Are You Taking Full Advantage of Your Network?

 

 

by Deborah Grayson Riegel

Over a breakfast of lattes and pumpkin muffins at my local coffee shop, a colleague and I reflected on how weird it felt to be meeting people in person post-Covid. We discussed the awkwardness of handshakes versus fist bumps, whether to sit inside or outside, and what to say or do when someone coughs and you want to run away.

Then we turned to the subject of networking.

“My consulting business really suffered during the pandemic,” he shared. “And it hasn’t really bounced back. I might need to get a job, in which case I may have to start really networking again.”

“I hear you,” I said, with empathy.

“How about you?” he asked. “Will you start networking again now that it’s safe to leave the house?”

“Actually,” I said, “I never stopped.”

He paused, seeming confused, and then asked me a question that took me by surprise. “If you’ve got plenty of clients, and you’re not looking for a new job, then why are you still networking?”

I took a moment to consider his inquiry. Certainly, I could have coffee and baked goods at home, so that wasn’t the reason. I wasn’t trying to fill up my day so I wouldn’t be bored or lonely. I definitely wasn’t looking for a new job. So why was I still actively networking? Why had I never stopped? Continue reading

Sales

 

 

OUR CLIENT

Is a pioneering IT consultancy company with over 20 years of experience, their global network of passionate technologists and pioneering craftsmen deliver cutting-edge technology and game-changing consulting to companies on the brink of transformation. They are organized in complementary chapters – teams with a tremendous amount of knowledge and experience within a particular field, such as Agile, DevOps, Data and AI, Cloud, Software Technology, Low Code, and Microsoft.

LOCATION

  • Location – Anywhere in the USA

JOB RESPONSIBILITIES:

  • Business and Market Development for US markets
  • Revenue Generation and new logo hunting
  • Negotiations and contract finalization with the help from delivery teams and legal teams
  • Collaborate cross-functionally with business and other IT teams across the client
  • Champion development and integration standards, best practices, and their related deliverables
  • Aim to deliver processes and components that can be maintained by the business into the future using native features and functions whenever possible
  • Embraces diverse people, thinking and styles
  • Understanding of technology selling in the areas such as Agile, DevOps, BI/AI and ML, Cloud, Full Stack Dev and Low Code.

JOB REQUIREMENTS:

  • Bachelor’s Degree with IT selling and outsourcing experience of 15-25 years
  • Act with urgency and a sense of ownership in the broader scheme of client’s success
  • Hunger for business
  • Good past rolodex to close deals and hit the ground running

 

If you are interested or know someone who might be, please let me know.

Thank you in advance,

Sincerely,

Larry Janis

Managing Partner I Integrated Search Solutions Group

P-516-767-3030, Email: janis@issg.net

Leadership

 

 

Early in the pandemic, Josh Bersin called it the Big Reset: “The Coronavirus is accelerating one of the biggest business transformations in decades.”

As the business landscape evolves and employees reassess their priorities, leadership is changing as well. To reset thinking on what it means to be a leader today, we asked other thought and business leaders for their perspective.

 

Courage – Great Leaders are bold and clear on their visions and they have the courage and verbal facility to consistently connect the “day to day” execution with the broader / longer-term vision to keep the organization highly motivated and moving forward.

Compassion – Your people need to know you care about them as a person, as a leader / member of their personal families, and as a major contributor to their professional family including their holistic health. Whether you as a senior leader are aware of the specifics or the situation of what a person is going through or not, you need to have the personal values and the presence of mind to quickly pick up on “clues” and adjust accordingly including putting the person “at ease” so he, she, or they can focus on their non-business priorities and then come back at the right time.

Competence – To paraphrase / quote Gordon Bethune, “you need to know how the watch works.” Whether it be your clients’ businesses, the financial markets, technology / geopolitical trends, or the intricacies of your own company, you need to know a lot about a a lot which requires a daily reading discipline well beyond the Wall Street Journal and paying attention in all your daily interactions.

Calmness – Senior leadership engagement / communication style and demeanor is paramount for driving the right corporate culture. Given the number and consistency of real and perceived “cross currents” that could potentially impact your business, you as a Great Leader need to have the presence of mind to process these factors swiftly, effectively, calmly, and collaboratively. If you are something other than a combination of calm and highly engaged, you risk making the wrong call in the moment or, worse, setting the wrong example for your directs and the broader organization in the process.

-Scott Mall, VP, IBM Consulting

 

An effective leader creates the conditions for its people to thrive by offering clarity on the ‘why’ and the ‘what’ and empowering them with autonomy to determine their own ‘how’ while remaining situationally fluent to support everyone on their unique development needs. Earns trust by demonstrating that he/she cares, creating psychological safety, and links both empowerment and trust to create accountability and loyalty. A remarkable leader integrates the need to deliver results while prioritizing the well-being of its people, not despite them.

-Pavel Ferreri, Senior Director Strategic Sales, Microsoft

 

A servant leader must learn and show empathy and compassion towards their teams, colleagues, and customers. This attribute is a learned trait through concentrated practice and application. We, as human beings, will never abandon our need and aspiration to follow those who show these critical human traits: in life, in family, and in business.

-Nathan Trail, Vice President of Strategic Sales NTT

 

If you’re inspired by these perspectives on leadership today, stay tuned…there’s more to come!  And if you are interested in crafting your own contribution, please email me at janis@issg.net

How great leaders communicate

 

 

by Carmine Gallo

 

In the age of knowledge, ideas are the foundation of success in almost every field. You can have the greatest idea in the world, but if you can’t persuade anyone else to follow your vision, your influence and impact will be greatly diminished. And that’s why communication is no longer considered a “soft skill” among the world’s top business leaders. Leaders who reach the top do not simply pay lip service to the importance of effective communication. Instead, they study the art in all its forms — writing, speaking, presenting — and constantly strive to improve on those skills.

For example, while Jeff Bezos was building Amazon, he put a premium on writing skills. In the summer of 2004, he surprised his leadership team and banned PowerPoint. He replaced slides with “narratively structured memos” that contained titles and full sentences with verbs and nouns.

Bezos is not alone among top leaders. “You cannot over-invest in communication skills — written and oral skills,” says former PepsiCo CEO Indra Nooyi, who now serves on Amazon’s board. “If you cannot simplify a message and communicate it compellingly, believe me, you cannot get the masses to follow you.”

During my research for The Bezos Blueprint, I found a number of common tactics top leaders use when communicating with their teams. Here are four to try:

1. Use short words to talk about hard things.
Long, complicated sentences make written ideas hard to understand — they’re mentally draining and demand more concentration. You’ll win more fans if you replace long words and sentences with short ones. Continue reading

Careers and Chance: How Much Control Do You Really Have?

 

 

by Charles Galunic

Chance events may have a greater impact on career trajectories than we think.

Career success isn’t just about how hard you work or how smart you are. Professional trajectories are influenced by many factors: from people’s lifelong skills and experiences to structural elements such as demographic backgrounds and macroeconomic conditions (e.g. the life-cycle phase of an industry or company).

Prior research has examined the effects of these broad and relatively stable factors on career progression. Research has even been done on “career shocks”, that is major upheavals in a company or industry such as unexpected financial crises and tragic accidents. However, careers today rely on a number of key local resources and/or events for people to progress and develop their identities and confidence. Do these proximate factors have the power to substantially alter career paths – for better or worse?

Roxana Barbulescu, Claudia Jonczyk Sédès, Ben Bensaou and I set out to investigate how proximate chance events influence people’s outlook regarding their professions. Careers are shaped not only by major transitions, but also incrementally over the course of regular work. Therefore, knowing when and how proximate chance events matter can advance our understanding of career sensemaking and the extent to which luck plays a role in it.

A focus on professional services firms

Given the emphasis in previous research on major career shocks, we know far less about the effects of smaller, more proximate chance events on career development. These are gradual, incremental developments over time, rather than sudden breaks in the flow of circumstances. They tend to be more localised, comparatively minor and less obviously disruptive or extraordinary.

For our study, we zoned in on workers in professional services firms (PSFs). Here, careers follow an orderly “up-or-out” model of progression, where those who don’t continue ascending the ranks towards partnership are expected to leave the organisation altogether. Continue reading