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BY MARTY STRONG

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 Sales Director USA – Net New Business / Hunter / Rain Maker

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:

• Bachelors Degree with IT selling and outsourcing experience of 10-15 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

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The trend of working from home has grown in popularity, especially during the past two years due to the coronavirus pandemic. While the role of employers doesn’t end with employees working from home, it provides for different challenges. At times, working at home becomes difficult for employees to stay engaged, so you need to find a way to keep these at-home employees motivated and satisfied, so they stick around but continue to be productive.

Including fitness benefits

Studies have shown that remote workers tend to be more sedentary due to no commute. Those working from home averaged 9.2 hours spent sitting, compared to 7.3 hours for those in an office. Fitness combats stress gives employees a routine and helps them feel better physically and emotionally. Consider offering to pay for a gym subscription or fitness program, with some of these programs even offered online. You might also offer a health budget that employees can put toward purchasing new running gear, enrolling in yoga classes, signing up for meditation courses, or setting up a home gym.

The fitness benefit might be part of your wellness incentive program. These programs typically encourage healthy behaviors among employees, such as quitting smoking or walking a certain number of steps each day. If you offer such a program, your employees might receive a certain number of points depending on their activities or meeting certain goals. They might then be able to cash out your points for certain items, such as paid time off, gift cards and merchandise, or health insurance rebates.

Hosting virtual team-building experiences

Before the shift of employees working from home, they likely had a chance to participate in the time-honored tradition of the after-work happy hour. Once people began working from home, they lost the in-person socialization aspect. However, some employers who have at-home employees have gotten creative in adapting to this new working situation by offering virtual happy hours. Sometimes, employers send alcohol directly to the employees’ homes, and the employees log onto video conferencing sites to socialize.

Another option is to plan virtual game nights. The isolation of being at home often leads to loneliness and disconnection, so by setting up these virtual game nights, your employees can connect with others and share some laughs. They might also learn how to collaborate, and this carries over to their work. Virtual games are available, so you don’t even need to send anything like you would for virtual happy hours. Continue reading →

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by Adam Bryant

For the ambitious employee, a deep sense of accountability is the one thing that matters most.

“The most important thing….”

It’s hard to beat those four words for drawing people into discussions on big topics like life, career, and leadership. If somebody says she has cut through the noise to find the one thing that matters most, we can’t help but listen. But how helpful is an answer like “Follow your passion”?  A lot of people don’t know what their passion is when they are starting their career, and those who do probably don’t need to be told to follow it.

This is why I’ve generally steered clear of the “one thing” game. Simplifying complexity is an art form, but such an exercise can easily fall into the trap of oversimplification. And yet, through all my years of asking leaders about the X factors that separate employees, I have wondered what quality actually makes someone stand out and get that promotion.

Here’s my vote: an extreme sense of accountability and ownership of the job. People with these qualities figure out how to get something done, even if the path to success is unclear. When things get tough, they don’t point fingers or throw up their hands in frustration or complain that something isn’t fair or is too hard. Ownership is not just about having a strong work ethic—it’s about having a sense of responsibility to follow through and deliver.

I saw this quality firsthand in many of the reporters I worked with during my 14 years as an editor at Newsweek magazine and the New York Times. Reporting requires creativity, resourcefulness, and persistence. There were some people who I just knew would get the work done. And when I’ve interviewed business leaders about the qualities that set high performers apart, this theme of responsibility has come up often.

A story that a CEO shared with me years ago has stayed with me because it captures this mindset. Brent Frei is the CEO of TerraClear, a company based near Seattle, Wash., that helps farmers clear their fields of rocks. He played football in high school and at Dartmouth College. “I’ll never forget a game we were playing at Columbia,” he said. “I was on defense and trying to put pressure on the quarterback, but the linemen were practically tackling me, and the refs weren’t doing anything about it. But the coach was riding me, and I told him my valid excuse: ‘They’re holding, and they’re not calling it.’ And he said to me, ‘Well, then we’re going to lose.’ It was the way he said it. We ultimately won the game, but the lesson was that there’s a valid excuse for every failure, but the question is, how do you overcome those valid excuses? Ever since, I’ve said to people I’m working with, ‘There may be a reason why we’re not going to be successful, but how are we going to overcome that?’” Continue reading →

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by Ron Carucci

Summary: The last few years have wrought a wave of employee activism and public critiques of leaders. Elon Musk’s recent experiences at Twitter may be an extreme case, but the swift public scolding from employees and the world indicates that when it comes to expressing our sharp disapproval, leaders are fair game. If you’re a leader who’s facing down the strident criticism of those you lead (and even if you’re not, you’d be wise to assume your turn may be around the corner), here are some ways to steel yourself and respond well

A few years ago, a client of mine, Dennis,* the CEO of a financial services institution, walked into his executive team meeting and declared, “Anyone else have any darts they want to throw? I seem to be the dartboard of the week.”

The week prior, a lower-level executive in Dennis’s company had been fired for an ethics violation, giving the company’s otherwise upstanding reputation a black eye. Shocked and outraged by what had happened, employees took aim at the top in a spate of social media, email, and internal platform condemnations of Dennis for “letting it happen” or “turning a blind eye.” (Neither of which were true.)

Dennis would hardly be alone in his experience of public scorn from employees. The last few years have wrought a wave of employee activism and public critiques of leaders. Elon Musk’s recent experiences at Twitter may be an extreme case, but the swift public scolding from employees and the world indicates that when it comes to expressing our sharp disapproval, leaders are fair game.

I recently caught up with Dennis, now retired, and asked him about that experience of harsh public reproach, and whether, in hindsight, there was anything he would have done differently. If you’re a leader who’s facing down the strident criticism of those you lead — and even if you’re not, you’d be wise to assume your turn may be around the corner — here are some ways to steel yourself and respond well.

Accept that it’s part of the job.

When you rise to levels of leadership, consider that your actions now play out on the jumbotron for all to see and evaluate. The higher you rise, the broader that visibility.

Sometimes you’ll get things wrong. Given the thousands of decisions you likely make each week, you will inevitably disappoint or enrage someone.

Keep your eye on your longer-term track record of choices, ideally racking up more positive outcomes than negative. Don’t let yourself get stuck on any one choice or the public response to it. If you do, you risk losing confidence and letting excessive caution and ridicule-aversion drive your subsequent decisions, compounding the problem. Continue reading →