekend I completed a two-day introduction to woodworking class at the local Woodcraft Retail Store. I must say, things have changed a lot since I took ‘Shop’ in High School. Most of what I learned this weekend was how to use a variety of machines I have never used. That part of the class was most useful as I am interested in buying one or more of those tools. That experience by itself was worth the cost of the class. The product of the class was a Shaker Style cabinet made of Poplar. It is the solution for a space in need.
Life is a learning experience. There is no growth without learning, including lessons learned from new experiences. Life is also about adapting to change. One cannot adapt if one is not open to learning. The ability to learn is a skill required for a successful life. We have often heard that one’s mind is like a muscle. It must be exercised to stay taught. My recommendation is to commit to becoming a life-long learner and enjoy a better life.
