All posts tagged Sanford Rose Associates best practices

Creating a Culture of Confidence

Turns out, there are benefits that come from being a cocky teenager. Although your parents might have been counting down the days until you flew the nest, that swagger means you’ll likely end up earning a higher salary than those of your more modest friends. According to the Journal of Economic Psychology, their “Self-Esteem and Earnings” study showed that your level of confidence is at least as important as how smart you are when it comes to how much money you end up making. In fact, self-esteem can affect salary as much as cognitive ability.

So, besides providing a silver lining for parents of arrogant adolescents, what does the Journal’s study mean for the workplace?

Confidence increases productivity and causes you to choose more challenging tasks, which make you stand out amongst your peers. You naturally create a more cohesive workplace environment; confident people celebrate the accomplishments of others as opposed to insecure individuals who try to steal the spotlight and criticize others in order to prove their worth. Speaking first and often (a sign of high self-esteem) makes others perceive you as a leader. In fact, over-confident people are more likely to be promoted than those who have actually accomplished more.

“This is the classic definition of self-efficacy, and it may be the most central belief driving individual success. People who believe they can succeed see opportunities, where others see threats. They are not afraid of uncertainty or ambiguity, they embrace it. They take more risks and achieve greater returns. Given the choice, they bet on themselves.”
– Marshall Goldsmith, “The Success Delusion”

The fact that successful people tend to be delusional isn’t as bad as it sounds; our belief in our own eminence is what gives us confidence. Even though we are not as good as we believe we are, this confidence actually helps us become more than we would have otherwise.

Even for the most tenured of individuals, this applies. How do successful people wake up each morning with zest and enthusiasm to tackle another day? It’s not because they are reminding yourself of the mistakes they have made and the failures they have endured. On the contrary, it’s because they edit out those failures and choose to run the highlight reel of their successes. When actions lead to positive results that make us look good, we love to replay it for ourselves – and we should! That optimism is what gives us the ability to stay the course and not buckle when times get tough or challenges arise.

Now, the intent of this article is certainly not to encourage narcissistic self-obsessed behavior impervious to external criticism; rather, to be the best at anything often requires you to be your own harshest critic. But if confidence makes us feel good, gives us grit, and makes for a more productive workplace, what can we do to instill confidence in those we lead? Of course, the phrase “fake it until you make it” offers one approach; forcing a smile can lift one’s mood and striking a powerful pose can make you feel more commanding even when in doubt. As a leader, how can you create a confidence-boosting environment?

First, set reasonable expectations. Set the bar where it really is on an individual basis, as opposed to universal standards that may not be met. In other words, redefine what it means to be competent and highlight the small incremental gains needed to build a bridge from current achievement to future potential. Focus on small wins each day; authentic confidence is a result of success, not a cause.

Second, consider retraining the brain on how to interpret fear of failure. When facing a daunting task that incites insecurity, replace negative thoughts of intimidation with positive ones relating to the opportunity at hand. Ask “I know this is a big project to tackle – what are you most excited about?” or “What are you most interested in learning as a result of taking on this new assignment?” Adrenalin is the same for fear and for excitement; by replacing negative thoughts with positive ones, you let adrenaline work for you instead of against you.

Third, focus on learning from failures. Believing in yourself is good; forgiving yourself is better. Even the most successful, competent people are constantly making mistakes – that’s how we learn.

“The responsibility of a leader is to provide cover from above for their people who are working below. When the people feel that they have the control to do what’s right, even if it sometimes means breaking the rules, then they will more likely do the right thing.
Courage comes from above. Our confidence to do what’s right is determined by how trusted we feel by our leaders.”
– Simon Sinek, Leaders Eat Last

To see failure in a positive light, keep a running list of lessons learned along the way. Every time you make a mistake, write down what you learned and how you will avoid replicating the mistake in the future. Although this might seem counter-productive (who wants to see a checklist of what not to do), it will serve as a historical log of how skills have improved and how those lessons helped shape who you are today.

Finally, keep in mind that confidence and competence are closely related. In nature, plants either grow or decompose; they do not stay the same. In an organization, nourishment is supplied by the broad term of training, but a more accurate term is learning. What is being done within your organization to foster learning, growth, and new perspectives each week? To increase the confidence of those in your charge, it is imperative to nurture an ongoing learning environment through access to courses, conferences, or take on a pet project they are passionate about. The aggregation and implementation of these various tips can serve to boost confidence and thus performance of the organization as a whole!

—Karen Schmidt

Top

Turning the Grind into the Goal

A world-renowned athletic coach was asked once what the difference was between the best athletes and everyone else. In other words, what do really successful people do that most people don’t? Of course, there were the typical responses of genetics, luck, and talent.

But there’s an added element that most don’t think of; it’s the ability to handle the boredom of training every day and doing the same lifts and drills over and over again that separates the professionals from the amateurs.

Think about it this way – it’s not that the best athletes have some insane passion or willpower that others don’t have; it’s the exact opposite. They can feel the same boredom and lack of motivation that everyone else feels; they aren’t immune to the daily grind.

What sets them apart is their commitment to the process. They fall in love with the daily practice, with the repetition, and with the plan in front of them.

Therefore, if you want to be a starting quarterback, you have to be in love with running drills and studying playbooks. If you want to be a New York Times bestseller, you have to be in love with the process of writing. If you want to get in better shape, you have to love the practice of eating in a healthier manner and exercising consistently.

You have to love the grind if you ever hope to turn it into the achievement of a goal.

The Pursuit of Happiness
Though some of the following may not be true all of the time, when you love the process of what you do, the following should ring true much of the time:

  • You don’t talk about other individuals; you talk about the great things other individuals are doing.
  • You help without thinking, or without being asked.
  • You don’t struggle to stay disciplined; you struggle to prioritize.
  • You’re excited about the job you are doing, but you’re more excited about the people you’re doing it with.
  • You leave work with items on your to-do list that you are eager to tackle tomorrow.
  • You think, “I hope I get to…” instead of, “I hope I don’t have to…”
  • You don’t focus on retirement, because retirement sounds boring – and a lot less fulfilling.

Now, there is a chance that our society may have overdone the need for the above to be true all of the time. We have been told that if you do what you love, the money and success will follow. We have been told that if you are not changing the world in bold ways, it is because you are too afraid to find your passion and follow it.

The Pursuit of Value
Author Cal Newport has emerged as one of the more vocal critics of the only-do-what-you-love movement, and says it is time to end the professional guilt trip. In his book, So Good They Can’t Ignore You, Newport argues that following one’s passions can be a dead end. He maintains that it’s better to identify which skills you have that could be unique and valuable in the workplace, and then hone those skills until you have career capital that you can spend in the way you choose.

Developing career capital requires a carefully balanced mix of deliberate action and patience. If you are in a self-directed professional environment and are responsible for carving your own path, take responsibility for the direction in which you are heading – and what you need from others to get there. Do not wait for someone to come along who can help; be proactive in seeking out those who can provide mentorship and guidance along the way.

If you are responsible for developing career capital in others, incorporate this exercise in ongoing or annual reviews. Always be aware of the following question: “what I am I doing to help others identify their competitive advantages, and how am I providing opportunities for those strengths to turn into eventual career capital.”

Outsourcing
Most roles have tasks that are required to engage in repeatedly; knowing the natural progression of a profession is essential. How many partners at a law firm still do all their own research? Does a surgeon want to spend more time in surgery, or in pre-op or post-op care? In these examples, practitioners outsource the less challenging work to junior staff that is not only capable of performing the work at a lower cost but also challenged by the work itself. What is the natural progression of your profession, and have you done a successful job of institutionalizing outsourcing?

Within a physician’s office, the nurse practitioner facilitates exams, the nurse checks blood pressure, and the scheduling department makes appointments. Each of those tasks are important but will neither provide the doctor with the challenge they need nor the financial rewards necessary to justify their time. In the case of lawyers, they have paralegals, legal secretaries, and associate lawyers they entrust. The lesson we can learn from both is that outsourcing certain tasks to other team members is not only more financially rewarding but also allows for greater challenges. Be aware of when the grind is necessary in the achievement of a goal, and be aware of when the grind must be alleviated in order to avoid turnover or burnout.

Finding People Who Make a Difference®
Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 10 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about achieving professional excellence both personally and with those on your team, please reach out to your Sanford Rose Associates® executive search consultant today.

—Karen Schmidt

Top

Letting Go

Think about your personal path to achieving the professional success you have experienced thus far. What attributes or characteristics are you most proud of that got you here? What abilities do you have that allowed you to separate from your peers over the years?

Second question: Is there a chance that those very same characteristics that rewarded you so well are the same characteristics that can hold you back in the future?

Some examples:

You are quite patient and empathetic, and others rely on your guidance and council throughout the day. However, your fear of being unavailable causes you to work late nights and weekends because the days have been spent solving other people’s problems.

You are incredibly detail-oriented and meticulous, and your dedication to perfection has served you well. However, if you aren’t willing to relinquish some control, you will never be able to handle other responsibilities because nobody can do them as well as you.

You are a “do-er” and complete more work throughout the day than some do in several. You don’t have time for small talk, which allows for a high level of efficiency, but true leaders need to build personal relationships and connect on a non-work level with others.

You are a gifted orator and can inspire a crowd, sell to the masses, and have an intrinsic ability to create a path that others will naturally follow. However, you are so comfortable hearing yourself talk that you forget that others may simply need you to listen.

<strong>Self Awareness</strong>
It is not realistic for a person to be all things to all people, or to be perfect in every facet of life. But sometimes, we sense deep inside that there is something else waiting for us. We just need to be courageous enough to create a little space to discover what it is.

Sometimes, you must release your grip on your current identity in order to allow yourself to transform. You simply cannot be the person you want to be and the person you currently are at the same time.

You have to determine for yourself whether you’re willing to let go of who you are to become the person you want to be.

What holds most back from creating this space is that it will result in change, and most people react to any change with fear. Change shifts our comfort zones, where we find security and stability, so fear is a naturally occurring reaction. Fear gains strength when you focus only on the negative possibilities of a situation or event. The answer is to concentrate on just two or three changes at a time – perhaps only just one! As your new habits embed themselves into your personality and habitual behaviors, you can add additional changes to your routine. This creates a managed process of change.

<strong>Letting Go</strong>
It is okay to change, grow, and try new things that you will not be as good at as the things you have done for years. The key to freedom is allowing yourself to crack open and evolve.

To begin to impact change, think about what got you here:
<ul>
<li>What has contributed to your success so far?</li>
<li>How do you compare with others within your organization or industry in similar roles? What separates you from the average performer?</li>
<li>How have your responsibilities changed and evolved as you’ve grown in this past year, as opposed to a year ago?</li>
<li>When you are working, what activities make you lose track of time? Why?</li>
</ul>
Now, where do you want to go?
<ul>
<li>What strengths do you have that can also at times be a weakness?</li>
<li>Think of others within your organization or industry you respect; in what ways do you want to be more like them?</li>
<li>What are the differences in responsibilities or strengths/skills between yourself and the person you report to? How can you start to take on those responsibilities or learn those strengths?</li>
<li>Is there anything in your life that you should walk away from completely?</li>
<li>What of your habits are you truly prepared to change?</li>
<li>There will be some things you won’t be good at for a while; what are they?</li>
<li>What do you finally need to delegate to others?</li>
<li>What issues are you prepared to tackle now?</li>
</ul>
<strong>Procrastination</strong>

The next question: Why don’t we do it? It’s simple: the rewards of these changes are in the future, when the discomfort and discipline are right here and right now. When there’s an absence of a compelling reason, or drive, you will be a thermostat. You’ll work as hard as necessary to keep the temperature comfortable – and when it reaches that temperature, you’ll turn off until needed again. Discussing change and goals can be inspiring, energizing, and stimulating! Yet it feels tough, awkward, annoying, frightening, and completely unpleasant to discuss the discipline needed to reach those goals. There is no shame in being average or competent if you are unwilling to pay the price of excellence! Simply ask yourself if you are willing to pay that price, and what the price looks like for you.

Finding People Who Make a Difference®
Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about achieving professional excellence both personally and with those on your team, please reach out to your Sanford Rose Associates® executive search consultant today.

– Karen Schmidt

Top

Who, What, Where, When, How…But Why?

There are two simple words that have the power to completely change one’s approach to work and life forever. These words have the potential to evoke fulfillment, enhance productivity, and create daily peace of mind.

You may have found yourself saying some of these already today:

  • I have to go to this team meeting.
  • I have to get this proposal to our client.
  • I have to get caught up on emails.
  • I have to take the kids to practice.

We act as if we don’t have a choice, as if we are imprisoned by people or a system forcing us to do things we don’t want to do. In reality, we do have a choice. We have the freedom to choose our actions, our profession, our financial needs, and the path of our life. Each day is not about what we have to do. It’s about what we get to do.

So, besides having a renewed sense of gratitude for being alive in a free world, why does this matter?

If you start to realize that your employees don’t have to come to work each day but instead choose to, there must be a reason for that decision. That reason is their “why”. As a leader, understanding each employee’s “why” will enable you to create a meaningful career path for them, empower them during times of burnout, and help them stay engaged. As your own leader, knowing your own “why” is essential for each of those situations as well.

The How

Start with a simple exercise. Take out your pen, and write down your answer to this question: “What is your why?” It sounds like a big esoteric question, but why is it that you choose to go to work each day? Why do you choose this profession, instead of something else? Why do you choose the role you are in, as opposed to others?

Encourage yourself and others to press beyond the obvious answer of “I need to make money”. There are countless ways to earn a living; why have you chosen this one?

Once you begin to list all of your why’s, you will notice they fall in two categories. The first category is similar to Maslow’s lowest hierarcy of needs – food, water, shelter. “I’d like to be able to pay my mortgage.” “I want to send my children to college.” “My elderly parents will rely on me to provide for them.” “I have always dreamed of buying a vacation home.”

The second category recognizes that there is a bigger purpose, a desire to make a difference, and a need to higher meaning behind the choices we make. It’s these things that are connected to your overall purpose, your sense of contribution, and the most important aspect of your “why”. Both categories are important and not mutually exclusive. An individual who only cares about money will likely live with a void in their life, while an individual who is all about the big picture has their head in the clouds but lacks feet on the ground.

Having a deep understanding of your career’s purpose is equally as possible as meeting and exceeding financial goals. This exercise is around understanding both. If you, or your team, has a hard time articulating this purpose, give some additional guidance:

  • When you were first drawn to this industry, what compelled you? Why did this industry or vocation strike you as being the calling for your career?
  • At what point in your career were you most challenged? What circumstances created that challenge?
  • What circumstances push you to be more, learn more, accomplish more, take on more, and grow more?
  • Who or what inspires you most? What qualities inspire you from those individuals or factors?
  • What do people compliment you on professionally?
  • What are you chasing? Why are you chasing it?
  • Given your talents and passions, how could you use those to serve, or to help, others or your organization?
  • When you retire, what do you want to be remembered for? What legacy do you want to leave?


The When

When is it important to go back to the “why”? Most of us get entrenched in the day to day routine of work, family, and life. We go through most days on auto-pilot, knowing what is expected and performing to that expectation. Connect the routine of your daily performance to the fulfillment of the “why” of your life purpose.

As a leader, when you know the “why” for members of your team, you can connect that “why” to their daily responsibilities and broader performance milestones. Every job has mundane or less desired tasks, but when the “why” is strong enough, there is meaning connected to even the most tedious of activities. Then the paradigm shifts:

  • I get to go to this team meeting because I have team members dedicated to learning and living up to their fullest potential.
  • I want to get this proposal to our client because they trust us to solve a problem they cannot solve on their own.
  • I want to get caught up on emails because I have knowledge and insight that others are relying on me to share with them.
  • I get to take the kids to practice because I am fortunate to have a family and resources to help them live a full and varied life.

There is an opportunity to connect purpose and meaning to each daily activity, and a choice to connect it. When the “why” is strong enough, there is no limit to what you, and those on your team, can achieve.

Finding People Who Make a Difference®

Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about bringing out the best in your team, please reach out to your Sanford Rose Associates® executive search consultant today.

—Karen Schmidt

Top

Establishing Mutual Commitments

According to a recent report from the U.S. Bureau of Labor Statistics, there were 2.8 million individuals who voluntarily quit their jobs in January 2015. This is a 17% increase from January 2014, proving that opportunities for employees are abundant and we have shifted back to a candidate-driven marketplace. Why is this important?

Employee retention should always be of utmost importance, but requires awareness as to why employees leave to begin with. A Gallup poll of more than 1 million employed U.S. workers concluded that the #1 reason people quit their jobs is a disconnect or poor relationship with their boss or immediate supervisor. “People leave managers not companies…in the end, turnover is mostly a manager issue,” Gallup wrote in its survey findings.

In other words, the responsibility rests primarily on leadership’s shoulders to engage, mentor and retain employees.

Establishing mutual commitments is the key to a meaningful relationship. This is true for personal relationships, relationships with clients, and relationships with employees. The bedrock of a meaningful relationship is trust, and trust is solidified or broken based on reliability in the form of honoring our commitments. We have all heard expressions like, “his actions spoke so loud, I could not hear his words” or, “she says what she will do, and does what she says.” Spouses, friends, co-workers, and our employees do not have a rule book for correct behavior by either themselves or by us unless we get one from them, give them one, or co-create one.

Leadership Expectations
The easiest way to create this blueprint? Solicit feedback from the team! They are your audience of judges, and they will give you the answers to the test. Ask questions and be open to receiving feedback:

  • Who would you say is the best boss you’ve ever had (present company excluded, of course)? What characteristics or qualities did they have that stand out?
  • What would you replicate from previous companies or departments in which you’ve worked?
  • What do you most appreciate about the leadership of our organization/team?
  • As leaders, what are we not doing that we should be?
  • If you became CEO tomorrow, what is the first thing you would change? Why?

From that feedback, come up with a list of five or ten expectations to which you know you can be held accountable. Make the expectations quantifiable, so that issues will not arise with relativity. Do not commit to something in which you will likely fall short; this should be set in stone on both sides and waver only for special exceptions or with permission from the other party. The key is that you cover what your team can count on from you in your professional relationship, and that what they can count on are things that matter to them.

Clear Expectations
It can be easy to create a list of the behaviors that we want others to exhibit, but tougher when we have to declare the same for ourselves. The following are some examples of commitments that could be modified for your own professional environment, and made quantifiable as much as possible:

  • Go to the Source: I will have the courage to respectfully confront (to provide feedback) and be confronted (to receive feedback). I will provide you with honest guidance regarding your performance on a consistent basis, and do so in a private environment.
  • Career Path Blueprint: I will provide a career path with quantifiable benchmarks, and educate you as to the vision I have for you and your contribution. I will see potential in you that you may not yet see in yourself, and remain committed to your professional development.
  • Mutual Accountability: In service of your long-term potential, I will hold you accountable to doing the things you said you would do. I will invite feedback consistently about my leadership abilities, our team’s dynamic, and how things can improve.
  • Timely Response: I will respond to all emails promptly and will not cancel standing meetings unless there is a true emergency or unavoidable last-minute conflict.
  • Consistency: I will have times of being intensely focused on a project or unavailable at times, but I will not allow myself to have any passive aggressive or “bad days.” You can count on my consistency as a leader and colleague.

Two-Way Street

Create the same list of commitments for employees, and consider asking current staff to help create the list of things they want in teammates. The expectations could include things like desired behaviors, time in office, work ethic, required results, or any other guidelines that allow an employee to know they are meeting expectations. Resist the urge to simply say “I’ll know a job well done when I see it” – if you can’t articulate expectations clearly, employees will never know if they’ve achieved them. This is when a disconnect happens, and the foundation of the relationship begins to crack.

What happens when an expectation is not met? Give both sides permission, early on, to approach the other when this happens. When it does, there is the opportunity to engage in additional dialogue and share relevant information that may shift the perspective of the situation. There is also the opportunity to course correct immediately, as sometimes we don’t realize an issue exists until an outside party points it out! Choose to foster, and demonstrate to employees, an environment of high accountability and expectations of one another. The strongest organizations and teams are built by those who honor their commitments.

Finding People Who Make a Difference®
Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about best practices related to retention strategies, please reach out to your Sanford Rose Associates® executive search consultant today.

-Karen Schmidt

Top

Entrepreneur or Wantrepreneur?

Being an entrepreneur, or having entrepreneurial abilities, is an admired trait in our society. If you asked a candidate in an interview if they view themselves as entrepreneurs, the socially acceptable answer is a resounding “absolutely.” If you asked individuals on your current team or in your department if they felt they had an entrepreneurial spirit, the answer would likely be affirmative. However, these types of questions often garner answers associated not with the true self, but with the idealized self. The idealized self is an image of what we should be, must be or ought to be, in order to be acceptable.

Why is this important in a professional setting? Not every role requires an entrepreneur. In many cases, the engine of an organization is fueled by those who perform a role consistently and efficiently, day in and day out. However, in a leadership capacity, having a true entrepreneurial mindset and spirit is essential.

In life, self-actualization occurs when a person’s “ideal self” (who they would like to be) is congruent with their actual behavior. In business, we may not have the time to wait for the two to align. We need to make sure we have entrepreneurs in the right roles, no matter how senior or junior the opportunity, instead of wantrepreneurs.

So what traits should you look for in your current or future team?

Passion
Again, “passionate” is one of those qualities that few would admit they do not have. So how does passion manifest itself? Passionate individuals wake up every day craving success. They are obsessed with the idea of achieving their goals and wasting as little time as possible doing it.

The key, of course, is that passion is channeled into action. We have all met individuals who are passionate about so much yet accomplish so little, because they lack the ability to focus their thoughts into action. They live in their dreams instead of in reality, often because the fear of failure holds them back and becomes easier to talk than to do. Entrepreneurs channel that passion into action. Identify individuals who generate results; anything that’s not a result is an excuse.

Creativity
Isn’t that what business is all about? Figure out a new way to sell a product, or create something that doesn’t exist, or streamline a process, or identify a solution that your competition has not identified. Creativity is sometimes more easily found in our children than it is in ourselves! Why is this? In that question lies the answer; children are always asking “WHY?”

Creative thinkers are intensely curious, so identify those within your organization who crave answers and alternative ways of approaching problems. Identify those who provide new avenues for thinking,instead of simply following directions.

Foster this in people as well; give them permission to find their own new answers. It is acceptable to say “I don’t know;” it is impossible for anyone to know anything about everything, but creative thinkers go about finding the answer. No matter what issue is faced, there is someone else who has had the same issue and has likely already solved the problem. Give permission for creative thinkers to seek out those who have come before them, and pull spokes from the wheels of others instead of reinventing the wheel from scratch.

Validation
When researching the traits of true entrepreneurs, before the question of “how did they do it” comes the “why.” Many experts believe that most entrepreneurs who have made significant footprints throughout history have been driven by a need for approval. Many people have a burning desire to prove other people wrong. That’s a great motivator. Instead of creating a lack of confidence, this conviction is the force that causes someone to fight harder.

This concept of “true grit” was discussed at length in a previous SRA Update. In his book, Self-Made in America, John McCormack references a trait studied by Kathy Kolbe: conation. Conation is “the will to succeed, the quest for success, the attitude that ‘to stop me you’ll have to kill me,’ that elusive ‘fire in the belly’ that manifests itself in drive, enthusiasm, excitement, and single-mindedness in pursuit of a goal – any goal. All consistently successful people have it. Many well- educated, intelligent, enduring, and presentable people don’t have it.”

So how can we start to understand an applicant’s or an employee’s grit? Try some or all of these questions to identify the trait:

  • What experiences do you feel had the most impact in shaping who you are today?
  • What goal have you had in your life that took you the longest to achieve? What did you learn from that experience?
  • Give me an example of a time you made a major sacrifice to achieve an important goal.
  • What has been the biggest obstacle you’ve overcome in life? What about in your career?

Not every player on the team needs to embody an entrepreneurial spirit
– but identifying and mentoring those who do can start to shape the next generation of future leaders within your organization. These are but a few of the traits to look for as you evaluate those capable of taking your department or company from where it is today to the achievement possible in the future.

Finding People Who Make a Difference®
Executive Search Review has recognized the totality of the Sanford Rose Associates network as being one of the Top 11 Search Firms in North America. Sanford Rose Associates has 60+ offices worldwide and is a member of the International Executive Search Federation (IESF). To learn more about how to identify Entrepreneurs instead of Wantrepreneurs, please reach out to your Sanford Rose Associates consultant today.

-Karen Schmidt

Top
Page 1 of 1