My efforts to champion a pragmatic, sales-aligned approach to social media delivered big-time in December and January as Strategic Communications Group (Strategic) experienced a dramatic upswing in business.
From innovative field sales organizations at global brands to private equity backed, emerging growth companies we have taken on a new set of social media marketing programs which should make 2012 quite a defining year for the company.
With growth comes the welcome challenge of effectively managing resources. It’s paramount to deliver service to clients at a level that exceeds expectations, while maintaining healthy profits to reinvest in the business.
In January, we kicked off a recruitment initiative that has led to the pending addition of several associate-level full time hires. They’ll be working collaboratively with our senior team and set of 1099 consultants, each of whom brings a wealth of experience and expertise to our clients.
This hiring spree represents a shift in thinking at Strategic. Historically, we have steered clear of the traditional professional services firm model and employed a blended staffing methodology, taking full advantage of the benefits of our “freelance nation.”
As we now seek to balance our client delivery model with an eye towards cultivating a new set of leaders at Strategic, I find myself torn about how to best go about the mentoring process.
I have been absolutely critical of the entitlement mentality of many of the millennials I’ve crossed paths with professionally. Plus, articles like this from the Huffington Post which characterizes children and young adults today as “helpless” scare the heck out of me.
So, I’m very much in listen and learn mode. How do I inspire young professionals in a work environment defined by personal motivation and accountability?