New COO Search for Midwestern Casual Dining Chain

The Chief Operations Officer is responsible for all restaurant operations and delivering a guest experience, optimal profit, and franchisee satisfaction levels consistent with the goals set for the brand. As part of the senior management team, the COO is responsible for the development and execution of policies, procedures and financial strategies that align with the strategic direction of The Compay. The COO must work cross-functionally with all departments to ensure the proper implementation of all systems and strategic alignment throughout the chain. A comprehensive annual operating plan to support successful growth and alignment with the strategic plan is essential.

IDEAL EXPERIENCE

The successful candidate has had approximately ten years of related experience in the restaurant or hospitality industries. A Bachelor’s Degree in Business or Restaurant & Hospitality Management is required. An MBA is a plus, but not a requirement. Experience in a multi-unit, franchised environment with 100 or more locations is desirable, as is the demonstrated ability to develop and lead major strategic initiatives. Experience achieving and maintaining high levels of customer service in a retail environment is required.

IDEAL PERSONAL PROFILE

We are seeking a results-oriented individual with an entrepreneurial spirit who has proven restaurant management skills. The successful candidate is well organized, with an eye for detail. The ideal candidate is a team player that can help lead this organization to “best in class” status while maintaining high levels of morale and customer service. Strong written and oral communication skills; problem-solving, and decision-making abilities are required, as is the highest standards of ethical behavior. A positive “can-do” attitude with an optimistic view of problem-solving and conflict management a must.

For more information contact Jim Weber at JimWeber@newcenturydynamics.com

August 17, 2018

Jim Weber to Facilitate The BENG Atlanta Chapter

Jim Weber assumes the role of facilitator for The Atlanta Chapter of The Business Executives Networking Group!

The Atlanta – Business Executives Networking Group (BENG) is a non-profit networking organization for mid to senior level professionals with over 10 years of business experience. BENG provides its members with:

A supportive atmosphere of high-value, face-to-face networking opportunities.
Relevant professional contacts for the unemployed, employed and self-employed.
An emotionally supportive environment for those in career transition.
Education and assistance for those members desiring to build, maintain or expand their professional network.

Click here to learn more about becoming a member and joining BENG.

Note: Meetings are held the second Tuesday of each month.For more information about BENG or to RSVP,
Please visit http://bengatlanta.eventbrite.com or contact
Jim Weber at jim.weber@itbpartners.com

October 21, 2017

The Ideal Way To Begin A New Assignment

Good News! We just closed another deal! But, it required a lot of effort. As it should.

This week my colleague David, and I closed a deal to help a new client plan and build a ten-store territory for a California-based franchised restaurant concept. This is a complicated assignment as it involves a family in various stages of immigration to the U.S. and inexperienced operating partners. Nevertheless, it is a fascinating opportunity and we are happy to participate. We even provided our prospects with referrals to attorneys who will help them with immigration issues, offshore financing, and finalizing the franchise agreement. During a meeting this week, David and I clarified the remaining details to begin our work, including the retainer.

The genesis of this project was late Spring when David invited me to a meeting with the prospective clients. As this was a referral from their Attorney, who we both know, it seemed like a viable investment of our time. Prior to that meeting, David explained that the prospects were interested in buying a franchise of an Oriental restaurant concept. That was the extent of his brief, based on information from the Attorney. David brought this opportunity to me because he lacks a background in restaurant franchising. He thought I could help him close the deal and to collaborate on the project. We were clear that if we closed the deal, David would be the lead consultant and I would play a supporting role. Based on our contractual agreement, David is entitled to a referral fee from me, a percentage of my earnings from the project. This point was clear before our first meeting with the client. This is how we work together.

Subsequently, we had several meetings with the client to learn the details of their plans and to establish mutual respect. As with many projects, the prospective client’s circumstances changed which affects the scope of the project. In this case, the scope has grown significantly requiring modification to our proposal. Over the Summer, the prospective clients became disenchanted with their lead opportunity and began searching for an alternative, including the acquisition of a going concern. Additionally, a brother and his family, the principal financiers for this project, decided to begin the process of immigrating to the U.S. This increased the scope of our work as we will interface with the Immigration Attorney to help her complete her work. The good news is that David and I have established our bona fides, and have developed a good rapport with the client. We scheduled to meet with them one more time to finalize our agreement and scope of work. That meeting occurred this week.

Our next step is to plan the “kick-off” meeting with the client and their attorneys. We also finalized our fee splitting arrangement. To that point, the client requires a flat fee for our services. Our proposal for the first part of the assignment, Phase I, is a flat fee, paid in advance. It also specifies the number of man-hours anticipated to complete Phase I, the planning phase. As a result, David and I have a defined hourly rate for our services, the basis for the referral fee. David will collect and escrow the engagement fee for Phase I. We agreed to track our hours and make a settlement each week. I will receive our hourly rate times my weekly hours, less 10% of that sum. Simple enough.

Before this deal closed, David and I established our working relationship and formalized our financial arrangement. This is how we work together. It is the foundation for trust and respect. People new to freelance consulting often have difficulty on joint assignments because they begin without this foundation. This is a stumbling block that creates difficulty completing the assignment. It is probably a combination of inexperience and ignorance, however, it is a major detriment to a successful working relationship.

David and I have collaborated on a number of assignments, so our process is well defined. This is something our new consultants must learn as it hasn’t been a part of their career experience.

Thank you for visiting my blog. I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list. Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, Managing Partner

ITB Partners

Jim.Weber@itbpartners.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company – New

2. Controller – Atlanta-based Consumer Products – Digital Company – Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company: Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller – Atlanta-based Restaurant Company: New

August 20, 2017

Exit Strategy

by David Shavzin

Business Exit Structure is the fourth high-level step I discuss when speaking on succession/exit planning.

My last three blogs covered the first three steps: Step 1: Exit Planning / Succession Planning is a TEAM SPORT; Step 2: Knowing Your Business Value; Step 3: Building Transferable Value. The fourth step, Business Exit Structure, comes in many flavors.

How Can I Leave Thee – Let Me Count the Ways

It is not simply a matter of handing over the business and getting a check for the full amount on your way to the islands for the rest of your life. Despite what you hear, it rarely happens that way. It may be a payout over time, the amount may be tied to future revenue targets, it may require your continued involvement for a period of time.

You may simply not be ready to accept offers that are put in front of you, requiring you to stay in the business longer than you would like.

A few options to consider for your business exit structure:

• Sell to a 3rd Party: An investor or someone looking for a business to run and grow.

• Sell to Family: Could be ideal, could be complex and personally challenging!

• Sell to Employees: Current staff knows the business, employees keep their jobs.

• New Employee/Acquirer: Bring someone in, teach the business, agree to sell at a certain date.

• Retain Ownership: Sell majority ownership, but keep an income stream over time.

• Shut the Doors: Liquidate, perhaps the only choice due to a crisis or lack of planning.

• Strategic Sale: Find a competitor who may pay more because of various cost savings.

• The Two-Step: Merge with a competitor as a first step and have a plan for a buyout over time.

• Split in Two: Don’t want to completely retire? Is there a product or service you enjoy and would want to keep?

• Die – No Really!: Want to work forever? Ok, but you still need to plan.

The Bottom Line on Business Exit Structure

There are dozens of formulas for business exit structure. Start planning early, build your advisory team and outline at least a target exit scenario so you have something to work toward. Discuss the pros and cons of each possible scenario. You can always adjust along the way, but having an initial plan will help bring you and your team together toward common goals.

A successful transition takes time. The earlier you start, the more flexibility and negotiating power you will have for your business exit structure.

********************************************************************

More Reading:

Step 1: Exit Planning / Succession Planning is a TEAM SPORT

Step 2: Knowing Your Business Value

Step 3: Building Transferable Value

********************************************************************

David Shavzin, CMC

Shavzin and Associates, Inc.

Valuation, Succession / Exit Planning, Building Value for Sale

Atlanta, Georgia

770-329-5224

Our BLOG

dshavzin@shavzinassociates.com

www.ShavzinAssociates.com

Thank you for visiting my blog. I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, President

New Century Dynamics Executive Search

Author of: Fighting Alligators: Job Search Strategy For The New Normal

JimWeber@NewCenturyDynamics.com

Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company – New

2. Controller – Atlanta-based Consumer Products – Digital Company – Completed

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company: Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller – Atlanta-based Restaurant Company: New

July 30, 2017

So, You Need A Marketing Budget!

Guest Blog Post By: Michael Sick, Partner, ITB Partners – San Diego

While every company is unique, a common question among business owners is “how much should I spend on marketing?” The correct answer is…it depends. There are many factors to be considered to establish the optimal spending level for marketing and advertising. Here are a few issues to consider:

Industry Norms – Most industries have a “success model” that defines line item spending ranges. Understanding this model is an important first step. Previous experience, feedback from other firms in the industry, or searches on the internet or trade publications are all good sources for this information.

According to a report in Ad Age, ad spending in the United States as a percent of GDP was 2.2%. That number is just for advertising and does not account for all marketing expenditures. Marketing services (trade shows, research, consulting, design, production, staff, etc.) can often comprise 25 to 50% of the total spending. McDonald’s (MCD) reports about 9% selling G&A with about half of that funding TV advertising. Boston Beer Company (SAM), maker of Sam Adams beer spends 25 to 30% of its revenues on advertising, promotional and selling expenses.

Spending ratios are influenced by the business model for the industry. Unlike lower margin business (consumer electronics or banking), high margin businesses (beverages and software) can afford to spend a greater amount of their revenue on advertising.

SEND ME THE FREE EXECUTIVE RESUME CHEAT SHEET!

“Fixed” Program– Some brands require a “minimum” level of marketing expenditures to be competitive. For example, a company may know that it needs to attend a given number of industry trade shows or regularly advertise in certain publications to maintain market share. In this case, their budget is driven by a “fixed” set of expenditures. As their business grows, these fixed costs will become a lower percentage of revenue.

Competitive Position – If Company “A” is in an industry where the norm is to dedicate 5% of sales to marketing, consideration needs to be given to the size of the competition. If the company does one million dollars in revenue, an advertising budget at 5% results in $50,000 of expense. If the other direct competitors have combined revenues of five million dollars and also spend 5%, they will spend five times the budget of Company “A”. To break through the noise, consideration should be given to increasing the spending percentage, focusing the budget on a specific vertical customer segment and/or limiting the geographic reach of the marketing plan.

Growth Goals – If a company has aggressive revenue goals, they should consider the additional cash flow available for marketing generated by achieving the higher revenue goal. Establishing the marketing budget as a ratio of the revenue goal is another approach. Growing quickly requires increased working capital for inventory, staffing, and accounts receivable. The prospect of increasing marketing spending can be challenging for high growth companies. Companies with plans to grow rapidly may need to spend a higher percentage of sales to achieve that goal.

Budgets in Recessions – Some companies find themselves losing customers and revenues during recessions. A natural tendency is to reduce marketing expenditures to keep them “in line”. If revenue is down 10%, should the marketing budget be reduced by 10%? Logic dictates that if you reduce your budget by 10%, your revenues should fall by the same percentage. Reducing marketing spending is likely to reduce the acquisition of new customers or jeopardize the company’s current share. Brands should resist the urge to reduce marketing budgets in a recession. Focus instead on improving the media mix, the creative or relevancy of the message. Recessions present an opportunity to gain market share, so look to reduce other expenditures first.

While marketing expenditures are recorded as expenses on the P&L, smart managers know that these expenditures are investments in the future. The “Chicken and the Egg” dilemma is confounding for some businesses. Which comes first, the revenue to support the marketing budget or the marketing budget to generate the revenue. Your CFO and CMO are likely to answer that question differently! They can probably agree, however, that revenues tomorrow are likely to be higher if you spend more on marketing and advertising today.

Setting a budget for marketing expenditures can be perplexing to business owners as the promised benefit is elusive. Every business has a slightly different situation that needs to be considered to establish a marketing budget. Prospects generally need to be exposed to a brand multiple times before they are willing to change providers or make a purchase. The Savvy marketing professional knows that it takes months, years even to nurture a prospect. [Tweet “Optimizing marketing expenditures by benchmarking and tracking metrics specific to the company’s situation is the foundation for success.”] Reviewing the approaches discussed in this article is a good first step. ITB Partners (www.itbpartners.com) has broad experience across many industries and domains, so we are capable of advising our clients on this subject and all other issues facing the enterprise.

Michael Sick, a nationally recognized, innovative management consultant specializing in strategic marketing, advertising, and business development. He spent 25 years in corporate marketing and was a Marketing Vice President for Jack In The Box, Pearle Vision, Arby’s and others. Currently, he serves as the part time Chief Marketing Officer (CMO) for some clients around the US. Learn more at: www.itbpartners.com/michael-sick.html

Thank you for visiting my blog. I hope you enjoyed my point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, President

New Century Dynamics Executive Search

Author of: Fighting Alligators: Job Search Strategy For The New Normal

JimWeber@NewCenturyDynamics.com

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company – New

2. Controller – Atlanta-based Consumer Products – Digital Company – New

3. Director of Biz Dev, Atlanta-based B2B Professional Services Company: Completed

4. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete

5. Senior Accounting Manager – Atlanta-based Manufacturer. Complete

6. Controller – Atlanta-based Restaurant Company: New

7. Outplacement Assignment – Atlanta-based Manufacturer: New

May 6, 2017

Eight Years Later

Eight years is a long time to maintain a relationship with a client, especially if they haven’t had a need for your services. It would seem that the risk of losing that client would be high. As I came to learn this week, that assumption isn’t necessarily true.

I am the Business Manager for a Woman-owned remodeling business that specializes in Kitchens and Baths. This weekend my client and I celebrated her latest assignment over a glass of wine. Her client is a couple she worked with in 2008. At that time this family had considered their options to provide a more livable home for their growing family. They had evaluated the cost of building or buying a new home, vis-a-vis remodeling their existing home. As their home is in a good neighborhood they could afford to invest in upgrades, which they viewed as a better financial decision at the time.

This wasn’t a major project, but it did present some challenges. The Kitchen had a simple layout with space constraints. They wanted an Island but did not have enough space. There was a problem with the proximity of junction boxes to the Secretary desk. My client worked through these issues to the satisfaction of her client. In fact, she found a solution to the space constraints by putting the island on casters so that it could be moved out of the way when necessary.

SEND ME THE FREE EXECUTIVE RESUME CHEAT SHEET!

Today, eight years later, this couple is in a better financial position and the real estate market has increased the value of their 20-year old home, a Georgian Colonial. Now they can build their dream home and want my client to design the kitchen and baths, and help them acquire cabinets and appliances. They also want her to help stage their existing home when they put it on the market. This is a big project as the new home will be about twice the size of their current abode.

This wasn’t the first time my client has been called back to take on bigger projects for past customers. I know the power of referrals and repeat business but I was curious as to what set my client apart in this highly competitive market. I assumed that she had met her client’s expectations and established rapport and trust. But, what was it that motivated them to call her, eight years later? So I asked my client “what did you do for this family that made them want to hire you again?” She responded by breaking the project down into three major components. She said that she kept the project on time and within their budget; she helped them make timely decisions; and she helped them save time, so as to be more efficient. She went on to say that she advised the client about problems they may encounter down the road. In most cases, her predictions were accurate. I don’t doubt her project management skills, but I found it a bit amusing that she did not mention another very important point.

Eight years is a long time in “The New Normal.” Relationships wax and wane. Many companies in the construction trades failed and went out of business. My client had to scale back her business. The fact that she received a follow-on call from these folks is remarkable. But, my client had some help. I have been working with her to maintain and build on her relationships, employing an email marketing strategy. This effort was not that difficult. We established a Mail Chimp account and imported her mailing list. After that, it was just a matter of developing interesting posts to share with her network. Periodically she has communicated with her contacts keeping them updated on her activities and projects. Former and prospective clients know that she is still helping homeowners with their remodeling needs. By staying front and center with these folks, she has maintained these relationships, generating calls even after eight years time.

We live in a fast-paced, rapidly changing world. [Tweet “Businesses are challenged to retain existing customers while closing new prospects.”] Fortunately, we have tools to keep our networks alive and healthy. Email marketing platforms like Mail Chimp and Constant Contact are viable solutions. Starting a blog is another useful strategy. These services are easy to use and relatively inexpensive, a real force multiplier. Whether you are working to grow a business or manage your career, maintaining a healthy network is fundamental to success. Using social media and other digital solutions is a viable solution for most.

Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, President

New Century Dynamics Executive Search

JimWeber@NewCenturyDynamics.com

Author of: Fighting Alligators: Job Search Strategy For The New Normal

Current Assignments

1. COO- Atlanta-based Casual Dining Restaurant Company – New

2. Director of Business Dev, Atlanta-based B2B Professional Services Company: Complete
3. Payroll-Benefits Manager, Atlanta-based Retail Company: Complete
4. Senior Accounting Manager – Atlanta-based Manufacturer. Complete
5. Controller – Atlanta-based Restaurant Company: New

6. Outplacement Assignment – Atlanta-based Manufacturer: New

August 17, 2016

Improvise, Adapt, Overcome Part II

As mentioned in my previous post, I am preparing for a September presentation to our local BENG Chapter. My audience is comp osed of Senior Executives in transition and career development professionals. These folks are savvy professionals who understand business strategy. My objective is to help them to become better prepared to evaluate their options. I expect to learn from them as well. The title for my presentation/discussion is “Improvise, Adapt, Overcome.” I have it on good authority that this is a motivational phrase used by the Marines. You may recall Clint Eastwood's character in the movie "Heartbreak Ridge," Gunnery Sergeant Highway, used this phrase often while training his Recon Marines. This title seems appropriate.

[Tweet “At sea level, it seems easy to understand “The New Normal.””] We are in a period of slow growth, and historically low workforce participation. The current administration has focused on adding new regulations to business, a disincentive to growth and employment. Notwithstanding the officially reported unemployment rate of 4.9%, recent College graduates, saddled with heavy debt cannot find jobs. Many employees are working multiple, minimum wage jobs to make ends meet. Productivity, the engine for wage increases, has been low to nil. Globalism has moved manufacturing facilities to lower-cost, developing countries. The good news is that inflation isn't much of an issue, and the cost of petroleum products is very low.

If one looks at the environment from a broader perspective, the effects of the Digital Revolution become more evident. The Digital Age is about increased automation (productivity) and connectivity (communication). This powerful combination should lead to continued innovation and social change. We are becoming more connected via the internet. Systems and applications are helping companies become more productive, requiring fewer employees. Many occupations are fading away. The ranks of the long-term unemployed may be growing into a permanent underclass. Job tenures are shrinking to the point that soon, the average will be close to two years. By 2020, it is forecasted that 25% of workers will be 1099 employees.

The Bank of England recently presented a report predicting the occupations likely to be impacted by automation. Sectors they forecast to be most impacted are skilled trades; caring, leisure, and other services; sales and customer service; process, plant, and machine operatives; Associate professionals and technical; administrative and secretarial. Occupational categories less likely to affected by automation are professionals, managerial, directors, and senior executives. Also, occupations that require a lot of creativity and human interaction, like interior design and decorating may be more difficult to automate.

The outlook I just presented seems bleak, however, it is not all bad news. Just take a look at CNBC’s Disrupter 50. A lot of innovation is occurring in the fields of Bio-Technology/Food Technology; Space Travel; Transportation/Logistics; Intelligence/Marketing Research; Financial Services ; Cyber Warfare/Intelligence; and Telecom. This information points to opportunities for managing your career.

[Tweet “Occupations requiring a high degree of an interpersonal transaction will still be in demand.”] Their tools and support will become more automated, so they will need less staff to support their services. Senior Executives, Planners, and highly creative personnel will likely be in demand, but here again, they will have more tools and less need for support staff. The trend to flatter organizations will continue, reducing the opportunity for middle management. The ranks of 1099 employment base will swell requiring government intervention to support these folks. The demand for professionals with STEM backgrounds will continue to facilitate innovation. We are moving rapidly into an “ad hoc” employment paradigm. We must adapt to the Freelance Economy.

So what of my fellow Boomers? Throughout our careers, we have learned to improvise, adapt, and overcome. We have the skill set to adapt, but I wonder if we have the mindset.

Your feedback helps me continue to publish articles that you want to read. Your input is important to me so; please leave a comment.

Jim Weber, President
Author of: Fighting Alligators: Job Search Strategy For The New Normal
New Century Dynamics Executive Search

Current Assignments

1. GM, Private Club based in Southeast, Confidential Search: New
2. Director of Business Development, Atlanta-based B2B Professional Services Company: New
3. Training Director – Southeastern-based Restaurant Group: New
4. Senior Accounting Manager – Atlanta-based Manufacturer. New
5. Controller – Orlando, FL-based Restaurant Company: New

June 5, 2016

Wantrepreneur:

Do You Have What It Takes To Be An Entrepreneur?

Business is picking up, and so are my networking activities. Of course, a lot of my networking lately is about creating "buzz" for my new book, "Fighting Alligators." Perhaps, you have heard about it. Creating buzz is an indirect way to attract new searches, consulting business, and help those people between jobs, so it is all good. One recent networking meeting was brokered by my friend Brownell who has been very helpful in the process of publishing my book. Brownell introduced me to Mark Myette. Mark is also in private practice as an Alternative Career Coach. He helps people determine if they have what it takes to become an entrepreneur and guides them through that process. He published his first book, Wantrepreneur, in February. Brownell surmised that our work is complementary, so she thought we would be able to help each other.

Mark and I scheduled an early morning meeting last week for breakfast at his club. As we are both Fortune 500 refugees with similar entrepreneurial pursuits, we connected immediately. We began by exchanging background information and our connection to Brownell. I told him about Fighting Alligators and its underlying thesis, and he presented the theme for "Wantrepreneur," which he described as the "One Minute Manager" version of becoming comfortable with franchising. The book's subtitle is "Do you have what it takes to become an entrepreneur?" Wantrepreneur is a clever bit of “word-smithing” that speaks to people who would like to be their own boss, but can’t or don’t know how to get started. Mark's book dovetails nicely with Fighting Alligator's message about building a career in the "New Normal."

To say that it was a productive meeting would be a gross understatement. Mark gave me a copy of his book and an intelligent bookmark he created as a marketing tool. He confirmed my thinking that the opportunity for speaking engagements would increase significantly now that I am published. We explored ways to collaborate, and help each other. Some follow-up steps were discussed and confirmed.

Over the next few days, I made a point to read Mark's book. He was right about the reference to the One Minute Manager. Wantrepreneur is a short read, but very much to the point. Much of the book summarized the current employment statistics and trends in small company formation and related career opportunities. He also broke down employment by industry sector with each sector’s contribution to GDP. He went on to talk about the general dissatisfaction many people have toward their jobs, especially the middle-aged. These folks are not happy with their careers and want to find a new situation, something more fulfilling. I am confident that job security is a major part of their angst. Mark spoke to an epidemic of addiction, depression, and suicides among this group, rooted in economic despair and hopelessness. People are looking to create a better life by "doing their own thing."

The remainder of Mark’s book is about defining alternate career options, including entrepreneurial pursuits, so the reader can better understand each path. Finally, he presented a template to assist in determining one's suitability for those options.

Mark did a thorough job describing the New Normal, without getting into cause and effect. The current economic situation is part of a much larger transformation as we move further into the Digital Age. Traditional employment is in a state of flux. There is no going back to an earlier time. Understanding the current playing field and one's options is a critical first step to building a successful career in the New Normal. Wantrepreneur is an excellent companion to Fighting Alligators, which I recommend to anyone who is serious about managing their career. Wantrepreneur by Mark Myette is available on Amazon.com.

Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so, please leave a comment.

Jim Weber, President
Author of: Fighting Alligators: Job Search Strategy For The New Normal
New Century Dynamics Executive Search
www.newcenturydynamics.com

March 2, 2015

It’s Not Personal. It’s Just Business

It has been a very interesting week. Most are these days. It wasn’t because it has been snowing in Atlanta, although that has created its own issues. No, what made this week interesting was the extremes of networking results we encountered. My team was reminded that not everyone is a viable networking partner. That will never change.

While discussing our business development activities I told a colleague about my progress with a new partner. This contact, John is a referral from an associate who recently joined our team. John owns a Professional Services Firm whose model is very complimentary to ours. He is very personable and clearly understands the benefits to networking. After three visits to explore mutual interests and opportunities, with a handshake, we agreed to work together to exchange leads and referrals. In fact, both of us have already made connections on behalf of the other.

I then recapped a list of people I had contacted to set up meetings in the coming weeks. When I got to a specific name my colleague stopped me. “Don’t expect any help from him. He is funny about referrals.” In other words, this person will accept your help, but don’t expect him to reciprocate. I was a bit surprised, to say the least. I was fascinated by my colleagues’ recap of several encounters that made his point.

It is a sad part of life that not everyone is interested in the give-and-take of effective networking. Some people, albeit a small percentage from my experience, are about taking, not giving. It may be conscious or not, but not everyone is blessed with the networking gene. It just isn’t in their DNA. I have seen this phenomena all too often in my work. I cannot count the number of people who would not give me the time of day when I called on them, only to find that I am their long-lost friend when they need my help. Clearly, not the norm. Over time it has been a source of amusement. I have recognized this to be a fact of life. It is a cost of doing business. It’s not personal. I have long had the policy of helping these “long-lost friends” as best as I can without expecting anything in return. Punishing bad behavior with equally bad behavior is a poor business practice which likely leads to bad Karma. It’s not personal. I took my colleague’s admonition to heart but still plan to follow through on our meeting. Who knows, it might lead to some interesting intel.

In life, I have learned that I cannot expect everyone to behave to my expectations. Networking is no exception. So, when planning your networking activities follow the 80/20 rule. Focus on those people who are adept at networking and avoid the takers. Help everyone you can without expectation. If they do not reciprocate, recognize their behavior for what it is, a cost of doing business. It isn’t personal.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so please leave a comment.

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

September 19, 2014

ItB Partners Consulting Group formed by Service/Franchising Executives.

ItB Partners Press Release

ATLANTA, GA – September 2, 2014 – Restaurant, hospitality, and service industry veterans launch ItB Partners (www.ItBPartners.com), a Consulting Company focused on helping their clients 1) Achieve a Competitive Advantage, and 2) Improve Performance and Results.

The Principals behind ItB Partners (which stands for “In the Black”) are Jeannie Rasar, Stan Stout, Jim Weber, and other highly accomplished executives. Each of the Principals has over 25 years of strategic experience with major brands in Restaurants, Hospitality, and the Service Sectors. They bring together a portfolio of skills and experience that span public and private ownership; franchised and non-franchised business models; and a global reach.

“We are a diverse team of experienced leaders, project managers, thought leaders and discipline experts with an established history of accomplishment, business relationships and networks. We have direct experience successfully working with public companies, equity partnerships, start-ups acquisitions and turnarounds across a number of industries – specifically restaurant, hospitality, services and retail segments.”

ItB Partners share a common belief that the client's success is paramount. “This belief runs strong in everything we do. Everything we do is geared to enabling the success of our clients. Our client-focused approach is simple:”

Listen & Understand the Client's Needs
Analyze & Provide Insight
Foster Trust and Forge a True Business Partnership
Plan, Implement & Follow-through
Be Accountable

The Principals:

Jeannie Rasar has served in corporate franchise-based industries for over twenty-five years. Her career has spanned the hotel and restaurant service industries where she had the opportunity to work in the development and delivery of management and line level training curriculum for employees from the United States, Europe, Asia and Africa. This experience base led to the establishment of a consulting business in 2007 where she continues to work with domestic and international organizations with a special emphasis in assisting franchise-based companies in the development of strategies and tactics to support operational systems.

Stan Stout has twenty-six years of leadership positions within the restaurant, service and technology business segments in public, private and equity enterprises. His expertise in the areas of human resources, risk/safety, mergers & acquisitions as well as day-to-day coaching/guidance to his fellow leadership team has helped organizations achieve their desired goals. For the last three years Stan's expertise has been devoted to consulting a wide array of businesses with their organizational needs.

Prior to forming New Century Dynamics Executive Search in 1999, Jim Weber spent 25 years with Fortune 500 companies in the Food Retailing Industry where he developed a broad-based portfolio of "hands-on" line and staff experience in growth and turnaround situations. A proven executive with exceptional leadership skills, Jim has a strong financial background and heavy operations experience in specialty retail stores, quick service restaurants, manufacturing and distribution.

We invite you to learn what we can do to help your business!

For more information please contact Jim Weber at Jim.Weber@ItBPartners.com or by phone at 770-649-7051.