The world of work is constantly undergoing transformation.

The challenges we face today from building diverse, inclusive, equitable work environments (while not new, ever more pressing) to navigating rapid changes in technology require innovative solutions.

When you look at these challenges in the context of how polarized our workplaces and our world have become, the call for change becomes even more urgent.

From a leadership standpoint, this means innovation in our thinking, the frameworks that guide us and ultimately how we show up as people.

As quickly as we need to be adapting to and incorporating new technologies like generative AI, we need to be even more intentional and deliberate about reconnecting with our humanity.

That’s where The Ripple Effect comes in and why I’m so grateful to be sharing this message and experience with leaders and organizations from all over the globe.

If you were thinking of going to that new, expensive restaurant in town and knew of someone who had just been there, would you ask for their review or rely solely on the content in their web page? The chef calls it his finest culinary project to date!... The professional food photography looks amaaazing!... You’d probably ask that acquaintance for their take, right? Why not apply that same logic to reference checks?

One of the greatest challenges we hear from hiring managers is “How can I be sure I’m hiring the right person for the job?”. The desire to make the right decision, as well as trepidation about making a bad hire, can lead to a prolonged hiring process (multiple weigh-ins, aptitude tests, role plays, etc.). These delays often mean losing a top contender for the job.

In the fast-paced world of sales, employee turnover can be a persistent challenge. High turnover not only disrupts operations but also incurs significant costs, both in terms of lost business and the expenses associated with hiring and onboarding new talent. It's a cycle that many sales teams find themselves stuck in, losing sales talent far too soon after ramp up. Many sales orgs try to engage and retain with temporary strategies–using President’s Club trips, introducing sales SPIFFS, or short-term accelerators. But these strategies rarely work for long-term success.

How would you sum up your professional experience and describe your ideal next opportunity? As recruiters, we pose that question to candidates all the time and often hear how challenging it can be to answer it effectively.

Career transition at any stage of one’s career can be challenging, fraught with concerns about making the right move (and implications of making the wrong move); the process can feel overwhelming, and there can be a frustrating lack of ROI on search efforts. Moreso, it’s often a solitary exercise, and can be hard to do on one’s own. There’s a resource you may not have considered.

While studying marketing at Lehigh University, I secured an HBO advertising internship through family connections. Inspired to independently attain my next opportunity, I leveraged alumni contacts to secure an internship at News America Marketing. This experience was pivotal, cementing my career interest in sales and leading to an entry-level account executive role at The New York Post, their sister company. As one of the youngest salespeople there, I developed creative strategies to reinvigorate dormant accounts, earning three promotions. After five years, I transitioned briefly to another newspaper before being recruited by Amazon for an exciting, undisclosed project – Amazon Local. Hired as the first salesperson, I played a key role in shaping the business, hiring team members, and establishing meaningful relationships with leadership. My efforts led to international expansion opportunities and a promotion to sales team manager.

With a strong foundation in Sales and Account Management spanning eight years, Mariya's pivot into Sales Operations and then Business Operations aligned with her passion for process refinement, scalability, and innovation. Her sales background uniquely positions her to support revenue teams, armed with a comprehensive business perspective and a sharp focus on the bottom line. Today, Mariya is the Head of Business Operations at PebblePost, the leading marketing technology platform for the Programmatic Direct Mail channel. We asked her to share some of her thoughts on what makes someone a successful Revenue Operations leader, a role that is increasingly in demand.

A critical component of building diverse and inclusive organizations is around recruiting and hiring, and it often presents one of the greatest challenges. “How can we build a more diverse candidate pool?” “How can we diminish drop off through the hiring process?” and, ultimately, “How can we improve our retention statistics?” The implications are significant, not only relevant to fulfilling a corporate commitment, but fundamentally impacting long-term employer brand.

We met Mitchel Roling through our extended recruiting engagement with eMarketer (now Insider Intelligence) and saw the significant contributions Mitchel made to that fast-scaling organization through his data fluency. Mitchel gained skills and experience that he was ultimately able to build into his own consultancy, My Dataist (hyperlink). Today he’s advising a host of clients around their data needs— and, of course, he’s our trusted go-to for anything data-related. With the power of data and analytics top of mind, we thought it timely to have Mitchel weigh in on the topic.

Early on in my career, as a Licensed Mental Health Counselor (psychotherapy and career counseling), I discovered the magic of outdoor sessions. Inevitably, a single walking session would unlock a year of “a-ha” moments in a mere 50 minutes. Between the movement, the fresh air, and the escape from the intensity of constant eye contact, the outdoor stroll seemed to overcome so many of the artificial obstacles in the typical counseling setting.

As recruiters and career coaches, we’ve found that the most common reason individuals decide to leave an organization is lack of career growth potential. That’s particularly troubling in light of the fact that a significant percentage of these individuals were employees that the organization had hoped to retain– a loss magnified by the high cost of employee turnover. What contributes to this missed opportunity?

In our last post, we posed three questions to help you clarify your career goals, launching the process of career evolution or transition. That pre-work is essential to helping you identify critical elements, such as your strengths (when you’re in flow), your values (what’s most important to you), and the professional context in which you’re most likely to thrive. How do you take the insights gained from self reflection, an audit of your Strengths & Interests and/or the objective assessment of a 360 Review, and translate that into actionable steps?

In 2023, our seemingly ever-changing economy has kicked off yet another year of career shifts, some self-catalyzed and some out of necessity. We are hearing from individuals at all levels of professional life questioning career direction--for some, looking to build future success and impact in a vastly changed economy, and, for others, fundamentally questioning the purpose of their daily professional lives and the mission of the companies they serve (or run). Every year offers the opportunity to pause and reflect, and this year, it seems, career planning is more essential than ever.

Career transition at any stage of one’s career can be challenging, fraught with concerns about making the right move (and implications of making the wrong move!). The process can feel overwhelming, and there can be a frustrating lack of ROI on search efforts. Moreso, it’s often a solitary exercise, and can be hard to do on your own, day-in and day-out. The good news is that you don’t have to! Working with a career coach is a great way to move from stuck to unstuck—and from solitary actions to collaborative efforts.

This week at CFW Careers, we lost a trailblazer, a mentor, and a devoted husband. David King started our firm in 1973 as a career school for women—a training ground that gave them the tools needed to get into business-to-business sales, make more money than women typically earned, and step into leadership roles that had been reserved for men in generations before.