By: Jeri Espstein, Managing Partner
Change is inevitable. Companies that don’t change and don’t adapt to market conditions have a short shelf life. Loon Landing Advisors started as a consulting company that had emergency management, assistance for start up businesses, and social media as its primary target audience. In the last year, we have been shaped by demand and have had significant changes that have taken us in unexpected directions. To follow is where we are headed and who is helping our success.
Prima Donnas? Shooting Stars? High Maintenance? Every one of those terms has been used in the coffee room to describe business development /sales people. The CEO may have used the term when tempers fray. How can a company build a culture in which the sales and business development team integrates smoothly into the entire company?
By: Jeri Epstein, Managing Director
Integrating the business development team into the rest of your company takes planning and a high EQ. EQ is an Emotional Quotient. In smart leaders, it complements a high IQ. Strong leaders have both.
The financial department, engineers, IT professionals often view the Business Development team in your company as the flighty, high-expense account, travel-everywhere crowd. They are the ones flying to interesting cities, eating lunch on the company’s credit card and having drinks with prospective customers while the “real employees” work every day in cube farms and closed offices. It sets up a potential source of friction.
by: Jeri Epstein, Managing Partner
Our parents’ generation went to work for a company, stayed there for 35 years, and then received a gold watch and a retirement package. Those days are gone. Until the financial collapse four years ago, women were the primary victims of discontinuity in their work lives. They would start a job, marry, have children, and take time to raise them. When they returned to the office, trying to juggle families and jobs, their male counterparts had moved steadily ahead into executive management positions. With the financial downturn, men were unemployed and their dream of working for large, established corporations with pensions and benefits were disrupted as well. Discontinuity became a universal problem.