Author Archives: Larry Janis

Should I stay or should I go?

 

The topic of counter offers is an interesting one. I am sure you have seen articles and thoughts about the subject and they are usually one person’s perspective on the topic. For a somewhat different approach, we’ve reached out to people in our network to gain their thoughts and perspective on the topic.

We asked:

You have just received an offer to join a new firm. You are giving notice to leave your current position and your employer makes a “counter offer” to keep you from leaving. You start to think about whether or not to take that “counter offer.”

Why would taking a counter offer can cost you more in the long run?

If people generally want to stay with their current company and the concerning issue is mainly about compensation, accepting the counter-offer can be a good decision.  However, if compensation is only one of a number of reasons to leave, best for the employee (and employer) to part ways amicably and not confuse or prolong the process by considering or negotiating a counter-offer. Further, if the only way for employees to receive raises and/or get paid market rates, better to leave vs. accept a counter offer since this will likely be a recurring theme.

Bob Pryor, CEO,  NTT DATA, Inc.

 

When you decide to make a change it is because there is something missing.     I have always found that a counter offer usually only attempts to correct a salary issue and not the driver behind your decision to make a change and you will still be unhappy.

You will end up back looking in a year!

Once you turn down that original date to the prom, they probably are not going to ask you again!!

Be decisive, know what you want, move forward and don’t look back!!

Betty Becker-Steele, Senior Executive at Accenture

 

The reasons people resign include they: dislike the work, dislike the company direction, dislike their boss, dislike their pay. They don’t necessarily want a raise, they want a new situation. Accepting a counter does not fix any of this.  In fact, it may cause resentment toward that employee down the road. Don’t take the counter!

John Cutrone,  Senior Advisor – Professional Services

 

We hope you find these perspectives interesting. If you would like to share your thoughts on this for future blogs, please let me know.

Larry Janis, Managing Partner, ISSG, janis@issg.net

How to bond with your employees without compromising your authority

By Sadie Williamson

For any company, success is largely dependent on how well workers perform. I’ve long since learned that employees who perform the best are almost always those who are most engaged with their projects and teams. But you might be surprised to find out that one of the biggest contributing factors to the motivation and good feeling of an employee is often their relationship with their manager.

In a study by the OC Tanner Institute, 37 percent of employees reported recognition from management as by far the most important factor for employee motivation. A similar study found that 79 percent of people who quit their jobs do so because they don’t feel appreciated.

The most successful managers understand their responsibility for employee engagement and recognize how good employee relations contribute to a flourishing company.

Unfortunately, evidence also shows that companies are not taking steps to equip their managers to handle the softer aspects of the role. A CareerBuilder survey found that 58 percent of managers reported receiving no training for their current position. While there is no instruction manual or rule book on managing and leading people, my time in the corporate world has taught me that there are steps that you can take to navigate this complicated responsibility. (more…)

BUSINESS DEVELOPMENT REPRESENTATIVE (BDR) – GOVERNMENT SALES

Our client is currently searching for an exceptional senior level sales executive to join our team to sell outsourced community development services to municipal government.  Our client is the recognized leader in this unique, fast growth industry with the broadest array of services, national footprint and reputation for unequalled service quality.  You will be responsible for generating sales and profitable revenue through new logo contracts and up selling your existing clients on new services by leading all aspects of the end-to-end sales process.

Responsibilities:

  • Exceed sales and revenue targets as assigned.
  • Develop a regional sales plan that results in a healthy, qualified pipeline, high win rates, large deals sold and expanding client relationships.
  • Build your qualified pipeline of new logo opportunities by prospecting, networking across municipalities, building department openings, utilizing trade organizations, advisors and 3rd party partners.
  • Develop trusted relationships with client leaders that have meaningful impact to their communities and achieve maximum potential for each account.
  • Establish our client and yourself as a credible, trusted advisor on community development services.
  • Execute successful sales strategies, techniques and best practices to optimize our win-rates & deals sold.
  • Create and present market and competitively differentiated solutions that can profitably deliver and support by working closely with operations and all departments.
  • Prepare and respond to all target account requests for proposals, company information, and presentations on the company’s capabilities in a manner that distinguishes our client from competition.
  • Successfully transition new logo client’s to operations for effective client service delivery.
  • Provide feedback to management to improve the success of sales, solutions, pricing and go to market.
  • Maintain sales and client databases and provide reporting and forecasting as required.
  • Perform other duties as assigned by management.

 QUALIFICATIONS:

  • Positive, high-energy hunter mentality
  • 10+ years of professional, new logo consultative sales experience in complex business to government or business to business – track-record of consistent success with deal list of large deals sold
  • Deep experience and highly effective in complex, relationship-based outsourcing sales that can have long sales cycles (12+ months) and well-rounded in all aspects of sales methodology and best practices
  • Municipal (City / County) government experience and deep network of contacts, politically connected and solid understanding of jurisdictional environments including the decision-making process, political dynamics, municipal structure, and building department operations is a plus.Knowledge of construction, building / community development work and industry (from planning & zoning, engineering, plan reviews, inspections, code enforcement for residential and commercial) a plus
  • Establish and maintain effective working relationships and build trust with employees, professionals, clients, outside agencies and the public.  Strong team player.
  • Excellent communication skills, verbally and in writing for effective presentations and proposals
  • Characterized as highly resourceful, innovative, proactive with highest integrity
  • 30 – 50% travel required – primarily within region; primarily work from home office
  • Proficient personal computer skills, including MS Office, SalesForce
  • Bachelor’s Degree or higher, preferably in business, operations, public admin, construction, economics

COMPENSATION:  Competitive salary, excellent commission and bonus plan, plus company vehicle.  Comprehensive benefit package (medical, dental, life insurance, 401K with match)

LOCATIONS:  Primarily WA, CA, Midwest (MI/OH/IL), Southeast (GA, TN, Carolina’s).

Please let me know if you could be interested or might know someone who might be.

Thank you.

Larry Janis Managing Partner I Integrated Search Solutions Group

P-516-767-3030 I C-516-445-2377

E-janis@issg.net

ISSG I Twitter I LinkedIn

It’s Okay to Be Good and Not Great

by Brad Stulberg

What if striving to be great is what’s holding you back?

“Good is the enemy of great” is one of the most popular self-improvement expressions there is. It’s the first sentence of an international bestselling business book, the title of another self-help book, and a mantra that NFL superstar J.J. Watt has used in press conferences. It sounds appealing and rolls off the tongue nicely, but there’s a good chance it’s downright wrong.

We’re told that striving to be great and never being satisfied are necessary to meet the ever increasing pressures and pace of today’s world. It’s the only route to success. But what is it all for? What does success even mean? Rates of clinical anxiety and depression are higher than ever. Some experts believe that loneliness and social isolation have reached epidemic proportions. Two-thirds of all employees report feeling burned out at work. Surely this isn’t the kind of success that everyone is after.

Zen master Thich Nhat Hanh offers that true success means feeling content with the unfolding of your life. It is “finding happiness in your work and life, in the here and the now.”

(more…)

5 Smart Ways To Get Your Team To Step Up

by  Robert Glazer

The next time you’re in a company meeting, look around the room. Chances are, two out of three people there isn’t happy on the job. This sobering thought comes from a recent “State of the American Workplace” survey by Gallup, which reported that only 33 percent of U.S. employees are engaged with their work.

What does it mean for a business to have a majority of its employees disengaged? Typically, teams will fall apart as disgruntled workers spread discontent. If no one takes action, that can lead to poor performance and a high rate of attrition.

According to Gallup’s calculations, there are high costs to disengagement—up to 34 percent of a person’s salary. That means a manager making $100,000 is wasting $34,000 simply because he’s not psychologically invested in the organization’s mission, vision or culture. That’s a compelling reason to reexamine your game plan for motivating employees. (more…)