Newsletter #3 2016

Posted by on Nov 21, 2016 in Newsletter | 0 comments

TGR Partners Newsletter

TGR Partners Newsletter
Third Quarter, 2016
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This is our last newsletter of 2016 and it is amazing to me how quickly this year has passed by; it is as if time is accelerating!  With the continual advance of technology, connectedness and an endless supply of distractions, it is no wonder that we are all busier than we have ever been. With this pace comes many exciting changes and opportunities, but requires focus and practice to achieve break-through moments.  Last month we began a discussion of mastering the hiring process – a simple but elusive task!  This month we finish our discussion on how leaders can achieve mastery of their hiring process and the steps to successfully establishing an effective hiring culture supported by practical and effective tools.  We have partnered with many clients in implementing this to reduce the time spent on hiring, and improving quality and brand equity.

We are blessed to have an amazing network of experts that we call on to augment the services we provide our clients.  For the next few newsletters we will be highlighting the work of our most innovative partners and discussing the work they are doing in and around organization effectiveness, assessing talent and this issue – effectively engaging leading Millennials – all topics relevant to those we serve.  I hope you enjoy this month’s article, Maximize Your Millennials as Next-Generation Leaders, from our partner Dan Negroni, a pioneer in effectively coaching leaders and organizations in leading Millennials.  This is mandatory reading for anyone in a leadership role as the latest data shows that for the first time ever Millennials represent the majority (51%) of the workforce!

Finally, this time of year offers many opportunities to slow down and focus on the truly important aspects of our lives. There are many reminders to be thankful for our family, friends, careers and the great country we live in.  My partners and I focus on our practice of gratitude on a daily basis and are thankful for the relationships we have with you, our clients and candidates.   I hope this time of the year turns out to be a reminder for all of us that gratitude is not seasonal, but perennial.   

Happy Thanksgiving!

Matt Lewry, CEO If you have any comments or suggestions for future content, we welcome those at mlewry@tgrpartners.com.

Sincerely,

Matt Lewry, CEO

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Scott’s Notes
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Hiring Mastery (Continued)

By Scott Kriscovich, Partner

In our last newsletter, I posted that despite all the technological advances we’ve achieved, the ability to identify, attract, and hire great candidates has become more challenging rather than simpler.  Part of the reason is that we’ve either forgotten or abandoned some basic human principles as a result of our misplaced overreliance on that technology.  By keeping in mind the human element and being purposeful and well-intended on the ultimate goal, we can collectively find and hire the right person for the role.

In order to assist with that, I suggested there are some fundamental ways to improve the internal talent acquisition and improve results even when “life happens,” which include:

1)    Recruit your interview team: Ensure that only the people you need, who can add value or are organizationally necessary, are part of the interview team.  Gain their commitment to the process by investing time with them on the requirements of the position, explaining your priorities and what you need from them as participants.  Have back-ups for when there are scheduling conflicts.  Set expectations that any candidates they see will have been well-screened and are serious contenders.  Avoid wasting days after interviews by letting them know up front that their written feedback is important and required immediately after the interview….

Read the Full Notes

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Maximize Your Millennials as Next-Generation Leaders

Author and launchbox founder Dan Negroni says millennials aren’t the problem; chances are the trouble is with how you’re managing them.

By now you probably got the memo: The reason the workplace is in deep trouble is because of millennials—you know, those young folks that are frequently maligned as entitled, disloyal, lazy, disinterested, needy tree huggers who make terrible employees.

But is that really true? Are millennials a problem that need to be solved or an opportunity that should be embraced?

Leadership coach and author Dan Negroni suggests the latter. In his book, Chasing Relevance: Six Steps to Understand, Engage, and Maximize Next-Generation Leaders in the Workplace, Negroni points out that it’s high time we start valuing millennials for their fresh viewpoints and strengths, including intelligence, innovation, curiosity, and an entrepreneurial spirit.

This isn’t just a feel-good exercise. As the largest generation in our history, millennials make up 2.4 billion of the world population. They represent 40 percent of today’s workforce, growing to 75 percent in the next 10 years. They are the biggest and most powerful customer group today. They are also our kids, our workers, and our future.  So if you want your business to succeed, you need to figure out how to bridge the gap to attract, engage and retain the next generation of leaders.

The good news is that closing the generation gap will not only benefit your millennials, Negroni says, but it will help you, your business, and all of your employees thrive.

Here are six steps to get started.

1.  Stop whining and start caring.
People don’t care about how much you know until they know how much you care. So care! It is a basic human tenet. We have been careless with complaining and finger pointing, when instead we need to be building relationships.

The Harvard Study of Adult Development, conducted over 75 years, concluded that if done right, relationships are essential to human happiness and “will positively affect your health, longevity and quality of a successful life, including your economic success.”

Millennials understand this too, but they just haven’t been taught how to best develop these relationships, especially in the workplace. Sixty percent consider themselves entrepreneurs, with 90 percent recognizing entrepreneurship as a culture in itself. Almost 80 percent of millennials want to own their own business some day. Yet we managers and CEOs are still saying, “I don’t get it. How can we all be the boss, and, if so, then who will do all the work?”

We have to remember that there is magic where youth and experience meet, and that magic has existed since the beginning of time. It doesn’t have to be a power struggle in which we expect millennials to conform to outdated modes of working. If we start busting myths about millennials and understand what they want, we can start building the solid relationships that lead to success.

2. Be authentic and stand for something unique.
All great brands and companies stand for something distinctive. Millennials want to be a part of greatness. Employers like Nike, Google, and Uber get that. Millennials want to work for companies that reflect who they are. It’s no surprise that Nike’s “Find Your Greatness” campaign widely resonates with millennials.

It’s imperative that we figure out how our business values match those of our millennials. We have to be authentic, because millennials are smart and they see right through the b.s.

Millennials are deciding which businesses live or die: Consider Blockbuster versus Netflix, or the shopping mall versus Amazon, or hotels versus Airbnb.

Economists predict that 75 percent of the S&P 500 will be replaced over the next 10 years. It’s companies like Google, Starbucks, Nike, Apple, Disney, Levi’s, and other brands that tell and sell powerful stories that attract both customers and employees. These companies know who they are and how to communicate that to the world, thus sustaining and growing their business models.

3. Own your stuff.
One of Dan’s favorite sayings is “What happens to you is because of you.” Real power comes from teaching—not feeding into—an overindulged and trophied generation that they too should take responsibility for their actions. How? By example. To make your relationships with millennials stronger, you need to make you stronger first. Fulfill your duty to be the best manager possible and take accountability for yourself, your actions and your results.

4. Make them opt in.
Today’s business climate is extraordinarily tough and competitive, requiring more creativity, innovation, and better leaders than ever before. Remember that millennials want to be their best. They want responsibility and to help in a purposeful and meaningful way. Hold millennials to their own standards. While setting clear expectations, remind them that they control the trajectory of their career. Allow them to test concepts and fail without judgment, giving constructive feedback along the way, but only if they want it and come to the party. If your millennials are truly uninterested in doing the work, let them go. Encourage and demand the opt-in, all while demonstrating that the relationship is a two-way street.

5. Get on the same page.
Define and align your purpose transparently and create individual, team, and company-wide goals. Communicate and regularly revisit these goals and why they exist. Millennials need to understand “the why” to be inspired. Yes, they like to celebrate successes like all of us, but also like all of us, they just want to know, as best as possible, what road they are on, where it’s going, and what is expected of them.

Involve your employees in ensuring that everyone in your organization is on the same page. Every time you want to open your mouth to tell them what to do, instead pivot, asking them what they would do. Collaborate. Understand that we learn more about relationships from asking questions than any other method. These same techniques are also required for good marriages and successful parenting. It’s no different in the workplace.

6. Mentor like a coach.
Coaches learn early on that each individual is unique, and if they want to lead, bond, and win as a team, they must respect each individual’s differences. Whether it’s your salespeople, engineers, or accountants, all of whom have different purposes, they all share the same desire to be recognized for their individual strengths along with the strengths of the team.

How often do you even think about your team and how to get results from each individual on his or her terms? Chances are not enough. The more you work on leveraging the strengths of your individual team members, the better your employees will respond.

Launch Your Plan Now

Studies show that 30 percent of organizations lose 15 percent or more of their millennial workforce annually, and it can cost companies up to $25,000 to replace each millennial. And only 22.9 percent of organizations have a plan in place to engage millennials and future generations. It’s time to step up.

By creating genuine connections in your workplace, you’ll foster a collaborative environment that empowers your employees to be accountable, focus on results and deliver value.

We know our ability to attract, train, manage, and retain this next generation of leaders is critical to the future success of our businesses. Let’s create results by caring more—not being careless.

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Thanks for your time, and best wishes.

Sincerely,

TGR Partners

We are constantly working on new placements and respect our clients’ and candidates’ confidentiality. But we also know you want to know what’s going on here at TGR!

We are currently working on the following placements:

  • Enterprise Agile Coach – F200 Utility Company
  • Product Owner Principal – F200 Utility Company
  • Sales Director – Global Transportation Services Firm
  • Enterprise Security Architect – large Mortgage Financer
  • VP General Manager – B2B SaaS Technology Company 

  • VP Sales & Marketing – Financial Services Firm
  • Senior Product Manager – Mobility-Global Transportation Services Firm
  • Senior Product Manager – Transport-Global Transportation Services Firm

The following are a sampling of our 2016 placements:

  • Director of Product Management – For a Global Telematics Solutions Provider
  • Director, Enterprise Information Architecture and BI –  For a Global Bio-pharma Company
  • Chief Information Officer – For a PE backed Technology service provider
  • Interim Director of Infrastructure – For a F200 Oil and Gas Distribution Company
  • President – For a PE backed financial services lender
  • VP – Services North America – For a Publicly held logistics technology solutions provider
  • Director Technology Strategy Electric Operations –For a Publicly held utility.
  • SVP Sales – For a PE backed late stage Fin Tech start-up
  • VP Global Marketing – For a $250M publicly held logistics technology solutions provider
  • Business Strategy and Development – For a $500M division of a $5B Financial Solutions Client
  • CMO – For a PE backed  Fin Tech start-up
  • VP North American Sales – For a $250M publicly held logistics technology solutions provider
  • SVP/General Manager – Payments, For a $5B Financial Solutions Client
  • Product Manager – Financial Solutions, For a PE backed late stage Fin Tech start-up
  • Head of Global Advanced Analytics, Connected Consumer – For a Fortune 5 Automotive OEM
  • VP Software Development Financial Services – For a $200M division of a $5B Financial Solutions Client
  • CFO – For a PE backed extended warranty and insurance business

Stay tuned to see what next quarter brings.

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