Author Archives: Larry Janis

5 Ways CEOs Can Assess and Reset Their Company Culture

 

 

 

 

Story by Sam Reese

For CEOs, the work to build and sustain a strong company culture is never done. Even the best cultures can be challenged in an uncertain business landscape. But there’s no question that culture is the difference maker in all winning teams.

Great CEOs regularly assess their company culture to identify what’s working and what isn’t, and make adjustments. Below are the five steps top leaders take when “spring cleaning” their company culture:

1. Recognize the need for a cultural overhaul

The first step is understanding when culture needs a reset. We’ve all recognized the signs of a company culture in distress. Goals aren’t met. There is a lack of trust between teams. People point fingers and blame others for performance challenges. There’s low accountability and poor communication. Decision-making takes too long and is tied up in bureaucracy. People are frozen by a fear of making mistakes or are afraid to ask for help when they need it. Silos develop. The most harmful sign is when turnover rates are high, and leaders notice their best performers are leaving.

At the leadership level, CEOs may take shortcuts to hit KPIs or focus on putting out fires instead of strategy. It is only when great leaders recognize these indicators as signs that their culture may need a fresh sweep that they can then take steps to rejuvenate it.

2. Set the tone from the top

Once leaders identify their company’s problem areas, the best leaders spring into action by setting the tone for change. Legendary Notre Dame football coach Lou Holtz once said he never knew who his best players were until his team lost. That’s something I’ve experienced in the business world as well. True competitors step forward in challenging times. Amid the toughest challenges, winners find a way. Fostering that winning culture means that the team knows they are in the battle together, they will pick each other up when they fail and they’ll face the next challenge as a stronger team. Teams thrive when they overcome challenges together.

3. Stay connected to the mission and vision

Great leaders ensure everyone on the team knows what success looks like. Transparency about expectations — and how each employee affects the outcomes — keeps the team engaged and motivated. Open communication about results and progress helps the team stay tightly connected. When the executive team clearly articulates how their initiatives drive the company’s results, it sets a tone that encourages consistency between individual actions and overall company goals.

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How to deal with workplace frustration more effectively

 

 

 

 

 

by Art Markman

 

Frustration is a common emotion. It’s a close cousin to anger, because both deal with your reaction to an obstacle that is preventing you from achieving your goals. Where they differ is that anger is (usually) directed outward at an external obstacle. The energy and rage that anger generates may be useful for trying to influence that external obstacle physically.

Frustration is often directed at an internal or systemic obstacle that you can’t do much about. You may be frustrated because you don’t have the capability or time to do something, or may feel like some aspect of your company (or society) prevents you from accomplishing a goal.

But frustration is often unproductive, because it gets you energized around something you can’t really fix. You may actually think less clearly if you get too energized and that might make it harder to move forward. Here are a few things you can do to handle frustration effectively, especially when it comes up in the workplace:

Take a step back

Research going back almost 120 years shows that there is a sweet spot for the amount of mental energy you need to operate effectively. When you have a low level of energy, you don’t think effectively, because you’re simply not engaged with the situation. As you get more energized, you get more effective in your thinking up to a point. However, additional energy will actually create too much arousal. At that point, you have a hard time staying focused.

A little frustration can be helpful, because it may actually get you to pay attention to something that might otherwise escape your notice. However, when a situation creates more extreme frustration, you’re going to have trouble addressing it effectively.

You need to develop strategies to dissipate that energy. Ideally, you would take a little time to disengage from the situation. Some physical activity can help. Taking a brisk walk or doing a workout can leave you calmer afterward. Techniques for calming yourself can also be valuable. Deep breathing exercises, yoga, and mindfulness meditations are options. Some of these techniques (particularly deep breathing) are also helpful when you can’t completely disengage with the situation. (more…)

Waiting for a promotion? Here’s how to earn it instead

 

 

 

Story by Heather Younger

 

At the end of a project or meeting, ask a colleague or manager, “What’s one thing I did well, and one thing I could improve?” Listen without defensiveness and take actionable steps to improve. Younger says, “We can choose to remove the clay that we place over our brilliance.” She points out that being proactive about requesting feedback allows our brilliance to shine through.

When receiving feedback that your presentations need more clarity, take a public speaking course or workshop to elevate your skills and demonstrate your commitment to growth. In this example, be sure to ask what specific areas of your presentation lack clarity. That way, you will not waste time on the wrong things.

Often, people shy away from feedback, because they are afraid of what they might find. Those who are eager to go into the unknown of feedback and take in the good with the bad quickly discover the benefits. We cannot be our best and become more self-empowered unless we know where to smooth our rough edges. The good news is that we all have them. So, there is nothing to be ashamed about. Instead, look at the courage you display when you eagerly seek the feedback as a badge of honor.

Claim Your Leadership Role

Empowerment isn’t a gift someone hands you—it’s a mindset you cultivate. By taking initiative, leveraging your strengths, and embracing feedback, you build the confidence and competence needed to lead yourself—and, in turn, inspire those around you.

Stop waiting for permission. Start leading yourself and watch how others begin to follow.

This post originally appeared at fastcompany.com

Executive Vice President Sales/Chief Growth Officer

 

 

The Executive Vice President Sales/Chief Growth Officer is responsible for cultivating a presence and expanding top line growth for our client delivering premium technology solutions. This includes identifying new markets to enter, creating strategies to achieve growth targets, and growing the firm’s presence and revenues across specific markets – including New Logo Sales, Account Acquisition and Organic Expansion. Leadership span of control is global and includes both top line and bottom-line revenue responsibilities.

To be successful in this role, the candidate must bring significant experience and relationships in CX space with deep connects in industry verticals that

  1. capabilities in – Cable & telco, retail & e-commerce, travel & hospitality or sectors that we are keen to build a track record in – BFSI (CX provider in BFSI vs just BFSI), home services & home warranty, utilities or c) A combination of a) & b). A combination of a) & b)
  2. This person will bring a deep understanding of the delivering premium technology solutions marketplace and familiarity with competitor offerings in support of growth strategy and investment initiatives.

The Executive Vice President Sales/Chief Growth Officer will have oversight of the following:

  • Developing named account strategies, building consensus on targeted logos and pursuing delivery of high value and high growth new logos.
  • Building a predictable pipeline of new business to generate repeatable and profitable revenues across
  • Developing and executing a Go-to-Market Strategy that will hit or exceed revenue targets.
  • Executing go-to-market plans thru targeted campaigns and other sales channels including advisors, influencers, conference attendance, industry events, etc.
  • Collaborating and developing 3rd party and advisor relationships to build credible analytics voice globally to generate new opportunity channels. Generate opportunities from this channel
  • Submitting and handling proposals with full ownership and accountability for the opportunity – working closely with the Sales Enablement teams to ensure high quality of proposals.

Building relationships is key to this role and possessing established and current relationships with COO’s, CFO’s, CEO’s, CDO’s, CIO’s/CTO’s and Customer Service Directors is critical to this role

If you are interested or have a suggestion, please let me know

Larry Janis, Managing Partner, ISSG

Email: janis@issg.net

5 Delegation Practices to Boost Growth and Team Performance

 

 

 

Story by Peter Economy

Work smarter, not harder, with these strategic delegation techniques.

As a business leader, you probably spend too many late nights and weekends doing work you could have delegated. Every manager knows they need to delegate more tasks and responsibilities to their people, but for a variety of reasons—from thinking they can do the work better to not trusting their people, and more—they often find it difficult to do.

The hard truth? Your perspective turns into the primary barrier preventing the growth of your people and business. Effective delegation provides your people with the skills they need to grow as employees, while relieving you of the burden of doing everything yourself. If you’re not delegating enough, then follow this simple five-step plan to boost the performance of your people and your organization.

1. Identify the right tasks to delegate.

Start with a simple question: Does spending my time on this task provide maximum value? Leaders waste valuable critical thinking hours on routine tasks such as formatting reports and attending meetings that do not require their unique skills.

Take a look at your calendar from last week. How many hours did you spend doing things that your people could have done had you given them the guidance they needed? Managers often discover that delegating 30 to 40 percent of their tasks can free up time to devote to strategic planning and relationship building. (more…)