Category: Employment

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Build a Solid Foundation for Success!

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.

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.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com


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



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Bring Me Solutions, Not Problems!

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.

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.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com


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

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Interview with a Career Coach

Richard Kirby, Executive Impact

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.

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.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com


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

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FENG Panel Discussion: Alternatives to Traditional Employment

THE FINANCIAL EXECUTIVES NETWORKING GROUP

Wednesday, February 13, 2019 Leslie 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

Jim Weber, Managing Partner, ITB Partners
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‘Fit’ Is the Ultimate Criterion

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.

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

Jim.Weber@itbpartners.com


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

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On Networking: Get Into The Game

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.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com


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

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Needed: Enterprise Network Architect

Dan Ricks of ITB Partners need an Enterprise Network Architect in connection with a client Engagement.

As an Enterprise Network Architect, you will primarily be responsible for developing and maintaining a clear vision and strategy for Network related technologies at client. You will collaborate with colleagues and peers to ensure overall alignment with client’s vision and goals.

A Day in The Life Typically Includes:
A strong performer in this role will effectively apply our culture and management philosophy to excel at:


Develop and maintain Network Architecture vision, goals, and principles. Work closely with other architects to ensure an integrated vision and strategy that meets client business needs.

Maintain standards and roadmaps for technologies and service areas for client Network infrastructure.
Scope includes Network (WAN/LAN/Wireless/Firewalls), Phone/Voice, and related technologies.

Drive technology thought leadership to support business strategies by working with key business and manufacturing IT leaders, 3rd party providers, and industry contacts.

Research, analyze and communicate emerging technology capabilities, architecture trends and how they impact the client environment.

Manage a technical review of projects to ensure adherence to standards and strategic direction.
Demonstrate economic thinking and understanding the financial impacts of investment proposals.

Guide experiments with new technologies to assess fit, value, and timing for implementation in the client environment.

What You Will Need:
Basic Qualifications:

Architect with exposure to /experience in manufacturing and deep Cisco wireless/switch skills.

Cisco switches, wireless controllers, and wireless access points.

At least 5 years of technology leadership, architecture, or consulting experience.

At least 10 years’ experience in network operations and support.

What Will Put You Ahead?
Preferred Qualifications:

Ability to operate independently.

Excellent inter-personal skills – ability to develop positive relationships and resolve conflicts.

Experience developing enterprise architecture, technical vision, and strategy.

Experience supporting a manufacturing environment, including process control or engineering.

Experience supporting a large enterprise network environment.
Bachelor’s degree in IT or a related field.

For more information, contact :

Dan Ricks

Bright Water Consulting, LLC
678-457-3098
dricks@brightwaterconsulting.com
www.brightwaterconsulting.com

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ITB Member Needs Software Engineers

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


Thank you, in advance, for your help with this.

Dan Ricks

Bright Water Consulting, LLC
678-457-3098
dricks@brightwaterconsulting.com
www.brightwaterconsulting.com

Posted on

Your Elevator Pitch – By Invitation Only

I had an epiphany this week Thursday. Well, maybe it wasn’t an epiphany as much as it was an important reminder about the art of the elevator pitch. I was on a conference call with my Executive Leadership Team (ELT) discussing business development and the process of closing the sale. Specifically, the conversation became focused on understanding the needs of the prospect before selling our capabilities. I used the metaphor of a Family Physician, a General Practitioner diagnosing a  patient’s malady. The GP begins with questions to understand their patient’s symptoms. In another words, where does it hurt? Diagnosis is a systematic process which results in mutual trust, and the beginning of a relationship. It follows a logical sequence. Consultative selling is very similar.  It follows the same process.  By establishing sincere interest in the client, learning about their pain, we demonstrate our consulting methodology.

My epiphany was that building a relationship is confusing to many.   They become so focused on presenting their value proposition, they fail to connect with the prospect. Some people I know are honest about their lack of appreciation for networking. As a result, they, avoid it, having a more difficult time generating business. This recognition triggered me to address the issue head-on as it is so fundamental, it cannot be ignored.


“People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”  Maya Angelou

Networking for business development, qualifying prospective clients, isn’t much different than making friends or courting a prospective mate. Again, some are better at this than others. People who are good at making friends demonstrate a sincere interest in the other person, the target of their interest.  These people ask questions to learn the other’s background and interests to identify common ground. Similarly, my single female friends say that the best prospect is one who shows sincere interest in them. One who asks questions to learn the lady’s background and interests, to identify common ground. Prospecting for business, or networking, works the same way. When your prospect is confident that you understand their needs they will invite you to present your bone fides.  Great!  Now you can deliver your elevator pitch. If there is common ground and a foundation for trust, the ability to consummate the sale is enhanced. The similarities between prospecting for business and dating looms large.

Making friends takes time and patience.  As an Air Force Dependent, I’ve had a lot of experience moving from place to place and making new friends. My best friendships developed over time.  I learned that often the wrong people were the first to reach out to me. It wasn’t because I was a magnet for those folks, but I encountered them with every move.  They were overly aggressive, inappropriate even, which made me uncomfortable.  I learned to be careful with these folks.  During my corporate career, I moved around quite a bit as well.  I experienced the same issues, although I was much better equipped to deal with them as an adult. I am confident that my experience, making friends is fairly commonplace. I am sympathetic to the trepidation of business leaders on the receiving end of one’s business development efforts. And, they should be wary as the stakes are greater.


The advice to my colleagues is to be respectful, to show interest in the prospect, and build a relationship. When your prospect feels there is mutual interest and respect, they will ask to hear what you have to say. In other words, don’t lead the conversation with your elevator pitch ask questions to get to know your prospect. 

Qualifying your prospect is the same process you use to make friends or to find a mate.  Make them feel that you understand their pain and will be a good partner.  Demonstrate your respect for their situation and a sincere interest in helping them improve their performance.  If you are in a more traditional networking situation, spend the bulk of your time listening and asking relevant questions.  You will be rewarded with more business.

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.

Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com


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

Make Networking a Win-Win Proposition

This past week was a good one.  Well, suffering through the remnants of the prior week’s Cold wasn’t fun, nevertheless, it was a busy week with many accomplishments. My time was devoted to coaching and mentoring my clients, recruiting new consultants, and a lot of networking. It was a good mix of productive activity that makes my work interesting and enjoyable.  

My recruiting discussions included people interested in opening new offices for ITB Partners across the country and signing new members for our Atlanta team.  One of those discussions was with a trusted colleague I have known for many years. It was a good opportunity to compare notes on the business environment and to catch up on each other’s progress.  I even made an indirect pitch to sell her on the idea of joining our network.  I am confident that my discussions will lead to follow-on contacts, creating more business opportunities.

I also learned how to create a survey in constant contact, and how to conduct a ZOOM video conference.  I have a keen interest in learning, especially about leadership and the use of technology to improve my productivity.  The value of ZOOM is to make our routine meetings more productive, eliminating drive-time for face-to-face meetings.  The Constant Contact Survey Function will support the work to complete our 2019 Strategic Review.  As we are using Constant Contact for our email marketing outreach it seemed to be unnecessary to pay for another service like Survey Monkey.

The highlight of my week was a luncheon meeting with a friend and one of my colleagues. The purpose of the meeting was to introduce my colleague to my friend, whose company could benefit from his expertise.  After making the introductions, throughout most of the luncheon, I listened to their conversation, taking notes for follow-up introductions and networking.  During that discussion we learned that her company’s updated business strategy is focused on acquiring an operating company.  This gave my colleague an opportunity to talk about his strength in helping companies navigate significant changes, such as a change in ownership.

As she described their acquisition criteria, I made notes listing people she should meet.  Naturally, I thought of people who could be helpful; two investment bankers, and a colleague who just helped her client with an acquisition.  In this case, my colleague ran the due-diligence process for the acquiring company as a consultant.   When the transaction was completed, she become their CFO.  Having had recent M&A experience, especially with a CFO’s perspective, I know she can be very helpful to my friend and her company.  Later that afternoon, I made those connections for my friend via LinkedIn.  As I write this post, they are in the process of scheduling introductory phone calls.

I even thought of another client, who is prepping their business for sale, that may fit their criteria. This client is owned by a Private Equity Group (PEG) that is interested in realizing the increased equity they have created during their holding period.   I mentioned that company in general terms, telling her that I will get back to her with more information. That led to a phone call with the target company’s CFO who promised to connect me with their advisory firm.  We also talked about scheduling a dinner meeting to discuss future opportunities.

Overall, last week was a very productive week indeed, especially from a networking perspective.  My orientation is that effective networking meetings begin with an objective and a good strategy.  One must have a win-win mindset with a primary focus on helping the other party in the discussion.  Good net-workers understand that reciprocity is the unspoken rule.  By helping my friend find a viable acquisition target, I am confident that my colleagues and I will benefit from contracts with her company.  Knowing her as I do, I am equally confident that she will provide us with outstanding references leading to additional business.  I would call that a win-win proposition.

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Jim Weber, Managing Partner

ITB PARTNERS

Jim.Weber@itbpartners.com