The document discusses issues of leadership and trust in the workplace. It notes that anonymous online comments from employees describe situations with leaders who lack competence and knowledge. The author argues that effective leadership requires both character and competence to build trust. Trust is needed for an environment where people can optimize their performance, rather than having it altered by a leader's personality. The two components of trust are described as a leader's character and their ability to competently achieve goals within a given context.
The top do's and don'ts in a job search. Times have changed in a job search....Greg David
The Top Things to Do and Not Do in a Job Search by Greg David of Laka & Company. How to achieve the best results, while avoiding the typical mistakes in a job search. Times have changed in a job search. Are your job search skills still relevant and current? More than 95% of professionals fail to be relevant and current. They may not have directly caused their unemployment, yet they virtually create it’s lengthy and painful timeline due to poor and outdated mindset, philosophy, strategy, activities, and lack of clarity as to what essential things to do, and stop doing that create job search failure in this new labor market models and cycles.
This is a presentation delivered at NASHRM in September 2010 by Dr. Daniel Crosby. It talks about the psychology behind talent selection and how creating barriers to entry can actually increase the quality and satisfaction of new hires.
This course is designed to help you solidly prepare for your next interview. It gives you tips on how to anticipate interview questions, offers advice on how to tackle commonly asked questions, and proposes an effective method for structuring answers.
The top do's and don'ts in a job search. Times have changed in a job search....Greg David
The Top Things to Do and Not Do in a Job Search by Greg David of Laka & Company. How to achieve the best results, while avoiding the typical mistakes in a job search. Times have changed in a job search. Are your job search skills still relevant and current? More than 95% of professionals fail to be relevant and current. They may not have directly caused their unemployment, yet they virtually create it’s lengthy and painful timeline due to poor and outdated mindset, philosophy, strategy, activities, and lack of clarity as to what essential things to do, and stop doing that create job search failure in this new labor market models and cycles.
This is a presentation delivered at NASHRM in September 2010 by Dr. Daniel Crosby. It talks about the psychology behind talent selection and how creating barriers to entry can actually increase the quality and satisfaction of new hires.
This course is designed to help you solidly prepare for your next interview. It gives you tips on how to anticipate interview questions, offers advice on how to tackle commonly asked questions, and proposes an effective method for structuring answers.
A tool that can help reduce your job search by 50% and get you closer to the opportunities you want. It's the one pager that's the ultimate job search tool.
Professional Coaching in a Job Search by Greg David of Gregory Laka and CompanyGreg David
The importance of using a job search coach to significantly reduce the time it takes to land a new job while reducing the number of costly mistakes navigating today's job market and job search process. By Greg David of Gregory Laka and Company.
ABE LEVEL 4 FOUNDATION EMPLOYABILITY & SELF DEVELOPMENT Uesd session 07.10.19Caron Gangoo
These are 3 main session of ABE LEVEL 4 UESD delivered by Greenwich University Pakistan-Mauritius main campus in Rodrigues Island (Republic of Mauritius) in October 2019
The Importance of Planning, Metrics, Improvement, Accountability in a Job Sea...Greg David
The critical importance of planning, metrics, improvement, and accountability in a job search. How to set yourself for superior performance and consistent improvement tremendously shortening your job search while successfully driving up job search activity on a daily and weekly basis.
Your hiring journey is supposed to give you accurate information and insight about your candidates. Instead, it takes you on a biased tour of the version of themselves they think you want to see. Which leaves you playing a guessing game about the performance of your next hire.
Read ‘The New Hiring Journey’ to find out how flipping your hiring journey on its head turns that guessing game into a scientific analysis of your candidates.
When it comes to investing in diversity, 71% of talent professionals
report that achieving gender parity* at their company is a
top priority.1 And while there is a long way to go to get there, a
thoughtful, data-driven recruiting strategy can help you make
meaningful gains toward that goal.
To understand how gender impacts the candidate journey, we
analyzed LinkedIn data on billions of interactions between
companies and candidates from job applications to recruiter
outreach and hires. The results show that while women and men
explore opportunities similarly, there’s a clear gap in how they apply
to jobs — and in how companies recruit them.
The good news is that this data is actionable. This report will help
you improve every step of the job seeker journey on LinkedIn, from
how you position your employer brand and interact with candidates,
to benchmarking your gender diversity hiring goals against your
industry. Your push for #BalanceForBetter can start today.
Gender bias is holding women back in the workplace. Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted and negatively impacts their day-to-day work experiences. This hurts women and makes it difficult for companies to level the playing field.
This presentation gives people the tools to address gender bias head-on.
Upside and Downside of Networking by Dudu MsomiDudu Msomi
The motivation behind of the research is based on the fact that entrenched socio-cultural stereotypes tend to undermine women’s ability to be leaders and managers across the social strata. Many women, and parts of society, have blamed the patriarchal bias as one of the unyielding obstacles to impede progress of women in leadership. In the last few decades networking has been touted as an essential skill for professional and business people to get ahead in business and people need to get out into the world and create and maintain business relationships. There is a view that representation of women in leadership would multiply exponentially if women were readily able and willing to collaborate and actively support each other using networking as the tool to do so.
The research explored this view and whether it bore fruits.
Job searching takes effort and a strategy. Learn to create your own job search strategy.
By the end of this session you will be able to:
* Identify ways in which you can establish career goals
* Determine how to research the job market
* Understand specific job-search methods
* Create a plan for your job search
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
A tool that can help reduce your job search by 50% and get you closer to the opportunities you want. It's the one pager that's the ultimate job search tool.
Professional Coaching in a Job Search by Greg David of Gregory Laka and CompanyGreg David
The importance of using a job search coach to significantly reduce the time it takes to land a new job while reducing the number of costly mistakes navigating today's job market and job search process. By Greg David of Gregory Laka and Company.
ABE LEVEL 4 FOUNDATION EMPLOYABILITY & SELF DEVELOPMENT Uesd session 07.10.19Caron Gangoo
These are 3 main session of ABE LEVEL 4 UESD delivered by Greenwich University Pakistan-Mauritius main campus in Rodrigues Island (Republic of Mauritius) in October 2019
The Importance of Planning, Metrics, Improvement, Accountability in a Job Sea...Greg David
The critical importance of planning, metrics, improvement, and accountability in a job search. How to set yourself for superior performance and consistent improvement tremendously shortening your job search while successfully driving up job search activity on a daily and weekly basis.
Your hiring journey is supposed to give you accurate information and insight about your candidates. Instead, it takes you on a biased tour of the version of themselves they think you want to see. Which leaves you playing a guessing game about the performance of your next hire.
Read ‘The New Hiring Journey’ to find out how flipping your hiring journey on its head turns that guessing game into a scientific analysis of your candidates.
When it comes to investing in diversity, 71% of talent professionals
report that achieving gender parity* at their company is a
top priority.1 And while there is a long way to go to get there, a
thoughtful, data-driven recruiting strategy can help you make
meaningful gains toward that goal.
To understand how gender impacts the candidate journey, we
analyzed LinkedIn data on billions of interactions between
companies and candidates from job applications to recruiter
outreach and hires. The results show that while women and men
explore opportunities similarly, there’s a clear gap in how they apply
to jobs — and in how companies recruit them.
The good news is that this data is actionable. This report will help
you improve every step of the job seeker journey on LinkedIn, from
how you position your employer brand and interact with candidates,
to benchmarking your gender diversity hiring goals against your
industry. Your push for #BalanceForBetter can start today.
Gender bias is holding women back in the workplace. Whether deliberate or unconscious, bias makes it harder for women to get hired and promoted and negatively impacts their day-to-day work experiences. This hurts women and makes it difficult for companies to level the playing field.
This presentation gives people the tools to address gender bias head-on.
Upside and Downside of Networking by Dudu MsomiDudu Msomi
The motivation behind of the research is based on the fact that entrenched socio-cultural stereotypes tend to undermine women’s ability to be leaders and managers across the social strata. Many women, and parts of society, have blamed the patriarchal bias as one of the unyielding obstacles to impede progress of women in leadership. In the last few decades networking has been touted as an essential skill for professional and business people to get ahead in business and people need to get out into the world and create and maintain business relationships. There is a view that representation of women in leadership would multiply exponentially if women were readily able and willing to collaborate and actively support each other using networking as the tool to do so.
The research explored this view and whether it bore fruits.
Job searching takes effort and a strategy. Learn to create your own job search strategy.
By the end of this session you will be able to:
* Identify ways in which you can establish career goals
* Determine how to research the job market
* Understand specific job-search methods
* Create a plan for your job search
Equality is not a women's issue – it's a business issue. The race is on for the gender equal boardroom, a gender equal government, gender equal media coverage, gender equal workplaces, gender equal sports coverage, more gender equality in health and wealth, and more...
Gender equality is essential for HM Health Solutionsy to thrive. Here's how we're championing equality in the workplace.
This journal can be done as a stand-alone journal or in .docxglennf2
This journal can be done as a stand-alone journal or in conjunction with an article.
Read an article on aligning interests with a career. For example:
“When I Grow Up: Lessons scientists would share with their younger selves”
Journal #1: What career interests you the most and why? Explain in
detail your career interest and tell why you feel that you would be
successful in your chosen field.
6 soft skills everyone needs and employers look for
Technical skills may get you an interview, but these six soft skills will get you the job.
By Larry Buhl
In a 2008 survey of more than 2,000 businesses in the state of Washington, employers said entry-level
workers in a variety of professions were lacking in several areas, including problem solving, conflict resolution
and critical observation.
You'll likely see these "soft skills" popping up in job descriptions, next to demands for technical qualifications.
Employment experts agree that tech skills may get you an interview, but these soft skills will get you the job—
and help you keep it:
Communication skills
This doesn't mean you have to be a brilliant orator or writer. It does mean you have to express yourself well,
whether it's writing a coherent memo, persuading others with a presentation or just being able to calmly explain
to a team member what you need.
Teamwork and collaboration
Employers want employees who play well with others—who can effectively work as part of a team. "That
means sometimes being a leader, sometimes being a good follower, monitoring the progress, meeting
deadlines and working with others across the organization to achieve a common goal," says Lynne Sarikas,
the MBA Career Center Director at Northeastern University.
Adaptability
This is especially important for more-seasoned professionals to demonstrate, to counter the (often erroneous)
opinion that older workers are too set in their ways. "To succeed in most organizations, you need to have a
passion for learning and the ability to continue to grow and stretch your skills to adapt to the changing needs of
the organization," Sarikas says. "On your resume, on your cover letter and in your interview, explain the ways
you've continued to learn and grow throughout your career."
Problem solving
Be prepared for the "how did you solve a problem?" interview question with several examples, advises Ann
Spoor, managing director of Cave Creek Partners. "Think of specific examples where you solved a tough
Journal #2: What qualities and goals do you have and how do they fit
in with your career interest? Based on the soft skills discussed in this
article, discuss one that is a strength for you and one with which you
struggle. Share your hopes and plans for the next five years.
http://oas.monster.com/RealMedia/ads/click_lx.ads/us.monster.en/career-advice/six-soft-skills-everyone-needs-hot-jobs/913302949/Middle1/default/empty.gif/71416c562f6c616d5332344.
What Makes A Good Leader? Essay
Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
A Great Leader Essay
The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
Qualities Of A Great Leader Essay
Effective Leadership Essay
What Is A Leader? Essay
Leadership and Change Essay
The Art of Leadership Essay
Developing Leaders Essay
Being a Good Leader Essay
Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
Do you wonder how to get the best out of your employees’ efforts? Interested to learn tips to align them better with your team's goals? Keen to improve connection with your team?
Learn all this and more in this research led perspective on engagement and what matters to employees now and in the future. Appreciate evolving changes at the workplace and workforce and gain from insights to enhance your impact and value as a manager and leader.
Interested to know what you think.
An approach to develop greater leadership flexibility and agility to improve performance and build a strong talent pipeline for the future. Build leaders who can influence, thrive and perform under the pressure of globalisation, complexity and diversity.
To find out how I can work with your leaders, contact me : carol@springforward.com.au
BDPA Cincinnati brought three (3) experienced IT recruiters to the roundtable. They answered all of the questions you’ve always wanted to ask … but, were afraid to do. It was an outstanding opportunity for anyone, from college interns to entry-level IT professionals to experienced technicians, managers, or executives. The audience received the ‘inside scoop’ on what it takes to successfully land a job, promotion, or have a successful career in the IT industry.
Our panel included:
- Karen Cooper (owner, SmartIT)
- Karen Lipscomb (senior talent acquisition manager, L3-Communications)
- Linda Mullen (assistant VP, Fifth Third Bank)
Corporate America is rebounding from the Great Recession and unemployment continues to lag at levels that are much too high in the Black community and the Greater Cincinnati area. As such, we want to lift the curtain of secrecy about the recruitment process so that BDPA members and supporters have every advantage to advance their careers in the IT industry.
Career Reboot - Transferable Skills that Rock You To Results Mary Lee Gannon
The Career Changer’s Dilemma: You want to change careers or start a business but you keep telling yourself you are not qualified or that your current career skills do not demonstrate that you are diversified enough to bring value to a new setting.
You already have plenty of skills that you may not realize are very marketable and useful. These are called “transferable skills” or skills that you already have that can be applied in another setting.
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Similar to Two Keys to Being a Trusted Leader (20)
Advice on how to start successfully as a new sales manager and set yourself up for sustaining success.
Covers:
Building relationships with staff
Evaluating sales knowledge
State of client relationships
Determining resources in place
Identify additional resource needs
Internal processes and reporting
Supplemental information from Michael J. Watkins of Harvard Business School from his book "The First 90 Days" and other resources.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
Six Reasons You May Be Losing Sales, from The Challenger Sale LeadScorz
The authors of "The Challenger Sale" highlight different types of biases to keep in mind as a way to self-examine when at a crossroad in the sales process, as you attempt to close a deal. They acknowledge biases are not inherently "bad", but are filters to help process information and make decisions quicker. The point is to step back, consider six biases that may be holding back closing the sale, and see if assumptive responses you are having are potentially detrimental to your sales success.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
5 Buying Decisions and 6 Possible Buying Motives in a SaleLeadScorz
Key concepts contained in the book "World Class Selling" by the late Roy Chitwood, formerly of Max Sacks International training. Supplemental information contained as examples and blog posts on sales, sales management and leadership.
Fundamental steps to start successfully in your new position as a sales manager or director. Includes reference information to "The First 90 Days" by Michael Watkins, covering a broader range of positions, up to being a new CEO. Additional links to blog posts on sales, sales management and leadership.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. Trust and the Leadership Gap
By Steve Fawthrop
Originally Posted on LinkedIn 6/6/14
Leadership, by a company leader or work group leader/manager, hit my
radar once again with an anonymous post on an advertising industry
site this week. The initial post that started a discussion:
"How do you deal with a DOS/boss who knows absolutely nothing about
the industry, can't open doors and can't even train an intern on basic
digital 101?! Fellow sellers, please talk me off the ledge and let me
know that I'm not alone!"
2. There are already 12 responses in a day including these few as
examples:
"100% exact situation! This is me every damn day."
"This was a discussion the other day. You are NOT alone in that
situation. I have an idiot for a head of sales. Absolutely useless."
While the stated situations might be ramped up a bit in the description
under the guise of anonymity, there are real emotions coming out in
the comments.
High decibel situations aside, I have spotted a number of references to
the “gap” in effective work groups due to leadership style. To note:
•A blog on the strengths and related weaknesses associated with
entrepreneurial leaders. Guess what Mr. Entrepreneur, you are action
driven and have lots of ideas but aren’t always tactful, jump around on
priorities and don’t always pay attention to detail. Those flaws work
against your success and the ability of those around you to perform
their best.
•A blog on the difficulty of older workers working with and reporting to
younger bosses and “inherent” conflicts associated with the
generational dynamic and different outlook between the two.
•A poll that showed that employees would rather work for an
incompetent boss who is nice vs. having a competent boss who is not
nice. The fact is either scenario means you will not be successful.
3. •Another survey, from Gallup research in a book I read a few years ago
called “Well Being: The Five Essential Elements” by Tom Rath, showing
that 45% of men and 30% of women find it unpleasant to interact with
their boss. This was characterized based on interaction with the boss
generating feelings of depression, anger or frustration.
This is pretty sad. Given so many people have been unemployed and
underemployed over the last six years, it does not provide a lot of
comfort that those employed, including the bosses, are not being as
productive and successful as possible in their work.
So what is the problem? Is it a personality problem with the
entrepreneur? Age or generational differences in a shifting workplace
as the Boomers start to exit the workforce and Generation X and the
younger Digital Natives take command? Perhaps you have a boss who
has the technical or process skills but lacks the communication ability or
culture building skills? Are you living with The Peter Principle--the
incompetent leader--as your reality as seems to be the case from the
comments above? Perhaps we are now getting closer to the core
problem and the ability to reference a solution.
4. The issue at the leadership level comes down to trust. Does the leader
inspire trust?
Good question, you may say, but what do we mean by trust?
In the book “Speed of Trust” by Stephen M.R. Covey (the son of the
“Seven Habits” author) he notes that trust has two key components:
•Character
•Competence
Character is depicted by the attitude and approach you take to a
relationship whether it is work related or personal.
Competence is the ability to get things done right in the circumstance
of the relationship.
5. Both are needed to establish a confident trust relationship. Trust
overrides whether a leader is Type A or analytical, whether the boss is a
man or woman, younger or older than the staff. Trust allows for an
environment where the combination of talents and effective work
styles are optimized for performance rather than altered around the
personality of the leader.
And what do I mean by competence being circumstantial? Covey gives
an example in the book that his wife trusts him as a husband but when
she needed surgery she went to a qualified doctor, not him, to have the
procedure done. His wife legitimately did not trust him, compared to
the doctor, related to her medical needs. That was appropriate for the
circumstance.
The same is true at work. People may prefer the easier course of the
agreeable, incompetent boss over the tyrant, but in their heart they do
not want someone who is an amiable dunce either. They want to know
the time and effort they make for their work translates into success.
So as you look at issues at work, ask yourself if trust exists in the
relationships. If falling short then ask how you can put aside the blocks
and work toward a greater trust on the foundations of character and
competence.
##
Other posts on LinkedIn:
https://www.linkedin.com/today/author/667794
6. Additional Resources
September 2014 update: Managing across the generations from
Harvard Business Review: http://blogs.hbr.org/2014/09/managing-
people-from-5-
generations/?utm_source=Socialflow&utm_medium=Tweet&utm_cam
paign=Socialflow
July 2014 update. A column citing the latest Gallup work engagement
survey, a study on the impact of social communications on
engagement, conducted by Gallup and Altimeter Group and a highlight
by LinkedIn citing 25 leading social companies who build employee
engagement: http://www.socialmediatoday.com/content/new-
linkedin-study-shows-social-media-win-win-both-employees-and-
workplace?utm_content=buffer1685b&utm_medium=social&utm_sour
ce=linkedin.com&utm_campaign=buffer
7. 11 elements of leadership:
https://www.linkedin.com/today/post/article/20130128162711-
15077789-11-simple-concepts-to-become-a-better-leader?trk=mp-
details-rc
Gallup research summary related to "Well Being." How socializing and
friends make a difference at home and in the work environment:
http://businessjournal.gallup.com/content/127043/Friends-Social-
Wellbeing.aspx
The CEO of Gallup addresses workplace satisfaction and what really
matters most:. To note, his headline is a bit deceptive in where the
comments go:
https://www.linkedin.com/today/post/article/20140605130808-
14634910-employee-satisfaction-doesn-t-matter?trk=mta-lnk
John Maxwell video on the five levels of leadership:
https://www.youtube.com/watch?v=aPwXeg8ThWI&feature=em-
subs_digest-vrecs
8. About Me
Steve Fawthrop
stevefawthrop@outlook.com
714-876-7062, cell
http://www.linkedin.com/in/stevefawthrop
www.google.com/+stevefawthrop
Twitter: @SteveFawthrop
I have been a sales professional in advertising and marketing as a
career. This has included managing my own territories, selling with
others and managing sales teams.
9. Some career highlights:
Seven years in sales management including five years at the Puget
Sound Business Journal in Seattle growing local sales to over $5 million
annually (+70%). In Seattle I worked with an in-market staff with
outside territories and inside sales. In Orange County I worked with
dispersed reps across the country.
Joint selling with local reps in the U.S. in the West, Midwest and Texas. I
also had the unique opportunity to work with independent reps in Asia
while maintaining individual revenue responsibility as part of my eight
years working with USA Today. All of the work in Asia was pioneering to
break new markets with my dominant focus on Japan. At one point my
national territory for USA Today was nearly $7 million annual revenue.
Have opened and grown individual sales territories for regional and
national accounts. This included opening the first office in Los Angeles
for the Network of City Business Journals, the national sales arm of
American City Business Journals.
Over the last six years I shifted more deeply into digital marketing and
most recently worked on a mobile ad technology start up, moment M.
I was born and raised in Seattle and graduated from the University of
Washington with a B.A. in Communications with a concentration in
Advertising.
While a good portion of my professional career has been spent in
California—19 years split between Los Angeles and Orange County—I
returned to Seattle October 2012.
10. I have two children. My son, Nolan, is a 2014 graduate from the W.P.
Carey School of Business at Arizona State University. My daughter,
Hayley, is a junior at Seattle University.
As part of my personal interest and community involvement, I have
been a volunteer and board member of the Friends of the Seattle
Public Library since returning to Seattle. I also do some volunteer
mentoring for my college fraternity, Phi Kappa Psi.
I serve as a community manager for Linked Seattle, one of the largest
geographical focused groups on LinkedIn with over 52,000 members.