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If you are interested in becoming a Certified Professional Manager, you are in the right place.  We are a resource to provide you with information to help you take your career to the next level.  In today’s economy being a certified professional manager can give you the distinction that will get you hired.



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23 4 Ways to Boost Franchise Sales!
September 22, 2009

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22 Visibility through Philanthropy
May 13, 2009

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21 Use the 3 C’s of Communication
April 22, 2009

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19 Running a Charity Like You Run a Business
April 15, 2009

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18 Switching Industries: Exec Tells All
April 1, 2009

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17 Four Ways to Negotiate Through This Economy / By: Lee Miller
March 27, 2009

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16 Ace Performance Reviews in a Down Economy / By: Joe Turner
March 18, 2009

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14 Become a Certified Professional Manager & Get Recognized
March 7, 2009

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12 EDC New Economic Developer of the Year - Jason Crawford
November 12, 2008

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10 Arthur R. van der Vant, President of Major Enterprises, Inc.
October 7, 2008

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    4 Ways to Boost Franchise Sales

    Learn to be proactive now, and your business will thrive in any economy.

    By Joe Lindenmayer   |   May 19, 2009




    Recent Articles
    By Joe Lindenmayer

    As the first of my columns for, and to set the stage for future articles, let’s look at the reality of things when it comes to franchise profits. Today’s challenge is to empower positive change in your franchise: How to not only win the battle against slumping sales, but also set an easy-to-execute strategy in place to be proactive in any economy.

    As the youngest of seven children from a rural town in upstate New York, stretching the dollar in a tough economy was as normal for my family as sunrise. Now, as the president and CEO of a growing franchise organization, dealing with decreasing sales really gets me going. For leaders, sitting back and taking what the economy or the pundits give us is simply not an option.

    First, here is what not to do:

    ·                     Panic

    ·                     Slash prices

    ·                     Slash staff

    While a pessimist may think that the current economic situation is fate, and all they can do is preserve cash, an optimist (i.e. an entrepreneur) looks at what they can do to get ahead of the issue and create positive results. A franchisee has the benefit of using a system’s wisdom, and the ability to network with peers who share the same goals. More sales result in more brand equity, which strengthens their own business as well as their neighboring franchisee.


    Follow these four proactive and simple steps towards increasing your franchise sales:


    1.     Take a close look at your industry and get your facts straight. Things may not be as grim as they appear. Use this data to make strategic decisions for both short-term and sustainable activity. First, let’s look at some numbers. Our recession is a broad-based look at the overall gross domestic product. It’s not a sector-by-sector breakdown. Your area’s economy can be substantially different from those across the country, or even in the next state. Even if this isn’t the case, you can certainly take proactive steps to improve your situation that others may not have the vision or motivation to do.


    People talk about value-based selling, or couponing. While these are great strategies and should be deployed, I strongly recommend you understand what’s happening in your market and potential or actual industry first.


    Don’t  believe the hype. Some industries are doing well (health care, children’s services, quick-service restaurants) while others are lagging indicators of the real economy (vacation rentals, luxury items, etc.). Is the franchise you’re looking to join on the cutting edge, middle, or back-end of consumer trends and economic reality? Timing is crucial to understanding how long you’ll need to commit resources, or what level of activity you need today vs. six months from now.

    After you understand this dynamic, then you can start looking at how to increase franchise sales.


    2.     Listen to your customers. If they’re not talking, get them to start. Surveys, store walks and input from your staff helps you feel the pulse of the business. I was talking to a buddy of mine the other day. We were scrutinizing the players who are staying successful in our respective industries, and discovered a few common traits. The “winning” organizations talk to their customers directly. They send out surveys, they walk the floor. They also look at their customers’ buying habits to gain a clear perspective of their most recent behaviors. If you have a nearby competitor, spend a few minutes in their store or office and see what their culture is. Does the staff make things happen, or do they just take orders rather than sell or drive value?


    3.     Slashing prices is not the answer–helping customers spend money more easily, is. Discounting is a zero-sum game, and eventually, if you condition your customers to depend on sales and coupons, your business will be slower to rebound when things turn around. I recommend spending time where people are spending money. For instance, I was recently picking up something for Mother’s Day at a store. There were about eight or nine of us waiting in line, with only one register open. Well, needless to say, I had three items and waited my turn, but the two people behind me just muttered and walked out the door. A scenario like this is a sure-fire way to decrease sales.


    Nobody wants that to happen in their own business. The two or three people re-stocking the store could have easily jumped on the registers to help. Another example of something easy to fix–how often do we see someone telling a customer why they can’t do something? Make it easy for customers who actually want to spend money right now. If you only take Visa or MasterCard, consider AMEX and Discover. These are not earth-shattering concepts, right?


    4. Find new ways to deliver value to your customers. Educating a customer helps them want to do business with you, and keeps value in your position as the supplier of something they want. As a franchisor for nearly 16 years, and having operated a franchise location myself, I’ve seen too many people focus on the problem and not the solution. For example, if one of my photographers (or me) makes a mistake, we try not to refund money or give products away; rather, we offer a discount on a future sale. Two months ago, our team devised a “stimulus package” for our franchisees, identifying two to three aspects of their business that occur in various months. Then, we delivered incentives for our franchisees to use them. Most were geared toward increasing sales of a product or package. Others included new products for fundraisers or nonprofit organizations we’re affiliated with. This helped add value for our customers, and was simply an extension of a product we already have. Therefore, we could

     offer it to our franchisees for pennies on the dollar. A win-win situation for all.


    As you consider your entrepreneurial career, look at your opportunities to increase sales, not just stop the bleeding. Franchising is a terrific model to lean on during tough times, and helps grow sales and profits during the better times. Think about it as if you were the customer. In doing so, you’ll be surprised at some of the things you’d focus on to get yourself to spend more money.


    Joe Lindenmayer is the president and co-owner of   TSS Photography Inc., a 230-unit franchise network specializing in youth sports, school and event photography, and recently launched a new children’s art franchise concept, Young Masters

    Get that interview!!! Get your CBMP now!  Certified Business Management Professional.  Visit and find out how to start on the path to obtaining your professional business management certification today.  You may already be an exceptionally qualified business professional.  What are you waiting for?  Rise above the rest! Visit today and find out what the National Association of Business Management Pprofessionals is all about!  MBA’s, Executives, and Business Industry Professionals Welcoome!

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Visibility through Philanthropy - Expand your network by raising your visibility within a charity

By: Rob Sullivan


When clients tell me they need to do a better job of networking, there are two things I want to know:

  • How they define networking
  • What’s stopping them

As it happens, how they define networking is often what’s stopping them. That may sound strange, so let me explain.

If your idea of networking is to find and attend a networking meeting, that probably doesn’t sound very inspiring. And it isn’t. The prospect of walking around in a roomful of strangers hoping to find someone who might be able to help isn’t a possibility that excites me, either. Although there are some terrific groups that get together to help each other, all groups are not created equal. Despite the exceptions, I’ve never been a big believer in this approach for one simple reason: N etworking meetings tend to attract people who don’t consider themselves well-connected.

How helpful is that?

While there are many ways to expand your network, one of the most powerful is to get involved with philanthropy. It’s a great opportunity to help other people while you help yourself. To appreciate how philanthropy can be a better way to increase your network, let’s first look at three of the primary goals of networking:

  • Visibility
  • Getting connected
  • Helping others (networking as a two-way street)

Sometimes you can achieve these goals at networking meetings, but the circumstances are less than ideal. Philanthropy can be a better way to achieve all three goals because the primary goal is helping an organization or people in need. You achieve your other goals seamlessly because the activity puts you in contact with other people who share similar interests.

This strategy is even more effective if you find a way to create or get involved in a wide-scale project. For example, when I worked at Chicago advertising agency Leo Burnett, I was shocked by the volume of waste generated by graphic- arts studios. For example, once the ads were mounted and trimmed, large scraps of foam core and paper were regularly discarded. It also made me cringe to see art directors throw out giant sets of not-quite-new but perfectly usable markers. As a long-time volunteer in the Child Life Department at Children’s Memorial Hospital in Chicago, I had a feeling that much of what we were throwing out could be put to good use. So I organized an effort where the various studios began collecting materials. On an almost weekly basis, we shipped boxes of foam core and art supplies to the hospital.

At first, the Child Life staff wasn’t sure what to do with the foam core. But being quite resourceful, it wasn’t long before they couldn’t get enough of it. Our primary goal was to recycle what would have been waste and give the patients at Children’s access to great art supplies. None of us did it to build our networks or increase our visibility. But that’s exactly what happened when we all started working together. I met countless people throughout the agency and hospital I would otherwise never have met.

There are other ways to get involved . For example, an attorney I know who specializes in mergers and acquisitions joined the board of a local community health center that caters to the uninsured. At first glance, that might not seem like an ideal place for him to expand his network . But consider this: A s a board member and head of the finance committee, he now has contact with some of the world’s largest pharmaceutical companies that actively support the center and donate product to the on-site pharmacy.

As you look for opportunities to get involved, here are a few questions and tips to consider:

What people or organizations would value the expertise you’ve gained through work or personal interests?
Philanthropic organizations, like their for-profit counterparts, have needs in every conceivable area including finance, marketing, public relations, event planning and fundraising . Of the organizations that could potentially benefit from your involvement, which possibilities do you find most energizing? To paraphrase educator and speaker Marsha Sinetar : Do what you love, and the contacts will follow.

In which organizations are you most likely to find the people you’d like to meet?
If you have a particular goal from a networking perspective, there is nothing wrong with being strategic about your involvement. For example, if you know certain people are actively involved in a particular organization, it’s perfectly acceptable to get involved as well — as long as you are genuinely interested in the organization. If it looks like your primarily goal is to meet a particular person, this approach will backfire. And for good reason. For a philanthropic approach to work, the organization has to benefit in some way. It can’t be all about you.

Make it easy for people to help.
If you are coordinating the efforts of others, be sure to make it as easy as possible for them to be involved. I almost learned this the hard way. When we were working on the art-supply donations, one studio was particularly active in collecting foam core. Unfortunately, the more quickly they collected it, the more quickly it piled up and created an eyesore. To keep the studio and staff interested and supportive, we had to arrange more frequent pick-ups from the hospital so we could get the scraps out of the studio.

Rob Sullivan is an author, corporate trainer, inspirational speaker and professional development coach whose passion is helping people recognize, leverage and communicate the gold in their backgrounds. Rob has been a repeat guest on television and radio stations across the country including NBC, ABC and WGN. He was also featured in the Wall Street Journal and as a guest expert on Starting Over, an Emmy-winning reality show that airs nationally on NBC.


Get your professional certification today as a Certified Business Management Professional (CBMP).  Credential holders report that they have observed that possessing this certification has seemed to increase their chances of getting interviews with prospective employers.  To find out more, visit the National Association of Business Management Professionals at .


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Gail Goodman: E-Mail Marketing

Use the 3 C’s of Communication

Keep your customers and stand out in the crowd by sending customers a message they’ll remember.

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Running a Charity Like You Run a Business

The tenets of Biz 101 still apply, even if it’s non-profit.

By Jennifer Wang   |   Entrepreneur Magazine - April 2009


The Smile Train, founded in 1999 by Brian Mullaney, 49, and Charles Wang, 64, operates a little differently than your average charity. The difference is that Mullaney runs the nonprofit organization–which is making enormous strides in eliminating cleft lip and cleft palate among children in developing countries–like a for-profit enterprise and draws on his former experience in the corporate world to maximize efficiency and effectiveness. “We pay market salaries,” he says. “Employees get bonuses and raises based on performance, and if a program doesn’t work, we shut it down. We monitor results. We hold people accountable. We drastically reduce the cost of each surgery by training local doctors instead of flying in American doctors. It’s just Business 101.”

The proof is in the numbers: Since its inception, The Smile Train has provided free surgery to more than 380,000 children in 75 countries. And with just 42 employees, the organization boasts the highest productivity and lowest overhead cost of any cleft charity in the world. In fact, over the last five years, year-over-year growth has held steady at 50 percent–perhaps because cost-per-surgery is a modest $250 as compared with the $1,000-plus price tag at other organizations.

Plus, Mullaney knows business, having earned his bones as an entrepreneur starting Schell/Mullaney Advertising, an international multimillion-dollar agency for the high-tech industry. The Harvard graduate also made his way through the ranks at advertising giants Young & Rubicam and JWT before starting his own company at age 29.

It was while he was building his agency that Mullaney began volunteering with Operation Smile, a well-established cleft charity that funds surgery missions to areas like Gaza City and Vietnam. “It was fascinating to me, coming from a place like New York that was decadent and wealthy, to go to a place where people were living on a dollar a day and to see how much good you could do by helping them,” he says. “It was an intoxicating experience.” Seeing the opportunity to apply an improved business model to the cause, Mullaney sold his company and started The Smile Train.

By all measures, he has succeeded. In 2008, The Smile Train raised approximately $100 million from 1.1 million donors and performed 90,000 surgeries. “When you run a charity, you need a big heart, but you also need a big brain,” he says. “Otherwise the public shouldn’t be giving you any money.”

Most important, in this kind of work, a well-run and well-managed operation has a real impact on people’s well-beings. Says Mullaney, “When we started 10 years ago, we said we wanted to work ourselves out of a job, and I’m pleased to say that goal is within sight.”


Obtain a professional certification in business management.  Visit and start on the road to a brighter future.  Sponsored by the National Association of Business Management Professionals. 

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Switching Industries: Exec Tells All Kevin left a top consumer products company and moved halfway across the U.S. to land the VP of international compensation role in financial services.

Karl Rozemeyer

When weighing the option to leave his job at a company that Fortune magazine named one of the most admired in the U.S. last year, Kevin framed the decision in terms of “push” and “pull.”

Kevin, 45, of Missouri, intended to “push” himself out of a job he considered uncertain, and he expected his reputation and skills would “pull” him into the right company. He had not actively sought a job in 15 years, and most jobs along his career naturally evolved from his previous work. The push and the pull had always worked.

Kevin knew he was ready to leave his job in executive compensation for a leading consumer brand. But where could he turn in an economy that leaves companies reluctant to bring aboard new talent?

“I think a lot of employers are in that frozen mode right now,” he said. “They do have openings. They do have a need but they are unwilling to commit to filling it because they don’t really know what the next six weeks are going to hold. The problem is they are afraid to fill them because they really don’t know what’s coming down the pike. [The rationale is] if we have survived this long without somebody doing ‘x’, we can probably survive the next six months.”

Finding a job meant the HRLadder member would have to do more pushing than he anticipated.

Echoes of Ireland
Kevin, who was born and raised in Ireland, sees parallels between the homeland he left behind in the 1980s and the current economic malaise. When he graduated from University College, in Dublin, in the late 1980s, the Irish economic boom known as the “Celtic Tiger” was not yet a cub. It was one of the darkest economic times in the country’s history, characterized by massive unemployment and emigration. “We had some pretty rough employment. Basically it was pretty much a scramble to get what you could,” he recalled.

He worked in a variety of different jobs. His first job out of school – which he disliked – was in advertising sales. He then took a copyediting job in publishing and segued into the financial side of credit control and credit management, “almost by default.” Like so many of his countrymen at the time, Kevin left Ireland, lured by the possibility of work elsewhere. London seemed a good launching point to capitalize on his experience in the credit field.

After that, he took a fairly direct path upward in finance and then into treasury finance, picking up an MBA from the University of St. Louis along the way. He eventually made a horizontal shift from treasury into compensation based on his strong track record in the company. “I think it would have been much harder to do that had I not been in a company where I was known and knew all of the background.”

Avoiding job-board spam
Kevin started exploring online job sites in summer 2008. His first experiences were frustrating. “You see something that might be workable, so you put your resume up there and five minutes later, you are getting junk e-mails from all over the place for totally random jobs. Five seconds later, I took my resume down.”

Then Kevin tried TheLadders. “If you are reading the Wall Street Journal or the Financial Times online … or any of the numerous publications that I look at online, you are going to end up bumping into an ad for TheLadders. What I liked about TheLadders was the fact that you are getting bona fide job opportunities. You are not getting peppered with junk mail, and when you do get approached, it is actually from legitimate people who have a legitimate reason to contact you.”

Kevin was open to opportunities across the U.S. “Since I was nationally mobile, I thought it was appropriate to accept job offers from all around the country,” he said. From application to offer and acceptance, the process took no more than six weeks. For him, the decision was an easy one.

Being flexible to relocation
But the move was more than a career move. It also meant uprooting his family from Missouri to the East Coast. “Other than leaving some family behind, it was not readily such a big problem. But for my wife, it was much more so at an emotional level. He had not chosen the Midwest; it had chosen him. He said changing geographic locations can be part and parcel of career development: “If you are able to be flexible with global locations, I think you make yourself that much more valuable because the company from a corporate perspective is able to deploy the assets that it needs in the places that it needs.”

While Kevin joined his new firm in early December, the company had made its offer a couple of months earlier – before the economy bottomed out. “I had dodged a bullet on that a little bit,” he conceded. “I was very lucky in timing: my opportunity came probably just before the worst of the news economically.” Nevertheless, Kevin said he believes enormous opportunities still exist. He pointed out that tough times completely change the dynamics of the competitive landscape. “All of these bizarre things [happening now] create opportunity: the prize will go to the persons who are best positioned to take advantage of it, who have got the scale, scope and size, the agility to take advantage of the opportunities as they arise.”

Kevin said he believes the key factor is to “network like crazy and network smart.” He compared a network to a garden: something that must be nurtured, maintained and pruned. While hindsight is 20/20 for people who have already been impacted, it is never too late to start. “If you come the first time to a network needing something, you have come too late. Talk to people for no reason at all. Do people favors. Feed into the network. It will then work for you at some point. It takes a while for networking to build up steam.”

Endorsed by the National Association of Business Management Professionals (


Become a Certified Business Management Professional today and increase your chances at getting that interview, getting that job, or getting that promotion. For more details, visit

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In the early 1980s the country was in the midst of a recession to rival the one we are currently facing. Unemployment was in the double digits, and so was inflation. Yet I was able to negotiate a 50 percent salary increase when I took a job with a new firm in Washington, D.C. Although I would like to be able to say that my success was due to my extraordinary skill as a negotiator, it wasn’t.

I was still in my 20s at the time; this was the first time I ever really had to negotiate my own compensation, and in hindsight, I made a lot of mistakes. The things I did do right, though, were to negotiate with the right employer at the right time, and convince them that I was the right candidate for the job. Then and only then did we seriously talk about money.

With the economy being in the shape it’s in, if someone told you that you could go to your employer and successfully ask for a raise or move to a new employer with a substantial increase in compensation, you probably wouldn’t believe him.

Most people today are happy just to have a job.   certified manager +

They assume that they can’t get a raise or get a significant salary increase from a new employer because times are tough. Most employers are only too happy to reinforce that myth. When you know how to negotiate properly, however, the state of the economy is irrelevant, particularly for senior-level executives.

In order to be able to increase your compensation significantly, the first thing you need to do is sell yourself to an employer: convince the person filling the job that you can satisfy some need he or she deems particularly important.

They will find a way to meet your salary expectations.

If you are talking to an employer that really wants to hire you, for you, the economy is always good.

It also helps if the employer finds you.
When an employer or a recruiter seeks you out, it greatly increases your bargaining power. Take steps to make that more likely to happen. Be sure you have a powerful presence where employers are looking for people with your skills. The best way to do that is to expand your professional network, speak at conferences and enhance your Internet presence on Web sites where you are likely to be found by the employers you would like to work for.

Once you are found, make sure you appeal to whatever the employer cares about most. When the person hiring or promoting you recognizes that they need you, they are willing to pay more. Their focus then becomes one of “recruiting” you and making you feel good about the opportunity rather than “negotiating” with you to save a few dollars on your salary. When an employer views the situation in that light, they will not only give you more, they will do so gladly. It is your job to make sure that they never forget that they are trying to recruit you. Even if you have initiated the contact with the employer or recruiter, once you convince them that you are the right person to do what is most important to them, you will be well positioned to get what you want.

Here are four ways to increase your ability to negotiate compensation even when times are bad:

1. Emphasize the skills you have that are most important to the employer. Making money or saving money is always important when times are tough. So is making your prospective boss look good.

2. Let the employer know you really want the job because we all want to hire people who really want to work for us. But make sure it does not seem like you need the job because no one wants to hire someone who is desperate.

3. Have another offer, or at least be talking to other potential employers. Competition for your services makes you more valuable in the eyes of a prospective employer and greatly increases your leverage.

4. Avoid talking about money, or at least be vague about what it will take to hire you, until the employer is ready to make you an offer. At that point, you will have the most bargaining power.

Your value to a prospective employer does not go down just because times are tough. Good employees are even more important to the success of an organization in a challenging economic environment.

Know what the skills you bring to the organization are worth in the job market. Convince the employer that you are the person they want to hire by focusing on what they care about most. Then don’t be afraid to negotiate.

Adapted from “Get More Money On Your Next Job … In Any Economy” (McGraw Hill, April 2009) by Lee E. Miller, a former head of human resources at several Fortune 1000 companies, and co-founder of Currently Lee works with senior executives as a career coach and is the career columnist for New Jersey’s The Star Ledger.

Source: TheLadders

A endorsed site. (National Association of Business Management Professionals)

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Ace Performance Reviews in a Down Economy A raise is a reward, not a right. In the current economy, focus on ROI to get ahead.

Job Search

If you’re expecting a performance review soon, understand that there’s no place to hide nowadays.

Over the years, the corporate performance review has been seen as the ticket to our annual raise or quarterly bonus. Perhaps so much that it’s become almost automatic in our thinking. This will be a big mistake in the 2009 recession and continued economic downturn.

This obsolete way of thinking will certainly net you less in compensation or bonus, if you receive any. It may also signal doubts by your employer about your continued viability, especially if corporate revenue is shrinking.

“A raise is a reward, not a right.” Executive recruiter Neil McNulty advises being careful about how you handle your performance review this year. Too often, members of upper management have perceived the performance review as a mere ritual to the next raise. This can be bubble-headed thinking as the economy continues to move downward, heading into uncharted waters. If sales are down in your company, expect cuts all across the board. As the principal recruiter with the McNulty Management Group out of Norfolk, VA , Neil advises his upper management candidates from the perspective of one who has seen the ups and downs of the economy over the past 20-plus years.

As a result, for the coming year, Neil advises that you not expect an equivalent raise for the same amount of output you might have received in the past. This is a time to let go of the old expectations when it comes to this year’s performance review. “Too many people think that if they received a 7 percent raise in the past, then that’s their right and they better get it.” That’s old thinking, and it will have no traction these days.

Think ROI
As an alternative, be prepared to think and talk return on investment. This means preparing ahead of time by developing a list of examples of how you have helped boost the company’s bottom line. If you’re in upper management, this may seem obvious and unnecessary, or perhaps you feel it requires that you be a bit self-promotional. If so, lose that attitude. Instead, use this as an opportunity to make sure that nothing is lost in translation. This can be your moment to nail it and re-emphasize those specific achievements and accomplishments that you can take credit for. After all, it can mean the difference between nothing and thousands of dollars to your personal bottom line, not to mention additional security and consideration for future responsibilities within the organization.

It may require that you do some additional preparation for your review. One strategy is to approach the review as if it were an interview. If you were a job seeker today, you would realize that skills and length of service are no longer selling points. Differentiating yourself in some memorable way by citing past accomplishments has become a ticket to success in today’s competitive economy. That means answering the “What’s in it for me?” question. In the performance review, it translates to, “What have you done for me lately?”

Apply yourself all over again
Think of the performance review as an opportunity to apply for your job as if it were the first time. Take nothing for granted, and get it on paper to back up your conversation in the meeting. If you’re a revenue generator in the company, be prepared to list the specific gains to which you contributed. If you’re not a revenue generator, then be prepared to bring to light instances when you’ve saved the company money. When you develop your list, be as specific as you can, and be sure to include the specific result in your example.

In today’s economy, be careful how you handle performance reviews. You can’t afford to take the same old mindset of entitlement. See your past performance as part of a bigger picture that has helped the organization’s bottom line. Arrive prepared to discuss specific examples to answer the “What have you done for me lately?” question.

As a recruiter, Joe Turner has spent the past 15 years finding and placing top candidates in some of the best jobs of their careers. Author of “Job Search Secrets Unlocked” and “Paycheck 911,” Joe has interviewed on radio talk shows and offers free insider job-search secrets at:


An endorsed site.

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National Association of Business Management Professionals

Check Us Out…

NABMP is a professional industry association that serves to unite and promote business management professionals throughout the United States. NABMP seeks to promote business management as a profession and works to strengthen the level of quality and ethics within the business management industry.

The NABMP only serves those within the United States and its territories. We have a commitment to strengthening the level of quality and excellence of our nation’s human resources and professional assets.

NABMP serves the overall business management industry as well as the business management professional by offering:

  • A professional certification program that creates a standard based on direct experience, educations, and ethics.
  • A community of business management professionals.
  • A news letter that contains industry pertinent information and professional development opportunities.
  • Specialized training modules designed to help you succeed.
  • Discounted rates to corporations and organizations

The CBMP Certification Program

The NABMP provides the professional designation of Certified Business Management Professional (CBMP) for qualified membership applicants and uses guidelines established by our Management Team and our Board of Regents.

There are numerous benefits to obtaining your CBMP designation. This certification will serve to validate your education, skills, and experience within the management industry. Obtaining your CBMP credentials may also assist you in being more competitive in a highly volatile job market.

Obtaining your CBMP credentials shows that you are professionally involved in the industry and that you qualify and have met quality standards that have been nationally recognized within the management industry.

The CBMP designation may also serve as a basis for obtaining additional program certifications from other associations and educational institutions.

NABMP offers this certification program to seasoned business professionals and is awarded on a minimum 100 point scale consisting of combined education and professional experience. There is no qualifying test to take as long as your minimum combined experience meets the program requirements. (Under the “grandfather” clause)

Apply today to become a Certified Business Management Professional (CBMP) and join the ranks of many successful business management professionals throughout the United States.

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The International Economic Development Council 2008 New Economic Developer of the Year Award was given to Jason Crawford.

Jason Crawford is currently the Marketing and Economic Development Manager for the City of Santa Clarita. He has been with the City of Santa Clarita since March 2001 and managed the Film & Tourism Office prior to being promoted to his current position. The City of Santa Clarita is the 4th largest City in Los Angeles County with a population of over 175,000 residents, and over 6,000 businesses. Jason was born and raised in Nashville TN. He moved to Santa Clarita in 1993 and received a Bachelors of Fine Arts from California Institute of the Arts (CalArts) in 1999. Under Jasons leadership, the City of Santa Clarita has been recognized as the Best Economic Development Program in the State of CA by CALED for two straight years, in 2007 for the Film program and in 2008 for the Tourism program. Additionally, Santa Clarita was named one of the Top 20 Best Places to Live in the U.S. (Money Magazine, 2006); and has been named One of the Top 5 Most Business Friendly Cities in Los Angeles County by LAEDC every year since the inception of the award in 2006. Earlier this year, Jason was named one of the Forty Under 40 top business professionals by the San Fernando Valley Business Journal.

The International Economic Development Council 2008 New Economic Developer of the Year Award Honorable Mention was given to Mark Rothert.

Mark Rothert is executive director of the Spoon River Partnership for Economic Development located in
Canton, Illinois. His efforts have spanned the scope of business development and attraction, community marketing, tourism development, and downtown revitalization for the Canton area. Rothert, a member of both the IEDC and International City/County Management ociation, has built a close working relationship between the public, private and nonprofit sectors to advance economic development in his community. Since starting in 2005, he has been responsible for several initiatives that include the grass roots organization of Canton Main Street, downtown preservation and revitalization, completion of the citys comprehensive plan, winning a Governors Hometown Award, successful grant writing and isting small business owners and local entrepreneurs. Rothert has also been working with Canton city officials to remediate and redevelop a 33-acre brownfield site known as the former International
Harvester Site, located two blocks from the citys historic downtown. Rothert, a certified Professional Community and
Economic Developer (PCED), holds a Bachelor of Arts degree in political science from Western Illinois University (2001) and a Masters degree in public administration from the University of Kansas (2003) and is currently working towards his certification in IEDCs Certified Economic Developer (CEcD) program. Prior to returning to his hometown of Canton, Rothert worked for the cities of Des Moines, IA and Overland Park, KS. His volunteer work includes serving on the Illinois River Road National Scenic Byway board of directors, as a commissioner on the City of Canton Planning and Zoning Commission, and on the board of the Prairie Hills Resource Conservation and Development organization. Rothert also served as a Big Brother for Big Brothers/Big Sisters of Central Iowa during his time in Des Moines.

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