8/06/2010
Manager – Entrepreneurship Saudi Arabia Jobs
Manager – Entrepreneurship
By gulf jobs bank on Aug 6, 2010 in Saudi Arabia Jobs
Manager – Entrepreneurship - Jobs in Gulf Listing
King Abdullah University of Science and Technology The Manager Entrepreneurship Services will be responsible to create and direct (in collaboration with the VP Economic Development and other members of the Economic Development team) a scale of de novo programs to directly support entrepreneurial activities of faculty staff and students t
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Manager – EntrepreneurshipThe Gulf Jobs career opportunity Manager – Entrepreneurship listed above is located on the online websites of employer companies or jobs portals. jobs-in-gulf.com is a online job listing service, not an employment agency. jobs-in-gulf.com is aiming to provide online jobs vacancies in Gulf Countries searching options in easy and user friendly way which will help jobs seekers to find a perfect jobs in Gulf.
Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF) | The Twitter Blogger
You are here: Home / Twittblogger Posts / Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)
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Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)
On behalf of the Career Development Foundation (CDF), we welcome the participants and delegates of the 1st CDF Conference on Entrepreneurship and Innovation in the city of Cairo in June 2010. We hope that our joint activity will inspire top quality scientific and professional collaboration in the promising area of innovation and entrepreneurship.
Career Development Foundation (CDF) is considered, one of the main players in entrepreneurial programs, youth Training & Education, environmental awareness, and information technology.
Mission:
Is to provide educational opportunities and self
awareness for public with high potential from limited economic means.
Vision:
Our vision is to provide stimulating educational resources and learning experiences for intellectually gifted,
Foundation focused its efforts solely on training program development and delivery. These programs are offered in an interactive format via lectures, the Internet as well as in classroom type seminars.
CDF’s team is selected from an accomplished group of
specialists in their fields, who have many years of experience in providing training & constancies
Entrepreneurs
We are providing a high quality and targeted training to meet the information needs of prospective and existing small business owners..
Aims:
? Define what entrepreneurship is, consider how everyone has the potential to be entrepreneurial, and to explore the constituents of the entrepreneurial process.
? The areas in which entrepreneurs encounter particular difficulties.
? Actions taken to rectify problems regarding legal status and social security.
? Support training & developmental programmers for entrepreneurs.
? To raise awareness among the large number of entrepreneurs.
? Examine the key resources required to exploit an innovative idea or opportunity to develop an existing business, launch a new venture, or initiate a social enterprise.
? To support the creation and growth of Women Entrepreneurs, by enhancing management skills.
? Create awareness of the impact of entrepreneurship on national development.
? Connect entrepreneurs with potential customers, funding sources and other resources that can contribute to the success of their ventures.
Environmental Education
? Our strategy is to reach the public through a powerful network of trusted professionals who can help Egyptians make everyday choices for a healthy life and healthy environment.
? We provide knowledge to trusted professionals who, with their credibility, amplify messages to national audiences to solve everyday environmental problems. Together.
Objectives:
? To encourage public & concerned organizations for promoting awareness among the people at all levels.
? To ensure training and manpower development in environment education.
? To mobilize people’s awareness for the preservation and conservation of environment.
? National Environment Awareness Campaign (NEAC).
Career Development Foundation is making plans for the 2010 First Entrepreneurship conference, which will be held in June 27th 2010 at City Stars Hotel, The success of this event is credited largely to our sponsors, who lend their names and financial support to the event. The money we raise goes to the areas in which entrepreneurs & unemployed youths encounter particular difficulties and to raise awareness among the large number of entrepreneurs & youths.
By participating as a sponsor, your organization will benefit from extended exposure through media campaigns and promotional efforts directed toward the supporters of Career Development Foundation. For a small donation, you’ll be able to enjoy excellent exposure to this important segment of your target audience
More Resources from TwitterBlogger:
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Filed under Twittblogger Posts · Tagged with career, Conference, development, Egypt, Entrepreneurship, first, Foundation, Participate
Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF) | The Twitter Blogger
You are here: Home / Twittblogger Posts / Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)
Posted by admin on August 6, 2010 · Leave a Comment
Participate Now in The First Entrepreneurship Conference in Egypt by Career Development Foundation (CDF)
On behalf of the Career Development Foundation (CDF), we welcome the participants and delegates of the 1st CDF Conference on Entrepreneurship and Innovation in the city of Cairo in June 2010. We hope that our joint activity will inspire top quality scientific and professional collaboration in the promising area of innovation and entrepreneurship.
Career Development Foundation (CDF) is considered, one of the main players in entrepreneurial programs, youth Training & Education, environmental awareness, and information technology.
Mission:
Is to provide educational opportunities and self
awareness for public with high potential from limited economic means.
Vision:
Our vision is to provide stimulating educational resources and learning experiences for intellectually gifted,
Foundation focused its efforts solely on training program development and delivery. These programs are offered in an interactive format via lectures, the Internet as well as in classroom type seminars.
CDF’s team is selected from an accomplished group of
specialists in their fields, who have many years of experience in providing training & constancies
Entrepreneurs
We are providing a high quality and targeted training to meet the information needs of prospective and existing small business owners..
Aims:
? Define what entrepreneurship is, consider how everyone has the potential to be entrepreneurial, and to explore the constituents of the entrepreneurial process.
? The areas in which entrepreneurs encounter particular difficulties.
? Actions taken to rectify problems regarding legal status and social security.
? Support training & developmental programmers for entrepreneurs.
? To raise awareness among the large number of entrepreneurs.
? Examine the key resources required to exploit an innovative idea or opportunity to develop an existing business, launch a new venture, or initiate a social enterprise.
? To support the creation and growth of Women Entrepreneurs, by enhancing management skills.
? Create awareness of the impact of entrepreneurship on national development.
? Connect entrepreneurs with potential customers, funding sources and other resources that can contribute to the success of their ventures.
Environmental Education
? Our strategy is to reach the public through a powerful network of trusted professionals who can help Egyptians make everyday choices for a healthy life and healthy environment.
? We provide knowledge to trusted professionals who, with their credibility, amplify messages to national audiences to solve everyday environmental problems. Together.
Objectives:
? To encourage public & concerned organizations for promoting awareness among the people at all levels.
? To ensure training and manpower development in environment education.
? To mobilize people’s awareness for the preservation and conservation of environment.
? National Environment Awareness Campaign (NEAC).
Career Development Foundation is making plans for the 2010 First Entrepreneurship conference, which will be held in June 27th 2010 at City Stars Hotel, The success of this event is credited largely to our sponsors, who lend their names and financial support to the event. The money we raise goes to the areas in which entrepreneurs & unemployed youths encounter particular difficulties and to raise awareness among the large number of entrepreneurs & youths.
By participating as a sponsor, your organization will benefit from extended exposure through media campaigns and promotional efforts directed toward the supporters of Career Development Foundation. For a small donation, you’ll be able to enjoy excellent exposure to this important segment of your target audience
More Resources from TwitterBlogger:
http://ereqt.th8.us" title="Post to Twitter">
-->
Filed under Twittblogger Posts · Tagged with career, Conference, development, Egypt, Entrepreneurship, first, Foundation, Participate
Entrepreneurship ? a Leap of Faith | The World Business
Entrepreneurship ? a Leap of Faith
Last Updated on Friday, 6 August 2010 10:18 Written by admin Friday, 6 August 2010 10:18
Entrepreneurship is a multifaceted adventure that, without a doubt, closely resembles a roller coaster ride. When you begin an entrepreneurial journey or “ride,” you are aware of the gamut of experiences, both disappointing and rewarding, that you will encounter as you undertake this challenge.
Entrepreneurial challenges are not unlike most challenges in life. Hard work, long hours, and anxious moments are just a few of the characteristics of the journey to most successful outcomes.
Reoccurring questions often roam the business mind, and—although they may be phrased in a variety of ways—are basically centered on these four primary issues: more sales, more cash, more time, and more of the “right” people.
Starting your own business is an undertaking that requires more than vision, inspiration, sweat equity, money and determination. It is a leap of faith that demands that you let go of everything that is safe, comfortable, and proven. It is getting “outside the box” in the biggest way possible.
Beginning a new business venture can be risky, dangerous, and harrowing. However, with the proper preparation, the appropriate knowledge, and the counsel of a mentor or a trusted advisor, it can be a liberating and an extremely rewarding experience.
There’s a reason why many of America’s most successful people are entrepreneurs who started their own business and then saw them take off to unimaginable heights. There’s a reason why the Horatio Algers of the world continue to inspire thousands of entrepreneurs every day. There is a reason why some of America’s greatest companies started with an idea, with meager seed capital, and with an individual who had a maniacal belief in the potential of an idea, and— along with determination and perseverance— saw it through to success.
However, for every success, there are hundreds of failures. The statistics are not only sobering, but downright frightening. More than half of all businesses started today will fail. The failure rate is astounding. Take a look at recent U.S. Bureau of Labor Statistics data, and this is what you will discover: After two years, across all sectors, 44 percent of all new businesses are no longer in business. After four years, 66 percent no longer exist. And, these survival rates don’t vary much by industry.
What do the statistics tell us? That most new businesses—whether they’re founded on the most brilliant idea since the theory of relativity or production of a mundane but exquisitely necessary manufacturing component—are making fatal mistakes that will ultimately lead them to bankruptcy. This much is certain. If more than half of all new ventures fail, there are lessons that are not being learned.
An author, speaker, and consultant, Terry H. Hill is the founder and managing partner of Legacy Associates, Inc., a business consulting and advisory services firm based in Sarasota, Florida. A veteran chief executive, Terry works directly with business owners of privately held companies on the issues and challenges that they face in each stage of their business life cycle. Terry is the author of the business desk-reference book, How to Jump Start Your Business. He hosts the Business Insights from Legacy Blog at http://blog.legacyai.com and writes a bi-monthly eNewsletter, “Business Insights from Legacy eZine.”
By signing up for Business Insights from Legacy eZine at http://www.legacyai.com/Business_Insights_eZine.html you can keep abreast of the latest tips, tactics, and best business practices. You will, also, receive the free eBook, Jump Start Your Knowledge of Business.
Contact Terry by email at http://www.legacyai.com or telephone him at 941-556-1299.Similar Topics :
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Tags: Entrepreneurship, Faith, Leap
This entry was posted on Friday, August 6th, 2010 at 10:18 am and is filed under Entrepreneurship. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.Leave a Reply
Tiflisi.info » Blog Archive » Social Entrepreneurship & Social Media Marketing Go Together, Like Peanut Butter & Jelly
By Melissa S. Barker
Why have so many people risked everything to undertake new ventures, when over half of all new businesses fail within five years? Until the late 20th Century, the answer was simple–the lure of riches and being your own boss. However, a new breed of social entrepreneur is combining societal and environment concerns with wealth creation. Today, more and more people are finding innovative ways to make capitalism work for them, their communities, and the environment.
Many social entrepreneurs still dream of making money and being their own bosses by forming traditional sole proprietorships or corporations, while others join together in nonprofit cooperatives. Nonetheless, they are all united by a single purpose—to improve the world, either through environmental or societal advances. Despite the altruistic goals, social entrepreneurs are just as driven and ambitious as conventional businesspeople to deliver groundbreaking solutions.
For example, social entrepreneurs build low cost shelters for the poor from recyclable materials, develop inexpensive solutions to widespread health problems, create water cleaning systems for drought-stricken areas, bring educational resources to remote regions, promote the arts to the underprivileged, and develop efficient means to transport freight and people over rugged terrain.
Social entrepreneurship success stories abound, such as Wendy Kopp, who launched, Teach for America, a highly successful movement to eliminate educational inequity in the nation by signing up the most promising college graduates to teach in low income communities. Since 1989, Teach for America has recruited, trained, and supported over 17,000 recent graduates in teaching for two years in economically depressed districts.
Mimi Silbert, founded Delancey Street, one of the foremost residential self-help organizations in the country, working with everyone from the illiterate and homeless to junkies and ex-convicts. Delancey Street equips those who have hit bottom with marketable skills in just six months. The organization is financially self-sufficient, with most of its funding coming from the businesses founded by Delancey Street graduates, such as moving companies, restaurants, and delivery services.
Although there is no single path to becoming a successful social entrepreneur, the following five steps provide a roadmap that can markedly boost your odds of success:
1. Find a cause that inspires and holds a profitable solution
The first, and perhaps the most important, step to becoming a successful social entrepreneur is to identify an environmental or social ill that motivates you to act. However, that’s just half of the challenge; the other half is to find a profitable solution to the problem. Even nonprofit organizations must survive financially, so you must secure an ongoing means to fund your venture. It is worth noting that government grants come and go, while revenues from selling products and services tend to be a more consist source of money.
2. Craft a solid business plan
Whatever form of social entrepreneurship you wish to pursue, certain elements must be present for it to succeed. Research show tat poor planning and insufficient financing are the two major reasons businesses fail. Fortunately, creating a well researched and carefully thought out business plan can go a long way to ensuring success. Creating a business plan forces you to consider your organization’s fundamental mission and its objectives, as well as whom you want to serve, their unmet needs, and how to organize your marketing mix to satisfy those needs. In addition, a good business plan provides operational details, financial forecasts, and spells out how to monitor performance and adjust course accordingly.
3. Securing financing
Without question, the most significant challenge a social entrepreneur faces is finding the necessary funding to launch and sustain a new enterprise. In addition to traditional equity and lending sources, social entrepreneurs can seek assistance from the following organizations:
4. Be smart in implementing your plan
Since social entrepreneurs are especially cash-strapped, with little or no money to finance their operations, marketing, and delivery of services, they must exploit the least expensive and most effective strategies and tactics. Most importantly, social entrepreneurs must efficiently find the people and communities they seek to serve and identify their unmet needs.
This is where social media marketing comes into play. Social media marketing enables organizations to identify and interact with their constituencies, access opinions, gather valuable feedback, and influence views about the organization and its offerings. Social media platforms include everything from blogs and video sharing to social networking and social bookmarking.
To use these freely available social media platforms wisely, social entrepreneurs have to decide which platforms are best suited for their purposes and how to use them productively. This means crafting a social media marketing campaign, which lays out clear measurable goals, investing the time to become familiar with the platforms and participants, creating compelling content, monitoring campaign results, and making the necessary adjustments to succeed.
Done right, social media marketing provides a cost-effective way for social entrepreneurs to make contacts, find support, influence constituencies, form collaborative efforts, as well as establish an image of trustworthiness, integrity, and dependability.
5. Monitor for success
The focus of social entrepreneurship, whether for-profit or not, is social change. Hence, the evaluation process should assess the progress made in achieving specific environmental or societal improvements. Clear and well-defined goals greatly simplify measuring the impact of a program on its intended eco-system or recipients.
In addition, it seems appropriate to evaluate the leadership performance of the social entrepreneur. After all, that individual is at the heart of social entrepreneurship, acting as the proponent, champion, and steward of a driving vision to improve the environment or society. Thus, assessing the social entrepreneur’s leadership, management, and spokesperson capabilities is essential to ensure the sustainability and ultimate success of the enterprise.
Finally, as with any startup, the economic performance of the organization should be analyzed using the same methodologies applied to traditional for-profit businesses. Although profit can be a secondary or even nonexistent consideration for some social entrepreneurs, every enterprise must receive or generate sufficient funds to survive, if not thrive.
For a useful collection of social search engines, be sure to check out the resources at http://SocialInformatics.net/.
Melissa S. Barker, Author of Internet Research – Illustrated 5th Edition, Course Technology, 2010
Indian entrepreneurs love being own boss, while Chinese make money - SiliconIndia
Are NGOs Killing African Entrepreneurship? - Business - The Atlantic
« Previous McArdle | Next McArdle » Are NGOs Killing African Entrepreneurship?
Aug 6 2010, 10:25 AM ET |
Comment
I've heard complaints about NGO distortion of local economies before, but somehow, this one hits me particularly hard:Matt Rognlie's post on the topic implies that we should be following a minimalist approach to aid: focus on the things that we know really, actually work (think public health) and leave the rest alone."Africans don't see a reward system in place for being entrepreneurial. In fact, they view it as a matter of survival, not an opportunity to lift themselves out of poverty. Rather, what they learn at a very early age, is that in order to make good money, they should learn to speak English incredibly well and then maybe, just maybe, they can get a job driving for an NGO. In a few years, if they play their cards right, they might be able to land an NGO job as a project manager and even advance further."
Sammy's point was simply this. As a struggling businessman creating new start-ups, he could not compete with what NGO's were paying for some of the best and brightest. And even worse, he said, "by the time the NGO's are done with them, there isn't an ounce of entrepreneur left."
I don't really know what to do with this. On the one hand, it's terrible to think that aid is keeping economies from developing--and this isn't the only such critique; there are also fears that aid acts like a "resource curse", insulating political leaders from the need to win public support for their spending, and breeding corruption. On the other hand, I'm not sure I'm quite willing to walk up to a woman dying from malnutrition to tell her that I'm sorry, we'd like to help, only unfortunately it would distort the local economy and so I'm afraid you'll need to lean into the strike zone and take one for the team.On the third hand, I'm conscious that in this scenario, I am biased towards the seen harm, rather than the unseen--I'll never identify the people who might have been pulled out of poverty if we hadn't screwed up their economy, so my tendency is to discount them.
Aid is the most depressing topic in economics. I don't know how William Easterly and Jeffrey Sachs stand it.
Join the Discussion
iContact Co-Founder Joins Mark Cuban on August 12 for Panel Discussion on Entrepreneurship and Venture Capital
I am honored to share the stage with Mark Cuban. His track record as an entrepreneur is inspirational.
Durham, NC (Vocus) August 6, 2010
Aaron Houghton, Chairman and Co-Founder of iContact, an industry leader in email marketing services, will join Mark Cuban, Dot Com Billionaire and Dallas Mavericks owner, to discuss trends in entrepreneurship and venture capital on Thursday, August 12, 2010 in Durham, NC.
In addition to Cuban and Houghton, the panel will include Rich Lee, CEO of Hosted Solutions. Mitch Mumma, General Partner at Intersouth Partners, will moderate.
“I am honored to share the stage with Mark Cuban. His track record as an entrepreneur is inspirational” commented Aaron Houghton. "At iContact, we have raised several rounds of funding here in North Carolina and I'm eager to share the lessons I've learned from that process with other local entrepreneurs.”
Local Tech Wire (LTW), in partnership with venture capital firms Intersouth Partners and Southern Capitol Ventures will host the event at the American Tobacco Historic District’s Bay 7. It is the latest program in LTW’s Executive Exchange program.
The event, which begins at 10:30 AM, will be held at the American Tobacco Campus Bay 7 in Durham, NC. The program includes the panel discussion, lunch and a keynote by Mark Cuban, followed by audience Q&A.
Those interested in more information and registration can go to: http://localtechwire.com/Mark-Cuban/8069252/
About Local Tech Wire
Local Tech Wire is the State’s most comprehensive on-line technology reporting site. Dedicated to reporting in real time, Local Tech Wire serves up the latest and breaking news for the technology sector. Local Tech Wire hosts the Executive Exchange luncheon series, boasting 2 events each quarter highlighting the companies and people that make up North Carolina’s leading edge technology businesses.About iContact
With more than 64,000 customers, iContact provides email marketing for small to mid-sized businesses and non-profits. iContact allows for easy creation of email newsletters, surveys and autoresponders. Market leaders like Intuit, Vonage, Symantec, International Paper, LG Electronics, and ReMax, use iContact to build stronger relationships with their customers and prospects at a fraction of the cost of traditional marketing methods.iContact, designed for the small business market, is available at www.iContact.com; iContactPlus, a suite of custom and managed services designed for mid-sized organizations, is available at www.iContactPlus.com.
For media inquiries, contact Chuck Hester, APR, Communications Director, 919.459.1451.
Visit us on Twitter @iContactCorp, iContact Linkedin Group, and our Facebook Fan Page.
###
Giant Campus adds marketing, technology and entrepreneurship to online high school curriculum
Seattle based Giant Campus, a nationally recognized leader in innovative technology education programs, announced yesterday the addition of five online high school courses focused on technology and business innovation. Marketing, Green Design and Technology, Introduction to Entrepreneurship, Digital Arts, and Audio Engineering join an expansive online curriculum already offered by the education and learning company. The courses are designed to provide online high school students with career skills in addition to learning programs that prepare them for college.
Educational organizations in the United States can license the new curriculum for use in their online high school programs through Giant Campus. “Our licensing program is an effective way for schools to offer relevant courses that are not typically available for high school students,” said Giant Campus founder and CEO Pete Findley. “There is an increasing demand for technology and business education in our nation’s high schools. Students want to gain these skills before they start college or begin a career, and these courses provide students with that opportunity.”
Giant Campus is the nation’s leading provider of technology courses to educational providers, including online schools such as Kaplan and Pearson Virtual Learning. These courses are designed to meet the needs of the estimated 10.5 million U.S. students who, according to educational consultant Ambient Learning, are expected to enroll in an online course by 2014 in order to augment their education. A report from Education Week in April of this year revealed that nationwide many local school districts are finding a combination of traditional classes and online courses, an approach called blended or hybrid learning, is proving to be an effective means of engaging students in a learning program.
The new courses are also available through two online schools operated by Giant Campus: Giant Campus Academy, which offers online classes, and Giant Campus of Washington, an online public, tuition-free program that allows Washington state students to earn a high school diploma. According to the Alliance for Excellent Education, 38% of Washington state students will not graduate from high school with a regular diploma in four years. Online education offers an alternative method to engage students who achieve better performance results from an individual learning program with courses relevant to their particular needs, resulting in a higher rate of retention and high school completion.
For a complete list of Giant Campus licensed curriculum, visit http://www.giantcampus.com/programs/licensed-programs/online-school-curriculum. For more on the E-learning Education Week report, go to http://www.edweek.org/ew/collections/e-learning-2010/index.html.
Boomer Retirement Brings New Opportunities, Creating Stronger Future | Fast Company
Larry Forster is featured as an expert on collaboration in my latest book, Getting Change Right. Below is an interview he conducted with me about Boomer retirement. Larry just completed a 27-year career with Shell where he was a staff engineer and pioneer in the use of storytelling and performance improvement . More information on Larry and his work can be found at LarryForster.com.
LF: The Boomer generation is on its way out of the work force. Some companies are prepared, some are not, and things may get even worse for those who are. Crew change, as some have referred to it, will likely not resemble anything of the routine, daily, or weekly practices experienced by industries who plan on a discrete transfer of information and continued operation as usual. Instead, this transition will involve riding a train to the future, a train that is not about to slow down.What does “Crew Change” mean to you, what do you think of when you hear the term?
A Transition to a Future State
SK: I first heard the term in the oil and gas industry. But you know, it's everywhere including here in Washington, DC. There’s a huge migration out of government right now and an associated switchover to younger people.They bring a completely different mindset. It’s dramatic, so much so that it causes a gaping hole between generations. The way I saw it manifest in the oil industry was the contrast between somebody sitting on a rig behind a keyboard doing modeling and the guys with big, calloused hands who were used to discerning what was going on from physical and visual cues, and by knowledge passed from person to person.
This is very different from the men and women coming out of college onto the rigs, adept at working in a modeling universe. They are taking a proactive approach to understanding what things look like down below, forecasting what the future might bring in terms of revenue, and how best to harvest wells and reservoirs. This contrast is what comes to mind when I think of the crew change. I think this is a powerful transition for all industries, not just energy.
LF: Great definition, it opens the discussion to the need for the crew change to support a transition to the future state that is already on its way. And that prompts me to ask about your experiences in equipping people with the knowledge and experience they need not only for today, but to enable them to embrace new roles.
Two Key Needs: Forward-Looking Leaders, Plus Experienced Guides
SK: I’m all for bringing people into leadership positions who understand the next wave. I think that’s key, and one of the ways I’ve seen work in other industries. For example, I worked with a national association going global in the early 2000s. They had a small call center in rural Pennsylvania. The staff in the center had a hard time understanding other people who had a different accent, let alone a different way of thinking. Yet, they were being asked to man 24/7 global call centers.They were given training on multicultural sensitivity. They studied different accents so that they could become better at deciphering what other people were saying. But, when you boiled it down, the global multicultural mindset was not part of their reality, and they were handicapped as a result. They just were not able to make the jump.
They were trying to navigate a world that was not their home. Any one of them could have adapted. Even a small group of them could have adapted to a larger call center that understood the issues and mindsets. But, with the majority of them, or in this case all of them, not having personally experienced a multicultural or global situation, the dominant paradigm in the room was a rural Pennsylvania one. They couldn’t make the jump.
What they did to address the issue was to get people on staff who were multicultural, who were global in their orientation… so many so that these newcomers became the majority. Then the local folks began to effectively support the decentralized 24/7 environment.
The same thing has to happen with the crew change. You have to bring people in, people who can do strategy, people who can think proactively.
Another example: I’m working a major player in the communications industry. They are dealing with major upheaval because of digitization: iPhone technology, Kindles, other media, multi-channel distribution, and new business processes that rise from effective repurposing of information.
The real growth today is in two areas: (1) helping organizations retool end to end, which means redesigining business processes to meet the future; and (2) identifying and exploiting emerging opportunities that are opening up as a result of digitization.
So here you have something just like crew change, except in this case it’s not so much associated with transitions due to aging. It has more to do with mindset I just got off the phone with a Boomer vice president of of a large Fortune 10 company. He was very exciting to talk to. He is clearly a player in this new world.
He was enthusiastic, thrilled, and energized by working the new trends, opening up and running emergent business solutions. He’s got a very different orientation than someone who is getting pulled, kicking and screaming, into the new world.
What you need are people like this guy in leadership positions who are engaged, enthused, hungry, out on the prowl, going beyond climbing the curve to helping construct the curve.
LF: Very interesting examples. We will need seasoned people with particular experience to help address new challenges and to make new ways of working possible; we also need people with clear visions of, and a drive toward, a compelling future, to move us in that direction.
The second point has helped fuel my curiosity about the generation now entering the workplace. What is your experience and observations about Generation Y, the millennials? What do the older generations need to understand and appreciate about them?
The Millennials, Part 1: Cutting Right to the Chase
SK: One trend,that has come to my attention, is that very young people don’t do email. This is major, a sea change. I thought that it might be because they’re not in an environment that requires email. Maybe they will pick it up when they’re in the business environment, and have to conduct affairs via email.But something happened just recently that gave me pause to reconsider. I checked out my son who is now 12 years old. This trend is accurate for him. He doesn’t do email. He removed the email app from his iPhone, put it in a folder he doesn’t use.
He had an email account, with 608 unread messages, some of them from me! He just doesn’t use email. He does text messaging and he does face to face. I don’t know if that will change when he’s in a work environment and ramping up to a culture that uses email. But if it stays this way for him, it’s a huge change, because business today is totally dependent on email.
Let me speak to the part of this group that already is operative in the work place shaping our organizational cultures. I see two things: First, they’re moving rapidly to a merit based culture, as opposed to seniority or tenure based culture. This is something most organizations will have to adapt to, and it’s a very good thing in my opinion.
Millennials are in an age group which most organizations disqualify from leadership positions – not explicitly, but disqualified nonetheless – a kind of reverse ageism. Yet they have no hesitation over engaging fully, questioning leaders, and even leaving the organizations because of disagreements with leaders. They’re completely willing to put their money where their mouth is.
They don’t understand the whole idea of seniority, it just doesn’t make sense to them. For example, they are saying, “Look, you have a mission. These are the results you’re after, let’s talk under these terms and determine how to achieve the objectives.
"If there are concerns about the means for achieving them, or the way we operate, that’s on the table, but if I’m locked out of the conversation because I haven’t been with the organization for 5 years, or 25 years, I just don’t get it. If this continues, I’m out of here. Let me into the room. Although I have less experience I’m fully capable of engaging with the senior staff on the most important issues, and I want to. The quickest way for me to learn is to be in that conversation, not to be bringing in coffee."
That’s the first big difference I am seeing, a merit based view. We have a Darwinian evolution going on here. When organizations reject that behavior, the millennials go to organizations that embrace this approach. There you find better innovation and execution.
The Millennials, Part 2: Heading Straight for the Deep End
Second there is a strong inclination to jump into the deep end. There is a simultaneous recognition of their lack of life experience, so it’s not hubris or naiveté. These people have their wits about them and when called to task, they listen. They have the willingness to play hardball from day one.They live in a world of constant learning curve. Everything they’re interested in puts them on a vertical learning curve and they’re used to it. They’re not going to put off engaging with leaders until they reach a plateau of personal comfort, because they do not plateau in their learning… there are no plateaus in their learning world. This results in a different mindset.
The older folks come with a different approach. They want to get settled, to feel as if they have their feet on the ground and understand the lay of the land. They wait before they jump into full participation. The younger folks come in and they’re used to constant rough water. They go right to where the heart of the issue is. In my opinion, this is also better for the economy, creativity, and human endeavor.
LF: These are very interesting, and very profound observations. These kind of behaviors and the mindset driving them will certainly be key factors about how organizations function in the future. And they’re key to understand right now, while we’re in a crew change transition. I already see this transition differently, I even recognize that transition is not really the right descriptor. What I have been referring to as Crew Change, as a discrete, one-time event, is really a continuously evolving process.
Starting Now: A Continuous Stream of Change
SK: You’ve hit the nail on the head. We’re moved from episodic change to a continuous stream. As things start moving faster and faster, organizations need to have in place a strategy which recognizes and accounts for this rapid and continuous pace of change. The experience from the generation exiting the workplace needs to be integrated into this pace of change.LF: And the old style needs to cognizant of, and compatible with, the new style, starting now. I really appreciate getting your thoughts today on this challenge, which I see now is not only about preserving the lessons of the past, but is far more about opening the path to the future.
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Innovation, Leadership, Management, Careers, change, change leadership, baby boomers, crew change, millenials, gen y, collaboration, engagement, visionary leadership, Apple iPhone, Culture and Lifestyle, Subcultures and Identities, United States, Pennsylvania
Sales Management: How to Manage Independent, Tech-savvy New Millennial & Help Them Sell Effectively : Telephone Sales : Selling & Marketing Tips To Increase Sales
Sales Management: How to Manage Independent, Tech-savvy New Millennial & Help Them Sell Effectively
Hello there! If you are new here, you might want to subscribe to the RSS feed for updates on this topic.Powered by WP Greet Box WordPress PluginIndependent, tech-savvy, social, and optimistic – why are these “kids” so hard to manage?
Seasoned sales managers are facing challenges managing new Millennial’s, also known as people born after 1980. These new sales professionals have a different approach to life. This greatly impacts their ability to sell effectively.
Understanding them and some key events that took place during their youth will help you manage your Millennial sales team with shorter ramp times.
What is different about the new Millennial sales team?
Their work styles, motivations and view of the worlds, especially the corporate world.
For example Millennials:
Demonstrate loyalty to their social network and specific managers and members of the team, but not to the company.
Grew up during a technology explosion. Their every day reality included video, cell phones, laptops, and iPods.
Are addicted to reality television, Google and websites like Myspace and Facebook. In this world information is available for the asking. That’s why they believe in putting everything out there for all to see.
Faced school violence and global terrorism (specifically 9-11). This made them wary about the world. It also helped them develop a global perspective
Have the ability to find information about anything at a rate that far exceeds expectations of management. What they lack is discernment about the accuracy of the information. If it’s on the Net they tend to believe it must be accurate. They can instantly communicate this information to their social network via Blogs, Instant Messaging (IM), personal Web pages and cell phones. Some companies have found out the hard way that their management mistakes are common knowledge within days, if not hours.
Do not know their own strengths and weaknesses because there have not been many opportunities for self-evaluation or honest, constructive criticism. With hundreds of possible activities, from soccer to music lessons, Millennials have been over-committed and over-scheduled.
Were smothered in praise with constant reinforcement about how great they are. That’s why they expect recognition for everything, even the most mundane activities.
This creates your greatest management challenges:
How do you help them understand that there are winners and losers in the sales world?
How do you provide constructive criticism without devastating their psyche?
This is new ground for both the sales manager and the new Millennial sales professional.
Here’s My Simple 4-Step Process to Managing Your New Millennial Sales Team
1. The first time they approach you, work with them to think through at least three options. Then make the decision for them. Having them consider options is the first step of developing your new sales team’s ability to reason.
2. When they want your input, make sure they have created three options to discuss. Help them understand the consequences of each option. Add in other options if they haven’t considered all of the consequences.
3. Guide them toward the course to action you want. Essentially they will be making the recommendation, which you are approving.
4. Cut them loose and have them handle a situation on their own. However, also have them provide a written report. The report needs to tell you what the situation was, the options they considered and the decision they made. This step won’t last that long as their need for independence will kick in and they’ll just stop coming to you with every little situation.
Keep in mind that these new sales professionals are going to need much more coaching than their predecessors. Unlike other generations, they grew up protected. And, they interacted with others largely through technology. This created a generation whose people savvy is very limited. So, guide them and help them understand the nuances of body language, the uniqueness of each person’s office and what the contents of that office reveals about the customer.
You may even want to give them a copy of my book, “People Savvy for Sales Professionals” that covers these points in great detail.
And remember, when coaching Millennials your focus and approach may need to be different from others you have worked with. Here’s how…
Provide structure and give information in bite-size pieces.
Praise them for their efforts
Present mistakes as development opportunities
Use technology freely before and after the session.
Provide the rationale behind your coaching.
Sell your Millennial sales team on the idea of discretion
Smart sales managers focus on developing their Millennial’s people savvy. They understand flexible work roles and create effective virtual teams. They leverage technology that will help Millennials become a valuable asset sooner rather than later. And, most importantly they meet the challenges of working with, not against, the new Millennial sales team generation.
Sales Psychology Expert Gregory Stebbins has helped over 20,000 sales professionals better understand their customers so they can outsell their competition. Now, with his new book “People Savvy for Sales Professional” sales managers can help their NEW sales team understand a simple, yet groundbreaking plan to winning your customers’ trust and business forever. Get your free sneak preview at: peoplesavvy.com/book.htm
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This entry was posted by on August 5, 2010 at 11:11 pm, and is filled under Sales Management. Follow any responses to this post through RSS 2.0. You can leave a response or trackback from your own site.
