Enjoy a Spring Evening in Midtown making new network connections over Beer, Wine, and hors d’oeuvres.
When: March 26, 2019 4:30 p.m. to 6:30 p.m.
Building off the concept of Speed Dating, this event is designed to practice and improve your networking skills with a number of people, in short, intense meetings.
The fun begins at 4:30 p.m. with beer, wine, and hors d’oeuvres. A $15 Cover Charge is required.
Our Host, Global Showrooms is located across the street from the Midtown Marta Station on 10th street, at: 10 10th Street NW, Suite 150, Atlanta, 30309
Last week I talked about building a
foundation for success. This week I was walking the walk, immersed in the
concept of building healthy cultures. I have long been interested in
developing nurturing cultures, so once again I was in my sweet spot. The
fun began late Monday afternoon, meeting a founding partner to talk shop and
other things over cigars and Guinness Draft. One of our primary topics
was the values we need to reinforce to build a better culture and
company. He is a big proponent of the 5C model, but I will save that for
a later date.
Tuesday morning, I facilitated the monthly meeting of the Business Executives Networking Group, The BENG. Gregg Burkhalter was the featured speaker. Greg positions himself as the LinkedIn Guy. He’s an advocate for personal branding via LinkedIn. Before the meeting, Greg told me that he’s been doing more work for corporations, helping their employees become effective LinkedIn users. I found his revelation shocking. I remember when people were reluctant to join LinkedIn. They feared their employer would see their profile and think they were looking for another job.
Greg said that employers realize
that their employees are their best ambassadors. Now, they encourage
their employees to become active on LinkedIn. Apparently, this has become an
upgrade to many cultures. The cynic in me would say “it’s about
time.” With so many people using LinkedIn, employers don’t have much
choice. It makes sense to embrace LinkedIn, gaining leverage through their
employees’ accounts. At least it seems to be a positive step in the right
direction
Wednesday evening, I enjoyed a cigar and a beer, or two, with a millennial friend, Chris. Chris and I met through a mutual friend. He was about to publish his book on millennial happiness and I had just published mine. He’s since built a consulting career as an expert on the millennial condition. Our meeting was meant as check-in and catch-up. Chris said that he’d recently completed a presentation to Google and delivered a Ted talk. Currently, he’s moving beyond Millennials to the larger population of career professionals. Eventually, we moved on to discuss the similarities and differences between Millennials and Baby Boomers from a cultural perspective. Chris, like me, is involved in helping companies create more effective cultures.
Thursday morning, after closing a deal to recruit another consultant, I moderated our Executive Leadership Team meeting. Although I facilitate these meetings, I try to avoid dominating the discussions. I want to ensure that everyone’s voice heard and respected. From a leadership perspective, I like Nelson Mandela’s example, be the last one to speak. I believe these values are appropriate for our culture.
Later that afternoon I met a potential client whose company is going through Chapter 11 reorganization. I was referred to them to help engineer a turnaround. The meeting was mostly a “getting to know you” session. It seemed to be dragging on until I asked their opinion about what needed to be done. The meeting became much more productive after that. The CEO became animated about the need to penetrate a different segment of the market. She told me that their primary business development function was her networking through trade associations. They weren’t doing much of anything in the way of electronic advertising, or using social media. It was interesting how the conversation changed after I asked for her thoughts. I believe it solidified our relationship.
Friday, I facilitated our monthly member’s meeting. The speaker was Josh Sweeney of Epic Culture. Epic Culture works with companies to build better cultures and thereby, improve performance. The topic of his conversation was “Culture First Hiring.” In other words, focus on tje best fit for the employer’s culture, assuming they meet the skills and experience required of the job.
It isn’t often that I’m able to spend an entire week working on my favorite issue. Building a healthy culture is most gratifying. Yes, it was a good week!
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Gregg Burkhalter, “The LinkedIn Guy” presents to the BENG Atlanta Chapter, March 12, 2019. Gregg is an awesome presenter who always delivers! In every presentation, he brings new tips and techniques to make your LinkedIn profile best represent your personal brand.
Having a background in Strategic
Analysis and Planning has served me well during my career. It has been
especially useful when coaching clients and building my start-up. My
passion is sharing my experience and training folks on the fundamentals of
strategy development.
This week I had three opportunities
to indulge my passion. Meeting with several members of our Executive
Leadership Team regarding our Strategic Review, I listened to their thoughts
about growing our brand. I talked with a prospective client about a senior
level search. We discussed the ideal candidate profile for a small,
growing enterprise. And, I spent time working with my consultants
developing diagnostic tools to help our clients identify risk and
opportunities. I was in my sweet spot and it was exhilarating!
Strategy is about engaging an
optimal combination of resources to meet an objective and create a competitive
advantage. The strengths of the enterprise are the foundation for
strategy. These strengths are required to ensure success. Has
anyone ever suggested that you take stock of your weaknesses and build a
strategy around them? I don’t think so. Crafting strategy must
be grounded. A mismatch of desires and capabilities will be disastrous.
Do the firm’s resources; people, processes, systems, and cash flow support the
strategy? Strategic analysis will create filters to sort out these issues. For
the best result, focus your analysis on people, processes, and systems, as well
as the strength of your brand. The result of your work will validate
objectives and begin the process of strategy formulation.
A company’s objectives must be
relevant to the current state of the business. Is a solid foundation in
place to execute the strategy? Are your people engaged and aligned? Is
the culture solid and supportive? Are processes and systems in place to
track performance and hold people accountable? Procedures and systems are
necessary for management to provide guidance, track progress and take
corrective action. Are financial resources available to support the
strategy? Is the company’s brand equity strong enough to ensure
success? If the answers to any of these questions is no, intermediate
objectives must be considered.
There is significant downside risk
in pursuing an objective that hasn’t been properly validated. Confidence in the
leadership team will be shaken. Overall, morale will be diminished.
Rebuilding confidence will become a time-consuming distraction which may
put the primary objective out of reach.
Likewise, if the culture doesn’t
support the initiative, the organization may become mired in their own
confusion. Creating buy-in is mandatory. A lack of support will
create resistance and derail success.
If a new hire is required, one must
understand the time it takes for that person to become effective. It may
take three to six months to fill the position. On-boarding, and ramp-up time must
be considered. Becoming an effective contributor could take a full year’s worth
of effort. Setting performance goals for a new hire, should be pushed out
one year, and even then, the incumbent may not reach their full potential for
two or more years.
I am reminded of a marketing
strategy a former employer attempted without validating the building blocks for
success. I thought the basis of the concept was sound but needed more
testing. Instead, the company executed a national roll-out without buy-in
from the organization. What seemed like a viable concept, became a
complicated program that layered on new packaging, a contest, and bounce-back
coupons. Communicating the value proposition for the initiative was a
monumental task that failed miserably. Before launching the campaign, I
asked the VP Marketing why he was opposed to starting small, then building on
the concept over time. I had recent experience in a similar situation
which I thought to be relevant. He told me that he needed a big win to improve
the morale of the department. Not a convincing rationale, I
thought. Ironically, this failure further demoralized the
department. A brilliant concept, in my opinion, was never realized
because they went for a home run instead of a series of base-hits, to use a
baseball metaphor. They didn’t build a foundation for success. The
concept was never tried again.
I realize that time is of the
essence in this highly competitive, disruptive environment. However,
mistakes are costly and time-consuming. Big mistakes at a critical time
in a company’s development can be fatal. Good leaders understand this dynamic
and its tradeoffs. Often, an objective requires intermediate steps to be
realized. Is the foundation ready? If not, people, processes, or
systems need to be addressed.
When developing strategy, one must have a clear understanding of the company’s strengths and capabilities, as well as the timeline and resources available to realize the objective. In other words, success begins by building a solid foundation to support your strategy.
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I enjoyed another productive week. Monday, I attended a cocktail/dinner reception for the Dean of the College of Business for my University. This reception included a small intimate group of staff and alumni. It was fun to catch up with old friends and make some new ones. I spent Tuesday evening with four alumni volunteers discussing ways to move the Atlanta chapter forward. Wednesday, I went Full Hemingway working at a cigar bar. I call it ‘Full Hemingway’ as I imagine Earnest at work, alternating between puffing on his cigar and sipping scotch. Working with a cigar in one hand and a Guinness in the other is my favorite way to read a contract, or to write my blog posts. Also during the week, I had productive discussions about potential assignments and signed a new consultant. Thursday was a bit of a hiccup, however.
At this point in my career, my
favorite role is that of a mentor and coach. This style works well for me when
interacting with alumni volunteers as well as leading my consulting group. I cannot
say it’s always easy as my nature is that of an action oriented,
‘get-it-done-now’ kind of guy. Fortunately, I’m usually able to resist that
urge. Sometimes, my coaching style will resemble playing a hand of Poker.
Especially if someone tries to dump their perceived problem on me. An
issue has been building. It came to a head this week. So, I moved
into Poker mode.
It began a couple of months ago when
two of my practice group leaders recommended a significant change in strategy
for our consulting group. Their recommendation was based on personal beliefs,
not data. Without speaking to the merits of their idea, their timing was
perfect. We were beginning our strategic review and I needed someone to drive
the process. Besides, the analysis would determine the viability of their
thinking or not. As they had not presented a well-thought out strategy,
and plan, I felt satisfaction by handing the issue back to them to properly
evaluate.
Thursday, our leadership team
reviewed the findings of the strategic analysis and discussed recommendations
for our 2019 plan. It was noteworthy that our clients expressed almost no
interest in the concept floated by my colleagues months ago. The data had
spoken. My colleagues were silent on the issue so I let it die a natural
death.
However, another more important
issue had been revealed. I was not surprised by the finding, but it still
needed further clarification. I’ve had enough expertise with marketing research
to know that a customer’s stated need is often a symptom of some other issue.
Reacting to a perceived need without additional analysis can become an
expensive waste of resources. However, one of the two practice leaders who
floated the other strategic change became agitated that we were not addressing
this perceived need to his satisfaction. I did not respond to his comment, nor
did anyone else. His outburst gave me pause, however.
Later, in a conversation with this
colleague, I asked if he was interested in analyzing the issue; to recommend a
course of action and create a plan. I asked if he would like to take the lead
on this project. In poker terms, I just called his bluff. His response was,
“gee, that’s a lot of work. What’s in it for me?” I thanked him for
his honesty and ended the conversation. He had told me everything I needed to
know. I realized that I have a coaching issue to address.
Early in my career, I was coached to
bring my boss solutions, not problems. That advice served me well as I’ve built
my career by analyzing gaps in performance; evaluating alternative solutions;
creating plans to realize the optimal solutions and executing those plans. In
my world, this is the fundamental role of a professional. This is so natural to
me that I feel as if I’m interacting with an alien if I encounter someone who
doesn’t live by this concept. If you want to be a professional bring me
solutions, not problems.
My friend Faith thought the timing
of this topic was interesting as it reminded her of a conversation, she’d had
this week. She told me that “clients are looking for the value that
solutions generate. It is hard to unseat an incumbent when they have returned
value year after year.”
Executives have a lot on their plate. Their time is precious. Spending time listening to someone complain without offering a solution is a waste of time and it’s irritating. In fact, if this behavior persists, it will eventually end one’s status, and employment.
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Last week I ended my post recommending that you seek professional help to achieve your career goals, especially if your efforts haven’t been successful. This week I am pleased to provide you with more information in this connection. What follows is my interview with my colleague Richard Kirby a Career Coach. Richard has been helping people achieve their career goals for 20 years, so he is the ideal person to provide insight into the subject.
Jim: Richard, thank you for making time to talk with me. To get
started, tell me what a career coach does. Why does someone come to you for
help?
Richard: Jim, I help my clients evaluate their strengths and
weaknesses and develop a plan to address those weaknesses. A large part of my
work is to help them find a role that makes them happy. This may be with
their current employer or with a new employer if they are between jobs.
Jim: That is terrific Richard! Can you tell me more about the
process you follow to help your clients?
Richard: My process begins by having the client complete a self a valuation. I use a number of online assessments to identify needs for improvement. This helps me focus the client on their objectives. I also help them craft a marketing plan to land their desired role. It could be a role different from their current career path but one that will use the same skill set that is equally fulfilling. So, I help them identify and uncover career opportunities and to go after them.
Jim: After you’ve worked on needs and have developed a marketing
plan, what’s next?
Richard: The next phase is to help them prepare for the
interview. I began with a five page ‘how to prepare’ worksheet which gets
the candidate thinking about answering questions they should expect. I also
help the candidate respond to difficult questions which may relate to changing
industry segments or gaps in their profile compared to the employer’s
expectations for ideal candidate. We’ll conduct mock interviews, which I video,
to be reviewed and studied by the candidate. I make notes and comments about
their body language, verbal style, and the quality of their answers. Later, we
have a follow-up discussion to reinforce the positives and identify work to be
done. I am very hands-on with my clients.
Jim: Richard, how important is it to understand the employer’s
culture? How do you coach a client in this area?
Richard: I have tools to help the client understand the target’s culture. I suggest they use Glass Door and talk with people who work for or have worked for the company.
Some aspects of the culture will
inhibit the candidate from getting the first interview, like educational
background or prior employment. There is nothing to do to fix those gaps, at
least in the short run. It is different than one looking to improve their
situation with their current employer as they are already part of the culture.
They know it, live it, and understand it.
In one case a client was able to create his ideal job by finding a need that wasn’t being addressed. I coached him to present the need to the department head and then sell himself as the solution.
I consider myself to be the client’s champion. I am their chief motivator and inspiration. “I believe my clients have more potential and can achieve more than they think they can.” I push them to believe in themselves and to face their fears. A good coach must believe in their clients. I have turned down or canceled contracts with one or two who did not have enough self-confidence or failed to follow through on their assignments.
Jim: What else do you do for your clients, Richard?
Richard: For an additional fee, when appropriate, I help them
negotiate an offer to arrive at the best possible outcome.
Jim: Richard, thank you for your time today! I am a big fan of your work, especially for people who find it difficult to achieve their career goals. I will provide links to aid anyone interested in more information about your services.
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Wednesday, February 13, 2019Leslie Kuban facilitated a Panel Discussion for the Atlanta Chapter of The FENG. The topic of the discussion was ‘Alternatives to Traditional Employment.” Ms. Kuban, Owner of Frannet Atlanta, and Member of ITB Partners assembled a panel to discuss their motivation and experience leaving traditional employment to own a business.
The panelists talked about the need to follow your passion when picking a business. They reinforced the need for confidence to strike out on your own. Perseverance through difficult times was recognized as a fundamental requirement. All agreed that the major reason for starting a business is to gain control over one’s life and career, especially in a highly volatile environment where tenures are short.
FENG Panelists 2-13-2019, Left to Right: Ed Bauer , Leslie Kuban CFE, Jim Weber, Mercedes Conception-Gray, Chris Ruttle.
The Panelists assembled by Ms. Kuban included Ed Bauer, Franchisee of Fitness Machine Technicians; Jim Weber, President New Century Dynamics Executive Search, and Managing Partner, ITB Partners; Mercedes Conception-Gray, Regional Director, Patrice & Associates; and Chris Ruttle, Franchisee Owner/Manager at Best in Class Education.
The Financial Executives Networking Group is a 501(c)(3), founded in 1991 as a forum for senior financial executives to share job opportunities and experiences. Members have held titles such as Chief Financial Officer, Controller, Treasurer, Managing Director, as well as Vice President of Tax, Mergers & Acquisitions, or Internal Audit.
For more information about franchising contact Leslie Kuban at lkuban@frannet.com
Ending the week by sharing a bottle of wine with a friend is most satisfying. Especially, someone, you hold in high esteem. Faith is one of those people. She is a confidant and muse. She is my ‘go to’ person for a different perspective, including comparisons between dating and job search. Oh yes, there are many parallels as both activities are about developing relationships. Her insight can be profound. An added benefit is that we share the same taste in wine. I always defer to her recommendation. Sometimes, I need her help to sort out the week, to select the topic for my article.
I arrived a little early to secure a
strategic location at the bar; then selected a favorite vintage and uncorked it
to breathe. Faith arrived shortly thereafter. After she told me
about her week, she asked about mine. She was most interested to hear
about my experience as a panelist speaking on “Alternatives to Traditional
Employment.” Holding a good job is difficult today as companies struggle
to adapt to the digital age. Considering alternatives to traditional
employment is worthwhile.
I was invited because I left the
corporate world to start my business and for my work supporting freelance
consultants. We talked about the need to follow our passion when picking a
business. We reinforced the need for confidence to strike out on our own.
Perseverance through difficult times was recognized as a fundamental
requirement. We all agreed that the major reason for starting a business
is to gain control over one’s life and career, especially in a highly volatile
environment where tenures are short.
The audience was mostly Baby
Boomers. They’re generally healthy, competent, and technically savvy if not
necessarily perceived as such by potential employers. They have solid
interpersonal skills, more so than their younger peers, but don’t necessarily
recognize this strength.
FENG Panelists 2-13-2019
One member of the audience surfaced
the issue of age discrimination. I told Faith I found that a bit odd for
a discussion about alternatives to a traditional job. Age discrimination
is a significant concern for Baby Boomers, albeit overblown, in my
opinion. It is less of an issue during periods of full employment.
It is also less of an issue at smaller, emerging brands. In many cases it
becomes an excuse for difficulty finding a job. After hearing the
question, I thought the issue was less about age discrimination and more about
his presentation. He lacked the image and energy employers expect from someone
at his level.
When I mentioned that point, Faith’s
expression changed significantly, indicating an ‘ah ha’ moment. She had a
flashback to a conversation with our mutual friend Hope. I was a participant in
that conversation, well more like an interested observer.
Hope was talking about a
conversation with her brother who was puzzled that another romantic interest
had fizzled. He was perplexed that she was still single as she’s an
attractive woman with an effervescent personality. However, she seems unwilling to risk being hurt
again. Hope said he asked if the guy had “crooked toes.”
I was clueless as to what that meant. I have learned that these ladies
often talk in code that requires a debriefing after the fact. As I think
back, I remember that I listened to them as if they were speaking a foreign
language. I didn’t interrupt for clarification though, as the wine was awesome,
and I was in the company of two beauties. Besides, they were having a
great time and I didn’t want to spoil the moment. I just enjoyed the fun.
Faith reminded me that the
code-word, “crooked toes” means “unidentifiable, unspoken
reasons one does not find the other attractive enough to continue dating.
Or, when one candidate is selected over another, when all else is equal or favorable
for the candidate not selected.” In my world this means the unsuccessful
candidate wasn’t the best fit. Faith had done it again. She found
my topic for the week!
All things being equal, ‘fit’ is the
ultimate consideration. From an employer’s perspective, all new hires
carry risk. A bad hiring decision can be very costly. The more important
the position, the greater the risk. Fit is the critical criterion, as
all finalists will have met the quantifiable selection requirements.
Lack of fit means the hiring manager was not satisfied with the candidate’s personality, speaking skills, management style, presence, or energy level. As these details are seldom revealed, it creates a quandary as one doesn’t know how to become more competitive. However, success in job search or romance, requires one to understand and address their weaknesses. The candidate may need professional help. Recording a video of practice interview sessions will provide useful insight. Videos may be painful for some, but it is worth the expense. Audio recordings can be an important tool as well. A career coach will find solutions to overcome one’s weaknesses.
When a runner-up hears that the person selected was a better fit, it is a signal to seek constructive criticism. Find a professional, or a trusted adviser with recruiting and selection knowledge. You must get back into the game. If you have crooked toes, fix them!
Thank you for visiting our
blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
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I find it useful to look back on a recently completed day, week, month, or year to evaluate my activities relative to my results. It is a component of the problem-solving process which leads to adjustments ensuring that I reach my goal. Without that evaluation, I will find myself off course with diminishing opportunity to reach my goal.
After evaluating the week just
passed, I found that my time was divided into two major areas. About a
third was talking with folks looking for another full-time situation while the
balance was helping independent consultants with their business development
efforts. In each case, my time was devoted to coaching these folks
about the importance of networking. Of the job seekers, one is the
Millennial son of a friend. He just lost his job due to a change in
strategy which caused a reduction in force. I encouraged him to focus more time
on networking and to consider joining the Atlanta Chapter of The Business
Executives Networking Group (BENG). The second is an older guy referred
to me by a mutual friend. He is in the market after thirty years with the
same company. Regrettably, his network is mostly within his past
employer. I advised him to get his resume to as many Executive Recruiters
as possible but don’t try to build a relationship with them. It is
too late for that, however, if they have a search that matches his background,
they will contact him. Instead, I told him to focus his time on
networking and to be open to contract work. This will give employers more
options to consider. The third is a female colleague looking for an
office manager/accounting role with a small company. She is a Baby Boomer
who understands the value of networking to find a job. I told her the
same thing I told the second gentleman; provide the employer with additional
options to consider by indicating a willingness to take contract work or a 1099
situation.
Those discussions gave me an
opportunity to refer back to my last blog post where I made the point that networking
is like making friends and dating. Most understood the idea of making friends,
but the concept of dating generated interesting responses. The guys just
grinned and nodded their heads. Obviously, they don’t understand women
and didn’t want to pursue the topic further. The ladies, all single, had
a lot to say usually beginning with a groan. They all agreed that there
are far too many men who spend their time talking about themselves (selling)
with little interest in learning about their female partner. One
volunteered that her policy is “one and done” for those types.
Another said that dating was a “nightmare,” as she meets far too many
self-obsessed guys. I suggested to one that we should create a skit to
demonstrate the wrong way to begin a date, with a follow-on showing the right
way. Of course, this would be a useful opener for further discussion
about networking in general.
I realize that making friends or
networking doesn’t come naturally for some, especially those who may be somewhat
introverted. However, if you want to find that next job or romantic
interest you must make the effort to overcome your fears. Fundamentally, all
these endeavors are based on interpersonal skills that are easy to understand
and execute. The rule is to learn about your partner by asking questions
to qualify them. It’s not about you, it’s about them. Don’t begin
talking about yourself or your business until you are asked to do so. By
following this advice, you accomplish two very important objectives: first, you
determine if the other is a viable prospect and secondly, by showing interest
in the other, you begin building a relationship. That relationship will
make the difference if your questions reveal the other to be a viable prospect.
I suspect that people who have difficulty making friends or networking are
uncomfortable because they have the process reversed.
If you want to minimize your time in the job market or find a mate, get into the game. You must get out of your comfort zone to get experience. Experience builds confidence. Confidence leads to success. Joining a networking group like BENG would be a good place to start.
Thank you for visiting our
blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Dan Ricks of ITB Partners needs several Software Engineers in connection with a client Engagement.
The client is Atlanta based and is looking to hire several Software Engineers. Specifically Java Developers with 2-5 years of experience. Attached is the job description. If you or someone you know might be interested in learning more about this please give them my email address and ask them to contact me directly.
Software Engineer
Essential Duties:
Determines operational feasibility by evaluating analysis, problem definition, requirements, solution
development, and proposed
solutions.
Documents and demonstrates solutions by developing documentation, flowcharts, layouts,
diagrams, charts, code comments and clear code.
Prepares and installs solutions by determining and designing system specifications, standards, and programming.
Provides information by collecting, analyzing, and summarizing development and service issues.
Develops software solutions by studying information needs; conferring with users; studying
systems flow, data usage, and work processes; investigating problem areas; following
the software development lifecycle.
Designs and develops user interfaces to internet/intranet applications by setting expectations and features priorities throughout development life cycle; determining design methodologies and tool sets; completing
programming using languages
and software products; designing and
conducting tests.
Integrates applications by designing
database architecture and server scripting; studying and establishing connectivity with network systems, search engines, and information servers.
Work directly with customers to gather requirements, perform site
installations, acceptance testing.
Skills/Qualifications:
Adept in Java programming language (Required)
Knowledgeable with Linux OS (Required)
General computer
knowledge including TCP/IP networking (Required)
Great written
and verbal communication skills (Required)
Experience with Scrum/Agile development methodologies
Bachelor’s Degree
in computer science
and or equivalent experience
Ability to convey technical information to both technical
and non-technical users clearly
and concisely
Familiarity with Jython or other scripting languages is a plus
Familiarity with Adobe Flex web framework is a plus
Familiarity with RIA development
is a plus
Familiarity with web-based man-machine interface standard
practices is a plus
