Tag Archives: US

What makes a leadership development strategy successful?

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By Forbes Coaches Council

A recent Deloitte study found that 56% of executives believe their companies are not ready to meet today’s leadership needs. Many companies are responding, last year iStock_000008266083Small[1]spending $31 billion on leadership development programs, and since 2015 alone spending on such programs has increased by 10%.

Jesse Demmel, vice president of platform engineering at Under Armour, rewrites an old adage: “Some leaders are born. Many are made.”

But not all attempts to “make” leaders are created equal. Matt Norquist, CEO of Linkage, a global leadership development consultancy firm, says, “I think that, despite all the effort, a lot of the companies I see aren’t making sustainable progress.”

So, what are some key elements that make a leadership development strategy successful?

Structured Progression

One mistake organizations make when it comes to leadership development is sporadic or inconsistent development opportunities. For example, leaders take hour-long online seminars or employees only meet with managers at annual reviews. Continue reading →

Fear Can Stifle Collaboration, or Jumpstart It

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greveby Henrich Greve

During organisational change, play the radicals against the moderates to foster collaboration.

Many firms that emerge or grow by making technological breakthroughs owe a lot – maybe everything – to their engineers, and in return give them benefits both formal (organisational power) and informal (status and gratitude). These days, however, innovations are metabolised quickly. As their technology’s wow factor fades, firms tend to shift their emphasis from engineering derring-do to improving market performance. Engineers don’t know how to do that; the marketing department does. So can firms really divert authority and prestige away from the source of their success and into a new path to success? Often the answer is no, as seen in firms applying technological innovations that ignored marketing challenges – such as Sony’s continued development of disc-based music players after flash media enabled firms to make compact players like the iPod.

But there are also successful cases, and a forthcoming article in Administrative Science Quarterly by Emily Truelove and Katherine Kellogg (of MIT Sloan School of Management) explains one mechanism. The authors followed an unnamed car-sharing company that made a strategic shift to marketing following a period of strong engineering success based on disruptive innovation. This was a classic case of a firm with a dominant engineering department that had proven track record of success and professional norms that were completely different from the rising stars in marketing. They had every opportunity to resist, which they did – until they suddenly started making compromises. What happened? Continue reading →

Why your ‘personality’ is getting in the way of a promotion

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by Marisa Taylor

One of my “favorite” – ie just plain awful – recent stories to expose the staggering tone deafness around gender parity came courtesy of John Greenhouse, a Silicon Valley venture capitalist. He was sharing some supposedly helpful advice for women seeking equality in the business world.

In his Wall Street Journal op-ed, Greenhouse suggested that in order for women to rise above unconscious gender bias online, they ought to go by their initials and hide the fact that they’re women. Female readers weren’t so thrilled by the suggestion that they should be the ones responsible for fixing male bias against them.

For better advice, look to Carnegie Mellon University in Pittsburgh, Pennsylvania, where 48% of the incoming freshmen at the School of Computer Science are women, far greater than the national average of 18%. Rather than urging women to change their behavior, the school changed the culture by launching a faculty-run mentorship group for female computer science students, which “opens doors for women across campus through networking ”, according to the college newspaper. That has attracted increasingly more women to apply to the program. Continue reading →

If you like to sell here are opportunities in Cloud, BPO, RPA

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***Cloud Sales Origination Managing Director-

Job Description:

Owns the sales process and outcomes, leading a pursuit strategy and team of professionals through the origination and closing of specific sales opportunities for  or client’s infrastructure consulting and outsourcing services, including cloud, data center, security, network, workplace and service management. He/she develops relationships with key buyers and decision-makers at new and/or existing clients and acts as the point of contact for resolution and escalation of all key sales pursuit related items with the client and internally.

Key Responsibilities:

  • Relationship Development: establish and strengthen relationships with client C Level executives, business and technical buyers, and key project stakeholders. Network with Industry Leaders, as well as business partners, alliance partners, Industry Vendors, Competitors, and participates in key industry forums.
  • Assist senior executives at client with their strategic planning for implementing cloud services.
  • Client Demand Stimulation and Opportunity Generation: Identify specific sales opportunities within existing and prospective clients. Engage in activities focused at generating client awareness of the Firms Infrastructure Service Offerings and Campaigns and create demand for its Services (may include developing/sending promotional

Locations: Chicago, Los Angeles, San Francisco, England, France, Italy or Germany

Great compensation package base $300k+, bonus and stock

***BPO Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space. Industry focus:Banking/Capital Markets or CPG or Life Sciences

Experience:  

  • 10- 15 years’ experience in F&A BPO business development
  • Proven ability to develop new BPO business and meet quotas ($20 million)
  • Excellent communication skills and high level of maturity
  • Superior relationship management and networking skills for both internal and external customer/s

Locations: US Based

***Sales Leader for the US

Our client is a consulting, implementation and managed services firm. As experienced practitioners and experts they help large enterprises leverage the latest automation, Artificial Intelligence (AI) and innovative resourcing solutions. Their methodology enables them to transform complex challenges into pragmatic and measurable outcomes aligned completely with their clients’ strategic drivers. Their approach significantly improves quality and efficiency while reducing overall cost.

Summary- Reporting to the Chief Client Officer, the Sales Lead is responsible for North American growth and is responsible for sourcing, managing the solution, structuring the deal and closing new logo client sales for transactional – typically F&A, Robotics and Analytics services – to clients by identifying major pain points in their office operations as well as expanding current relationships

The role has an equity position as part of compensation package

***BPO Portfolio Executive in Consumer Products

The Senior Executive will be responsible for performance of a portfolio- including sales, revenue and profitability.

This person would be responsible for the following:

  • Driving growth across growth platforms and be accountable for strategic metrics such as client penetration and contribution to geographic market share growth
  • Contribute to coordinating and driving the ongoing sales reengineering and pricing transformation programs necessary to win in the marketplace.
  • Assist with the implementation of industry programs at the regional level and support geography-based programs directly impacting large market-maker sales, foundation clients and regional/global clients.
  • Serve as a thought leader in the industry by helping to shape a vision of the future

Location: Prefer Mid West US

Great compensation package base $275,000+, bonus and stock

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

Larry Janis, email: janis@issg.net

Give Your Team More-Effective Positive Feedback

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Christine-Porath by Christine Porath

Research shows that one of the best ways to help employees thrive is to give them feedback. It’s one of the primary levers leaders have to increase a sense of learning and vitality. Giving your direct reports regular updates on personal performance, as well as on how the business is doing, helps them feel valued. Negative or directive feedback provides guidance, leading people to become, over time, more certain about their behavior and more confident in their competence.

Highlighting an employee’s strengths can help generate a sense of accomplishment and motivation. A Gallup survey found that 67% of employees whose managers focused on their strengths were fully engaged in their work, as compared to only 31% of employees whose managers focused on their weaknesses. IBM’s WorkTrends survey of over 19,000 workers in 26 countries, across industries and thousands of organizations, revealed that the engagement level of employees who receive recognition is almost three times higher than the engagement level of those who do not. The same survey showed that employees who receive recognition are also far less likely to quit. Recognition has been shown to increase happiness at work in general and is tied to cultural and business results, such as job satisfaction and retention. Continue reading →