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How Generational Gaps Impact Talent Retention & Recruiting Strategies

talent retention

How Generational Gaps Impact Talent Retention & Recruiting Strategies

Workforce development in the modern age presents a new level of opportunities and challenges to companies seeking to enhance their talent pool. Factors such as technology innovation, information overload, and new generations entering the workforce require thought leaders and experts to identify the best options to meet company needs. In order to attain this, recruiters must understand potential employees at their core and visualize the potential value and growth for both parties. This level of expertise is difficult to find. Dozens of talent recruiting websites and services exist in the marketplace with a similar promise: guaranteed results. What they don’t guarantee is the right kind of results. If a company is provided with five candidates with years of experience, but lacking the knowledge, skills, and company culture needed to thrive, the “results” go stale and the process is restarted, resulting in a never-ending cycle with a low success rate. 

“This is a relational business, not a transactional one. If you view it as the latter, you’ll surely fail long term,” explains Anthony Fletcher, President and CEO of My Future Consulting. “Whether you’re in search of a new business opportunity or an exceptional candidate, I found that organic, genuine, and empowering relationships enable businesses to build a network comprised of the most talented, knowledgeable, influential, and accomplished professionals in the world.” 

Anthony Fletcher boasts a wealth of knowledge developed over 20 years managing Fortune 100 company’s operations, manufacturing, planning and sales. Through his dedication to understanding people, Mr. Fletcher demonstrates competitive knowledge required to develop a successful approach in matching the right people with the right jobs and beyond. My Future Consulting differentiates the recruiting process through a carefully developed process that considers the needs of both employers and candidates, ultimately ensuring life-long partnerships while tackling the challenges in workforce development head-on. 

Candidates in the modern workforce come with a variety of personalities, levels of skills, experience, and expectations. Furthermore, generational gaps create complexities that can be difficult to navigate, especially for a company looking to fill a vital position quickly and successfully. The hiring process has evolved significantly in recent years and now requires a granular approach to recruiting the right people to build a lasting team. Simply put, there is no “one size fits all” approach and it takes an expert in people to successfully achieve such results. That’s the difference My Future Consulting brings to companies in eight different industries, boasting a 93 percent employee placement retention rate. 

“’Your Future is Our Priority’” is embodied in every phase of the search process. Our end goal is to make the process both seamless and stress-free for all stakeholders,” adds Mr. Fletcher. “Unlike most recruitment firms where recruiting is approached transactionally, My Future Consulting approaches it as a relationship-based business. We take tremendous pride in critically evaluating necessary steps to ensure all of our clients have a phenomenal experience during each and every phase of the recruitment process. Additionally, 95 percent of our candidates and 90 percent of our clients lack the knowledge and/or resources to effectively negotiate salary and compensation. This is another reason why our services are greatly valued as we are able to propose a competitive compensation – a package that presents a win-win outcome for both the candidate and client.” 

Taking it a few steps further, My Future Consulting focuses on presenting candidates to clients that bring results through a thorough understanding of company culture and the differences presented in different generations of employees seeking a family of companies to grow with. Among the major differences in the talent market today is the emergence of Gen Z into the mix of millennials and baby boomers. Communication, experience, goals, and skills are unique to each candidate presented. An example of this is seen with the level of experience in technology. While a seasoned Millennial candidate presents skills in communication and writing, a Gen Z candidate with less experience might present a deeper knowledge of platforms vital to a company’s audience. If an overwhelmed supervisor is tasked with the responsibility to fill a position quickly, identifying these factors could very well be overlooked and the right candidate dismissed. 

“From a recruitment standpoint, it can be extremely challenging for Baby Boomers who may not be knowledgeable of the many social media platforms and networks that exist today, as this has become a primary connection point for most millennials, Gen Z and a few straggling Baby Boomers,” adds Fletcher. “Lack of engagement on the aforementioned could result in a competitive disadvantage in the war of talent that exists in today’s job market.”

More so than before, finding the right talent has proven to be increasingly difficult as more factors present themselves in a variety of industries. The workforce culture is changing while technology is advancing and companies are confronted with the need for change in developing a strong team. What proved to be successful previously is not guaranteed to work in the modern age. Hiring managers and business owners alike are beginning to realize addressing these challenges is best left for the experts to tackle. 

“For Gen Z and Millennials, technology is the most appealing aspect of a job and lack thereof will only lead to high turnover. Today’s candidates lean towards organizations that are always on the cutting edge of technology. For those companies that have an antiquated approach in running their organization, they are perceived to be out of touch, stifling the individual capability of the organization, thus leading to morale and performance issues – a recipe for mass exodus.” 

Understanding a candidate from a generational, cultural, and skills point of view is not something companies can rely on an average recruiting website or firm to deliver on. What many recruiters fail to understand is how to determine which candidates are ready for the next step in an industry and which candidates need some finessing for placement success. From the personalized, 10-point resume assessment services to its career transition services, the experts at My Future Consulting address recruiting from both sides to ensure the right candidates are set up for success and while companies are paired with the best option. Instead of isolating one side, both participants in the process are evaluated holistically, resulting in satisfied clients and employees. 

“Every search begins with the goal of it lasting. When uniting candidates with clients, we go into each search with the thought of it being a long-term business marriage,” adds Fletcher. “Long term viability is our end goal, so we go to great lengths to understand the needs and goals of both the candidate and the clients. Once we identify what we perceive to be the ideal candidate we begin to court them accordingly.” 

“Based on the unsolicited feedback we’ve consistently received from both the candidate and our valued client base, our unique methodology, timely and personalized style of communication clearly differentiates us from any perceived competitors. We firmly believe that effective communication is critical and serves as the foundation for our firm. It enables us to provide clear direction and impeccable service to our clients.” 

Another critical element in today’s workforce is the theme of diversity and inclusion – regardless of the industry. This directly ties in with the Gen Z and Millennial generations entering the workforce and what is expected as a standard, not a “perk.” There’s a direct correlation between company culture and employee satisfaction, quality of work, and most importantly, company reputation. If a company neglects its own culture (i.e. people), employees can lose motivation, creating more positions to fill, raising turnover rates, and restarting the never-ending cycle. If a company is known for extensive hours, poor culture, and lack of technology, a qualified candidate – particularly a Gen Zer, can become quickly disinterested and offer their skills to a competitor. Even worse is when that employee spreads the message of poor culture and working conditions to other potential candidates. Word of mouth plays an equal part in developing your company’s profile in the talent pool. 

Fletcher adds: 

“Jobs that lack an intense level of engagement from a digital space could lead to boredom, which if not addressed could result in high turnover. Gen Zers appear to be more motivated by security versus millennials, who tend to be motivated by purpose. This explains the constant job-hopping and indecisiveness when it comes to career choices among these generations of workers. This also shows how critical it is to know your employee’s career goals and motivations as well as talent opportunities.” 

“Work experience and skill set are equally critical when identifying solid talent to present to our clients. However, a vibrant, inclusive, and engaging work environment is where we expend immeasurable energy in to ensure that we’re putting candidates in a position to succeed from the moment their step on the campus of the new employer.” 

Taking it another step further is balancing the needs of both employers and employees once the right candidate has been identified and hired. This is one of the most critical steps once an employee has been selected and begins integrating into a company’s atmosphere – beyond the deliverables and daily tasks. An example of this is commonly found with Gen Z candidates and accurately assessing career paths against personal goals, expectations, and skills development. Today’s workforce requires career-mapping and consistent goal setting for success. 

“Gen Zers operate with an entrepreneurial spirit and work ethic, meaning they are high energy, self-motivated, and independent in thought. This poses a tremendous challenge for most hiring managers that typically oversee more traditional operations where policies and procedures not only guide, but sometimes place a stranglehold on employees and their success. Striking a balance is the key to success,” adds Fletcher. “Studies have shown that both Gen Zers and Millennials want to be catered to quite intensely. I believe that applies to all generations, but the latter is simply more outspoken about it. This can pose a problem to hiring managers that are Baby Boomers, as their inclination is to not to coddle candidates, leading to miscommunication and unmanaged expectations which ultimately results in loss of job opportunities, career advancement, and retention rates dropping.” 

From managing expectations to providing the right amount of challenges and feedback for this generation, it takes an expert in people to ensure the match is successful in the long-term. This is another way My Future Consulting differentiates itself among talent recruiters. It’s through the extensive knowledge and expertise offered that 93 percent of their candidates thrive in their new roles, followed through with consistent checks and balances to ensure retention is achieved. 

“We identify the five most critical skills sets that are required to be successful in the role we’re recruiting for and provide a detailed analysis of each that is included in our candidate submission summary. Once a candidate is converted to employee, our firm check-in with the candidate on day 60-90-180. No other search firm in the world has a similar practice. We send congratulatory gifts to the client and candidate up signing. We also celebrate the candidates 1st year anniversary and follow-up with the candidate twice a year to discuss performance, culture, and transition.” 

The My Future Consulting difference speaks for itself through satisfied clients and successful employees the firm has placed in a multitude of industries over the years. The unmatched knowledge found within the team of experts at My Future Consulting goes beyond addressing recruiting and retention roadblocks and spotlights the importance of company reputation. Not only does the firm take pride in connecting companies to candidates but takes the time to prepare the next generation of workers for their ideal job while growing businesses nationwide. 

“Over 95 percent of the candidates that we look to present to our industry leading clients are passive professionals, thus not actively searching for a new opportunity. We are often referred to them by trusted associates, both past and present. New business opportunities tend to arise from satisfied clients and business partners who refer new clients to our firm. In fact, 80 percent of our new business is a result of unsolicited client referrals. This data point, as you would imagine, makes us very proud as an organization,” Fletcher concludes. 

______________________________________________________________

 

Anthony Fletcher, Sr. (@Real_AFletcher) is the owner and president of My Future Consulting and Integrity Sports Agency. Drawing from over two decades of Executive Management experience in leading innovative solutions, staff building and talent recruitment, Mr. Fletcher founded My Future Consulting (MFC) in 2007. Working towards innovation based on his experience of matching the right person with the right job, this innovative staffing company has revolutionized how organizations meet their need with experienced and high-potential talent. My Future Consulting was founded on the principle that people are an organization’s most important asset and was ranked as a Top 20 Employment Agency in Chicago by Expertise.com in 2018 and 2019. 

Mr. Fletcher is a popular keynote speaker and can often be found sharing his story and insights on leadership, empowerment, and the importance of people with professional, civic, and community organizations. He is also a lecturer and visiting professor at colleges and universities throughout the U.S. 

Anthony lives in Orlando Park, Ill. with his family. He is a dedicated philanthropist and volunteer, serving as a chairperson and fundraiser for many area nonprofit organizations. Mr. Fletcher has raised over $54,000 for MS Walk and volunteers as an executive advisor to organizations, 

including the American Diabetes Association, Boys and Girls Club of America, and Feed Our Starving Children. 

Want Employees To Love What They Do? Here Are 4 Ways To Get There.

Bosses might want to take notice if employees view their jobs as “the daily grind.”

A disgruntled and disengaged workforce can undermine production and harm customer relations, while a happy, engaged workforce does the opposite.

“If you take care of your employees, they will be better prepared and far more motivated to take care of your customers,” says Shawn Burcham (www.shawnburcham.com), founder and CEO of PFSbrands and author of Keeping Score with GRITT: Straight Talk Strategies for Success.

“Ideally, you want employees who think and act like owners.”

Burcham says one of the first steps toward cultivating such an environment is to communicate openly with employees. And that may be even more crucial today because newer generations entering the workforce want to know the “why” of what they are doing.

“Millennials value truth and honesty,” Burcham says. “They also are looking for personal growth, education, and continuous learning. If companies want to scale, then they need to embrace millennials and work to create an environment where they are engaged.”

He suggests four ways leaders can help their employees love what they do:

Have fun at work. People spend more hours at their jobs than doing just about anything else, Burcham says, so the time might as well be enjoyable rather than drudgery. Some simple ways people can have fun at work include cracking jokes, decorating their work areas, or celebrating employee birthdays. For Burcham, the work itself is fun. “As a leader, I want to provide an environment conducive to having fun,” he says. “I also let our employees know that it is up to them to make having fun a reality within their job and their department.”

Coach them up. All employees must be willing to learn at a pace consistent with the company’s growth, Burcham says. “Usually, we hire people with a skillset that enables them to scale with us,” he says. “Sometimes, though, we have employees who are challenged to ‘make the leap’ with us. When that happens, we work with them to find a role on our team where they can excel. We want to provide them with every opportunity and tool we can to help them adapt.”

Maintain a positive attitude. Most successful people exude a positive attitude, are optimistic, and have a never-quit personality, Burcham says. “Who wants to work in an environment of doom and gloom?” he asks. One way to cultivate an upbeat workplace is to strive to hire only “A” players, people who want to be the best at their jobs and take pride in making positive contributions.  “But anyone can be or become an A player,” Burcham says. “It simply revolves around having a positive attitude along with a desire to learn and constantly improve.”

Show appreciation. Employees want to know that the bosses – and their coworkers – appreciate them, so it’s important to find ways to show them. Burcham says at his company new hires are welcomed by dozens of emails from their team members before they even arrive for the first day of work. When they start, two or three dozen employees gather to greet them with a high five. “For our team, it’s all about gratitude,” Burcham says. “It’s not, ‘I have to go to work today.’ It’s, ‘I get to go to work today.’ ”

“I think the real key,” Burcham says, “is to hire people who are already motivated and then put them in an environment where they can excel. Engaged employees are fun to work with and they will go the extra mile for their customers as well as their peers.

 

Shawn Burcham (www.shawnburcham.com), author of Keeping Score with GRITT: Straight Talk Strategies for Success, is the founder & CEO of PFSbrands, which he and his wife, Julie, started out of their home in 1998. The company has over 1,500 branded foodservice locations across 40 states and is best known for their Champs Chicken franchise brand which was started in 1999. Prior to starting PFSbrands, Burcham spent five years with a Fortune 100 company, Mid-America Dairymen (now Dairy Farmers of America). He also worked for three years as a Regional Sales Manager for a midwest Chester’s Fried chicken distributor.

culture

Who’s Responsible For Your Company’s Culture? Look In The Mirror, Leaders.

Extensive research has shown that a positive work culture often results in productive employees who both value their work and feel valued themselves.
But company leadership, not the employees, usually creates that culture. Executives and managers have a significant responsibility to establish a positive culture that is conducive to company success.
“Culture can be thought of as the inner life of the organization,” says Cynthia Howard (www.eileadership.org), an executive coach, performance expert, and author of the book The Resilient Leader, Mindset Makeover: Uncover the Elephant in the Room.
“It is the self-sustaining mix of values, attitudes, and behavior that drives performance. Culture is the brand identity of the company, and it has the ability to attract and retain great talent or not. Thus, it’s incumbent on the leaders to be aware of their culture, what they can do to improve it, and honestly assess if it’s the kind of place where people want to be and want to grow.”
Another key reason that company leaders need to make work culture a high priority, Howard says, is because millennials — who comprise the largest segment of the workforce — rank culture as their top consideration when choosing where to work.
Howard offers five ways leaders can foster a positive work culture:
Model positive, respectful behavior. Howard says a positive work culture starts with the leader setting the tone, which can send the right message to leaders at other levels in the company. “Don’t play the blame game,” Howard says. “Encourage an environment where it’s OK to make mistakes and move forward. Frontline staff crave leaders who understand them and care about them, will mentor them, and will provide professional guidance to make fair and tough decisions.”
Show gratitude. “Show your gratitude and appreciation for accomplishments by acknowledging people during a meeting or with a note,” Howard says. “Celebrating wins lifts morale, and when people know they will be recognized for exceptional work, they’ll be more motivated.”
Communicate consistently and with clarity.  “Keep employees in the loop with consistent updates,” Howard says. “Give them regular feedback, not just at review time. This keeps people connected, feeling part of the team, and removes the mystery — and inherent tension — of where they stand. Create clear goals, and make everyone feel that they are necessary components toward reaching those goals. That inspires an environment of inclusion, pride and commitment.”
Really listen. “This is the important other side of communication that some leaders fail to master,” Howard says. “For the leaders underneath you and the employees throughout a company to truly feel valued, they have to know they have a voice and that it will be heard. Be open and encouraging to others’ ideas and solutions.”
Promote collaboration. One of a company leader’s primary jobs is getting the most out of their team — mainly by defining the importance of team. “Maximizing the strengths of a team means knowing each person’s uniqueness and talents and using them in the best possible way,” Howard says. “It also means creating a culture where everyone respects each other’s talents and is enthusiastic about working together for the greater good.”
“Poor culture leads to lots of turnover,” Howard says. “When you as a leader instill and insist on a positive culture, you reap the benefits. Happy, engaged employees mean a thriving company.”
______________________________________________________________
Cynthia Howard (www.eileadership.org) is an executive coach, performance expert and the author of The Resilient Leader, Mindset Makeover: Uncover the Elephant in the Room. She researched stress and its consequences in performance during her PhD. In the past 20-plus years she has coached thousands of professionals, leaders and executives toward emotional agility and engaged leadership. 

GT Podcast – Episode 117 – Anthony Fletcher with My Future Consulting

Acquiring top talent is more challenging then ever. In this episode Anthony Fletcher, CEO and President, of My Future Consulting shares his expertise on what it takes to attract winning talent, and keep them.

employees

5 EFFECTIVE WAYS TO IMPROVE EMPLOYEE PERFORMANCE

One of the things you will undoubtedly want to do as a leader is to improve the productivity of your employees. While technology has certainly made things a lot easier over time, employees are actually spending more and more time in the office and the typical workweek of 40 hours is getting rather stretched. So how can you improve the productivity of your employees and get them to save more time? Here are a few tips I learned while working at AssignmentMasters and a few other places.

Delegate

It might seem obvious that you should delegate, but a lot of leaders and managers somehow find themselves in the micromanagement trap. It’s actually quite difficult to train yourself to delegate more in practice. You will often feel that your company and business is your baby and that you want to have full control over everything that goes on at the workplace

There is nothing wrong with wanting to see everything going according to plan. It is, after all, what guarantees that no one will hijack your ideas and that your business will be successful. However, you don’t have to check every little detail of what’s going on at your company while you’re at it. You are better off delegating as many things as you can to other qualified people. If you try to do every little thing yourself, you’ll just end up wasting everyone’s time. 

The most important thing you will have to develop is trust in your employees. Start by employing only people who are well qualified at what they do, and then trust them to do it well. You will not only take a huge load off of your back, but you will also give your employees the chance to put their skills to work, to learn problem-solving, to learn how to work independently, and also to learn some important leadership skills. These skills can then later be used to grow your company even more than you could ever have managed to do yourself.

This is actually common in the most successful companies. Zipjob, for example, is very large on delegating and as a result, can even afford to have a lot of employees working remotely. 

Think back to when you first hired your employees. You saw a lot of potential in them and that’s why you brought them on board. Now, give them the opportunity to prove your judgment correct!

Tasks Should Match Skills

While we’re on the topic of delegating, it’s also important to know what to delegate to whom. You should have an intimate knowledge of all of your employees’ skills and their different levels of skill. That way, you will be more efficient in your delegation of tasks to the employees. Some are extroverted and creative, who can think on their feet and are very charming. Allowing these employees to pitch to your clients makes a lot more sense than giving that work to your more introverted and methodical employees. On the other hand, if you have any work that is big on following the rules, then you’re better off delegating that to the more shrewd and methodical employees.

At AustralianWritings, different employees with diverse skills are hired and the work delegated to them according to their skills. As a result, this company has consistently beaten its rivals.

It would be unreasonable to expect your employees to do everything perfectly. Instead, always ask yourself who is best suited to what task before you delegate the tasks. If you can’t find them among your existing employees, then you can either hire someone new or outsource that piece of work to someone else.

Communication is Key

We all know about the importance of communication. It makes the workforce productive overall. With technology, it’s even easier to communicate in the modern office. However, just because more channels of communication are available to us doesn’t mean that communication has become more efficient. Sending emails, for example, takes up more than a quarter of the average employee’s day. That’s a huge portion of the day to dedicate to sending emails!

As a leader, you should look for the most efficient way to communicate with your employees. There are numerous technologies on the market, including collaboration software and scheduling software with direct video conferencing and voice to voice features. You can use these to carry out quick meetings or a speedy paper review and communicate with your employees. That way you will make sure that no more time is used on correspondence than is necessary and your employees have more time to do what you actually pay them to do. 

Have Clear Goals

The whole essence of efficiency is that you are trying to be efficient while trying to achieve some goal. Your employees can therefore not be efficient if they do not have a goal to work toward. You need to give them something to aim for. 

If you don’t define your goals clearly enough, and make them reasonable enough to be achievable, your employees will not be as productive as they actually can. This applies both the goals of the individual tasks you assign to employees and the overall goals of the company as a unit. 

You should always let your employees know, in no unclear terms, what your expectations of them are and what kind of impact the assignments you are giving them will have on the overall goals of the company.

There is a mnemonic for the perfect kind of goal: SMART. 

-Smart

-Measurable

-Attainable

-Realistic

-Timely

Your goals should not only be clever and attainable, but also realistic, easy to measure, and achievable within the given timeline. Always check if your goals meet these criteria before you assign any tasks to employees.

Best Essays and EssayWritingLab are two companies known for this. They pin their weekly goals on the bulletin boards for all employees to see and act accordingly. Each employee is also assigned individual goals so they know what to aim for.

Train Employees

Your employees are one of your greatest assets, if not the greatest assets themselves. You should, therefore, be eager to train and develop them, making sure they get all the skills they need to do their jobs even better. While it might seem like a good idea to cut costs on training and forcing your employees to learn on the job, it has a massive potential to backfire.

Take some extra time and invest some extra money to train your employees in the skills they require to do their jobs. That way, they will be even more independent and competent with the tasks you assign them. 

To prepare training material, you can outsource the work to a writing service like AussieWritings or AssignmentMan to do it for you expediently.  

By making your employees more productive, you maximize the value you get from your business and improve your bottom line. The tips on this list are certainly not exhaustive, but they are a good starting point on the road to making your employees and company more productive. 

This guest post is contributed by Kurt Walker who is a blogger and college paper writer. In the course of his studies he developed an interest in innovative technology and likes to keep business owners informed about the latest technology to use to transform their operations. He writes for companies such as Edu Birdie, XpertWriters and uk.bestessays.com on various academic and business topics.

business

Business Betrayals: Protecting Yourself From Workplace Treachery

Betrayal in business can come in many forms.
A supervisor who gives specific directions for a project, then lays the blame squarely on you when things go awry. An employee who fails to inform you of a high-end client’s unhappiness, leaving you blindsided and feeling the CEO’s wrath when the client cancels a contract.
In such scenarios, the person betrayed can feel angry, devastated and perhaps unsure whether to ever trust anyone again, say Elaine Eisenman, PhD, and Susan Stautberg, co-authors of Betrayed: A Survivor’s Guide to Lying, Cheating, & Double-Dealing. These two successful business women say they themselves have experienced betrayal professionally and personally.
“In all relationships we trust others, believing that while they will look out for their own best interest, they will also respect ours,” Stautberg says. “Unfortunately, that’s not always so.”
In business, there’s no guarantee that even a good friend or family member deserves your confidence.
“Regardless of how well you know someone, treat any business arrangement with due diligence,” Eisenman says. “Motives can be hidden, even with the best of friends.”
So, how can business leaders and their employees avoid betrayals that can harm them and their organizations? And how should they handle the fallout if they are betrayed? Eisenman and Stautberg offer a few suggestions:
Learn to trust wisely. Blind trust can make you an easy target because you ignore the potential for human nature’s darker side, Stautberg says. But it’s also ill-advised to assume no one can be trusted ever. What you’re after, she says, is “wise trust,” which allows you to weigh each situation, assessing whether there is low or high probability of betrayal.
Listen to what your gut tells you. So-called “gut feelings” act as an early warning system. “Ignore those feelings at your own peril,” Eisenman says. She shares the story of a woman named Ingrid, a chief finance officer in the public sector who was involved in the recruiting of a comptroller who came highly recommended. Ingrid preferred to handle reference checks herself, but that was HR’s job so she backed off, even though something told her this job candidate’s credentials were too good to be true. She shouldn’t have ignored her instinct because after he was hired the comptroller was charged with white-collar crimes committed in another state. For Ingrid, this became a triple betrayal – by colleagues who tried to make her the scapegoat, by HR, who didn’t perform a thorough background check, and, of course, she was betrayed by the man she hired.
Don’t seek revenge immediately – if at all. Planning revenge continues to provide the betrayer with power over you rather than allowing you to take that power into your own hands. It’s more productive to distance yourself from the betrayal and shore up your emotions with rational thoughts. That will help you begin to derive lessons from the traumatic event.
If you are betrayed, there is no need to beat up on yourself. “It is critical to recognize that what you are feeling is completely normal,” Eisenman says. “If you blow the event out of proportion, exaggerating its impact on all aspects of your life, you’ll only postpone your recovery.”
“The key to moving forward is self-compassion,” Stautberg says. “Get yourself to a safe space, both physically and emotionally, and get some sleep. Being rested will help you think clearly and you’re going to need your wits to survive.”
Reactions to stress differ. So, don’t worry if your immediate reaction includes anger. Try to balance it  and take the energy to hold onto your power. Surround yourself with friends. Have the courage to move forward and leave the past behind. Learn to pivot. Eisenman and Stautberg discovered that the formula for success is creating a new positive, self-confidence about work and informed risk taking.  Learn how to BOUNCE – Be Bold, Optimistic, Undaunted, Nimble, Courageous, and Empowered.
Elaine Eisenman, PhD, co-author with Susan Stautberg of Betrayed: A Survivor’s Guide to Lying, Cheating, & Double Dealing, currently serves as an independent Board Director for DBI, Inc. (NYSE), as well as for AtmosXR and Miravan, both privately held companies. She is the Managing Director of Saeje Advisors, LLC, an advisory firm for high growth ventures. Former Dean of Executive and Enterprise Education at Babson College, she works closely with CEOs and their executive teams to create cultures that accelerate growth. She is a frequent speaker on the topic of turning risk into opportunity.
Susan Stautberg is Governance Advisor to the portfolio companies of Atlantic Street Capital, a private equity firm. She is also President and CEO of PartnerCom Corporation and Chair Emeritus of the WomenCorporateDirectors Education and Development Foundation (WCD). Susan addresses groups around the world, including leading business schools and CEO conferences. She has written or been featured in numerous articles including The New York Times, The Wall Street Journal, and The Financial Times and her on-air experience includes Oprah, The Today Show, CBS Evening News, CNN and many others.

Arrive Logistics Announces Third Consecutive “Best Workplaces” Recognition

Austin-based technology transportation provider, Arrive Logistics, now boasts a third consecutive recognition from Inc. Magazine as one of their
“Best Workplaces” for 2019.

This is the magazine’s fourth annual “Best Workplaces” list highlighting 346 companies based on survey results ranking for exemplary company culture, employee engagement, and benefits based on a comprehensive evaluation of American companies within the private company sector.

“We are a people-first organization and we invest heavily in creating an environment that sets our team up for success,” said Matt Pyatt, chief executive officer, Arrive Logistics. “We are very thankful to be receiving this award for the third year in a row.”

Inc. Magazine recognizes Arrive’s focus on employee development through the company’s consistency in employee recognition and performance checks. Among the companies evaluated, Arrive Logistics separates itself by identifying and polishing employee strengths and building on them, creating a healthy culture and growing employees for growth and success, benefiting both parties.

“With today’s tight labor market, building a great corporate culture is more important than ever,” says Inc. magazine editor in chief James Ledbetter. “The companies on Inc.’s Best Workplaces list are setting an example that the whole country can learn from.”

Source: Arrive Logistics, Inc. Magazine