Author Archives: Larry Janis

Stop Going It Alone

 

 

 

by Michael Jarrett

Negotiating radical organizational change needs to be a collective effort.

History is filled with tales of courageous and decisive heroes. Individuals like Julius Caesar and Winston Churchill, for instance, have led from the front to guide their people through adversity and achieve ultimate success. This myth building is especially prominent in the business sector, with stories of inspiring CEOs parachuting in to rescue and revive troubled organisations.

But is a strong leader who takes a centralised approach to company strategy really the best thing for an organisation experiencing change? Based on research I conducted with Professor Russ Vince from the University of Bath, the answer may often be no. This was our conclusion after studying the emotions of members of the senior management team at KleanCo (name changed), an FTSE 100 company headquartered in Europe.

A decisive leader can have a positive, and sometimes rapid, impact during periods of transformation. But we found that the emotional stresses that such centralised authority places on the organisation, and specifically on those in top management roles, make it difficult to maintain long-term. The tensions such an approach creates typically lead to failure for either the company, CEO, or both.

At the time of our study, KleanCo was going through a period of transformation. A “rag bag of loosely coupled silos”, the multinational was confronting a shift from a position of market dominance to one of fierce competition. Declining performance had led to calls for radical change from stakeholders, and a boardroom coup ushered in the arrival of a new CEO tasked with halting the slide. (more…)

Building Trust from the Start: Why First Impressions Matter

 

 

by Nick Cane

 

“First impressions are formed in the blink of an eye, but their impact lasts a lifetime” is an expression I repeated to myself before meeting potential clients for the first time. The science behind this mantra suggests people form an opinion in seconds. Some studies have shown that people form initial judgments about others within milliseconds of meeting them. These opinions can impact sales success and career growth. This article explores how sales professionals can make their best first impression when meeting new prospects for the first time.

Every salesperson knows the importance of making a good early impression. However, it is all too common that, despite this awareness, buyers are often left with a negative impression after the initial meeting with a seller. This begs the question: How does this disconnect occur when sellers understand that their success hinges on the opinion of the buyers they are working with?

The answer lies in the fundamental dynamics of human psychology. As social beings, we are hard-wired to judge others rapidly based on limited information. Our brains automatically seek cues to assess trustworthiness, competence, and likability. These instinctive evaluations guide our subsequent interactions and influence our decisions.

For salespeople, understanding first impressions is not just a matter of intuition but a strategic imperative. A positive initial impression helps foster trust, instill confidence, and create an environment conducive to open dialogue. On the other hand, a poor first impression can create barriers, raise doubts, and hinder communication and the sales process.

Start with Low Ego

Have you ever observed a new salesperson who appears nervous and cautious at the beginning of their sales career, carefully choosing every word and action? They diligently follow the sales training and coaching they received and experience early sales success. They might even set a new sales record, and their potential seems unlimited. However, after this initial peak, they seem to reach a plateau and never manage to achieve the early high-performance results again. (more…)

10 Habits To Follow For A Better Work-Life Balance

 

 

 

 

By Julianna Summers

 

 

Our professional and personal lives often intermingle, creating a complex web that necessitates a delicate balance. As individuals, we strive to maintain an equilibrium that fosters our well-being in both spheres, a feat that is often elusive yet persistently sought after. This balance is an integral component of our overall wellness and success. The key to achieving this balance is not a single act but an amalgamation of various habits, ten of which are highlighted in this guide. The discourse navigates through the power of prioritization, the courage to decline, the necessity to disconnect, the art of time management, and the importance of health. Additionally, it shines a light on the joy of hobbies, the wisdom in seeking help, the pursuit of lifelong learning, the practice of mindfulness, and the value of relationships. These tenets are a stepping stone to crafting a harmonious work-life environment—a balanced existence that fosters personal and professional fulfillment.

1. The Power Of Prioritization

The initial step towards a harmonious work-life balance resides in establishing priorities. Consider the facets of your life that hold utmost importance, then identify corresponding objectives. Success requires a narrow focus, an understanding that not every task warrants your energy. Focus not on everything but on significant tasks. Your direction should reflect your values and goals, depicting your desired future.

2. The Strength In Declining

The word ‘no’ carries immense power. It sets boundaries, creates space, and serves as a tool for maintaining your focus. Invitations will come your way—requests for assistance, participation in social events, or additional work tasks. Pause and consider their relevance to your goals. Permit yourself to decline those that do not align, conserving your energy for what truly matters.

3. The Necessity Of Disconnecting

We live in a world where technology blurs the boundaries of work and personal life. Disconnecting from work becomes paramount. Establish rules for work hours, and implement them rigorously. An open-door policy may sound appealing, but the cost is often a continuous mental association with work. (more…)

Chief Growth Officer – Americas

 

 

 

 

Chief Growth Officer – Americas

Requirements

  • 20+ years of IT services (not BPO, not Infra) experience in leading Sales & Business in the Americas region including experience of selling LATAM Near shoring capabilities
  • Should have led 50+ member Sales & Alliances team across industry/domains & service lines to win NN and EN ACV of >USD 100 Mn. for at least 2 consecutive years

Scope of Job

  • Region: Americas – USA (primary focus), Canada and LATAM
  • Delivery capability sell: US Onsite, Near shoring LATAM into Americas, Near shoring Europe into Americas and Offshore into Americas
  • Service line capability sell: IT Consulting, Software Development, Standard Solutions and Academy across –
    • Digital & IT Process Transformation
    • Data & AI
    • Cloud
    • Software Technology – SW Architecture & Design, Functional Engineering,  QA, Testing & Security
    • Low Code
    • Microsoft
  • Key Direct Reports: Sales Head US region, Sales Head LATAM Near shoring capabilities

 

Responsibilities

  • Define the Go-to Market strategy for the region in-line with the Company & Region’s business strategy in consultation with the MD Americas and the Global CEO
  • Build & Lead the Direct Sales and Alliances-focused Sales teams in-line with company & region’s business & growth strategy, culture, systems & processes
  • Ensure Growth in Net New Accounts & Revenue
  • Drive EN growth via Account Management – Growth in Revenue and Service line penetration in Existing Accounts
  • Ensure Alliance led deal wins – Alliance partner identification, relationship management, joint go-to-market strategy and execution along with Service Line Heads
  • Drive the Invoicing & Cash collection process to Account Receivables (DSO) is low
  • Jointly agree & get sign-off on deal’s budget Gross Margin/EBITDA with Delivery Lead, Presales, MD Americas and CEO, as required
  • Be the Executive Sponsor of all Key Accounts and Key Deals in the region
  • Build & Manage relationships will all key Third party Analysts and Alliance partners to be in the knowhow of all relevant deals in the market
  • Lead responsibility of Price or Rate increases in T&M engagements
  • Lead Inside Sales team for Americas based out of India and LATAM
  • Drive Sales Enablement with Presales & Service Line teams
  • Setup Sales Operations team and ensure adequate support for Sales
  • Drive industry / domain focus in Sales team and selling process
  • Ensure correct and disciplined usage of Sales CRM like Hub Spot for Management reporting
  • Collaborate with Marketing on Brand, Campaigns, MQL, ABM etc.
  • Internal Collaboration – cross-functional, cross-regional, cross-cultural

Thank you in advance,

Sincerely,

 

Larry Janis

 

Managing Partner I Integrated Search Solutions Group

P-516-767-3030

 

 

How to Build Sales Onboarding Programs for Better Retention

 

 

 

BY ANDY SPRINGER

 

Hiring and keeping sales professionals has never been more difficult. In fact, 52% of sales and enablement leaders say that finding strong sales talent is one of their top challenges. And turnover is estimated to reach 25% across sales organizations in the next year. Still, it’s on organizations to do all they can to not only hire top talent but also to prevent unwanted turnover.

What if they’re looking for a solution in the wrong place?

High Turnover? Strengthen Your Onboarding Program

Despite their struggles with hiring and turnover, few sales leaders seem worried about onboarding. Only 22% consider onboarding/seller ramp-up to be “very challenging” (Top Challenges and Priorities of Sales and Enablement Leaders, RAIN Group Center for Sales Research). Yet this is part of the new-hire journey that might have the biggest impact on turnover.

A strong onboarding program is a key retention strategy. Not if it’s rushed, though. Here’s how long it takes to onboard a new rep, on average:

Ready to interact with buyers: three months

Competent to perform: nine months

Top performer: 15 months

While this might seem like a considerable investment of time and resources, the alternative is far worse. The cost of turnover typically ranges between 100% and 500% of the seller’s compensation. In one example analysis of seller turnover during the onboarding program, in which four sellers left, the turnover cost was over $600,000.

(more…)