Melodie turk

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Executive Spotlight: How To Develop A Training Plan For New Employees

As new employees join your team, providing them with a well-structured and comprehensive training plan is essential for their success and the long-term growth of your business. Crafting a thoughtful and effective training program not only accelerates the onboarding process but also sets the stage for new hires to excel in their roles. How can you create a training plan that equips your new talent with the knowledge and skills they need to thrive?

We recently asked our leading executives for their best tips on how to develop a training plan for new employees.

Here are their responses...

Melodie Turk, Learning Experience Executive

New employees are excited and eager to jump in and itâs important to give them the opportunity to do so. Providing a solid training plan over their first year will provide a strong foundation to help with their success.

As new employees generally have more time than any other employee, I recommend building a training plan they can control and lead. This means building a guided framework they can easily navigate while they build their knowledge pool. This framework should not overwhelm the new employee, but build upon itself so their knowledge gets deeper as the year progresses.

Hereâs an example.

When setting up training regarding the organization, you might set it up this way:

In their first week, search the intranet and internet to find out the organizationâs mission, vision, and core values.
In their first month, search the intranet and internet to find out the organizationâs mission, vision, and core values and bookmark key links you can use for later reference.
At the 90-day check-in, review your bookmarked links and ask your supervisor how the organizationâs mission, vision, and core values drive the departmentâs priorities.
At the 6-month check-in, review your bookmarked links and prepare to share with your supervisor how the organizationâs mission, vision, and core values drive your own work and discuss how other priorities may impact that work.
At the annual check-in, review your bookmarked links and prepare to share suggestions on how to further support the organizationâs mission, vision, and core values in your own work and what support you may need to make that happen.

In each instance, the employee is given a task that starts out relatively small and increases in thought and knowledge.

Each training plan should cover compliance training and then organizational, departmental, and personal areas.

Organizational areas may include the history of the organization, its mission, vision, and values. Learning about them may be as easy as searching the intranet or it may be scheduling time with a few key people who have been with the organization for some time. It may even include a visit to an archive location.

Departmental areas may include strategic goals, dashboards, and reportsânot just where they are located, but the context behind them, as well as how to interpret them. This may include guiding the new employee to schedule time with certain people or to watch a video to gain this knowledge. This area may also include certain training to help employees learn how to actually input and navigate different systems they will use.

Personal areas might include cultural norms and behaviors. This may look like a scheduled meet and greet with other employees (with guided questions) to discover how the culture of the organization looks and works. It may include reading through a company blog or watching CEO town halls. It may even be as simple as a PowerPoint sharing key aspects of the culture.

Developing a training plan for new employees is best done with other employees. They will help give you the best insight into what they wish they had known and when.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplaceâchange that is meaningful and change that will last.

Michael Willis, Sports Business Operations Executive

Manager/leaders trains new employees at work

Step 1: Identify Training Needs

Begin by conducting a thorough assessment of your organization's needs. Determine what skills and knowledge are essential for new employees to excel.

Step 2: Set Clear Objectives

Define specific, measurable objectives for the training plan. What should new employees achieve by the end of their training? Ensure these objectives align with your business goals.

Step 3: Design the Curriculum

Create a detailed curriculum that covers all necessary topics and skills. Divide it into modules or sections for clarity. Each module should contribute to achieving the defined objectives.

Step 4: Choose Training Methods

Select the most appropriate training methods for each module. Options include classroom training, e-learning modules, hands-on workshops, and mentorship programs. Tailor your choices to suit your employees' content and learning styles.

Step 5: Develop Training Materials

Create or source training materials such as presentations, manuals, videos, or online resources. Ensure these materials are well-structured and engaging to facilitate effective learning.

Step 6: Assign Trainers or Facilitators

Appoint experienced trainers or facilitators who can effectively convey the training content. These individuals should have expertise in the subject matter and possess strong communication skills.

Step 7: Schedule Training Sessions

Plan the training schedule, considering the availability of trainers and new employees. Ensure that the timeline aligns with business needs and employee onboarding processes.

Step 8: Implement Training

Execute the training plan as scheduled. Provide employees with access to training materials and resources. Encourage active participation and engagement throughout the training.

Step 9: Assess Progress

Regularly assess the progress of new employees through quizzes, assignments, or practical assessments. Use feedback to identify areas needing additional attention or modifications to the training plan.

Step 10: Provide Feedback and Support

Offer constructive feedback to employees to help them improve. Create a supportive environment where questions are encouraged and challenges are promptly addressed.

Step 11: Monitor and Adjust

Continuously monitor the effectiveness of the training plan. Analyze the impact on employee performance and adjust the program to address gaps or changing business needs.

Step 12: Measure ROI

After completing the training, measure the return on investment (ROI) by evaluating how well the new employees contribute to the organization. Assess their performance against the initial objectives.

Step 13: Iterate and Improve

Use the insights gained from the training process to improve future training plans. Learning is an ongoing process, and each iteration should be better than the last.

Developing a comprehensive training plan for new employees is a strategic investment in your organization's success. By following these steps, you can ensure your employees are well-equipped to excel in their roles, contribute to business growth, and drive overall success.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Ana Smith, Leadership Development & Learning Strategist

Crafting an effective training program for new employees is key for retaining talent. In today's dynamic workplace, ensuring that your team is well-prepared from day one is crucial for their success and your organization's growth. A well-structured training program not only accelerates the onboarding process but also sets the stage for long-term productivity and job satisfaction. In this blog post, we will walk you through the essential steps to create an effective training program that empowers your new hires to thrive.

1. Define Your Objectives

Before you can start building a training program, it's essential to clearly define your objectives. Ask yourself:

What specific skills and knowledge do new employees need to excel in their roles?
What are the key performance indicators (KPIs) that will indicate a successful onboarding process?
How will this training program align with the company's goals and values?

Defining these objectives will serve as a roadmap for designing your training program.

2. Identify Target Audiences

Not all employees have the same needs or roles within your organization. Segment your new hires based on their job functions, experience levels, and backgrounds. This allows you to tailor the training content and delivery methods to meet each group's unique requirements. For example, a salesperson's training will differ significantly from that of a software developer.

3. Create an Engaging Curriculum

Once you know your objectives and your audience, it's time to develop the curriculum. Here's how:

Determine Learning Outcomes: Clearly outline what employees should know or be able to do after completing the training program.
Content Creation: Design the content around these learning outcomes. Use a mix of formats such as videos, written materials, interactive modules, and hands-on exercises to keep the training engaging.
Sequencing: Arrange the content logically, starting with foundational concepts and gradually moving to more complex topics.
Assessment: Include assessments, quizzes, or assignments to evaluate employees' understanding and progress.

4. Choose the Right Delivery Methods

Consider the most effective methods for delivering your training content:

Instructor-Led Training (ILT): Ideal for hands-on or complex training, ILT involves a live instructor leading a class.
E-Learning: This method includes web-based training, videos, and interactive modules that employees can complete at their own pace.
On-the-Job Training (OJT): For roles that require practical skills, OJT involves new employees shadowing experienced colleagues.
Blended Learning: Combines multiple delivery methods for a holistic learning experience.

Select the methods that align with your objectives and audience needs.

5. Develop Training Materials

Create or curate the training materials. Ensure that they are well-organized, up to date, and easily accessible to employees. Consistency in formatting and style will enhance clarity and usability.

6. Establish a Training Schedule

Determine the timeline for the training program. Will it be a one-week intensive program or a longer, phased approach? Communicate this schedule to your new employees so they can plan accordingly.

7. Training Delivery and Evaluation

Now, it's time to roll out your training program. During this phase:

Training Delivery: Ensure that trainers are well-prepared and engaging. Make resources available for self-paced learning if applicable.
Feedback Mechanism: Collect feedback from both trainers and trainees to continuously improve the program.
Regular Assessments: Evaluate the effectiveness of the training program at predetermined intervals.

8. Monitor Progress and Adjust

Keep a close eye on your new employees' progress as they complete the training program. Adjust the program as needed to address any identified gaps or areas of improvement.

9. Gradual Integration

After completing the training, facilitate a smooth transition into employees' regular roles. Continue to offer support and mentorship as they apply their newfound knowledge and skills.

10. Continuous Learning Culture

Encourage a culture of continuous learning within your organization. Provide ongoing training opportunities and resources to help employees grow in their roles and stay up to date with industry trends.

In conclusion, developing a training program for new employees is a strategic investment that pays off in the long run. It not only equips your team with the skills they need but also fosters a sense of belonging and commitment to your organization. By following these steps and remaining adaptable to changing needs, you can create a training program that sets your employees up for success and helps your company thrive in today's competitive landscape.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

Lisa Perry, Global Marketing Executive

I've had the privilege of experiencing one truly exceptional onboarding and new-hire training program in my career. It began with my future boss's welcoming email, excitement about my upcoming start, and her eagerness to have me join the team. Little did I know that this was just the beginning of an onboarding journey that would set the gold standard for welcoming new employees.

My first day was unlike any other. The office felt inviting, adorned with a beautiful plant, and a fun gift basket with company-branded goodies awaited me. My desk was thoughtfully arranged with everything I needed, from a computer to supplies. This warm reception left a lasting impression, marking the start of a well-structured process designed for my success.

The onboarding experience continued seamlessly with a structured two-day training program. I immersed myself in the company's culture, completed HR paperwork, and became familiar with essential organizational guidelines and processes. This comprehensive introduction laid a strong foundation for my journey with the company.

What truly made this onboarding exceptional was the people. My boss, who had sent that initial email, became my guide. She introduced me to the marketing team, fostering connections from day one. My journey continued with department visits, introductions to key stakeholders, and active participation in meetings and ongoing projects.

Reflecting on this extraordinary onboarding experience, it becomes evident why it left such an indelible mark. I felt genuinely welcomed and valued when I walked through the door. This positive and inclusive start set the stage for my confidence and subsequent success in my new role.

Here are five key strategies for developing a new hire training plan that goes beyond the basics, ensuring that new employees feel welcomed and equipped with the tools and knowledge needed to thrive:

Set Expectations: Begin by defining the role and expectations from day one. A well-crafted job description and initial discussions with new employees about their responsibilities, goals, and 30-day expectations will help them understand their role.
Introductions: Facilitate meaningful introductions to colleagues, teams, and key stakeholders. Organize team-building activities or events to help new hires forge connections, feel part of the team, and know who to contact. Highlight the importance of collaboration within the organization. Assign a mentor or buddy to help them navigate their initial days.
Onboarding: Make the first few days memorable. Welcome new employees with a warm and organized orientation process. From administrative tasks such as filling out forms, setting up email accounts, and arranging direct deposit for paychecks, as well as the opportunity to immerse oneself in the companyâs mission, vision, goals, culture, policies, and best workplace practices. This multifaceted approach ensures that new employees not only complete essential paperwork but also gain a deeper understanding of the organization.
Training: Develop a structured training program that covers essential job skills, equipment usage, information access guidance, job shadowing, performance standards, and company processes. Offer in-person, online, and hands-on training to accommodate different learning styles. Encourage questions and feedback throughout the training process.
Support System: Establish a strong support system for new employees. Encourage regular check-ins between managers and their team members to address questions and concerns. Create an open-door policy to foster open communication. Provide employees with readily accessible resources for ongoing inquiries.

By implementing these strategies, you can create an onboarding and training program that welcomes new hires and empowers them to excel within your organization. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you successfully train new employees? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Develop A Training …

Executive Spotlight: How To Effectively Resolve Conflict At Work

Conflict is an inevitable part of any workplace. Whether it stems from differences in personalities, varying work styles, or competing interests, the ability to effectively resolve conflicts is a critical skill for maintaining a harmonious and productive work environment. What can managers and team members do to effectively resolve workplace conflicts and foster a culture of open communication and cooperation?

We recently asked our leading executives for their best tips on how to resolve conflict at work.

Here are their responses...

Melodie Turk, Learning Experience Executive

Here are a few of my tips for successful resolution:

Donât wait to deal with conflict. Waiting creates the opportunity for passive-aggressive behavior (on both sides). It also creates the opportunity for the conflict to increase in its negative impact.
Reflect. Getting clarity with yourself on what you understand the conflict to be, the questions you may have for the other party, and the solutions that may help resolve the conflict will help ground the emotional side and prepare you for a resolution conversation.
Deal directly. Talk with the person or persons you are having conflict with. Talking with a colleague or supervisor may seem easier but can produce faulty interpretation and miscommunication. It also is an easy path to gossipy behavior.
Be accountable. Once you hopefully resolve the conflict with another party, give yourself reminders, acknowledge new behavior publicly, record yourselfâdo whatever it is that you need to do to show the other party that you are taking the resolution seriously.

John Schembari, Senior Education Academic And Operations Executive

Woman tries to resolve a conflict at work

In line with what Melodie is saying, communication is key in resolving conflict. Communication can come in many forms.

Did we first align our individual goals with an organization's through the development of a strategic vision? Do we need to reground ourselves around/remind ourselves of our common goals?

Do we have established norms of communication? Have we as a team considered how we will address conflict before it even happens?

Having formal organizational processes for discussing conflict can also be helpful in ensuring that we focus our disagreements on policy implementation rather than on people themselves.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Leadership Development & Learning Strategist

Woman talks to a coworker to resolve a conflict

Resolving conflicts at work is crucial for maintaining a healthy and productive work environment. Here's a systematic approach to managing and resolving conflicts:

1. Acknowledge the Conflict:

Recognizing there's an issue is the first step. Ignoring or avoiding conflicts can exacerbate the situation.

2. Open Communication:

Initiate dialogue: Set up a meeting with the parties involved to discuss the issue.
Active listening: Ensure that each party feels heard. Listen without interrupting and ask open-ended questions to understand the core of the issue.

3. Identify the Root Cause:

Often the visible conflict is a symptom of a deeper issue. It could be related to:

Unmet needs
Differences in values or perceptions
Miscommunication or misunderstandings
External work pressures or stress

4. Stay Neutral and Objective:

If you're mediating the conflict, it's essential to remain neutral. Do not take sides, and avoid making judgments based on personalities or past incidents.

5. Focus on Interests, Not Positions:

Positions are what a person says they want.
Interests are the underlying needs, desires, and fears.
Focusing on interests can lead to more collaborative and creative solutions.

6. Generate Solutions:

Encourage the involved parties to suggest ways to solve the conflict. Brainstorming can often lead to a mutually acceptable solution.

7. Negotiate a Compromise:

It's rare that one side will get everything they want. Aim for a solution that addresses the most crucial concerns of all parties.

8. Document Agreements:

Once a resolution is reached, document the agreement. This serves as a reference and ensures accountability.

9. Follow Up:

Set a date to review how things are going after the resolution. It ensures the agreed-upon changes are being implemented and provides an opportunity to address new concerns.

10. Seek External Help:

If internal efforts fail, consider mediation or conflict resolution specialists. Sometimes, an external perspective can provide new insights or methods of resolution.

11. Establish Clear Boundaries and Expectations:

Ensure that job roles, responsibilities, and expectations are clear to prevent future conflicts.

12. Provide Training:

Offer conflict resolution training for employees and managers. This equips them with tools and techniques to manage and prevent conflicts proactively.

13. Promote a Positive Culture:

Foster a work environment based on respect, open communication, and collaboration. Regular team-building exercises can enhance team cohesion and reduce conflicts.

14. Personal Reflection:

If you're directly involved in the conflict, reflect on your own actions and behaviors. Self-awareness can help in recognizing and addressing personal triggers or biases.

15. Know When to Escalate:

Some conflicts may require intervention from higher-ups or HR. Recognize when an issue is beyond your capacity to resolve and escalate appropriately.

Remember, conflicts are a natural part of any workplace. The key lies in addressing them constructively and ensuring they lead to growth and understanding, rather than persistent issues or negative environments.

Michael Willis, Sports Business Operations Executive

Woman yells at a coworker without trying to resolve the conflict

In the dynamic workplace environment, conflicts can arise from time to time. However, leaders must approach this topic with an optimistic and open mindset. Thereâs no one-size-fits-all here. Each conflict resolution must be met on a case-by-case basis. The first step in any solution is to identify the conflict.

1. Listen Actively:

Encourage open communication within your organization.
Create an environment where employees feel comfortable raising concerns.
Pay attention to what employees say and actively listen to their perspectives.

2. Review Complaints and Feedback:

Regularly review feedback channels such as suggestion boxes, surveys, or anonymous reporting systems.
Look for recurring themes or patterns in the complaints and feedback.

3. Meet with Key Stakeholders:

Schedule one-on-one meetings or group discussions with employees involved in or affected by the conflict.
Ask open-ended questions to understand their viewpoints, concerns, and emotions related to the conflict.

4. Communication Conflicts:

Conflicts can arise when team members misinterpret messages or fail to communicate effectively. Optimistically, these conflicts can encourage improved communication skills, better understanding among colleagues, and the development of more robust relationships.

5. Task Conflicts:

Disagreements about how tasks should be completed or allocating responsibilities can occur. Such conflicts can lead to creative problem-solving, innovative task approaches, and a stronger sense of teamwork as individuals work together to find solutions.

6. Personality Conflicts:

Differences in personalities, working styles, or values can lead to tensions. When handled constructively, these conflicts can foster diversity of thought and perspective, resulting in more well-rounded decision-making and innovative problem-solving.

7. Resource Conflicts:

Disputes over resource allocation, such as budget or equipment, can arise. These conflicts can prompt organizations to reassess their resource management strategies, potentially leading to more efficient and equitable allocation of resources.

8. Leadership Conflicts:

Conflicts related to leadership decisions or management styles can allow leaders to engage in open dialogue with their teams. This can lead to improved leadership practices and a more engaged and motivated workforce.

By following these steps, you'll understand the conflict's nature, causes, and context comprehensively. This information will be a solid foundation for developing strategies to resolve conflict effectively and create a more harmonious workplace environment. Remember that open and empathetic communication is critical to resolving disputes successfully.

Lynn Holland, GTM & Rev Gen Consultant

Man listens to his coworker during a meeting and tries to resolve a conflict

Conflict in the workplace is the worst! Despite wearing a team playerâs jersey, we can find ourselves experiencing sleepless nights, dreading Monday mornings, and feeling exhausted by stress, anxiety, and emotional turmoil due to an office disagreement that we didnât go looking for.

Rather than letting it linger, drawing in co-workers to take sides, or blowing it up with management, Iâve found four steps to be helpful to proactively pursue and achieve a resolution:

Acknowledge that you are in a disagreement or conflict in your workplace.
Pursue a conversation with the person who disagrees, stepping back from your position and asking for them to share their viewpoint on the process or project in question while genuinely listening with an open mind to where they are coming from.
Recognize that you want whatâs best for the organization and assume they do as well.
Ask yourself how you can put their ideas and your ideas together and present them for execution to get an even better result.

Following these steps can help resolve the disagreement without drama, make the co-worker feel heard, and achieve a better outcome that is in the best interest of the company.

Lynn Holland is a business development, enterprise sales, and marketing executive with 18+ years of experience, the last five years in technology, developing, taking to market, and selling directly and through partnerships, B2B technology solutions, technical products, and services for companies up to $5 billion.

Lisa Perry, Global Marketing Executive

Woman listens to a horrible coworker without trying to resolve the conflict

I recently worked at a start-up where an individual was so upset with a colleague and felt justified to let them know by screaming at them in the hallway, where everyone could hear until they stormed out of the building. This incident taught me several valuable lessons about conflict resolution in the workplace.

Stay Calm: In the midst of conflict, maintaining composure is vital. By staying calm and removing emotion, you can take an objective step back to evaluate the situation effectively and find constructive solutions. Most importantly, it will make the people around you feel safe, secure, and confident in your leadership.

Be a Great Listener: Why is this so important? Eighty-six percent of employees and executives cite workplace failures for ineffective collaboration and communication. Listening is critical for conflict resolution because people want to be heard. Let them talk and allow them to express their frustrations. Understanding their perspective is essential. Here are several questions to help you seek to understand the driving motivations behind the issues, whether you are directly involved in the conflict or not:

Can you tell me more about your perspective?
What would you like to see happen, and what does success look like for you?
What steps are necessary to move forward, and how can we achieve them?
Consider your involvement in the conflict and how you can improve the relationships and communications through changes in your actions.

Foster Collaboration: Promote a collaborative problem-solving approach to demonstrate that you have their best interest at heart. Once the underlying issues have been identified, bring everyone together to brainstorm the best path forward. This approach encourages collective ownership, enhancing the likelihood of successful solutions.

By staying calm, actively listening, and fostering collaboration, organizations can transform conflicts into opportunities for growth, creating a harmonious and productive work environment for all. If you found this helpful, I invite you to explore my book How to Develop a Brand Strategy and insightful brand marketing articles.

Lisa Perry helps companies drive revenue by using consumer trends, insights, and data analytics to innovate their approach to marketing.

How do you effectively resolve conflict at work? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Effectively Resolve Conflict …

In your career, you might climb the ladder and reach a point where it's time for you to present updates to C-suite members. This is a big opportunityâone you don't want to mess up. Presenting to the C-suite can be nerve-wracking, but, thankfully, there are many tips that can help you prepare for this opportunity.

We recently asked our leading executives how to present updates to C-suite members.

Here are their responses...

Melodie Turk, Learning Experience Executive

Presenting updates to the C-suite is a wonderful opportunity to showcase your project, demonstrate your own executive presence, and share valuable information. Here are three steps to presenting successfully (and a fourth if you've already done this):

Know Your Audience. Whether it's one C-suite member or a group of them, make sure you understand their priorities. Also, try to find out their personal information-receiving style. Every piece of information you share will be assessed against their priorities and delivering it in a way they like to receive it will be an added bonus.
Organize Your Information. Once you understand the audience a little better, organize your informationâthis might mean a formal PPT presentation or a detailed report, or something in between. As you put together your update, make clear correlations on how it may (or may not) impact their priorities and include any critical points they may need to make decisions in the future. You may also highlight a special achievement during the update but do relate it back to their priorities or help them understand the significance.
Practice Your Delivery. You want to be able to deliver your update with confidence, which means you need to practice the delivery. You also need to practice giving answers to questions they may never ask. And you need to practice giving them a response when you don't have the answer or need more time to provide a more complete answer. In my experience, this is where I have seen the biggest failuresânot being prepared.
Delegate Your Delivery. I only recommend this fourth step if you have already given multiple updates to the C-suite. This could be a prime opportunity for you to delegate this delivery and give another person a development opportunity. If you do this, make sure to provide a personal introduction that shares just enough accolades of why you are allowing another to deliver your update.

My last tips:

Be succinct. This doesnât mean brief (although it could be); it means making each piece of information valuable.
Be prepared and donât make answers up on the fly. Practice what you know and be prepared to be upfront about what you donât.

Lynn Holland, VP Sales & Business Development

Woman presents updates to executives/C-suite members

Presenting can be stressful, especially when presenting to the C-suite, but with a little effort to cater to this audience, it will set you up for success.

Whatâs that look like?

Part 1 â Right Thinking

Whether you are interviewing with, pitching, or in this case, presenting updates to the C-suite, think intently about this vision, strategy-driven vs. tactical executive-level audience that youâre going to address. Start with these questions:

What are their roles and what is important to them about this subject matter?
What is the data they need and how will they look to act on this data

Next, if possible, reach out to your key executives beforehand to float the agenda to see if there is anything theyâd like to add or if there are particular data points theyâre looking for, and give an opportunity for them to uncover any new details or concerns to guide your preparations.

Part 2 â Right Message

Now outline the main points and key data, tying them to a framework that is easy to convey and memorable. Something like âThe 3 KPIs that we exceeded this quarterâ and relate your points to big picture items like:

Making money
Saving money
Mitigating risk
Beating competitors
Improving the customer or employee journey

Part 3 â Right Execution

In light of your executive-level audience, use these (5) tips to deliver a message that holds their attention and is actionable:

Spare the big intro with context
Give the major conclusions up front
Use 1/3 of your allotted time to present with the balance for questions
Always give a handout for key info
If you use slides, no more than 10 with a clean design, heavy on images vs. text, and use a 30pt font

Lynn Holland is a business development executive with 18+ years of experience taking operational, IoT & retail technologies, products, & consumer engagement to market with a focus in petroleum & convenience retail.

Ana Smith, Talent Architect & Global Learning Strategist

Executive takes notes during an employee presentation to the C-suite

Presenting updates to C-level executives can be a daunting task for many professionals, especially if they lack experience or confidence in their presentation skills. However, with careful planning, preparation, and execution, anyone can effectively communicate updates to C-level executives in a clear and concise manner. Here are some tips on how to present updates to C-level executives:

Know your audience: It is important to research and understand the background, interests, and priorities of the C-level executives you will be presenting to. This information can help you tailor your message to their specific needs and interests. For example, if you are presenting to a CEO who is primarily interested in revenue growth, you may want to focus your presentation on the financial metrics that demonstrate progress in that area.
Define your objectives: Before you start preparing your presentation, it is important to clearly define your objectives. This could be to provide updates on a project, share key performance metrics, or propose a new strategy. Whatever your objectives are, make sure they are clear, measurable, and aligned with the overall goals of the organization.
Keep it simple: C-level executives are often busy and may have limited time to review your presentation, so it is important to keep your message simple and to the point. Avoid using technical jargon or complex language that could confuse or bore your audience. Instead, use clear and concise language that is easy to understand.
Use visuals: Visual aids such as graphs, charts, and infographics can help convey complex information in a clear and concise way. Make sure your visuals are easy to read and understand and use them strategically to highlight key points and support your message. For example, if you are presenting financial data, you may want to use a graph to show trends over time.
Practice your delivery: Practicing your delivery can help you build confidence and ensure that you are able to deliver your message effectively. Practice in front of a mirror, record yourself, or ask a colleague to provide feedback on your delivery. This can help you identify areas for improvement and refine your message.
Anticipate questions: C-level executives may have questions or concerns about the information you are presenting, so it is important to anticipate these and be prepared to respond. Take the time to research and address potential objections or questions ahead of time. This can help you demonstrate your knowledge and expertise and build credibility with your audience.
Follow up: After your presentation, follow up with the C-level executives to ensure that they have all the information they need and to answer any additional questions they may have. This can help build trust and credibility and demonstrate your commitment to delivering value to the organization.

Overall, presenting updates to C-level executives requires careful planning, preparation, and execution. By understanding your audience, defining your objectives, keeping your message simple, using visuals, practicing your delivery, anticipating questions, and following up, you can effectively communicate your message and achieve your objectives in a clear and impactful way.

Michael Willis, Sports Business Operations Executive

Professional woman presents updates to executives/C-suite members

High-level executivesâCEOs, CFOs, and CTOsâcan be a difficult audience because of their limited time and high demand for their time. They are demanding and might interrupt the presentation whenever needed.

I might even go as far as to ask other colleagues who have already made a presentation to these C-suite executives. There could be some tangible takeaways from knowing what another group experienced.

You must prepare thoroughly with these three points to keep in mind:

1. Know Your Audience

You must prepare your presentation knowing how your audience will use the information youâre putting out. The information must be directly linked to their ability to do their job. These executives donât deal with the nitty-gritty details. They deal with âbig pictureâ issues.

2. Start at the End

Consider the main point you are here to prove with your presentation and state it first. A clearly stated objective works to retain the interest of the executives. This is the time for your hook.

Remember, these types of executives think strategically. They donât think about day-to-day operations. Structure the presentation around the big picture.

3. Manage the Presentation

The presenter will be the central part of the executiveâs attention. Itâs okay to use visuals but donât dwell on them.

Difficult questions are to be expected when presenting to a C-level audience. It isnât unacceptable to admit that you donât know the answer to a question. Donât try to bluff a C-level crowd.

Donât go into overtime. End the meeting on time!

Kathryn Marshburn, Music Program Manager

Professional man presents updates to executives/C-suite members

âWhile many teams find communicating with executives to be intimidating, I have found that it's an opportunity to showcase projects, develop visibility within organizations, and provide a roadmap for driving revenue.

Three tips for preparing for C-suite meetings should include:

Know your audience and invite strategically, where not only decision makers are present but lateral team leaders who report to decision makers are present. This allows for consensus building before the meeting, where you can network for feedback prior to the meeting to get a sense of potential buy-in and prepare for any potential objections ahead of time.
Prepare PowerPoint slides for support, to provide context, and to move into data and analysis quickly. Most executives are busy and require little information to make a decision, so keep providing talking points and revenue reports for the best time effectiveness. Allow space for questions during the presentation. If at all possible, share projected revenue results and/or expense for topic being presented.
Preparation, preparation, and more preparation. Be natural and observe others. It's always tempting to just read reports and use notes, yet I find I am most impressed when a speaker can tell the story without looking at notes or the presentation and interacts with attendees. To me, this skill comes from true well-thought-out prep and practice. No one is a good speaker right from the start, but working and reviewing the data in a calm setting and investing time to feel prepared is SUPER valuable and should not be underestimated.

Finally, remember to have a meeting buddy that ahead of time can listen to your presentation and ask questions that pertain to your deal points. If you follow these suggestions you are bound to have an amazing C-suite meeting!

Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.

Mark Taylor, Product & Operations Executive

Employee presents updates to executives/C-suite members

A companion to last weekâs discussion about effective presentations. Some complementary thoughts:

No surprises. Make sure negative news is pre-communicated.

The answer is yes. Now, whatâs the question? But...

...tell the truth. (Note the difference between âthe truthâ and âthe truth, the whole truth, and nothing but the truth.â)

DYDWYSYWGTD? âDid you do what you said you were going to do?â If in the last meeting you said X, Y, and Z would be completed within the week, make sure that they were killed off 100%. (Tasks can be like cockroaches...)

Be concise. Use minimal decks. (There was feedback last week about how difficult it is to create a short deck. Understand that thatâs what they pay you the big bucks for! Your grasp and oversight of what you own should be such that you can condense the complex into a simple short story.)

Mark Taylor has 20+ years of risk, technology, and product management experience working in global and regional financial services firms in the UK and the U.S. He's managed teams of 40+, successfully addressed 100+ regulatory issues, and has saved companies $15M+.

Lisa Perry, Global Marketing Executive

Woman presents updates to the C-suite/executives

âPresenting updates to C-suite is an extraordinary opportunity to showcase your skills, strategic thinking, and organizational contributions. Every time this opportunity arises, seize it enthusiastically and prepare to make a lasting impression. Here are 10 strategies and tips for presenting updates to C-suite members to propel your career to new heights:

1. Determine Your Purpose: Clarify your purpose, aligning your objectives with their strategic priorities. What do you want the C-suite members to do, think, or feel due to your presentation?

2. Understand Their Perspective: Executives focus on high-level strategic goals, financial performance, and organizational success. Tailor your presentation to their priorities, needs, and concerns. Frame your updates in a way that highlights the impact on the companyâs bottom line, growth potential, or competitive advantage.

3. Craft A Compelling Narrative: Tell a story that engages the C-suiteâs attention and resonates with their aspirations for the company. Connect your updates to the companyâs mission, vision, and values. Weave a narrative that demonstrates the significance of your work and the positive impact it has on the organizationâs trajectory.

4. Highlight Key Metrics & Results: Clearly articulate key metrics and outcomes in your update. Whether itâs financial performance, customer acquisition, or market share growth, provide tangible evidence of progress. Utilize charts, graphs, or visual aids to make the information more digestible and impactful.

5. Be Confident & Concise: Project an aura of self-assurance and professionalism. Deliver your updates with clarity and brevity, focusing on the most critical points. Avoid overwhelming them with excessive information or unnecessary details. Ensure your presentation is concise and visually appealing, allowing the C-suite to grasp key takeaways quickly.

6. Communicate Risks & Mitigation Strategies: Acknowledge potential risks or challenges related to your update and present well-thought-out mitigation strategies. Addressing potential roadblocks and demonstrating your ability to navigate them effectively shows your preparedness and commitment to success.

7. Provide Strategic Recommendations: Offer strategic recommendations aligned with the C-suiteâs goals. Leverage your expertise to suggest innovative solutions, growth opportunities, or operational improvements. Presenting actionable recommendations demonstrates your proactive thinking and ability to contribute to the companyâs success.

8. Anticipate Questions & Prepare Responses: The C-suite has probing questions or seeks additional clarification. Anticipate potential inquiries based on the information you present and prepare thoughtful responses in advance.

9. Engage In Active Dialogue: Presenting updates to the C-suite should be viewed as a two-way communication opportunity. Encourage engagement and invite questions, feedback, and discussion. Actively listen to their insights and perspectives.

10. Follow Up & Follow Through: Take the initiative to follow up with the C-suite members. Address any unanswered questions or concerns they may have raised. Provide additional information or data as necessary.

Presenting updates to C-suite members is an invaluable opportunity to demonstrate your skills, strategic thinking, and contributions to the organization. By embracing the opportunity and delivering a compelling presentation, you can establish yourself as a trusted advisor and elevate your career.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

What are your best tips for presenting updates to C-suite members? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: How To Present Updates To …

Executive Spotlight: Performance Review Dos & Donâts

A performance review usually isn't something employees or managers look forward to. But it's an essential part of the businessâto discuss performance and give feedback with the intention of helping the employee and the company as a whole. If you're the one conducting the performance review, how can you ensure it's a productive conversation?

We recently asked our executives what their performance review dos and don'ts are.

Here are their responses...

John Schembari, Senior Education Executive

Make the evaluation process as grounded as possible in evidence of practice/what is empirically observed. The use of performance rubrics that delineate and explain different levels of proficency can help to ensure that quality of work is being evaluated as opposed to personality.

If there are several individuals evaluating staff in similar roles of like function ensure that there is inter-rater reliability and, thus, equity in how performance is measured. Determine a common definition of quality performance and success across the organization. In the review, highlight both the practices that the employee should continue doing as well as those that should be refined. If possible, allow the employee an opportunity to discuss both their successes and determine how they will address practices to be refined as well as deliverables/due dates.

Don't wait until the next review to follow up with the employee. Provide resources that address growth areas and check back on a regular basis.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Talent Architect & Global Learning Strategist

Woman gets feedback on her career from her boss during a performance review

Top performance is the way in which organizations grow, evolve, and compete. The same goes for employees of all levels. Yet one key ingredient is delivering performance feedback, which for managers and leaders can feel quite difficult and filled with stress. And all of this in addition to the current inflation, burnout, and a hot talent market that has employees quitting in droves.

We know from vast research on feedback that if you donât deliver tough, healthy feedbackâif you just let people "skate by"âit has a demotivating effect on strong performers and team players.

One important trend which has taken place for the past decade or so is eliminating year-end reviews. The rationale behind year-end reviews is to understand and measure the accomplishments and quality of work from year to year.

Focusing throughout the year on having good, quality performance coaching conversations with a specific cadence is what makes the difference. If this is the approach, for the vast majority of people, the year-end review becomes just another good performance conversationâa summary of what youâve talked about throughout the year.

Michael Willis, Sports Business Operations Executive

A performance appraisal is an evaluation done on an employee's job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year.

A performance appraisal should motivate an employee to better performance by helping them understand why they need to move away from poor performance or toward critical objectives.

360 Feedback Evaluation

I like the 360 degrees form of appraisal where employees are evaluated by colleagues, customers, subordinates, and other connected managers. The 360 feedback allows the employees a glimpse of how others view their performance in various relationships critical to the job.

I think everyone's work and evaluation should be aligned to 3 factors:

A company's mission
A company's goals
A company's competitors

This evaluation should factor in the company's competitors:

Current competitors
Future competitors
New market entrant competitors

Melodie Turk, Learning Experience Executive

Boss meets with an employee for a performance review

Do not give surprise feedback during a performance review.

Do summarize all the accomplishments and the improvement work done throughout the year.

Many years ago I had a boss that set up quarterly development meetings with each employee. We were both expected to answer two questions about ourselves and the boss. They were: "What am I doing well? What could I improve on?" and "What are you doing well? What could you improve on?"

It's a framework I continue to use to open up the conversation on both sides for constructive feedback that works both ways. The valuable conversation plus the frequency made it very easy to prepare for the annual performance reviewâand there are no surprises.

Don Schulz, Senior Operations & Commercial Real Estate Executive

âIn my experience in leading people and teams, the key to performance evaluations is to make them an ongoing process. They should not be a point-in-time event but rather a more regular occurrence, integrated into the normal rhythm of business. This maintains transparency and ensures there are no surprises. Use regularly scheduled one-on-ones as the primary forum for discussing it. Feedback should flow both ways between employee and manager as appropriate.

It is also worth mentioning the timeliness of this question. I just returned from a national veteranâs charity event in Florida where this exact topic came up in conversation with some veterans. While none of them expressed the least amount of joy in the administrative aspects of completing performance evaluations, all of them expressed one shared belief: the importance of regular, continuous, ongoing feedback and how it is critical to maintaining high-performing teams, effective alignment, and a collective focus on mission.

While the level of criticality in the military varies from the civilian work world, the principles still applyâpeople stay more properly oriented toward an organizationâs collective goals, display greater engagement, and deliver better results through regular performance feedback and a more transparent understanding of their individual contributions, both positive and negative.

Don Schulz is a 25+ year commercial real estate executive & COO. On the personal side, he likes to ski, hike, golf, and run, and is an occasional homebrewer.

Kathleen Duffy, Founder, CEO, And President Of Duffy Group

Performance reviews should be a time of self-reflection for the employee and an opportunity to set professional goals for the upcoming year. We look at KPIs each month and have found when the employees look at them through the lens of their goals, the discussions take on a tone of continuous improvement.

Within our framework, here are examples of a few questions we ask:

What one or two skill areas are you going to focus on or continue to focus on to improve as a leader?
What will be the impact for you if you do improve in this skill?
What will be the impact on the company overall if you do improve in this skill?
What do you need to focus on doing/not doing, feeling/not feeling, to be a better leader in 202X?
How can I help you?

I don't want to give the impression that we avoid tough conversations. We have them in real time and don't wait until the performance review.

Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company's vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.

Stan Hammond, IT Cyber Executive

Woman talks to her boss during her performance review

A performance review is official and engages HR. It is essential to treat your staff with respect and dignity. Two rules and/or ideas:

1. Never bring up a subject (especially negative) during the official performance review that you have not presented and discussed unofficially before the meeting.

2. Use the process to get to know your staff better and to build camaraderie. Ask about something they have accomplished this past year that you may not know about. Share positive feedback you have received from other leaders/team members. (This may take proactive work on your part to prepare for the review.)

Stan Hammond is an IT cyber executive with decades of experience leading billion-dollar corporations and government agencies, including ServiceNow, the State Department, Veterans Affairs, Charter, GKN, Baxter, Caremark, and Pfizer, with cutting-edge technology.

Lisa Perry, Global Marketing Executive

Professionals during a business meeting/performance review

Sixty-nine percent of employees say they would work harder if they felt their efforts were better recognized according to a survey by Officevibe. The truth is what makes the difference is the little things that you do throughout the year for your employees that can make an impact; from keeping track of your employeeâs development, providing support to setting them up for success.

Here are five dos and don'ts of performance reviews.

Define Objectives & Expectations: Donât forget to define your objectives and expectations. Iâve used SMART (specific, measurable, achievable, results-oriented, and time-bound) objectives for years. But Iâve just started to now use OKRs (objectives and key results), a collaborative goal-setting methodology used by teams and individual employees to set challenging, ambitious goals with measurable results.
Provide Frequent Feedback: Donât give feedback once a year. Provide coaching conversations that people welcome on a regular basis. This will help your employees stay focused, meet their goals, and grow professionally.
Two-Way Discussions: Donât make the review process one way, top down, and behavior focused. Focus the performance review on results and make it as much of a 360-degree review as possible. Employees need to feel like theyâre being heard and valued. Include the boss's assessment, employee self-appraisal, and peer reviews in a meeting in which both parties can share their observations, perspectives, and comments about job performance.
Provide Facts: Donât provide vague feedback. Provide well-documented facts for both good and not-so-good results. Everything should be backed by facts.
Action Plan: There is no follow-up to the performance review with an action plan. Develop an action plan with set goals, areas for improvement outlined, support detailed, and deadlines to evaluate the progress. Keep it simple and positive, and express your confidence in their ability to improve.

With these tips, your review discussions with your employees will be a natural extension of the coaching that they receive. Remember, your team should be supported and listened to. Be open to receiving feedback as well.

What are some other performance review dos and don'ts? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: Performance Review Dos & Donâts

Executive Spotlight: The Skills Executives Need To Succeed In Today’s Hybrid Workplace

The workplace looks a lot different today than it did a couple of years ago. With the rise of remote work, many companies have permanently adopted a hybrid work model. This change has impacted employees and management alike. But in order for companies to stay competitive and build on their successes, their executives must develop the skills necessary to lead in today's hybrid workplace.

We recently asked our successful executives what skills they think leaders need to succeed in today's hybrid workplace.

Here are their responses...

Melodie Turk, Learning Experience Executive

Every executive in a hybrid workplace needs a good time management formula.

You need to be able to spend time on your actual deliverables, you need to spend time with your direct reportsânot only directing work, but in personal developmentâyou need to spend time with your department or organization, and you need to spend time in strategic planning. This list could continue but plotting out the hours for each time description adds up really quickly, such as 15 hours for deliverables, 5 hours for direct reports, 10 hours for organization, and 3 hours for strategic planning. Now, you only have 7 hours left for ad hoc meetings, innovation, your own development, putting out fires, etc.

Knowing that you need to be more intentional with your time is key. Intentional plotting out your time on your calendar (and sticking to it) is critical. Having others understand your time priorities is essential.

Lisa Perry, Global Marketing Executive

Executive/leader on laptop manages a hybrid workplace

Weâve seen more changes in the workplace over the last two years than in the previous two decades. In these two years, weâve learned quite a bit about working remotely including how to enhance leadership skills in this new work environment.

Here are five skills executives need to succeed in todayâs hybrid workplace:

1. Communication: Executives need to be great communicators from increased listening skills, more in-depth and personal conversations, focusing on written communication, to enabling informal interactions.

2. Trust: Trust is even more important in todayâs hybrid work environment. With less managerial oversight, organizations are empowering employees to do their work. Conversely, employees have had to be confident that work is being assigned fairly.

3. Accountability: Without being able to see people to generate an understanding of their productivity and performance, executives need to hold employees accountable for their outcomes and results.

4. Flexibility: The people who will thrive in a hybrid workplace will not only be flexible. Theyâll be agile to adapt to changing circumstances, be creative problem solvers, and have a degree of open-mindedness.

5. Virtual Innovation: A study of Microsoft employees shows how remote work puts productivity and innovation at risk. To drive innovation in a hybrid work environment, have open communication and encourage working sessions.

Dr. Hannah Hartwell, Learning & Development Executive

Executive/leader sets clear expectations with his employee

The most successful executives who are managing well in todayâs hybrid work environment provide clear and consistent expectations. Having clear expectations has always been important, but now even more so. Clear expectations also involve having crucial and vulnerable conversations about any other factors that could impact work. We have all gone through this pandemic together, but people experienced it differently based on their own situations. Itâs important to recognize and acknowledge the differences. Have those conversations with your team and ask how you, as the executive, can provide more direction or support.

One of my mentees recently asked me how she can better advocate for herself at work. I asked some probing questions, and her concerns were about expectations. She felt inspired to have a vulnerable conversation with her manager and enthusiastically shared that she knew exactly what was expected of her moving forward. As executives, itâs important for us to open our hybrid office door to facilitate those conversations.

Dr. Hannah Hartwell is a learning and development executive and change management practitioner with 15+ years of business transformation experience in the healthcare, pharmaceutical, higher education, and professional services industries.

Percy Leon, Digital Media Content Executive

Group of executives/leaders work together in a hybrid workplace

Here are some of the most important skills executives need to succeed in today's business world:

1. Communication: The ability to manage remote teams effectively. It's crucial for executives to know how to manage a virtual team.

2. Leadership: The ability to lead change. Executives need to be able to lead their teams through times of change, whether it's a change in the company's direction or a change in the market.

3. Set Boundaries: Make sure they separate work and personal time. Sometimes this can be a challenge if executives also play at the same space they work at.

4. Creativity: The ability to come up with new and innovative ideas. This includes thinking outside the box and coming up with creative solutions to problems and also building their brands.

Percy Leon is a digital media content producer specializing in educational technology and entertainment. He is interested in web3, metaverse, and the use of virtual reality for storytelling.

Andrea Markowski, Marketing Executive

Executive leads a team meeting with hybrid, in-office, and remote employees

In a hybrid environment, there is one thing that is often overlooked: equity.

Imagine: Your team is split, and half you see regularly in person while half are 100% remote. It could be quite easy for you to âforgetâ the remote folks because, as they say, out of sight, out of mind.

What this means is potentially giving the juicy projects and even more job advancements to team members that you interact with in person, while those who you never see get left out.

Or, those who are in the office more often might have access to more resources, equipment, and even social opportunities than those who work remotely, giving them an advantage.

Managers should make a deliberate effort to be equitable and fair with opportunities in hybrid environments. Greater visibility does not mean that someone is more productive or a higher performer. Be aware of any biased opinions you may hold due to informal, in-person networking.

Andrea Markowski is a marketing director with specializations in strategy development, digital tactics, design thinking, and creative direction. She has superpowers in presentations and public speaking.

What skills do you think executives need to succeed in today's hybrid workplace? Join the conversation inside Work It Daily's Executive Program.

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Executive Spotlight: The Skills Executives Need To …

Executive Spotlight: How Different Industries Are Reacting To A Shifting Economy

For the first two quarters of 2022, we have seen the market contract. This is considered a sign of a recession. To shine some light on what this means for you, we asked our leading executives how their industry reacts to a shifting economy.

Here are their responses...

Jim Black, Engineering & Technical Executive

For my industry, we are playing things very simply. The aerospace market is rebounding, and our business follows this trend. We are continuing with a growth mindset; however, we are more prudent with capital outlay. As more orders are released, we will make more investments. We are simply being more mindful of what and how we spend until the economy shows an improvement.

Jim Black is an engineering professional focused on the development of technical professionals. He is also a professional bass player.

Carla Biasi, Personal Stylist

Personal stylist helps a client pick out clothes to wear

The fashion industry is focused on sustainability. It's not only good for the environment but helps during tough market conditions. For example, White House Black Market is having a denim recycling event this month. They are rewarding customers for donating jeans they don't wear and receiving credit dollars on their accounts. Other brands are offering similar incentives. This helps fewer clothes end up in landfills and gives shoppers the opportunity to spread their shopping dollars further.

Consignment shops have become quite popular. Clothes, shoes, bags, and jewelry can be sold to stores, and the seller walks away with cash in hand. Jewelry stores have vendors that will buy silver and gold so clean out your jewelry box.

It's a win-win situation for everyone. Prepare for a recession by cleaning out your closet.

Carla Biasi is a personal stylist living on the Mississippi Gulf Coast. She currently has her own business and works part-time at an upscale women's boutique and as a virtual and kit stylist for a womenâs specialty brand.

Melodie Turk, Learning Experience Executive

Learning and development isnât a necessity (or so they say), so when profits are down, this expense generally gets cut. The learning and development industry usually doubles down on the retention investment argument, which is important but lacks the change in focus to win the battle. Good leaders already know that learning and development can really be an asset, but during lean times the argument loses priority.

What we really need to do is become a partner in adding to the bottom line. If you need to cut staff, the learning team should partner with employees to increase resilience. If you need employees to take on extra responsibilities, the learning team should partner with employees to help them manage their time really well. If you need leaders to take on unique challenges, the learning team should partner with each leader to strengthen the skills they need for that challenge.

In lean times, we sometimes forget the capabilities of learning and development and only remember the regular training and cadence that has been in place. Learning teams can continue that regular cadence staff are used to, which creates stability in a changing environment; while offering new content, specifically designed for the issues at hand.

Lynn Holland, Business Development Executive

Business professional talk during a work meeting

I recently joined a Boutique BPO (business process outsource) provider that caters to small to mid-sized organizations to affordably supplement back-office processes and upscale frontline service, support, and sales.

Here are three ways they give agility and insulate operations in volatile times:

1. Enabling seamless restructuring for staffing

Seamlessly transitioning essential W-2 front line to mid-management staff to 1099s in their respective roles, achieving needed P&L adjustments and business continuity.

2. Delivering the workforce agility of a race car

Swiftly standing up and activating technology, flex staffing, and workforce management for virtual or hybrid operations on demand, seasonally, or ongoing.

3. Facilitating re-envisioned and re-tooled or optimized operations

Delivering efficiency and service excellence in one of two ways:

Pairing an existing process flow, training curriculum, and tech stack with consultative experts, skilled staff, deep analytics, and best practices.
Deploying an expert team to customize and execute the customer journey, onboarding and training process, and tech stack.

Lisa Perry, Global Marketing Executive

Recessions are never fun, but it forces marketers to think outside the box, looking at innovative solutions and cost-effective strategies while juggling resources. Here are three strategies to consider during a recession.

1. Donât Cut Spending

Many companies will cut their marketing spending during a recession. Fight the urge to cut your spending. In fact, look to increase your spending. Companies that advertise during a recession saw 256% higher sales. Doing so will help you stand out from the competition.

2. Focus On Analysis & Reporting

With the pressure of longer sales cycles and budget constraints, tracking, analysis, and reporting become even more critical during a recession in order to ensure you prove your marketing ROI.

3. Protect Existing Customers

The cost of retaining customers is much lower than the cost to acquire new ones. During a recession, focus your efforts on your biggest asset, your current, loyal customers.

Dr. Hannah Hartwell, Learning & Development Executive

Iâve seen considerable changes to the learning and development industry during Q1 and Q2 of 2022, especially around hiring and strategy. Companies are restricting hiring on certain levels. Theyâre also being more purposeful when making hiring decisions to find the right mutual fit. Another trend is to hire for the role, rather than hiring for future roles.

Iâve noticed changes in the strategy and overall company goals. Companies are concerned about the fiscal and political climate. There tends to be a focus on shorter-term projects, rather than to prepare for future projects that donât have an exact start date.

Sarita Kincaid, Tech Media Executive

public relations, communication, internet, social media concept

Historically, market contractions have served as a bell weather for potential layoffs in the high-tech corporate communications field (analyst relations [AR] and public relations [PR] fields). Until recently, the old adage about PR and AR jobs during a downturn was that these roles were almost always âfirst to be fired, last to be hired (back).â

However, thatâs becoming less and less true as corporate communications professionals are finally being recognized as essential and strategic to the business, something that the professional has worked very hard to establish.

Iâll use the AR function as an example: for too long, AR work has inaccurately been seen as very tacticalâteams of people that set up briefings, wordsmith research notes, and act as glorified relationship managers. Nothing could be farther from the truth, but education (in any market) can take time. Great strides have been made over the past two to three years as many companies now see AR not as a cost center but one that can help drive sales by educating and leveraging their network of tech purchase recommenders (aka the analysts!)

Sarita Kincaid is a tech media executive with a demonstrated ability to build and grow award-winning programs. She brings a data-driven approach to influencer relations with a focus on developing strong brand advocates and aligning them with sales programs.

How is your industry reacting to a shifting economy? Join the conversation inside Work It Daily's Executive Program.

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