So-called expert consultants abound, but Alan Weiss’ Million Dollar Consulting: A Professional Guide To Building A Practice offers what many other how-tos don’t: modern, actionable tools for building a highly profitable enterprise.
Every service business has had one: the dreaded problem client. These clients seem to bring more trouble than their business is worth, and dealing with them can quickly become a time sink. When dealing with a problem child, you need to implement solutions and be prepared to sever the relationship if those solutions don’t pan out. Here’s how:
From your customer service representatives to your sales team, your staff’s day-to-day decisions on the job quite literally make or break your brand experience. Which means, at the end of the day, your brand is only as strong as the crew you’re letting run the ship. So how do you hire a cultural fit?
A calm and graceful response to any negative publicity is the best way to maintain control over your own narrative.
Scenario: You open the refrigerator to find a near-empty milk carton. What would you tell your partner or roommate? Whether you would say, “Get milk when you go out,” or something more like, “Hey, we’re out of milk,” can tell you a lot about your communication style.
We live in a world of tribes. On a macro level, we discover that every organization is a tribe, a cadre of people involved in formal and informal levels of engagement. The existence of these tribes has major implications for today’s leaders in their quest to create world-class teams, businesses and companies that make a difference.
My supervisor assigned to me major new responsibilities at work. When I asked to discuss my compensation, he said it could only be addressed as part of my annual review. Now, my compensation will be discussed only after HR signs off on the raise he already proposed. How should I proceed if the pay increase feels too low or if back pay isn’t included?
In March of last year, we highlighted 12 rising leaders in our inaugural young professionals feature (“Command and Deliver,” by Russell Nichols, March 2014). Here’s what a few of them have done since:
Telecommuting is a hot topic around many water coolers and a popular office perk, particularly for enticing young professionals. But while it may be commonplace in a number of companies, deciding if it is right for your team takes careful consideration. If you do choose to enable telecommuting, a few simple policies can make the process smoother.
Hiring is a confounding game. Some people have a great knack for it and an intuitive sense about people — but even they can get it wrong. The world-renowned Disney Institute hires “attitude versus aptitude,” and you would be wise to do the same.
California State Treasurer John Chiang is on a mission to make California’s corporate board rooms more diverse. Chiang believes greater board diversity is simply good business, saying that those which choose to remain what Forbes once deemed “pale, male and stale” are “just not capturing the opportunities of the 21st century.”
Focusing on four sectors — STEM, justice, development and investment — we rounded up some of the city’s key leaders: a district attorney, a med school dean, the head of an FBI office and enough CEOs to rival “Shark Tank,” to get their take on how women are perceived in their industries, how that perception has changed over time and what it will take to truly reach parity.
Our small company is considering bringing on two or three summer interns. Half of me thinks this is a great way to get some help with projects, tap into the knowledge of a younger generation and give back to our local students. The other half of me thinks this is going to be a management nightmare that will suck my working hours dry. How can we ensure a successful summer for everyone involved?
Numerous times a week, I’ll be in a conversation with someone who says, “Sorry it took so long for me to get back to you. I get about eleventy billion emails a day.” I often say the same. Yet if I were to weed out all of the unnecessarily forwarded emails and the eternally sinful replied-to-all responses, my inbox would probably be down to a tidy 36.
It’s a challenge that faces many entrepreneurs of self-built companies. How do you gracefully and lucratively transition a business to a successor or new owner when it’s time to retire?
The challenge of finding sales talent keeps some companies from growing or even surviving. That’s why sales training boosters say it’s time for university business schools to turn out graduates who can take sales jobs and quickly hit their numbers without months — or even years — of on-the-job training.
Are you a successful professional yet perennially single? Your refusal to get digital might be the problem.
For all its importance to business survival, companies tend to fail miserably at hiring sales staff. A 2011 survey of more than 400 firms by DePaul University researchers found that hiring one seller costs $29,000. But a lot of that money flutters out into the ether; a third of recruits don’t make it through their first year.
I was originally hired for a position that requires me to be in office, working with clients already retained by my company to ensure their contract deliverables are on track. Three months after hire, I was asked to also start working to bring on new clients as well (without commission), something that was not part of my original job description. What happens when the job description and or responsibilities are changed without a change in wage?
I hired a new business development director because she promised she could bring a specific new client on board. It’s been six months, and it’s pretty clear that the client is not happening. She’s done a great job otherwise, but I feel duped. What can I do?