Net2Source Inc.’s Post

𝐍𝐚𝐯𝐢𝐠𝐚𝐭𝐢𝐧𝐠 𝐭𝐡𝐞 𝐒𝐡𝐢𝐟𝐭𝐬: 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐨𝐧 𝐎𝐮𝐫 𝐂𝐮𝐫𝐫𝐞𝐧𝐭 𝐋𝐚𝐧𝐝𝐬𝐜𝐚𝐩𝐞 In the dynamic realm of tech, understanding the pulse of our operations and market trends is key. Here are some critical insights that are shaping our strategies and client interactions: 𝐂𝐥𝐢𝐞𝐧𝐭 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬: ✅Our teams stand out for their exceptional performance, a testament to their dedication and skill. ☑️We're observing freezes on new hiring and salary adjustments, both internally and externally. 𝐒𝐚𝐥𝐞𝐬 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬: 🔃The landscape is shifting for CIOs/CTOs, with layoffs becoming more prevalent. This trend underscores the need for agility and resilience at the leadership level. 🚀There's an increased expectation for engineers to drive efficiency and productivity, challenging us to innovate and optimize our approaches. 💰The quest for external funding and investment has become more arduous, reflecting a tighter financial environment and the necessity for compelling value propositions. As we navigate these complexities, our focus remains on leveraging these insights to strengthen our foundations and drive forward with innovation and adaptability. 𝑻𝒉𝒆 𝒓𝒐𝒂𝒅 𝒂𝒉𝒆𝒂𝒅 𝒎𝒂𝒚 𝒉𝒐𝒍𝒅 𝒄𝒉𝒂𝒍𝒍𝒆𝒏𝒈𝒆𝒔, 𝒃𝒖𝒕 𝒊𝒕'𝒔 𝒂𝒍𝒔𝒐 𝒓𝒊𝒑𝒆 𝒘𝒊𝒕𝒉 𝒐𝒑𝒑𝒐𝒓𝒕𝒖𝒏𝒊𝒕𝒊𝒆𝒔 𝒇𝒐𝒓 𝒕𝒉𝒐𝒔𝒆 𝒑𝒓𝒆𝒑𝒂𝒓𝒆𝒅 𝒕𝒐 𝒆𝒎𝒃𝒓𝒂𝒄𝒆 𝒄𝒉𝒂𝒏𝒈𝒆 𝒂𝒏𝒅 𝒍𝒆𝒂𝒅 𝒘𝒊𝒕𝒉 𝒊𝒏𝒔𝒊𝒈𝒉𝒕. #TechIndustry #ClientInsights #SalesPipeline #Innovation #Leadership #sonatafy

Thrilled to be in the top 25% of LinkedIn recruiters for 2023! Just received an exciting email: LinkedIn named me one of the top 25% recruiters on their platform last year! Huge shoutout to the amazing candidates and companies I've had the privilege of connecting – your journeys inspire me every day. #executivesearch #leadership #strategy #headhunting #medtech #lifesciences #TalentMVP2023 #talentacquisition

You get what you tolerate. If you tolerate a low performer, there will be consequences. Ever wonder why your top performers are eyeing the exit? Here’s the hard truth: 🔹 Top performers won’t tolerate low performers. 🔹 They’ll leave you with a weaker team. 🔹 Other team members will overwork to compensate. 🔹 Team performance will drop to the lowest standard. 🔹 Your customers will notice and leave. 🔹 Company culture will suffer. 🔹 Profit will plummet. And yes, your headache tablets will run out faster. Now, let’s be clear. Your low performer might be a good person, but: 🔹 Were they given proper training and clear expectations? 🔹 Are they truly a good fit for your company? It’s time to do the right thing. Let your low performer go and find success elsewhere. You owe it to your team, your business, and yourself. Ready to build a team of A players? Let’s make your business thrive! 💪 Reach out to get started. What are your thoughts on handling low performers? 💬 Drop a comment below, like if you agree, and share to help others improve their teams! 🔄 Don't forget to follow for more insights. 👥

HBR published a report today talking about depression and drinking among employees who are being helped and/or displaced by AI capabilities. I did a piece on it for CIO but the HBR report did not mention what some might described as the most-obvious factor: fear of AI-fueled layoffs. That fear would relate to the employees worried about losing their own jobs as well as being worried about their colleagues getting laid off. The best way to negate those fears is for management to directly and explicitly address them–but to do so in a credible manner. Regarding AI-fueled staff reductions, just about all enterprises will fall into one of two categories: those companies that do indeed plan on executing AI-related layoffs and those that don’t. If a company has no plans to reduce its workforce due tyo AI, they must be said loudly and immediately. To be maximally credible and persuasive, those messages can’t be limited to employee emails. The company needs to say it in SEC filings, to journalists and in public gatherings. By saying it in arenas where they are strong disincentives for lying, employees are much more likely to be comforted. But if a company does indeed plan on AI-oriented workforce reductions, the best path is to do it as quickly as possible–get it over with–and then make the same public pronouncements that the AI-fueled layoffs as now over and there are no plans for any more–if true. That will provide comfort to the remaining workforce. To state the obvious, a nervous workforce is going to be actively seeking other employment. And Murphy’s Law dictates that the people who leave will be precisely the ones the enterprise did not want to lose. Historically, the change that AI is delivering is not that different. Industries have always experienced a similar reaction when any key technological change happened. Indeed, noted science fiction writer Rod Serling devoted a full episode of The Twlight Zone (https://lnkd.in/ex3ycwuE) to this precise topic–technology-fueled staff reductions and the worker malaise that it delivered–back in 1964. In all of these developments, part of the workforce adapted and changed their skillset to do something that the new technology could not do. And the workers who did not or could not change bore the brunt of the layoffs. https://lnkd.in/eJzNYEiF

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Our partners at GoodTime have released their 2024 Hiring Insights Report and it's full of insights and valuable feedback gathered from over 500 talent leaders. Their study reveals key challenges, focus areas for 2024, and the tactics that are helping leaders hit goals in this challenging market. Find the full report here ➡️ https://hubs.li/Q02k4pFm0 #HiringInsights #AIRecruiting #HiringTrends

#FridayF@%$Ups Welcome to a new series where I peel back the curtain on professional missteps. In a LinkedIn world that often feels like a highlight reel, I'm stepping forward to say: I'm far from flawless. My career is a tapestry of lessons learned from numerous failures, and I'm still navigating through errors and growth. My first story is from a period early in my career. We were under new leadership, buzzing with the promise of business expansion. I was tasked with crafting a proposal for additional resources. Fueled by a mix of zeal and the assumption that headquarters would scale back my request (as was the norm in the past), I ambitiously doubled the headcount I actually needed. To my astonishment, the proposal was greenlit in full. I found myself slicing sales territories into portions too small to sustain the ambitious team we assembled. Fast forward three months, and a disheartening number of new hires hadn't generated any revenue. A year in, we faced the departure of many of these talented individuals. The fallout was more than just numbers on a spreadsheet. I realized that this was a profound loss of potential for the bright minds we had onboarded and a drain on the time and energy invested by my team in the hiring, training, and mentoring processes. I learnt the critical importance of aligning resource requests with genuine business needs and maintaining clear communication with leadership. It was the last time I overextended a hiring plan without a strategic foundation.

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As I reflect over 2023, the biggest thing I learned last year was facing my fears. The fear of not knowing something and the fear of accepting defeat. Throughout my journey as a leader, I’ve taken many personal risks, like taking struggling markets and turning them around, and moving state to state within a year. Every district is like a snowflake. There are no two snowflakes that are alike, just like in every district, they have different people, different culture, different mentality, different variables etc. The million dollar question is how do you turn a struggling market around and make it successful from a leadership standpoint? From everything that I’ve learned, I have incorporated 5 characteristics of what I believe is considered great leadership and I know it works because I have witnessed it firsthand in every market I have touched. 1. Decisiveness: the ability to make decisions in tough and pressured situations. 2. Trustworthiness: Your team looks up to you, openess and transparency is key. 3. Empowerment of others: delegate responsibilities and empower them to take on challenges outside their comfort zone and support them along the way. 4. Clear Communication: communicate effectively to your team and present a clear vision/goal while having a follow up process. 5. Resilience: Sometimes situations are hard or maybe don’t go your way, but always be prepared to get back up each time you get knocked down. Don’t dwell on short-term failures but instead focus on the learning. My team and I had an amazing Q1 Business review and we discussed in great detail on where we originally started to where we currently are at now, and what it would take to level up. We have the gameplan, we have the follow up, and I’m thankful to have a talented leadership team to execute the plan flawlessly. I can’t wait to see what we bring into Q1 and the rest of 2024! #Victra #Vnation #Verizon

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