Tag: James E Weber

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Book Your Complimentary Coaching Session NOW!

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ITB Partners – Out Business is Your Success!

We at ITB Partners appreciate your loyal business and referrals. I have heard from many of you how difficult 2020 has been and wanted to offer some assistance. Since I’m not comfortable giving advice beyond my (Service type) expertise, I have contracted with an expert Business Coach to help.

Adrian Sasine is a serial entrepreneur and client I have known and worked with for nearly 10 years. He runs a Business Coaching Firm specializing in small and medium-sized businesses like yourselves. I fully trust his expertise in Sales, Marketing, and Business Fundamentals and have seen the resources at his disposal firsthand.

Adrian is offering a complimentary coaching session to focus on what you can do to drive more business in 2021.  He is committed to finding you more money, selling ideas, and marketing strategies to help you!

The first 15 businesses that take advantage of this will receive a free coaching session and FREE access to a robust online Business Academy packed with tools, resources, and training. This alone retails for $997 and includes a powerful resource library containing over $100K in previously created and tested marketing collateral.

There is absolutely NO COST to you as I have negotiated everything as a special gift to my clients.

To book your complimentary Coaching Session NOW, send an email to adrian@salesmarketingresults.com

This offer is only good through January 20th so I highly suggest you take advantage.  It is a special offer that Adrian has offered specifically for (company name) clients.

Unfortunately, Adrian isn’t able to offer this to an unlimited number of companies but we’ve secured 15 spots for our clients.

We’re glad to partner with Adrian to give you more opportunities for success in 2021!

Wishing you all the best in the year to come.

 

Adrian Sasine

Adrian Sasine is a Business Coach and a Marketing & Sales expert! From Start-up to Sale – Adrian delivers customized, results-based coaching for every business owner! With over 20 years of hands-on experience, Adrian offers a proven ability to increase profits and drive business growth. His clients receive invaluable business knowledge and insight from his own successes, failures, and thirst for business knowledge. What began as a hobby consulting with entrepreneurs, has turned into an undeniable passion to help serious business owners generate more clients, close more sales and increase their overall revenue and profits >> quickly and inexpensively. His expertise is as diverse as his resume, which includes having owned and exited several small businesses and leading the marketing division of a Fortune 500 company.

Adrian Paul Sasine
Tel: 470-839-4769
Email: adrian@salesmarketingresults.com

URL: salesmarketingresults.com

 

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Gather the Troops

Today I’d like to chat about the different types of support staff you need and what makes them so important.

There are essentially three key roles that need to be filled to set your business up for success:

    • The Technician
    • The Manager
    • The Entrepreneur

 

All of these roles need to be played simultaneously by different people with the right talents. It’s all about balance.

The Technician

This person represents the present and all that needs to be done for the physical aspects of the business-building process. They are the “doer”. This is usually the most visible person in the entire operation.

The Manager

This person represents the past and works to fix problems through learning from past mistakes. They are on the practical side of the business and is in charge of putting together the business and overseeing the planning.

The Entrepreneur

This person represents the future and the vision for the business. They are responsible for the creative side of the business and are always considering ways to enhance products/services, business image, branding, and more.

Adrian is offering a complimentary coaching session to focus on what you can do to drive more business in 2021

All three of these characters are essential in the success of any business and to build a solid foundation from the start, you need to work harder to find the right people to put in these roles. Obviously, you need to be one of these key people, but ensure you find the role that fits your skills and talents, not necessarily what you THINK you should be doing.

This may be a hard process for you as you will need to relinquish some control over the business and instill trust in people to allow them to do their jobs.

Most business owners are aware of the daily burden people in the wrong key roles create but aren’t capable of diagnosing it themselves. Share on X

After all, change is HARD. A business coach becomes not only your mentor but your accountability partner during this process.

Michael Gerber, in his book “The E-Myth”, explores this concept deeply. For more information, or to set up a discussion with a coach devoted to helping you grow a profitable business, visit http://www.salesmarketingresults.com/

Helping businesses isn’t one thing we do. . . It’s all we do!

Adrian Sasine

Adrian Sasine is a Business Coach and a Marketing & Sales expert! From Start-up to Sale – Adrian delivers customized, results-based coaching for every business owner! With over 20 years of hands-on experience, Adrian offers a proven ability to increase profits and drive business growth. His clients receive invaluable business knowledge and insight from his own successes, failures, and thirst for business knowledge. What began as a hobby consulting with entrepreneurs, has turned into an undeniable passion to help serious business owners generate more clients, close more sales and increase their overall revenue and profits >> quickly and inexpensively. His expertise is as diverse as his resume, which includes having owned and exited several small businesses and leading the marketing division of a Fortune 500 company.

Adrian Paul Sasine
Tel: 470-839-4769
Email: adrian@salesmarketingresults.com

URL: salesmarketingresults.com

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.

 

 

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Looking Back to Move Forward

Planning Requires a Learning System

Jim Weber – Managing Partner, ITB Partners

I began 2020 with a great sense of optimism.  However, within weeks of my New Year’s post, the world was in lockdown.  Was I ever surprised!    I did not anticipate the Covid-19 Pandemic.  Honestly, we were all surprised.  Sure, we knew it was a possibility.  The concept had been discussed in the culture, complete with dire warnings mostly ignored.

I had just completed a COO search when the lockdown began.  My placement’s start date was March 16.  I was sure that my client would rescind their offer.  But I was wrong.  The new COO became an integral part of their organization, helping them navigate through the challenges created by the pandemic.

Great companies create a learning culture that guides their planning. Share on X

My first blog post of the year is meant to establish a theme for the New Year.  It is somewhat different this year.   It seems appropriate to put 2021 into greater context, given our experience in 2020.  As we begin 2021, we are into the second flair-up of Covid-19, tracking the normal influenza cycle.  The residual effects of 2020 will be with us for a while, certainly through 2021.   Companies are still looking for a handle on the situation. They have learned much but need more time to adapt and thrive.

My  ‘beginning of the year message’ of 2020 was a typical opener, The setup spoke to the importance of planning and goal setting.  I wrote that companies are more likely to achieve their objectives, whereas individuals abandon their New Year’s Resolutions within a few short months.  I observed that the difference might be due to a lack of systems.  Goal attainment requires a system that incorporates learning.   Creating virtuous habits is the key to success.  That was my thinking at the beginning of 2020.

A chronological review of the topics for my 2020 posts is revealing.  In the first quarter, I was writing about making a productive start to the new year.  Pre-pandemic thinking.  In the second quarter, I was writing about situation awareness.  I wanted to understand the effects of the pandemic and assess the needs of our clients.  By the third quarter, I was writing about developing strategies to reconnect with customers.  The fourth quarter was the setup for 2021.  I wrote about the need for a clear positioning statement, supported by a communications program.

My 2020 Blog Themes by Quarter

    • !st Quarter Planning and Strategy -Typical Start of New Year Message
    • 2nd Quarter – Understanding/Responding to the needs of clients – Communications.
    • 3rd Quarter – Reconnecting Strategy-Communications
    • 4th Quarter – Positioning Strategy-Communications

A catalog of my 2020 articles is listed at the end of this post.

The lockdown made it clear that business models need to adapt to a new paradigm.  Many trends already working their way through the economy accelerated.  Remote working and internet shopping are obvious examples.  Other changes were not expected, especially health protocols surrounding Covid-19 mitigation.  There was a noticeable impact on the supply chain due to bottlenecks at the manufacturing/production node. The service sector was hard hit as ‘high touch’ retail concepts collided with social distancing, PPE, and sanitation protocols.  Our clients struggled to adapt.  My goal was to help them understand, adapt, and reposition themselves for success.  This is still my focus.  Find a defensible niche, organize around that strategy, and market your brand (communicate) accordingly.

My take-away from 2020 is that most companies are not investing in strategic threat assessments or developing contingency plans.  This leads me to believe that their planning systems are not generating information to protect their flanks.  Actionable information is the foundation for planning. A robust strategic analysis discipline will validate strengths, mitigate weaknesses, identify opportunities, and surface threats.  This approach to planning creates a learning culture.  An effective planning system is a learning system. Good companies employ a planning system.  Great companies create a learning culture that guides their planning.

A Fresh Approach to Strategy!

 

Beginning a new year is still exhilarating.  Maybe even more so this year.  We face a fluid situation as the second phase of the Covid-19 Pandemic takes its toll.  And a new Political Administration will soon be in place.  We know that further change is coming, but its size and scope is unclear.  The challenge is to gain clarity to ensure our continued survival.  This requires more experience and solid analysis.

 My 2020 articles in reverse chronological order.

Write an Impressive Cover Letter, Dec 28, 2020

Your Bio – Why it’s Important, Dec 19, 2020

Position Yourself for Success, Dec 12, 2020

Is Your Job Search Strategy Working, Nov 21, 2020

The Turning Point, Oct 24, 2020

A Crisis Averted, Sept 29, 2020

When Opportunity Presents (Public Speaking)  Aug 15, 2020

Job Search in the “Latest” New Normal – Know Your Options, Aug 1, 2020

Job Search in the Latest “New Normal” – Recruiting and Selection Dynamics. July 25, 2020

Job Search in the Latest New Normal, July 18, 2020

A Compelling Story Is Your Launchpad, July 11, 2020

Job Search – What’s Your Story, May 31, 2020

Things Will Change – New Habits Will Be Created, March 21, 2020

Starbucks Meets WeWork at the Automobile Service Center, March 7, 2020

Part IV – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, February 29, 2020

Part III – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, Feb 22. 2020

Part II – It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections. Feb 15, 2020

It’s Not Who You Know, It’s Who Knows You!  An Interview with Susan Knox of Corporate Connections, Feb 8, 2020

Identify Toxic Entanglements: Adapt or Disengage, January 20, 2020

Don’t Become Entangled in Their Pathology!, Jan 11, 2020

Do You Plan to Achieve Your New Year’s Resolutions, January 4, 2020

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.

 

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Write an Impressive Cover Letter

Someone has been giving my prospective candidates lousy advice.  For years, I have received resumes with absurd cover letters.  Many are bizarre.  The worst begins with “In this challenging economic environment.”  Are you kidding me?  If they were trying to impress me, they failed.  They nullified their most crucial sentence with something trite and boring.   I do not know who advocates for this style, but they have done significant damage.

Here is a typical example.

Dear Mr. Weber:  

As a marketer and executive leader, I’m known for creating awareness that drives action and achieving transformational growth for startup, emerging, and mature brands. Most recently, I launched and built a challenger activist brand into a nationwide community movement that drove historic electoral wins. My experience, however, largely spans for-profit industries-art, luxury, and tech where I developed deep expertise in digital communications and brand-driven marketing strategy.

The first time I saw this letter, I did not read past the first sentence.  I doubt that any recipient did.  Why should we?  The writer took forever to get to the point, a big waste of time.   Possibly a good second paragraph, this is the wrong way to begin a cover letter.

This letter went on for seven more paragraphs, totaling 432 words.  It was not until the last paragraph that the author stated what she wanted.   Even then, the description of her ideal role was unclear.  Her most specific point was that she wanted to work for “brands that support social causes or are committed to investing in and evolving a social impact function.”  Since most corporate strategies include a ‘social cause,’ this point was unnecessary.   More wasted time

While researching this topic, I did not find anyone advocating for this style of a cover letter.   The advice on this subject is consistent with my thinking.  So, what is the origin of this style?  I wish I knew!  It makes me wonder if I should send this post to every candidate who violates the rules for writing an effective cover letter.

What is a Cover Letter?  Why is it necessary?  These are useful questions.  A cover letter is an introduction.  It tells the reader who you are, why you are contacting them, and enclosed additional information, like a bio or a resume.   It is handy when sending information unsolicited.  Whenever you send your credentials to a prospective employer or client, use a cover letter.  Today that is usually via email.

The purpose of a cover letter is to entice the reader to give your enclosure a thorough review.  You should provide enough information to captivate their interest, but not so much that they decide against your interests.  From a marketing perspective, a cover letter is a ‘teaser.’  Your letter must spark the reader’s curiosity, compelling them to review your credentials.  The letter or email should answer three questions.

    1. Who are you?
    2. Why are you contacting me? What do you want?
    3. Why should I give you serious consideration?

You must address the first two points in your first sentence.  The remainder of your cover letter provides a summary of your qualifications.  Three bullet points are sufficient.  Let the attachments explain your skills, experience, and interests. Finally, thank the reader for their time and ask for an interview.  Make it effortless for the reader to absorb your message.

Three Types of Cover Letters

    1. Responding to a specific situation (job posting) including a resume
    2. A cold introduction seeking a specific situation (may or may not be a job opening)
    3. A networking introduction (a bio or a detailed intro letter)

A Caveat.  An introductory letter without attachments can be powerful.  In this event, the writer makes a compelling case for her candidacy on one full page.  When closing, the writer offers an invitation to request more information if interested.  This tactic is appropriate for cold introductions, but the letter must be flawless.  It is most effective when sent via USPS.  It is not suitable for most situations.

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.

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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

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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

 

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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.

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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

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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.

 

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Jim Weber – Managing Partner,  ITB Partners

Jim Weber – Managing Partner, ITB Partners

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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