The DDC Systematic Approach – Part 5 – Mentor/Sponsor Programs 

Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs?  These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy.  Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results). 

First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it.  Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons?  If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative.  Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.   

Allow me to explore the difference briefly and simply between Mentor and Sponsor programs.  A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters.  A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process.  This process is designed to be far more formal and structured with key checkpoints along the way.  Unwavering commitment, communications, and accountability is a must to optimize success.  While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed. 

These two powerful concepts can drive real change in your organization if you commit to the following steps: 

     1- Have the right person leading these processes.  Competency and respect are paramount. 

     2- Use Succession Planning to identify the right high potentials pared with the right ELT. 

     3- Clearly define each program and the desired outcomes. 

     4- CEO commitment, follow-up, and regular involvement are a must. 

     5- Strive for continuous improvement with both processes.  Learn from the past. 

Determining the correct level of transparency will be critical to success.  I work closely with CEO’s to determine what’s right for their culture.  You guard current proprietary info closely.  I believe that the Succession Planning process should follow this template.  As a key part of this process, Mentor and Sponsor programs should follow this line of thinking. 

Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances.  Next up:  Diversity Councils and Resource Groups. 

 

David Daniels, Daniels Consulting 

David Daniels, Daniels Consulting

 Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served. 

  

Thank you for visiting our blog! 

Jim Weber – Managing Partner,  ITB Partners 

Jim Weber – Managing Partner, ITB Partners

 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. 

 

 

ITB Partners January 15, 2021 ZOOM Meeting – Featuring Jim Weber

ITB Partners Logo

Jim Weber welcomes you to attend the January 2021 Meeting of ITB Partners.

Jim is the featured speaker.  His topic is “Better Writing-More Gigs.”   Learn how to improve the effectiveness of your writing to generate more business!

The Quality of Your Writing Reflects on Your Brand, Your Reputation

    • Directly reflects your education and competency with communication
    • Indirectly on your intelligence
    • Reflects on your Brand Message – Your Unique Selling Proposition
    • Directly affects the ability to achieve your Goals!

 

Jim Weber – Managing Partner, ITB Partners

Prior to forming New Century Dynamics Executive Search in 1999, Jim Weber spent 22 years with Fortune 500 companies in the Food Retailing Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven executive with exceptional leadership skills, Jim has a strong financial background and heavy operations experience in specialty retail stores, quick-service restaurants, manufacturing, and distribution.

Jim’s Core Competencies

      • Executive search
      • Management Consulting
      • Career Coach
      • Business development
      • Strategic Analysis
      • Start-ups and turnarounds

Join Zoom Meeting

https://us02web.zoom.us/j/84516109138?pwd=c0VtWVFzdjE5NDNDVGVqcHdTc1RqQT09

Meeting ID: 845 1610 9138

Passcode: 393716

Find your local number: https://us02web.zoom.us/u/kcEgpmSXqV

 

Your Bio – Why it’s Important!

I cannot begin to tell you how many of my apps want me to update my profile, especially the “about me” blocks.  This includes everything from LinkedIn and other social media accounts to email marketing services and meeting schedulers.  I am sure that you have had the same experience.  They believe a bio is important to attract followers and build one’s reputation.  And they are right!  Fortunately, as I am a big believer in the value of a good bio, these requests are simple ‘cut and paste’ activities.

I recommend that you have a complete and current bio.  It is a useful networking tool. As you know, networking is the key to building your career.  Whether you are in job search, trying to gain more customers, or building your brand, networking is how it’s done.  I recommend having a bio because it is more likely to be read than a resume.  Whereas resumes are scanned, at best, bios are read because they tell a story, especially if your story is interesting.  Throughout history and across cultures, storytelling has been a treasured, universal concept.  People like stories. We all like to read stories. A bio is perfectly suited to tell your story. It’s hard to argue with the concept. That is why I am an enthusiastic supporter.  I often speak to the importance of telling your story, whether networking or in job search.

You still need a resume; however, a bio is more likely to generate interest with a prospective employer. A bio is less threatening from a networking perspective.  Whereas handing someone your resume screams “I am looking for a job,” a bio is more subtle.  It says, “Hey, I want you to know about me in the event you learn of an opportunity that is appropriate for me.”  A bio is a better vehicle to help you build a relationship with the reader.

How to write an interesting bio:

    1. Begin with your overview – your positioning statement
    2. Write in the third person
    3. Make it personal – more than just about your career
    4. Talk about your accomplishments, training, and key learnings
    5. Keep it interesting – use active voice, mix up sentence structure, use short paragraphs
    6. Write it like a short story – what is the theme of your career?
    7. Two pages or less
    8. Include a photo.

Early in my career, I learned that the secret to an effective presentation is to tell them what you are going to tell them, tell them, and then tell them what you told them.  In other words, begin with an overview of the message, provide the message in detail, and then summarize the message.  So, begin your bio with an overview of your career.  My preference is a three-sentence personal positioning statement.  (Review last week’s blog post). The first is about what you do, who you do it for, and how do you do it.  Secondly, speak to the towering strength you bring to the table.  Finally, speak to your value system, leadership style, and the way you conduct your work.  This provides the reader with an inventory of attributes that formed the foundation for your career.

The body of a bio chronicles your work history starting at the beginning of your career then moving forward.  Some people have bios that begin before their formal career as their experiences while maturing created a foundation for their career.  This is always useful information if it is relevant.

The body of a bio provides an opportunity to talk about significant accomplishments, skills learned, and reasons for job changes.  It can also explain breaks in employment for personal or developmental reasons.  Be sure that every paragraph supports the first paragraph, your positioning statement.  The body of your bio provides depth and explains how you acquired your skills and experience.

The final paragraph can be entirely personal.  Lead with your education and awards, certifications, publications, etc.  Talk a little about your family, where you live, and any hobbies or interests that may be compelling.  If you are involved in community service or charitable work, include those interests as well.  Remember, use a conversational tone with an active voice. Alternate between short and compound sentences. Use short paragraphs.  Minimize the use of buzzwords and business jargon.  Above all, make it an interesting read.

The point of any career document is to be invited for an interview.   You want the reader to become interested enough to learn more about you.  A bio is an excellent tool to begin a discussion.  Create several versions, each emphasizing a different primary skill stack.

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

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.

Position Yourself for Success!

In the past five days, I have had two conversations with job seekers.   Both are Gen Xers, currently under-employed. One is working for a not-for-profit, the other for a conservatively managed packaging company.  They have some job satisfaction, but their scope, salaries, and sense of accomplishment are below their expectations. Both seek positions that are more appropriate to their capabilities, experience, and aspirations.  They want to be fully engaged and productive.  Denise is frustrated as she has had several viable opportunities slip through her fingers. She doesn’t understand why but realizes that she may need professional help.   John is just getting started on his job search.  His career is still on the upswing, so he is looking for greater responsibility.  I agreed to look at their resumes and to offer my thoughts.

Many Baby Boomers and Gen Xers have difficulty reconnecting in this job market.  It is not just because we are recovering from a pandemic induced recession, which has created issues for many service sector companies.  These companies are coming back, albeit slowly.  They are reluctant to add full-time equivalents until they have confidence in their financial situation. Of course, many companies did not survive the lock-down.  Those jobs are gone.  It is a confusing time for healthy companies too.  They are adjusting their strategies, looking for better ways to be competitive and grow revenue. As the economy recovers, their strategy is to identify and pursue new opportunities.  This is exactly the mindset required for job seekers.

Because some job seekers lack a clear sense of direction, they come to me for help.  From my perspective, they do not appreciate the opportunities being created in this economy.  They have difficulty prioritizing the value of their skills.  They don’t understand their Unique Selling Proposition.  They have difficulty creating positioning strategies of interest to employers. They do not have an effective elevator pitch.   And, they have difficulty connecting with younger professionals.  Savvy professionals, they are struggling through “the fog of war.”

The other side of the equation reflects the needs of prospective employers.  Most employment opportunities are with Small to Mid-Cap and emerging Companies.  Many of these are owned by Private Equity Groups.  They need employees who can help them grow.  They need leaders, project managers, program managers, and portfolio managers.  They need employees who can innovate and help them identify new lines of business.

Job Seekers need to think strategically to conduct a successful search.  They need to begin with the fundamentals, analysis.  A viable strategy begins with a SWOT Analysis.  SWOT is the acronym for strengths, weaknesses, opportunities, and threats underlying the planning process.  If you understand this process, you can determine where your strengths align with opportunities in the market. You will understand how to nullify your weaknesses and mitigate threats.  How you deploy your efforts and resources to capitalize on opportunities is your strategy.    Putting these components together to realize your goal is your plan.  If you don’t have the skills to do a strategic analysis of your situation, seek professional help.

When your strategy is established you must craft a clear, concise way to communicate your objective, your positioning statement.  A positioning statement answers three questions.  Who are you?  What do you do?  And how do you conduct your work?  More recently a fourth question has been added; why?  This last question gets to the heart of your value system.

Your Positioning Statement is also known as your Elevator Pitch.  You will use this in person, while networking, and in your written correspondence.  It should be the lead on your LinkedIn Profile, resume, and bio.  It is your Brand Message.  Your Unique Selling Proposition is the “how,” of what you do.  This statement must be easily understood, unique, and memorable.

Baby boomers and Gen Xers have a vast amount of experience managing teams, projects, and programs.  This is a huge advantage that many fail to recognize.  They know how to get things done because they have solid interpersonal skills.  Their leadership abilities set them apart from younger employees.  They need to take stock of their strengths, skills, and experience to understand how and where they are needed by the market.

Thank you for visiting our blog.

 

Jim Weber – Managing Partner,  ITB Partners

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 com

Great Careers – The BENG Atlanta Chapter January 12, 2021 ZOOM Meeting

Abby Kohut is the Featured Speaker

Success for the Seasoned Search…The Benefit of Being Overqualified

Many seasoned job seekers find themselves being called overqualified because they have more years of experience than the job description calls for. Learn powerful strategies to overcome your interviewer’s misconceptions about you. It’s impossible to BE overqualified unless YOU believe you ARE overqualified. In this seminar, you will learn:

    • The REAL reason why recruiters AND hiring managers are concerned about hiring overqualified applicants
    • How to change your cover letter and resume if you believe you are overqualified
    • Seven ways to explain in an interview why being overqualified is an advantage
    • How to handle the “age factor”

 

Abby Kohut

Abby Kohut is known in the job search world as Absolutely Abby because she tells the Absolute truth about the job search process. In the past 26 years, Abby has held corporate recruiting positions in a variety of industries and is responsible for helping 10,000 people get hired. Her website AbsolutelyAbby.com, which was selected as one of the “Top 100 Websites for Your Career” by Forbes, teaches candidates secrets the Absolute truth about the job search process that other recruiters won’t tell you.

AbsolutelyAbby.com was mentioned on CNBC as one of three top websites for career changers and CNBC published an article naming Abby as a Top Career Coach and Recruiter. Abby is one of the “Top 100 Influential People Online” according to Fast Company Magazine and is known as “Ask Abby” on LinkedIn. Since 2012, Abby has been on a mission to help one million job seekers and she drove around the US in an RV in order to accomplish that goal. Her job search adventures were covered by several national TV and radio networks including Fox 5, Sirius XM, NBC, CBS, ABC, Bloomberg Radio, LinkedIn, Monster, and The Ladders.

 

 

 

Jim Weber is inviting you to a scheduled Zoom meeting.

Topic: Great Careers – The BENG Atlanta Chapter
Time: Jan 12, 2021, 07:30 AM Eastern Time (the US and Canada)

Join Zoom Meeting
https://us02web.zoom.us/j/89162830986?pwd=YVZuUGVyWDYyRzhITGhBMHlVakZHdz09

Meeting ID: 891 6283 0986
Passcode: 106149

What the COVID-19 Vaccine Could Mean for Companies Throughout the Nation

FlexHR

In the past week and a half Pfizer and Moderna have announced their COVID vaccines have proven 95% effective. “It’s just as good as it gets — 94.5% is truly outstanding,” Fauci told CNN.

According to Biopharma Dive, “no vaccine has ever been developed so quickly, never mind manufactured for the world. The goal, at least in the U.S., is to have a vaccine ready for use in some fashion by the end of the year, or early next.”

Although doctors suggest the vaccine may not be readily available for the general public for several months, business owners are already turning to their Human Resources professionals, such as Flex HR, Inc., wondering whether or not they should require their employees to be vaccinated. And if that is legal?

Can Employers Mandate Vaccines?

In short, the answer is yes. The U.S. Occupational Safety and Health Administration (“OSHA”) claims employers can require their staff to get influenza vaccines, for example, but emphasizes that employees “need to be properly informed of the benefits of vaccinations.” Obligatory workplace vaccinations are not a new concept despite the focus of our national conscience. For years employers have included mandatory vaccination programs into their policies and procedures within the company Handbook.

In fact, flu vaccine guidelines have been a part of specific industry policies for a very long time; particularly for healthcare workers. Amy Traub, an attorney with BakerHostetler in New York City, told the Society for Human Resource Management that hospitals and nursing homes, in particular, have a compelling argument for requiring the COVID-19 vaccine given that their employees interact largely with immunocompromised patients.

According to JacksonLewis, “Neither the EEOC nor OSHA has published guidance (yet) on the issue of COVID-19 vaccines in the workplace; however, currently, both the EEOC and OSHA recommend encouraging, not necessarily requiring, flu vaccines.”

What If An Employee Refuses?

It’s inevitable that some workers are going to reject getting the vaccine. Pushback could be for political or religious reasons, medical concerns, or even out of fear. OSHA goes on to explain that “an employee who refuses vaccination because of a reasonable belief that he or she has a medical condition that creates a real danger of serious illness or death (such as a serious reaction to the vaccine) may be protected under Section 11(c) of the Occupational Safety and Health Act of 1970 pertaining to whistleblower rights.” Flex HR, an industry-leading full-service HR firm supporting all HR functions, recommends employers take the time to listen to their employees’ concerns. If an individual opposes receiving the coronavirus shot, allow them to provide an explanation for their refusal of the vaccine. This could include justification of their religious beliefs or a note provided by their medical advisor addressing their medical condition and other health risks.

The Civil Rights Act also compels employers to issue a reasonable protective alternative — such as wearing a mask or allowing employees to work remotely (if possible) — in lieu of a vaccine. However, a worker who objected to a vaccine requirement “for moral or political reasons would not be protected,” CNN Business reported. If an employer puts a COVID vaccination mandate into the company policy as a term and condition of employment and an employee refuses to comply, he or she may even be fired if no accommodation can be made.

Considerations

Before an employer goes to their HR department requesting to add a vaccination policy for their staff, consider these premeditations below when weighing this very controversial decision.

    • Is mandating a vaccine policy really necessary or are there other measures your workplace can take first?
    • Have you required your staff to wear masks in the office, created more physical distance between working spaces, or allowed employees to work from home in order to prevent the spread of COVID-19?
    • Encourage employees to get all vaccinations and be sure their vaccinations are up to date to keep themselves and their co-workers safe.
    • Employers that decide to put a vaccination policy in place should seek HR expertise in adapting this new requirement.
    • Offer flu shots and other vaccinations at no cost to the workforce and even make an on-site location for staff to get during working hours.

Requiring the workforce to receive the COVID-19 vaccine is a tough choice for one’s business. The pandemic has undoubtedly triggered employers to adapt to an unknowing, changing environment. Jim Cichanski, Flex HR’s CEO notes “I know we will receive more direction as we get closer to the arrival of a COVID-19 vaccine. In the past, guidance from OHSA has been to protect your workers and the workplace by allowing employers to demand COVID negative tests before returning to the office. One good piece of advice is to require employees to get tested for COVID. This protocol aligns with providing that safe haven working environment for all staff. Now we await potentially the same type of guidance once the actual vaccine is released.”

When Do Employers Have To Decide?

Employers have quite a few months to make the decision whether or not they will mandate their staff to get the new Coronavirus vaccine. The CDC indicates that the 21 million healthcare workers will be the priority, then followed closely by first responders, teachers, high risk, and over 65 years old. Dr. Moncef Slaoui, chief science adviser for the federal government’s Operation Warp Speed says, “each state will independently decide, taking account the guidance, who to immunize.” He goes on to say “20 million Americans could be vaccinated by next month.” As employers continue to explore all their policy options, they should remain vigilantly prepared, proceed with caution, and obtain expert HR support sooner rather than later.

Jim Cichanski – CEO FlexHR

Engaging business complexities is perplexing enough without the added burden of doing so during a pandemic. Dr. John Cascone, SVP at Flex HR, has commented “many CEOs are reaching out for guidance in an effort to provide sound direction to their management team and employees to keep them safe and productive during this critical period.” Leadership is continually challenged with making effective and balanced decisions for both staff and the organization. Simultaneously all while trying to enforce the company’s core values and safeguarding the well-being of employees. To ease the burden of management, Flex HR experts have created “helpful tips for managing the Coronavirus crisis” online, specifically addressing COVID-19 business impact concerns. For checklists, sample return to work letters, and other essential information for having your staff return to work, contact Flex HR now.

 Thank you for visiting our blog.

 

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

The DDC Systematic Approach – Part 4 – Succession Planning

All organizations can benefit from a robust Succession Planning process.  Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses.  Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity.  Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use.  While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team).  Taking this step is a critical part of the equation.

Let us look at an example of a desired “outcome” of this process.  An effective Succession Planning process should identify current and future gaps in organizational staffing and depth.  Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization.  Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels.  At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing.  It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.

As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process.  Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process.  I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.

Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.”  Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s).  Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).

My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company.  But for now, building a diverse pipeline of talent will enhance the future success of the organization.  However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization.  Optimized results will follow.

David Daniels, Daniels Consulting

David Daniels, Daniels Consulting

Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results.  He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.

 

Thank you for visiting our blog!

Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

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.

 

Supercharging The Grocery Store Card

 

Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop.  In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.

Being highly competitive, the grocery industry represents a great opportunity for innovations such as Cashback Shopping.  The concept is straight forward.  Using Kroger as an example, the store through its normal advertising channels promotes “Kroger Cash Back Shopping” for on-line purchases. (Note:  The actual name of the program will be determined by Kroger.)  Shoppers shop on-line; earn cashback on every purchase, and the cash is loaded onto the shopper’s Kroger card.  In turn, Kroger decides how to leverage the cashback to its greatest benefit.  Examples might be:

  1. A direct reduction on the cost of groceries at check-out based on accumulated cashback on the card
  2. Special shopping deals for cashback shoppers, e.g. BOGO’s on select items
  3. Tie-ins with other partners, such as gasoline purchases

A Grocery that adopts the Retail Benefits cashback shopping app will supercharge its store card with the following advantages:

  • Grow revenue – Retain a portion of member cashback to fund the program and be accretive to profit
  • Fund grocery card – Register cashback on your store card to apply directly to the shopper’s grocery bill
  • Drive engagement – Apply cashback to member benefits such as special offers, tie-in deals with other vendors, merchandise, etc.
  • Messaging – Communicate via the app on special offers, etc. Note:  The Cash Back app provides direct messaging to participants.
Phillip Davis

To learn more about the cashback shopping app. and the business opportunity it represents, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.

 

 

 

 

 

Thank you for visiting our blog.

 

Jim Weber – Managing Partner, ITB Partners

Jim Weber – Managing Partner,  ITB Partners

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.

ITB Partners December 18 Meeting via ZOOM, Featuring Mark Fonseca

Mark Fonseca Will Present Uncovering Revenue Risk

Pragmetirx Group
Mark Fonseca

Mark Fonseca has over 20 years of experience in consultative sales, sales management, and client relations. As a top producer at Lanier Business Products, he sold document management solutions to a range of businesses and was prolific at establishing long term relationships.
Mark consults one on one with the most successful CEOs and Executives in Atlanta and has interviewed thousands of Executives and Business Professionals. He has experience in Sales, Sales Management, and Sales Training Best Practices. Currently, Mark is the owner of his own private men’s custom clothing and executive image consulting business. He has developed strong business relationships with heads of state, CEOs, top-level executives, and successful entrepreneurs, through one-to-one consulting and exceptional customer service.

As a Partner in Pragmetrix, Mark is responsible for Client Relations, Business Development, and conducting interviews within the Pragmetrix Customer Loyalty Assessment process.

Join Zoom Meeting

https://us02web.zoom.us/j/988485706?pwd=M1RKQ1QxM1RpZXkrUWpGS2wvL2VpQT09

Meeting ID: 988 485 706

Passcode: 002770

Great Careers – The BENG Atlanta Chapter December ZOOM Meeting

Jim Weber will present:

Improve Your Writing Skills; Shorten Your Job Search!

Jim Weber – Managing Partner, ITB Partners

Jim Weber will show you how to avoid writing mistakes that sabotage your job search.  Learn how to craft a resume that makes an impact, write a cover letter that positions you as a savvy professional, and create an interesting bio people will read.  Additionally, Jim will discuss how blogging shortens your search time.

Prior to forming New Century Dynamics Executive Search in 1999, Jim Weber spent 22 years with Fortune 500 companies in the Food Retailing Industry where he developed a broad-based portfolio of “hands-on” line and staff experience in growth and turnaround situations. A proven executive with exceptional leadership skills, Jim has a strong financial background and heavy operations experience in specialty retail stores, quick-service restaurants, manufacturing, and distribution.

 

ABOUT GREAT CAREERS – BENG:

The Atlanta chapter of Great Careers – The Business Executives Networking Group (BENG) is a multidiscipline, independent group of job seekers, those currently employed and business networkers, who are willing to help others. Current membership includes mid to senior-level executives with over ten (10) years of business experience. Past attendees have come from financial management, information technology, legal, manufacturing, engineering, transportation, logistics, distribution, and general management industries. We actively seek new members from all disciplines.

Email Jim.Weber@itbpartners.com to reserve your place!