Author Archives: Larry Janis

The 6 Things That Make Managers Hate Their Jobs Less

 

 

 

by Sarah Lynch

Here’s what business leaders and experts say can make a positive difference for overwhelmed and burned-out managers.

Managers are overwhelmed, but a few crucial changes could help them enjoy — or, at the very least, not resent — their jobs.

Since the pandemic, “no one’s job has changed more” than the manager‘s, says Joe Galvin, chief research officer at executive coaching organization Vistage. Many were tasked with managing hybrid workforces for the first time. They had to scramble to find and retain workers during the Great Resignation. And they’re feeling the brunt of economic headwinds, too, he says.

About three-quarters of HR leaders say that managers are “overwhelmed by the growth of their responsibilities,” according to Gartner, the research and consulting firm. This year, almost half (47 percent) of managers were burned out, according to LinkedIn — more than individual contributors or directors.

And yet, managers play a critical role in their organizations, determining 70 percent of the “variance in team engagement,” Gallup has found. Fortunately, there are shifts that can make managers’ jobs easier and more satisfying, according to business leaders and management experts.

1. Fewer reports

Forty-four percent of middle managers agree that “organizational bureaucracy” can negatively impact their roles, says Emily Field, McKinsey partner and author of Power to the Middle: Why Managers Hold the Keys to the Future of Work. But CEOs can help get rid of the red tape.

For instance, when it comes to the monthly organizational reports that managers so often must complete, CEOs should consider: “Do we read those reports?” Field says. “What are the reports we can simply delete? And for the reports that actually are beneficial, how do we create them as efficiently as possible?”

It’s not just paperwork that can pile up. Generally speaking, when leaders are coming up with strategies to help managers, that can often manifest in more work for managers, Field says — and this should be avoided. “Instead of asking, ‘What can I add to help my managers?’ ask, ‘What can I take away to help my managers?'”

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Practicing These 3 Good Habits for the Rest of Your Life Will Be a Difference Maker

 

 

  by Marcel Schwantes

The challenge with forming good habits for success is picking the right ones. Here are three to consider.

One of the most valuable insights into life and success revolves around the underestimated power of habits. It’s often said that people don’t fully appreciate just how important habits are until they get older.

As we age, we realize how difficult it can be to change habits, especially those ingrained over decades. This is why it’s crucial to form the right habits early on.

The challenge with forming good habits is picking the right ones! Not all habits are the same; some help us grow and achieve, while others hold us back and make us feel unsatisfied.

So, what’s the key? It’s to identify habits that match our values and long-term goals and nurture them intentionally. Here are three to consider:

1. Living with integrity

Living and working with integrity brings significant benefits, both personally and professionally. When you operate with integrity, people trust you. They know you’re reliable and ethical and won’t cut corners. This trust helps build stronger relationships with colleagues, clients, and customers. Furthermore, maintaining integrity enhances your reputation, opening up new opportunities and advancing your career. Investor Warren Buffett once said, “In looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if they don’t have the first one, the other two will kill you.”

2. Getting smarter each day

Embracing a growth mindset and making a commitment to lifelong learning are really important habits for success. Think about how you can go to bed a little smarter each day, because when you do, it leads to greater achievements. For example, regular reading and learning can make a big difference in your personal and professional life. The saying “the more you learn, the more you’ll earn” really shows how valuable education and self-improvement are.

3. Simplifying your life

Keeping things simple can lead to long-term success and financial security. Instead of splurging and getting into unnecessary debt, focusing on saving and investing is a great idea these days. Many successful people use their resources to help others, rather than just chasing after personal riches. This shows that living modestly can truly make a positive impact on society.

By embracing the power of simple habits and consciously cultivating the right ones, we can set ourselves on a path to success, fulfillment, and a life well-lived.

 

Source: Inc.com

how do you measure success

 

 

 

 

Success is something that everyone in any career field would like to achieve. Success may mean different things to different people.

 

 

Here are some perspectives:

 

Success is by the Lives that you positively touch. Encouragement, caring, training, correcting, helping through tough times, being jubilant in good times.

Success is by the lives of those you can call your friends.

 Karl Sachsenmaier, Associate Partner, IBM

 

Great question…and not easy to answer.  Are we talking about personal success, business success or something else?  For me success is first about family…love, support, and their success as they measure it.  Second, it would be about friends, the depth of those relationships and helping friends achieve their success. Business success would be about understanding one’s talents and passions and finding  a way to enjoy them while providing for family.

 

Rich deMoll, Senior Advisory Board Member

 

If I were to try to try to summarize how I measure success I would say it is a consistent measure of an inconsistent target.  The measure of success is making a difference.

          The target can vary by person though.  On society.  In the firm.  On one person’s life.  I think the reason why people ask the question about how to measure success is that variability.

Just my two cents.

Charles Arnold | Principal, KPMG Consulting

 

 We would welcome your thoughts/input, for our next blog on success.

Sincerely,

Larry Janis

Managing Partner I Integrated Search Solutions Group

P-516-767-3030

New opportunity

 

 

 

Service Line Sales Executive – Platform Operations Services

Our client is a technology services innovator and leader) has a unique and exciting opportunity to join and accelerate the growth of our Business Transformation Services called Platform Operations. Platform Operations is a newer service line leveraging the company’s technology platforms, client delivery, and partnerships to deliver next gen level business operations through a disruptive, transformative, technology-platform first operating model – essentially to deliver the promise of AI.

Platform Operations focuses on both enterprise-wide processes (Customer Experience, Marketing Operations, Finance and Accounting, Automation) as well industry-specific solutions such as banking and financial services, insurance, healthcare, retail, travel & hospitality, retail, engineering and construction, communications, and technology. We work with clients in these industries (Global 1000), as well as mid-market firms to bring high value Platform Operations solutions.

Role and Responsibilities – Location USA

Reporting to Platform Operations Head of Sales, the Service Line Sales Executive (SLS) is responsible for developing and closing a targeted list of new logo business in their respective domain to meet assigned revenue targets and objectives. We seek sales hunters and stellar farmers with a successful track-record of securing new logo business and expanding business in established accounts for business process outsourcing solutions and technology-based operations. The SLS will have an entrepreneurial mindset and passion to build a business, create new and disruptive offerings, develop strategic technology partnerships, and have the resourcefulness to make it happen and win.

The SLS will come with a strong network of senior level contacts across targeted clients and an ability to originate new business directly and through client account leads and business partners. As well a primary domain (industry and process area) where they have deep know-how that clients regard as a trusted advisor. Lastly, our client has a strong base of solutions, operations, industry, and technology support to enable success – the ability to collaborate, stitch together solutions, and lead diverse teams on pursuits is key.

Key Responsibilities

  • Pursuit Lead. The SLS directs and drives the end-to-end pursuit from origination, business development, and sales activities with prospective clients and is accountable for the client relationship from deal conception to closing.
  • Origination. The SLS originates new business and qualifies opportunities, manages the pipeline, and is accountable for building a sustainable qualified pipeline to meet assigned targets.
  • Platform Ops Sales. The SLS is responsible for selling Platform Operations suite of services; business process transformation, consulting, automation, and operations and integrating other offerings for a holistic solution.
  • Consultative Selling. The SLS establishes and maintains consultative sales relationships within each prospective client organization at every level from the c-suite to departmental managers.
  • Domain SME. The SLS leverages their domain, technical, digital. and operational business knowledge to create demand, compelling value propositions, solutions, financials, and commercial structures.
  • Financial Acumen. The SLS uses financial expertise to position a value proposition and business case for clients as well as financial soundness making the client confident in their choice to grow with us.
  • Client Advisor. The SLE will understand the prospective client’s business, both strategic and tactical, including themes and underlying issues, to serve as their trusted advisor on their business transformation journey

Sincerely,

Larry Janis,

Email: janis@issg.net 

Managing Partner I Integrated Search Solutions Group

How to balance your priorities at work

 

 

 

by Shanna A. Hocking

 

One of the most challenging parts of adjusting from being an individual contributor to becoming a leader is learning how to balance your team’s priorities and needs with your own projects and work.

When I first made this transition many years ago, I believed that always being available for my team was the best way to show team members I valued them. But I found myself getting further behind on my own work. So I would spend evenings at home catching up on my projects. I ended up feeling burned out and pulled in many directions. As I grappled with my own uncertainties about how to “do it all,” I also worried that senior management would determine I wasn’t ready to be a leader after all.

Though many managers feel uncertain about how to simultaneously support their team’s priorities and complete their own work, it’s not something that’s talked about openly. I often remind the senior leaders I coach that the purpose of a team is to achieve more than any one individual can, and that leaders should give themselves the same compassion they offer to their team members.

Learning how to balance your team’s priorities and your own sets you and the team up for success. Here’s what I recommend to effectively manage both aspects of your role:

Communicate consistently with your team

Start by developing a comprehensive understanding of what your team is working on and what they need from you. You can do this through one-on-one meetings with individual team members and collectively through team and project meetings.

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