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In addition. “As an entrepreneur, you’re never done. You just keep going to the next thing, and this is that next thing,” said Jeff Olson, co-founder and vice president for the start-up recharge-
Albany Career & Workplace News- Albany Review
He much-vaunted return-to-the-office has plateaued — and many workers remain uninterested in coming back full time.
According to the latest data from Work from Home Research, released in late July in collaboration with Stanford University and the University of Chicago, the percentage of paid full days worked from home has stabilized at just over 30% of an average week. Among workers who had previously worked at least some amount of time from home during the pandemic, that share of days worked from home has stabilized at just under 50%.
Roughly 15% of workers are fully remote, compared to about 52% who are full-time onsite and about 33% who are hybrid, although the hybrid percentage continues to increase as the disconnect over remote work appears to be narrowing.
In July 2020, employers planned to have employees work an average 1.6 days from home. By July 2022, that stood at more than 2.3 days per week on average. Overall, employer plans for work-from-home are slowly growing to match employee desires to work from home. Workers who are able to work from home want to work roughly 2.75 days per week there.
People outside of the Assets Region typically don’t think of it as homebased to a start-up scene. They would be wrong – the work by the companies highlighted here proves that.
The Albany Business Review’s first Inno on Fire showcases some of the Capital Region’s most promising start-ups in several categories. And it spotlights a co-working space that’s been home to some notable Capital Region start-ups over the years.
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Albany Business Review Leadership Trust
We’ve all tried to communicate the value of a product or service at one time or another. People do it through elevator pitches, print collateral, commercials, testimonials and countless other communication tactics. Value is universal; the trick is remembering that it’s also subjective.
I would like to begin with a spoiler: To communicate value, you have to know more than what you are selling or whom you are talking to; you have to care. It’s really that simple. When you care, it is evident in the language you use, the time you spend and the energy you bring to the room, email, Zoom, whatever. That being said, let’s go through a few rules to keep you on the right track.
Albany Business Review – Rule no. 1: Show, Don’t tell.
Two casualties of the pandemic were focus and confidence. As the supply chain impacted businesses in ways we never imagined and as workforce composition changed, so did all the things that had worked. Where there was once predictable interest, leads have dried up, and our standard pitches no longer resonate under the circumstances.
As you meet with new people, as I suggested in a December 2020 article, consider what they’ve been through and how they have been conducting business. Moreover, Have meetings all been via Zoom or Teams? Is communication mostly through email, Slack and basecamp? Use this information to put on a good old-fashioned show. Entertain, influence, persuade, engage, and make every person you meet with feel like they want more time with you. After several years of remote work and the subsequent isolation, relationships, face time and personal touches are now integral elements of any business interaction.
Rule no. 2: One Person’s Trash is Another’s Treasure.
You aren’t for everyone. People can usually recognize this when it comes to relationships and cars. We know instinctively whether we want drama and speed or prefer reliability and comfort. If the vehicle isn’t a fit, we don’t buy it; if the chemistry isn’t there with a person, we move on. But in the workplace, our minds operate slightly differently.
We sometimes forget that success doesn’t mean winning every account; it means winning the right ones for our goals, team and future. However, Even the most experienced and talented individuals can fall into the trap of winning in order not to lose, realizing too late that winning didn’t save us from failure. Is the work good? Will the project move your company forward? Or did focusing on “winning” take you off the path your company and your team needed to travel? In a perfect world, you’d never try to sell to someone who has no interest in what you offer, but it happens. But if you do your research ahead of time, you can set your walk-away scenario (we all have one) and stick to it; your energy and time are worth the effort.
Albany Business Review Leadership Trust is an invitation-only network of influential business leaders, executives and entrepreneurs in your community. Do I qualify?
Albany Business Review – Rule no. 3: Presenting and Defending are not the same.
When you are presenting, you should put equal weight on informing and captivating. It’s not enough to inform or to charm; the two work together to create an environment that encourages loyalty, risk-taking and growth.
Defending, on the other hand, is trying to change an opinion about you or your work. Even after defending once, it’s very likely you’ll have to continue to defend, effectively destroying the survival of loyalty and the trust to experiment.
When a conversation about a service or product becomes more about cost than quality, or more about timing than strategy, the parties no longer have a shared objective. This does not have to be a contentious discovery; it can be a mutual agreement that the timing isn’t right, which can benefit everyone.
Now this is a good time to survey your situation and identify what is no longer moving you forward or satisfying your clients. First, think about what is working for you. Are you happy with what you are selling and how you are pricing it?
Make a change, whether reconfiguring how you sell, recalibrating the ways in which you manage your customer relationship or doubling down on the way you’ve always done it but finding a way to reach new audiences. The pandemic forced us all to change, but it also gave us a reason to revaluate. We should preserve that practice, because in the end, we do our best work when we believe in what we are doing.
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