Jim Blasingame says executives need to manage the Seven Vital Resources in business. 11
2 AT A GLANCE
A look at the views of global CEOs on investing in Generative AI.
2 CROSSWORD
Take a coffee break from work and challenge yourself with our crossword.
3 ESSEX ECONOMICS
A series of guest columns by business executives on various trends in the region.
6 PRIME PROPERTY
A look at recent commercial property transfers in the city of Windsor. 12 CORPORATISM:
T7 PRIME PROPERTY
A look at recent commercial property transfers in Essex and Chatham-Kent area.
8 PRIME HOME
A look at recent residential property sales in the city of Windsor.
9 PRIME HOME
A look at recent residential property sales in Essex County and Chatham-Kent.
10 BUILDING PERMITS
A compilation of construction activity in the Windsor and area market.
hink of it as a flex space business condo. Local builder Supreme Development is constructing a three-phase business park with more than 40 units, the first in the area where companies can own their own unit.
Until now, small businesses have mainly leased units in business parks or at stand-alone locations. But Supreme owner John Atwan is bringing a concept popular in the greater Toronto area and the U.S.
Besides offering flex space under broader city zoning for a variety of businesses – from storage to small manufacturing and services – people can buy their premises just like a residential condo, with shared services and general upkeep included.
The units range from 1,500 to 3,000 square feet; owners can have equity at relatively the same price as renting.
Continued on page 4
Jim Broad, Mario Leonardo, John Atwan, and Albert Kantarjian at the North Service Road site of a new business park, offering 40 commercial condo units geared at smaller businesses.
By Ron Stang
AT A GLANCE
JUST THE FACTS:
• Many CEOs are moving rapidly to capture the growth and value-creation potential inherent in the defining forces of our era. They’re investing in generative AI, addressing the opportunities and threats posed by climate change, and reinventing their operations and business models to create value in new ways.
• Expectations for GenAI remain high. One-third of CEOs say GenAI has increased revenue and profitability over the past year, and half expect their investments in the technology to increase profits in the year ahead. Yet trust remains a hurdle to adoption.
• The pace of reinvention is slow. On average, only seven percent of revenue over the last five years has come from distinct new businesses added by organizations in this period. Barriers to reinvention include weak decision-making processes, low levels of resource reallocation from year to year, and a mismatch between the short expected tenure of many CEOs and powerful long-term forces, or megatrends, at work.
• CEOs are optimistic about the near-term outlook even as they worry about their company’s long-term viability. Almost 60 percent expected global economic growth to increase over the next 12 months, up from 38 percent in last year’s survey and only 18 percent two years ago.
TO THE EDITOR
Your “Yes, I’m a real snob about ethics” (WB Winter 2024-2025) is such a fabulous commentary, I am compelled to say ‘you go girl!’ As we are just receiving this magazine and I’d seldom read prior, I assume I’ve missed other zingers written by you.
Loved it all. I no longer work in the business world, nevertheless grasping these words as they sadly apply to our personal lives as well. You mention “dishonesty, selfishness and ignorance.” How about you don’t mince any words here and say what you really think?! Ethical considerations? Ha! Most can’t spell the words “ethical” and “consideration.” let alone use them in the same sentence. “Less conscientious than ourselves?” Oh, are those folk out there too? Bet your bippy and more.
Your final comment is gold. Few would have the guts to put these thoughts into print. Congrats, kudos and keep keepin on, keepin’ on.
With major respect,
N. R. Colchester
VOLUME 28, ISSUE 10 • FEBRUARY 2025
EDITOR-IN-CHIEF Nadia H. Shousher
ART DIRECTOR David Cowx
CONTRIBUTORS Jim Blasingame, Mike Chase, Dale Dauten, Paul March, Devan Mighton, J.T. O’Donnell, Ron Stang, Joe Symchyshyn
Windsor Business is published monthly by The Page Publishing Corp. and is distributed through Canada Post to every business address in Windsor and Essex County and Chatham-Kent. No part of this publication may be reproduced without prior written permission from the publisher. Copyright The Page Publishing Corp., 2024.
Ialways enjoy when online psychologist bloggers break down human nature into the lowest common denominator. Some of them are beyond hilarious, such as the Eight Egos of Pet Owners or the Six Psychoses of Coupon Clippers. They make everything so simple. So in the spirit of such snap diagnoses, I thought I’d contribute my own Four Characters of Commerce, obviously garnered from too many years of people watching.
The Charmer: We all know this guy. He can turn from a raving lunatic with spittle spewing into a suave and affable diplomat at the blink of an eye. Or, more usually, when confronted by his victim. One minute he’s screaming for redress/discounts/a freebie/your first child, and the next he’s offering the moon if you’ll just forgive his little lapse of emotionalism. And it seems what sets him off can change with the wind, so it’s safer to deal with The Charmer from behind a barbed wire fence.
The Turntable: It’s never The Turntable’s fault, oh God no. This guy always finds a way to turn it back on you. Sure, he may have driven his car through your office window, but it was your fault for putting your business in the path of his car! Didn’t you realize – through ESP, smoke signals or some other such method – he is the center of the universe? You know, it’s all in your head. You’re too sensitive. You messed up and now feel guilty, as well you should. He was joking, for Pete’s sake! Where’s your sense of humor?
The Pity Partier: Woe is me. I am so hard done by. Nothing ever goes my way. The Pity Partier so enjoys his debasement, I wonder where he finds the wherewithal to get out of bed in the morning. You’re so busy feeling sorry for this schmoe, you forget what forced the unpleasant conversation in the first place. Sure, he ripped you off/stabbed you in the back/killed your puppy. But he has a boo-boo! Here’s a question: Why is there a black cloud hanging over his head? Answer: Because none of the other clouds will go near him!
Stretch: Everyone has a Stretch in their business, a perpetual procrastinator who is always putting something off until it bites him where the sun don’t shine. Give him an inch and he’ll wait six months to measure it. And then he’ll come up with 13 reasons why he needs to put it on the back burner for awhile. If Stretch spent as much time in the doing, as he does the dawdling, it would be an amazing thing.
Excuse my penchant for cataloguing people. I guess it stems from being an Intense Tan on the personality color wheel, a Scorpio, and the youngest child in a family of six ...
Nadia H. Shousher is Editor-in-Chief of Windsor Business, a division of The Page Publishing Corp.
ESSEX ECONOMICS
KATE ZABRISKIE
The power of clarity at
work
Imagine a team starting a project with energy and optimism. Ideas are flying, everyone’s contributing and excitement is high. But a few weeks in, they are frustrated, deadlines are slipping and, despite the effort, they’re behind. That’s the cost of confusion. When teams aren’t clear on goals, roles and tasks, even the most talented group can lose direction. Clarity isn’t just nice-to-have – it’s what keeps teams aligned, productive and drama-free. Without clarity, the impact on teams can be demoralizing to destructive.
The cost of confusion is depressing, but when clarity is present, a team transforms from a group of individuals into a coordinated unit. Goals, roles and tasks create a structure where every person can confidently contribute, knowing how their work ties into the bigger picture.
When goals link to a bigger “why,” people make better decisions about where to spend their energy. Imagine the team’s goal is to “increase customer satisfaction scores by 20 percent.” Why? Because high satisfaction improves retention, loyalty and referrals. Each team member understands that by improving these scores, they’re building stronger client relationships that will drive future growth. Clear goals turn work into a shared mission.
When roles are defined, each team member knows their unique contribution. Clear roles promote accountability and empower people to bring their best without fear of stepping on toes.
Tasks are the tactics that bring goals to life. Clear tasks provide a roadmap that makes work straightforward. Vague instructions like “make customers happy” create hesitation. But if the task is specific – “send follow-up Emails to five top clients this week” – each step brings the team closer to the goal.
Move away from vague ideas like “improve client engagement.” Instead, set a specific target. When goals are measurable, they give the team a clear destination, helping everyone stay focused and motivated. Break big goals into bite-sized, actionable tasks. Instead of “make the product launch successful,” assign tasks like “prepare a launch strategy proposal” or “organize a demo day with top clients.” When tasks are actionable, team members know exactly what needs doing.
Clarity isn’t a one-time fix; it’s a habit. Create an environment where team members feel safe to ask questions and clarify expectations. Use shared tools that keep everyone aligned. When everyone can access a shared roadmap, confusion decreases, alignment improves and the team can focus on what really matters. Clarity isn’t just about getting things done. It becomes a shared mission where each person is confident in their contribution.
Kate Zabriskie is the president of Business Training Works, Inc. Visit
Vancouver firm acquires local Can Art plant
AVancouver-based investment firm has purchased one of two of Can Art Aluminum Extrusion’s two Windsor plants.
The purchase is a sale-leaseback of the 395 Patillo Road facility, valued at $29.3 million. The plant is the larger of two in Windsor, the other being around the corner on Jutras Drive.
This is the first of Can Art’s facilities Lotus Capital Corp. has purchased. Can Art’s other plant is owned by Nexus REIT and was acquired a couple of years ago. “It was not offered for sale,” said Lotus’ VP of Investments, Cameron Grieve.
Lotus specializes in acquiring industrial, multi-residential and retail real estate assets.
“The property’s strategic location within a key manufacturing corridor makes this acquisition a valuable addition to our portfolio, aligning with our growth-focused strategy to target high-quality assets for sustainable returns,” said a company release.
Leasebacks are common especially for companies with highcost fixed assets, such as property and equipment, which would appear to fit Can Art’s profile with heavy presses and highly technical
Continued on page 5
BY RON STANG
The region’s first commercial condo suites opening in Windsor
Continued from page 1
The development along North Service Road will have the look of a luxury residential community with ponds and landscaping, a gated property built to suit concepts like mezzanines and upscale finishings. The exterior has sleek dark facades, slanted address panels and nifty large address numbers.
Structurally, the units offer ceiling heights of 32 feet tapering to 28 feet, often hard to find, along with bay loading doors. The clearance “plays a big factor,” Atwan said, “as the height of a space is always the complaint.” With a flex space,
an owner can have use of the unit as an office and the rest a workshop, showroom or as storage.
“You can complete it however you would like,” Atwan said. There will also be a sharable loading dock.
Each unit also has 14 by 14 foot bay doors, as businesses “struggle with finding small bay spaces,” Atwan said.
Atwan thinks the possibility of building equity will be attractive.
“For small businesses, a big part of the costs of operation is the real estate (and) paying off their landlord.”
Helping with a purchase is a provincial grant called the Region-
al Opportunities Investment Tax Credit. “It’s a great program. It’s an incentive,” Atwan said. “They give you 10 percent down to purchase the unit, to help small businesses achieve ownership of a property, rather than renting.”
Already an architect, plumbing contractor, a granite company and coffee roasting firm have purchased units.
Albert Kantarjian of Re/Max Capital Diamond Realty, who is handling condo sales, said the concept provides flexible space that can hold “a showroom on the main floor, their office space at the top, and a little bit of storage.”
Other commercial buildings on the market tend to be “a lot larger,” he said. And “the price tends to be a lot higher than what we’re offering these for. If you look at the finance payments on a $500,000mortgage, it will be about $3,000 monthly (plus common fees of under $300). Whereas if you want to rent a storage facility of 1,500 square feet, it’s going to cost you $3,000.”
Windsor developer Dino Maggio, a long-time builder of commercial and industrial properties, likes the concept. “I think it’s a good idea. It’s done in the States,” he said.
In Maggio’s experience, sales or leases depend on the client. “We don’t know what the client’s needs are until you do it,” he said. “I do a lot of developments out of spec, I’ve been doing it for so long. If you’ve got the holding power to hold on, everything eventually sells.”
The region’s economic development arm, Invest WindsorEssex, did not respond to a request for comment.
Developer buys lots on busy downtown corner DOWNTOWN
Alocal developer has purchased two properties near the corner of Wyandotte Street West and Ouellette Avenue, an area long used for parking, for $1.3 million.
Randy Saccucci bought 559 and 579 Ouellette in December. The lots are squeezed between an existing Ouellette building and the Tessonics building, formerly Scotiabank, on the corner of Ouellette and Wyandotte, which he already owns.
“We have no plans for it; it is just parking right now,” he said.
Saccucci is also the owner of Wyandotte Developments Inc. In this transaction, he is also owner of buyers Flat Iron (Windsor) Inc. and Centro 597 Inc., according to RealTrack, which tracks commercial real estate sales.
Any redevelopment would dovetail with another major project planned across the street along Wyandotte, by the group that developed The Hive on Pelissier. That land has also been used as parking lots.
Chris MacLeod of Realty ONE Group Inc., part of the group, said the plan is to put 155 residential units, now waiting for city
approval. “That’s what happens when you want to do something a little bigger than what’s allowed under the existing zonings.”
MacLeod said these developments add to a list of ongoing infill and conversions downtown.
They include the Bitcoin Building on Pelissier with 13 residential units, the Chelsea (former YMCA) residential conversion owned by Larry Horwitz, conversion of the 14-storey Canada Building on Ouellette by Rhys Wyn Trenhaile’s Walkerville Capital Inc., and conversion of the Security Building from offices to residential.
Despite these residential conversions, among others, MacLeod, who also chairs the downtown Business Improvement Association, said the core hasn’t yet reached a “tipping point” in how residential development will economically impact downtown.
“I think the city needs to do more” to assist developers, he said. For example, there are no cancelled development charges as there are on new buildings. Conversions don’t receive an equivalent break, due to the costs related to transforming the peculiarities of old buildings into new.
LAUNCH
BY DEVAN MIGHTON
BeaverTails to open in Amherstburg
BeaverTails, known for its doughy desserts, ice cream, fruit drinks and french fries, is coming to Amherstburg this May in an Essex County first.
BeaverTails Canada Inc. was founded in 1978 by Grant and Pam Hooker, when they turned their family pastry recipe into a corporate enterprise. Starting with their first location in Ottawa, which opened in 1980, BeaverTails has expanded to over 190 locations across Canada and the U.S., and as far away as Dubai and France.
“The lakeside town of Amherst-
burg is becoming a destination spot in Essex County,” said George Winter, co-franchisee of the soonto-open Amherstburg location.
“Festivals and events fill up the months, and attractions draw crowds by the hundreds. Opening a BeaverTails, we believe, will complement our beautiful town.”
The location, which Winter will operate with fellow Amherstburg resident Karrie Maine, will open at 57 Richmond Street.
In the meantime, another Canadian franchise has opened its second area location.
MANUFACTURING
BY RON STANG
Known for its all-day breakfast, Sunset Grill Restaurants Ltd. has opened its second site at 1830 Huron Church Road; the first is at 650 Division Road. Founded in 1985, the company has grown to over 100 locations across Canada.
“The first one was doing well,” said local franchisee Usman Faizi.
“And I thought Windsor had potential for a second location.” Faizi chose Huron Church for the second location because it is a busy artery.
“It's an area that has high traffic on the road, and cross-border traffic as well,” he said.
Plant purchased in sale-leaseback
Continued from page 4
equipment. Companies often use sale-leasebacks when they need cash for other purposes.
“I cannot comment on Can Art’s reasons,” for selling, Grieve said. “Lotus is comfortable with this arrangement, having executed several similar transactions which involve negotiating the lease
agreement concurrently with the property purchase agreement.”
The acquisition of the 200,000square-foot facility, adds to Lotus’s overall portfolio of 1.2 million square feet. The plant features 32’ clear height, 15 doors, and heavy power.
Can Art produces lightweight aluminum parts for auto, architectural and consumer markets.
Aluminum extrusion is where alloy is forced through a die with a cross-sectional shape, with parts having high strength-to-weight ratios.
Brampton-based Can Art opened its first 120,000-squarefoot facility in 2000, adding 70,000 square feet in 2005. In 2019, it opened a second 120,000-squarefoot plant here.
PRIME PROPERTY
THE FOLLOWING, PROVIDED BY REALTRACK.COM, REPRESENT SOME OF THE TOP COMMERCIAL PROPERTY TRANSFERS IN THE ESSEX & CHATHAM-KENT AREAS:
SOLD
Address: 4240 8th Concession
Rd., Tecumseh
Selling Price: $7 million
Vendor: Gosfield Land Company Ltd.
Purchaser: 2204157 Ontario Ltd.
SOLD
Address: Part Lots 285 & 286, Maidstone Ave. W., Essex
Selling Price: $3 million
Vendor: HVM Holdings Inc.
Purchaser: Lankor Horizons Development Inc.
SOLD
Address: 5010 County Rd. 1, 4481 Conc. 4, Amherstburg
Selling Price: $2,220,150
Vendor: 2526357 Ontario Ltd.
Purchaser: Named Individuals
SOLD
Address: 37 Mill St. W., Chatham-Kent
SOLD
Address: 94 Little St. N.,
Chatham-Kent
Selling Price: $5.85 million
Vendor: 882950 Ontario Ltd.
Purchaser: 1001089350 Ontario Inc.
Selling Price: $1.2 million
Vendor: McPhail Developments Inc.
Purchaser: Pocket Investments Inc.
SOLD
Address: 235 Victoria Ave., Essex
Selling Price: $22,274,804
Vendor: CAPREIT Apartments Inc.
Purchaser: Yukon Propco GP Corp.
SOLD
Address: 2400 Hickson Rd. & 433 Erie St. S., Leamington
Selling Price: $46,622,000
Vendor: WJI Farms Inc.
Purchaser: Pomas Farms Inc.
SOLD
Address: 40-94 Camelot Ave., Leamington
Selling Price: $4.05 million
Vendor: 5009728 Ontario Ltd.
Purchaser: 1000953651 Ontario Inc.
Where 3653 Bloomfield Property Size: 45’ x 96’ # Bedrooms: 4 + 1
# Bathrooms: 2 Taxes: $1,910
Listed For: $469,900 Sold For: $465,000
Where: 1563 Bruce Ave.
Property Size: 30’ x 120’
# Bedrooms: 3 + 1
# Bathrooms: 2
Taxes: $2,276
Listed For: $399,900
Sold For: $387,000
Where: 1283 Aubin Rd.
Property Size: 45’ x irr.
# Bedrooms: 4
# Bathrooms: 1
Taxes: $2,500
Listed For: $349,900
Sold For: $335,000
Where: 889 Riverdale
Property Size: 68’ x irr.
# Bedrooms: 3
# Bathrooms: 2
Taxes: $3,679
Listed For: $399,900
Sold For: $506,000
Where: 2303 California
Property Size: 50’ x 107’
# Bedrooms: 4
# Bathrooms: 2
Taxes: $4,919
Listed For: $599,000
Sold For: $580,000
Where: 4237 Pearleaf Crt.
Property Size: 30’ x irr.
# Bedrooms: 3
# Bathrooms: 2 Taxes: $4,400
Listed For: $649,999 Sold For: $637,500
Where: 3571 Charlevoix Property Size: 60’ x 102’
# Bedrooms: 3 + 1
# Bathrooms: 2
Taxes: $3,537
Listed For: $469,000
For: $506,800
Where: 2532 Westminster Property Size: 80’ x 129’
# Bedrooms: 3
# Bathrooms: 1
Taxes: $3,171
Listed For: $485,000 Sold For: $463,000
PRIME HOME SALES
SOLD
Where: 557 Laurier, LaSalle
Property Size: 60’ x 101’
# Bedrooms: 3 + 1
# Bathrooms: 1
Taxes: $3,550
Listed For: $399,900
Sold For: $475,000
SOLD
Where: 12561 Northfield Way, Tecumseh
Property Size: 49’ x 142’
# Bedrooms: 3
# Bathrooms: 2
Taxes: $3,912
Listed For: $649,900
Sold For: $640,000
SOLD
Where: 944 McNaughton Ave. E., Chatham
Property Size: 83’ x irr.
# Bedrooms: 3 + 1
SOLD
Where: 474 Simcoe St., Amherstburg
Property Size: 74’ x 159’
# Bedrooms: 4
# Bathrooms: 3
Taxes: $4,095
Listed For: $560,000
Sold For: $550,000
SOLD
Where: 941 Twin Gables Dr., Harrow
Property Size: 50’ x irr.
# Bedrooms: 3 + 2
# Bathrooms: 2
Taxes: $5,766
Listed For: $799,900
Sold For: $730,000
SOLD
Where: 21023 Charing
Cross Rd., Chatham
Property Size: 55’ x irr.
# Bedrooms: 1
# Bathrooms: 2
Taxes: $2,200
Listed For: $469,000
Sold For: $450,000
# Bathrooms: 1
Taxes: $1,200
Listed For: $279,900
Sold For: $265,000
SOLD
Where: 804 Cedar Island, Kingsville
Property Size: 54’ x irr.
# Bedrooms: 3
# Bathrooms: 1
Taxes: $1,749
Listed For: $524,900
Sold For: $512,000
SOLD
Where: 38 Southbridge St., Leamington
Property Size: 50’ x 135’
# Bedrooms: 3 + 1
# Bathrooms: 2
Taxes: $3,500
Listed For: $549,900
Sold For: $525,000
MUNICIPALITY OF LEAMINGTON COMMERCIAL:
• Individuals are installing a new sewage system on Highway 77. Value of construction: $40,000.
• Individuals are erecting a new agricultural building on Mersea Rd. 7. Value of construction: $380,000.
• Individuals are building a greenhouse and another agricultural building on Mersea Rd. 7. Values of construction: $10 million and $1.9 million.
• Individuals are doing renovations to a commercial building on Seacliff Dr. E. Value of construction: $140,000.
MUNICIPALITY OF LEAMINGTON RESIDENTIAL:
• Individuals are renovating a sin-
gle-family home on Orange St. Value of construction: $50,000.
• Individuals are building an addition to a single-family home on Antonio Crt. Value of construction: $70,000.
• Individuals are starting construction on a townhome on Eagle St. Value of construction: $500,000.
• Individuals are building an addition to a multiple-unit dwelling on Mersea Rd. 7. Value of construction: $500,000.
• Individuals are building an accessory dwelling unit on Sutton Dr. Value of construction: $100,000.
TOWN OF KINGSVILLE COMMERCIAL:
• BairdAE is building a bunkie on Graham Sideroad. Value of
construction: $400,000.
• 2248355 Ontario Ltd. is renovating a commercial building on Division St. S. Value of construction: $645,200.
• CCS Engineering & Construction Inc. is renovating a commercial building on Main St. E. Value of construction: $300,000.
• D.C. McCloskey Engineering Ltd. is constructing a new agricultural building on County Rd. 34 E. Value of construction: $175,000.
TOWN OF KINGSVILLE RESIDENTIAL:
• Lakeland Homes is construction a single-family home on Redwood Ave. Value of construction: $600,000.
• A contractor is building an accessory dwelling unit on
Florian St. Value of construction: $150,000.
• Solid Rock Homes Inc. is building an accessory structure to a home on Heritage Rd. Value of construction: $275,000.
• Home Shield Exteriors Inc. is building an addition to a home on County Rd. 34 E. Value of construction: $100,000.
• A contractor is building an accessory dwelling unit on Queen St. Value of construction: $70,000.
TOWN OF LASALLE COMMERCIAL:
• 2442760 Ontario Ltd. is building an addition to a commercial unit on Howard Business Park. Value of construction: $1.7 million.
• 538971 Ontario Inc. is renovat-
ing a car dealership on Front Rd. Value of construction: $40,000.
• LaSalle Heritage Plaza is building five commercial units on Sandwich W. Parkway. Value of construction: $1.75 million.
• 1924933 Ontario Inc. is building an accessory structure on Front Rd. Value of construction: $200,000.
• Individuals are doing interior fit ups to a restaurant on Malden Rd. Value of construction: $75,000.
TOWN OF LASALLE RESIDENTIAL:
• Greystone Building Group is building two units of a semidetached dwelling on Stuart Blvd. Values of construction: $368,192 each.
Steven Caruso Sales Manager Michael Campoli Owner
In
BY JEANINE “J.T.” O’DONNELL
tough job market, focus on quality over quantity
Pam: I never had a problem getting job interviews, but I’ve been at it for the last two months with no luck. Can you offer me some advice on what it takes to actually get hired right now?
J.T. O’Donnell: The job market has definitely shifted, and what used to work for job seekers isn’t necessarily working anymore. But don’t worry. With the right approach, you can still stand out and secure those interviews. Let me walk you through what I call the “Holy Trinity” of job search success – strategy, tools and tactics –that will help you navigate the current market and get the results you’re looking for.
Strategy: Target your efforts. The first thing you need to do is shift your focus from applying to as many jobs as possible, to being more strategic in your search. One of the biggest mistakes job seekers make in a tough market is applying to any and every job they come across. It’s a numbers game, right? Wrong. That approach just leads to burnout and disappointment, because companies are receiving hundreds of applications for each position. You have to cut through that noise.
• Understand the market. The job market is constantly evolving. Some industries are hiring rapidly, while others are slowing down. Do some research to figure out which industries or companies are thriving right now and focus your efforts there.
• Identify your top companies. Narrow down your list to 10 or 15 companies that align with your values, career goals and industry preferences. Research these companies to understand their pain points and what they’re looking for in candidates.
• Align your search with your career goals. Don’t just apply for any job that seems “good enough.” Think about what roles align with your long-term goals and how the position you’re applying for can help you grow. This way, you’re applying for jobs that not only match your skill set but also offer you a clear path forward.
Tools: Sharpen your job search arsenal. You need the right tools to get noticed. Here’s what you need:
• Tailored résumé. Your résumé should be tailored to each job you apply for, highlighting the skills and experience most relevant to the role. Use keywords from the job description and make sure it’s clear how you can solve the company’s problems.
• Optimized LinkedIn profile.
Hiring managers and recruiters are using LinkedIn more than ever. Your profile needs to be polished and keyword-optimized, so you show up in searches. Make sure your headline clearly showcases your value and what you bring to the table. Engage on the platform by posting relevant content and commenting on industry discussions to show that you’re an active professional.
• Disruptive cover letter. Instead
of repeating what’s already in your résumé, use your cover letter to tell a compelling story about how your background aligns with the company’s needs. Explain how you can help them overcome their challenges and why you’re passionate about working there.
• Prepared interview answers. Study common interview questions and prepare your answers in advance. And don’t forget to have a few thoughtful questions
ready to ask the interviewer!
• Leverage your network. Reach out to former colleagues, attend industry events and join professional groups where you can meet people who work in the companies you’re targeting. Don’t be afraid to ask for informational interviews or referrals.
People are often happy to help.
In today’s job market, quality is more important than quantity. If you’ve been applying to dozens of jobs and getting no response, it’s
time to take a step back and refine your approach. With a clear strategy, the right tools and precise execution, you’ll increase your chances of landing interviews and, ultimately, your next job.
J.T. O’Donnell is the founder and CEO of the job search career coaching platform Work It Daily. Visit workitdaily.com to submit your questions.
Manage the Seven Vital Resources and the Big Twins
Look around your organization. What do you see? Hopefully, you see people employing the things to create efficient and productive activity. There are a couple of interesting words: efficient and productive. I call them the Big Twins – the two concepts found in abundance in any successful organization. The best way to get the Big Twins working for you is to identify and understand the relationship between what our friend Steve
Martin calls The Seven Vital Resources of a Cost-Effective Organization. These are: Financial, Material, Space, Time, Energy, Knowledge and People. In his book, Creative Approaches To A Cost-Effective Organization, Steve points out every organization, whether productive and efficient or not, has all of these resources. So if these resources are essential to success, and everybody has them, why aren't all organizations successful? Believing the Big
Twins are important to success, and getting them installed in your organization, can be like knowing you need to lose weight and actually doing it. Let's take a look at some of the Vital Resources: Financial. Along with the economic tables and written language, the other most important development in human history is money. An organization that can't manage its financial resources effectively probably won't get to manage the other resources for very long.
Smith points out money has no value in use, only in exchange. Diligently monitor how you exchange your cash for goods and services. Be sure you establish a disciplined plan for acquiring current and accurate financial information about the operation of your business. Long term success without such is virtually impossible. Material. Material is anything you can store, hold, kick, paint, clean, move, count or sit on. Steve says it's the stuff you bought for
Uncovering what drives you can drive more in-depth wealth advice.
your organization to use or sell. The best way to make sure you manage material resources well is to understand the full impact the acquisition, storage and use of material has on your organization. Notice all of the things that you can, and often must do with material, which requires the involvement of the other six resources.
Space. Space represents money. Whether rent or mortgage payments, you pay for space. But like all resources, the space you need shouldn't cost you anything; it should make you money. Be careful your ego doesn't get in the way of prudent space decisions. Too much space is wasted money, and too little space will negatively impact your ability to install the Big Twins.
Time. Think of your business as a leaky bucket. It's okay, even the very best organizations have leaks. One of the biggest leaks that can never be plugged is the one called “Time.” Every tick of the clock is a drip of resources out of your company. Some holes in your “bucket” can be plugged, but the only way to deal with the time leak is to manage your time so well, the opportunity you create is greater than the effects of the ticking of the clock.
Knowledge. Steve says we will ride knowledge into our future. What that future looks like depends on our ability to harness knowledge. But knowledge also has to be managed. Where do you keep what you know? Can you get to it when you need it? When you find it, can you use it productively? Information well managed becomes knowledge. And knowledge well managed creates fertile soil in which to grow the Big Twins.
The best way to be successful in business is to employ The Big Twins: Efficiency and Productivity. The best way to do that is to effectively manage all of The Seven Vital Resources. Effective management happens when you create a strategy for each resource, then execute that plan.
Write this on a rock: When you effectively manage The Seven Vital Resources, and successfully install the Big Twins, dollars will come and play in your back yard.
Jim Blasingame is the author of The 3rd Ingredient, the Journey of Analog Ethics into the World of Digital Fear and Greed. Visit jimblasingame.com.
