The Client Business
s Development Manager (CBDM) will be responsible for identifying and closing new enterprise accounts in addition to managing the customer relationship. Our client offers global professional services, managed services, cloud, data center, security, and IP services. The Client Business Development Manager will provide valuable insights and recommendations to support the client’s strategic initiatives.
Tag Archives: management
4 Steps to a Better Management Technique
Effectively managing people is difficult, and no one is born knowing how to do it. Fortunately, management can be learned. We suggest following these four steps, which are simple, but time tested:
1. Set appropriate goals.
Goal-setting is essential. It helps employees prioritize their activities and focus their efforts. When setting goals with employees, you should make sure that they are SMART goals (specific, measurable, action oriented, realistically high, time and resource bound). The goals must also be meaningful to the employee. Sufficient rewards for goal achievement and consequences for failure should be specified. This will ensure that the goal and what’s needed to achieve it will rise to the top of the employees’ “To Do” list. Continue reading
Are You an Alpha Male Leader?
By Manfred Kets de Vries
When drive, competitiveness and commitment are too much.
Jeff Bezos, the Chairman and CEO of Amazon, is hailed as one of the most prominent captains of industry. Known for his charisma, business prowess, and bold, innovative ideas, Bezos’ pursuits are driven by tenacity and an urgent sense of mission. For many, his professional trajectory and key role in the growth of e-commerce is inspirational. But Amazon employees have discovered another side to this dynamic leader.
Working for Bezos is quite a challenge. He is a typical alpha male: hardheaded, task-oriented and extremely opinionated. He is known to get very upset when things do not go his way, and living up to his excessively high standards can feel like a mission impossible. Continue reading
Engagement Is a Means, Not an End
An executive friend in an organization and industry riven by digital disruption and declining margins confided over lunch how dramatically her new CEO had impressed everyone at a recent executive offsite. “She listened carefully to people’s complaints about all the processes and obstructions they felt got in the way of their doing their jobs,” said my friend, “and instead of pushing back or challenging them, she agreed and said she’d do everything she could to get those obstacles removed….People were amazed and energized.”
Responsive CEOs are wonderful. But, knowing the industry well, her declared commitment suggested more than an understandable desire to eradicate unhappy bureaucratic burdens. She likely wanted to see how well her top people understood their own effectiveness. The unspoken deal: eliminating organizational impediments would radically improve their business results. Continue reading
How to Hire Without Getting Fooled by First Impressions
By Tanya Menon and Leigh Thompson
Dr. James is a leading ophthalmologist at a major medical clinic. Passionate about medicine, he wanted to hire someone to run the business operations of his practice. He carefully reviewed over 200 resumes and conducted background checks, finally deciding to hire Mike, a highly credentialed MBA who seemed to check off all the boxes Dr. James was looking for in the new hire.
But within weeks, Dr. James realized that he’d made a big hiring mistake. Despite a stellar performance in the interview, Mike disrupted the office within his first month on the job. He communicated with the staff mostly by email or spreadsheet assignments, and when he attended meetings he seemed absorbed with his smartphone and would roll his eyes when the staff didn’t understand certain accounting or finance terms. Continue reading