Dale Zwizinski

Revenue Reimagined

It’s not surprising that many startups struggle. With so many variables in play, it’s just a fact of doing business. Over 20% of startups fail in the first year, and only 50% make it past five. 

Revenue Reimagined is a full-cycle Go-To-Market (GTM) agency helping founders & revenue leaders transition from founder-led sales to product-market fit (PMF). All while scaling responsibly. 

Gut-feeling, trial & error, or advice from those who haven’t successfully built from the ground up before isn’t the way to play & WIN the game. Lots of “consultants” promise “tons of leads” or “expert training” to fix your underperforming revenue. The fact is, one size... doesn't fit all. 

Having partnered with dozens of clients, and driven hundreds of millions in revenue, we’ve realized that every client is different. 

Our data-centered proprietary ALIGN process and GTM data analysis is unique and customizable. Not the “cookie cutter” playbook you see repeatedly online. We help build out proven systems to predictably grow revenue across MARKETING, SALES, CUSTOMER SUCCESS, and REVENUE OPERATIONS (RevOps) as one collaborative revenue function because working in silos doesn't lead to growth.

Revenue Reimagined By The Numbers:

✅ Over $425MM+ in revenue generated 
✅ $64.5M funding secured 
✅ $3.6M+ in operational expense (OpEx) savings
✅ 25+ different startups across 6 different countries 
✅ SMB to F500 sales
✅ Led teams from 2-150 with over 143 promotions influenced

WELCOME TO COLLABORATION

Co-founder & GTM Officer

Revenue Reimagined is a podcast designed for founders and revenue leaders looking to uncomplicate their revenue engines. Hosted by Adam Jay and Dale Zwizinski, two personalities with distinct styles/approaches but a shared vision - driving growth without complication.

Each episode features interviews with leaders from Sales, Marketing, Customer Success, and RevOps along with some of today’s most respected founders. Those you’ve come to know and love and those so deeply engaged in shaping their companies, they've remained unknown to the masses.

Guests share valuable insights aimed at helping you transform your revenue outcomes and achieve consistent upward growth by challenging the way you think about revenue today.

Embracing a “Give > Get” mindset, guests provide our audience with exclusive weekly giveaways. We’re not talking the mediocre leftover swag from the closet here. Think: free coaching, no-charge product subscriptions, free exclusive community memberships, and more. 

Register for our newsletter at https://revenue-reimagined.com for actionable go-to-market strategies, show notes, and your chance to win the giveaway.

Founder and Co-Host

Sendoso

Sendfluencer

The Sales Change Agent

Overview:  After 20+ years of being in the sales profession and 10+ years in sales leadership there have been patterns that have emerged which have been proven to drive and scale revenue within organizations.  I work with C-level executives and founders to understand their "real" current state and map out an iterative process to scale the sales organization based on agreed-upon goals.  Here are 4 high-level pillars we work on to scale the sales organizations (these pillars build on each other):

1. Setting Expectations: This first item is the most important item - if unrealistic expectations are being set with either the sales team or the executive team it will be almost impossible to hit your goals.
 ✔ Including hiring and on-boarding of your sales team

2. Data-Driven Decision:  It is surprising how many organizations are managing the company by "gut" feel.  I recommend that you get a handle on the following data points:
 💲 Close Rate
 💲 Deal Velocity
 💲 Average Deal Size
 💲 Churn Rate

3. Sales Pipeline:  This is not just a pure numbers game, we are talking about a "real" pipeline - the health of your organization will be based on your pipeline
 ✔Example - If your close rate is 25% then you will need at least 4 times your revenue target as pipeline

4. Aligning to the Buying Process:  This is where many organizations struggle, they are so focused on their sales process and the features/functionality of their product they forget the customer
 ✔Additionally, this is not a one-time process, this pillar needs to be revisited often as an organization scales and markets shift.

Additional items I work on with companies:
✔ Build a culture based on servant leadership
✔ Compensation review and plan designs
✔ Hiring and interviewing candidates
✔ Technology stack analysis
 
Summary:  Sales executives are expensive - Design and build a foundation for your sales organization so that you know when you scale the team they will be able to execute effectively and efficiently.

Founder

Revenue in a Box

GTM Partners

GTM Ambassador

UpdateAI

Collaborating with the CEO on all thing revenue, including:
✅ Go to Market
✅ Aligning to the Buyers Journey
✅ Pricing Strategies
✅ Sales Pipeline Growth

Our mission is to empower Customer Success teams to build great relationships with their customers.

We work with early and growth stage B2B SaaS companies to help them scale Customer Success outcomes.  Everything we do is devoted to removing the overwhelm of back-to-back customer meetings so that CSMs can focus on the bigger picture: building relationships.

UpdateAI is the first meeting assistant built specifically for CS.

Strategic Sales Advisor

RevRoom

RevRoom is a trusted space where curious revenue leaders are collaborating on the future of b2b go to market.

Founding Member

RevGenius

Brand Ambassador

Curious - click here: https://vrlps.co/2k9FP56/cp

RevGenius Ambassador

Peak Community

Peak Community is an invite-only private community of the best marketers and marketing leaders to connect learn and get 1% better each week.

Member

S44 is a global digital experience company servicing the mobility, energy, and automotive sectors through SaaS products and custom electromobility digital solutions.

We collaborate with Automobile OEMs and dealer groups to prove a great user experience when you are looking to purchase a vehicle.  Many people want recommendations based on their preferences, we are providing this type of experience when you are purchasing a vehicle.

Head of Sales

🤝 Chief GTM Officer | YOUR GTM Special Ops Team | Founder enabled GTM Strategy -> Data vs. Gut | Give > Receive | Recovering Coder | Extending Runways for Founders | Must haves 💪 Grind 🧠 Integrity 🎯 Coachability

An energetic, top performing sales professional, leader, and coach who is passionate about the Cloud based technologies.  More than 20 yrs experience with enterprise sales and known for my ability to grow and enhance businesses.   Working with innovative technologies and platforms to make customer successful wakes me up in the morning!
 
A self-starter who is happiest when helping customers enhance their business with innovative technologies.  It is important to stay ahead of trends and looking for ways to help a customer grow their business and improve their products/services.  The sales environment has changed dramatically over the last 5 years, the next 5 years will be a monumental shift --> Sales, Marketing and Service are on a collision course.

The pursuit of sales and maintaining customer satisfaction has taken me around the globe.  Establishing contacts and a track record of success in the financial service market throughout China, Asia, Mexico, and the United Kingdom, just to name a few.  Every sales person should be well versed in cultural differences and knows that paying attention to such details can make or break a sale.

SALES is changing and utilizing every available channel is important - if you are reading this you know what I am talking about!  To understand more about the sales evolution come read and listen to content here: www.thesaleschangeagent.com
 
Entrepreneurship and education is a deeply ingrained with a MBA from the Olin Graduate School of Business at Babson College.  and an undergraduate degree (with a double major in Management and Finance) at Merrimack College. Living in Lakewood Ranch, Florida (outside of Tampa), with my wife and 2 children.   For fun I enjoy traveling with his family, play/coach soccer, workout, ski, and golf.

Dale Zwizinski
Mobile: 401.952.9231
Email: dzwizinski@gmail.com

The count down to Leslie Venetz book event, looking forward to connecting today in Tampa!!

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Congratulations, Leslie Venetz, on publishing your book!

I highly recommend Profit Generating Pipeline, one of the biggest challenges all customers are struggling with, the PIPELINE., This book will point you in the right direction.

B2B companies are jumping into AI fast.

The smart ones are doing something the rest aren’t: starting with a charter.

I’ve seen this across startups and global enterprises. 

Teams rush to test AI, but without governance or alignment, things break down:
1️⃣ Marketing pushes out GenAI content.
2️⃣ Sales pilots lead scoring.
3️⃣ Ops automates workflows.

Great experiments. Terrible coordination.

And when those efforts aren’t tied to revenue, customer value, or a long-term business strategy, they stall or die quietly.

An AI Charter changes that.

It defines why your company is investing in AI, what outcomes matter most, who governs which initiatives, and how success will be measured.

It ensures your AI isn’t just innovative. It’s accountable and strategic.

Do you have a charter in place? Or are you still managing pilot chaos?

Here’s the problem with most AI efforts: they stay small.

You don’t win in B2B by testing AI. 

You win by scaling it.

An AI Charter gives you the alignment. 

But the next challenge is execution.

This is where most companies get stuck. They launch a few use cases. Results are mixed. 

Teams lose momentum.

To scale with impact, you need to:

Focus on AI use cases tied to pipeline velocity, customer experience, or account expansion.

Use shared business KPIs, not isolated data metrics.
Integrate AI tools into how GTM teams already work.
Govern consistently, with clear roles and recurring reviews.

If your AI efforts aren’t producing real commercial outcomes, it’s time to revisit how you’re executing.

What’s the biggest blocker your team is facing as you try to scale?

This is a great opportunity and if you want a "fast pass" send me a 30 second video and I can get you a meeting with the CEO!

If AI is part of your future, the AI Charter is your operating system.

Most B2B organizations still don’t have one. That’s a mistake 🛑 !

An AI Charter isn’t about compliance. It’s about business clarity.

Here’s what it should include:

1️⃣  A clear purpose statement tied to your business model.
2️⃣  Long-term goals linked to revenue impact, customer retention, or operational efficiency.
3️⃣  An AI Council with stakeholders from GTM, product, operations, risk, and data.
4️⃣ A prioritization and execution framework that focuses on business impact, not experimentation.

When AI is embedded in sales, marketing, and customer success, it becomes a strategic asset.

When it stays in the lab, it’s just another cost center.

If you were writing your charter today, what’s the first outcome you’d prioritize?

The most effective go-to-market teams don’t just share goals. 

They work in sync.

When sales, marketing, and customer success are aligned, everything becomes easier:

👉  Leads turn into qualified conversations.
👉 Deals close with smoother handoffs.
👉 Customers stay longer because their experience is consistent.

But in many companies, these teams still work in silos.

It’s not because people aren’t trying.
It’s usually because each team is using a different playbook.

👉 Different definitions of success.
👉 Different data.
👉 Different timelines.

This slows everything down.

Solving it isn’t about adding more meetings or new tools.

It’s about creating a shared rhythm and making connections between teams part of how you work.

1️⃣  Clear handoff rules.
2️⃣  Shared definitions of pipeline stages and customer health.
3️⃣  Simple feedback loops that actually get used.

When those connections are strong, growth feels like progress, not pressure.

❓ Where do your GTM teams naturally align today?

That’s your starting point.

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Talks about #gtm, #founders, #startups, #leadership, and #venturecapital

Most automation fails because we start with AI.

We should start with purpose.

Every job in your company exists to achieve an outcome. Until you define those outcomes and understand the context around them, AI will feel like a patchwork solution.

Jobs To Be Done helps you see:

✅ What should be automated
✅ What must remain human
✅ And how both can work together in a unified system

AI does not replace work. It redefines it. But only if we define the work first.

Dan Goodman Employment Advisory

I am pleased to announce the launch of the Dan Goodman Employment Advisory (DGEA), a dedicated employee advocacy practice guiding individuals through the intricacies of the working world. Our goal is to empower employees to confront the often unjust, and, at times, illegal actions of employers. It’s time to resist becoming a passive victim and walking away with lasting scars. 

Take a stand - feel like a warrior, not a victim. Regardless of the outcome, you can put this challenging experience behind you and move forward. The important part is to fight back. You owe it to yourself, your family, and your mental health.  Avoid the burden of regret that can linger for years, if not decades, for enduring mistreatment.

Clients consistently attest that the invaluable lessons gained through our process surpass the material gains such as increased severance or recovered commission.  The transformational shift in perspective towards oneself, the employer, and the world is profound.  No longer blindly trusting, clients become proactive in anticipating and averting negative outcomes. 

For far too long, employers have exploited, stolen from, bullied, and intimated their workforce. With high powered attorneys crafting one-sided contracts and experienced HR professional actions acting in the employer’s best interests, employees are left defenseless.  DGEA is here to level the playing field, providing support needed for employees to stand up for themselves. 

No longer should individuals face these challenges alone, susceptible to manipulation and exploitation. I step into the role of advocate, standing alongside employees in their pursuit of justice and fairness in the workplace. Together, we dismantle the culture of silence, empowering individuals to assert their rights.

Founder and CEO

TruCommish

A unique DTC SaaS solution for salespeople to verify the accuracy of their compensation, provide means for remuneration and analytics to enable data driven decision making to maximize earnings.  The first of its kind, sales compensation verification service designed specifically for salespeople.

Acuity Link (acquired by Central Logic)

SaaS-based solution to enable health care institutions to improve patient discharge workflow.  
- Provided strategic direction, pivoting goto market strategy, value proposition & business model.  
- Executed high value partnerships and technology agreements.
- Identified new market opportunities, championed initiatives to drive incremental revenue streams.
- Hired, trained and managed sales team and lead generation activities and marketing initiatives.
- Created all corporate content including web site, pitch decks, collateral, press releases, email campaigns, sales training, analytics reporting and analysis.
- Developed operational business model used to raise funding and strategic planning initiatives.

Executive Vice President Business Development and Strategy

Compensation Consulting

Provided sales compensation verification services for top performing sales people in the value-added reseller markets.  Assisted clients in recouping tens of thousands of dollars in earned but unpaid commissions and bonuses.

Principal

Mazu Networks (acquired by Riverbed Technology)

Network infrastructure software company that helps organizations manage, secure, and optimize availability and performance of global applications.
- Conducted business development, strategic planning and marketing programs. 
- Assisted in developing corporate, sales and partnership strategies, including developing value 
  proposition, customer ROI model, solution selling and flexible packaging and pricing programs.  
- Completed industry assessment and market sizing of the network security and availability market.  
- Developed customer evaluation program including negotiating contracts and setting eval. criteria.  
- Negotiated framework for strategic alliance with Ericsson on network security for wireless networks.
- Developed customer/market feedback program to assist in prioritizing development projects.

Director of Business Development

Nortel Networks

Multinational telecommunications and data networking equipment manufacturer.
- Identified and managed partner alliances in support of Content Networking Portfolio Group 
- Negotiated and executed on OEM and technology development agreements with Volero
- Worked with senior management to develop portfolio strategy and to identify technology gaps.   
- Project team leader for industry assessment of content management solutions.  
- Worked with Corporate Development and Venture Capitalists in evaluating potential investments.

Senior Manager, Partner Alliances , Carrier and Service Provider Division

Product management liaison to service provider and distribution channel.  OEM Relationship Mgr.  
- Business Development prime for 3rd party security relationships fncluding firewall (Check Point), PKI (Entrust, Verisign, RSA), Compression (HiFN), VPN/IPSec (IRE), and NAT (Wind River).  
- Manage all aspects of 3rd party OEM relationships, including contract negotiations, technology licensing, marketing and support programs, pricing and packaging, and product development.  
- Worked with channel partners to drive business development programs and increase revenues.
- Worked with sales force to develop business cases in support of sales driven development. 
- Renegotiated licensing agreements resulting in annual savings of over $2.1 million.

Business Development Manager, Router Product Management Group 

Provided strategy consultation to Executives and Router Product Management organization.  
- Developed forecasts, market segmentation, and projected market shares.  Presented analysis to Product Group’s strategic planning task force that was used to prioritize development programs. 
- Consulted with product managers in developing business cases for new product development.
- Prepared analysis of competitor’s strategic positions across organizational, financial, marketing, and technological dimensions. Presented recommendations to Executive Management.  
- Provided business, market and technical analysis in evaluating potential acquisitions .

Senior Strategic Planning Manager, Products Bussiness  Group

Progress

Business Development Manager - 	Identified potential acquisition and alliance candidates.  
- Member of team negotiating technology exchange and licensing agreements.  
- Created financing model used to evaluate the feasibility of potential acquisitions
- Worked with strategic relations managers to expand relationships with partners.
- Gathered competitive information and created segmented market share analysis.
- Developed operating model used to create PSC’s long-term strategic plan.

Business Development Manager

Developed systems to improve financial and operational reporting and analysis.  
- Managed team responsible for consolidation, analysis and presentation of operational data.
- Conducted product analysis used to prioritize porting schedules and product retirement policies.
- Researched and analyzed various market segments and drafted business plans.
- Developed systems to analyze and measure the impact of pricing changes on product revenue. 
- Gathered competitor pricing information and made recommendations to existing pricing policies.

Manager, Marketing Financial Analysis

Hale and Dorr LLP

Largest full service law firm in New England - Manager, Marketing Research and Analysis
- Conducted business development, strategic planning and marketing programs. 
- Led initiatives that resulted in more than $2.2 million in new business.  Consulted with attorneys to devise marketing strategies in developing presentations and in drafting proposals.
- Prepared and presented to management analysis on the firm’s client base and financial statements.
- Managed market research and analysis efforts including survey design, market share analysis and customer satisfaction studies.
- Created the New England IPO Report, a market analysis of the initial public offerings market.

Manager Marketing Research and Analysis

Chief Commission Officer 💰 I help salespeople find commission errors 🔥

Dan Goodman has been a fierce and passionate advocate for employees for nearly three decades. What started out as a hobby helping friends and family verify commission pay and identify and recover pay errors, soon became a mission that led to the founding of TruCommish. A commission audit service for salespeople. 

Recently, to help a wider audience of employees beyond salespeople and pay errors, Dan founded, Dan Goodman Employment Advisory. Dan's passion is to encourage and empower employees to stand up against wrongdoing. To not have years or decades of regret for being mistreated and doing nothing about it. 

For generations employers have relied on lack of information or misinformation provided to employees to coerce, mislead, and take advantage of them. Whether it is wrongly using PIPs to terminate employees, the farce of unlimited PTO, the false deadlines to respond to a severance, the façade of compensation plans being legal binding documents that the employer can change at any time without your agreement. The list goes on and Dan is here to shed light on these wrongful practices, educate employees on their rights and help to ensure the best possible outcome when these harmful situations arise. 

Dan assists employees across 8 practice areas: employment agreements, restrictive clause, severance offers, PIPs, stock/equity grants, compensation plans, commission/pay disputes, and general coaching, guidance, and advice. If you need help in any of these areas, book some time on Dan’s calendar for a paid call and he can help you sort through it all. 

Finally, Dan brings his passion for numbers and analysis along with his passion for uplifting the often-downtrodden salesperson at the moment they feel most isolated. Dan naturally has an analytically driven financial mind. He holds a BBA Cum Laude in Finance and an MBA Magna Cum Laude in Entrepreneurial studies from Babson College

Dan’s mission is to provide truth and transparency around the employer/employee relations. Shedding a light on many of the morally and often legally questionable practices by employers.

Dan Goodman

Don’t get drunk at your company holiday party.

Nothing good can come of it, only bad. You could wake up the next morning and find out you don’t have a job anymore.

Or you are suspended without pay based on claims of inappropriate behavior and not remember anything from the evening. 

Just because it is a company holiday party does not mean you should let your hair down all the way. You don’t know who is watching.

If you want to let loose, make a brief appearance at the party and go out with your friends. Use the LIFO accounting method. Last one in, first one out. 

It would seem obvious not to get drunk at a work event, but oh the stories I've heard. From 20 somethings to 50 year old c-suite executives. 

The company holiday party is not the place to get blasted even if it is an open bar or leadership is pushing drinks. 

You are still responsible for yourself and your behavior. Excuses don't fly.

Do you feel pressured to go the company holiday party? 

Would you rather not go at all?

Would you rather have a holiday bonus instead?

🥊Employee Advocate 🔄 Counter to Human Resources 🦸 Severance Whisperer 🤫 Founder/CEO 🔥 Entrepreneur🏌‍♂️ 🏖. I consult on all employment related matters including Job Offers, PIPs, Comp Plans, Equity Grants and more.

26-year-old Founding AE, terminated after 7 months with no severance. 

This after being recruited from a job he held for just 9 months to come here. Now he has two short stays on his resume, both caused by this employer, who took no accountability. 

I had a call with a young AE named Ian, who had a $75k base salary and a pipeline of deals. 

Instead of engaging in our full-blown contingency model, I provided him with a couple of one-off consultations. 

His employer was backed by one of the most well-known VC firms in the country. 

He was being terminated to avoid paying him on his deals that had not closed yet and discarded with no severance as an employee at will. 

We had a call and I dictated him a letter that he used to turn it into a $30k offer. When he shared this my mind was blown despite having heard similar results many times. It just does not get old and still thrills me to hear it. 

Despite being so young, Ian is a smart guy and not afraid to speak up and leverage his situation, including escalating to the VC firm if needed. 

The employer clearly wanted none of that and gave him almost 5 months’ severance after only 7 months of employment and being offered nothing initially. 

Ian’s ROI on his initial consultation with me was 16116%. 

I need to raise my rates.

'Tis the season for terminations. 

PIP’d before Thanksgiving. Terminated before Christmas. 

I mean man, these employers can’t wait till the first week of January? Can’t they let these longtime and dedicated employees enjoy the holidays with their family. 

Not to have to carry the anger of what is often an unfair and blindsided termination through the holiday season. The stress of being unemployed not knowing where and when your next paycheck is coming from. 

It can really leave someone reeling and I’ve seen it firsthand many dozens of times over the last few weeks. 

These decisions impact so much more than the bottom line, yet leadership can somehow block it all out and go and enjoy their holidays vacationing in the Greek Islands with their family. 

The spike in people reaching out for help in the last two months has been shocking. The stories of why they are reaching out even more so. 

Does humanity and decency play any role in the timing of firing decisions anymore? It does not have to be so cold and heartless. 

Why can’t “leaders” put themselves in the shoes of the others they are impacting and make decisions with a little compassion and empathy and not based solely on the all mighty dollar. The impact can have a rippling effect. 

Especially with people who have done so much for you. Made so many sacrifices over the many years they have worked for you, and in many cases whose direct efforts made you wealthy. 

There needs to be accountability in the workplace. At will employment needs to end and employers need to be held accountable for their employees. Not to be able to legally discard them like trash whenever they see fit.

IT professional on mental health leave due to toxic work environment. 

Expected to return from 3 month leave in just a week. Does not want to/can’t return to work. The environment he suffered in caused significant harm. So much so that his therapist strongly recommended not returning.

I consulted with a wonderful man named Eric. He worked for his organization for more than 3 years. Everything went great the first 2 years until, what usually is the case, a new leader came in and did not like Eric. Eric was highly thought of and respected in the organization and his VP viewed him as a threat. 

His VP began a 6-month campaign to misrepresent Eric and his work throughout the organization. After filing many complaints with HR and getting nowhere, the abuse continued until finally Eric could not take it anymore and went on medical leave. 

While on leave, the employer communicated that Eric’s position was not secured, as he was demoted and stripped of most of his responsibilities. A direct violation of the FMLA protections he was entitled to. 

Eric was recommended to me by several people. He reached out and he quickly became a client. Eric worked with me and my team to put together a compelling and empowering document. 

We were quite pleased to see an initial offer valued at more than $50k, which included severance and vesting of all unvested equity valued at more than $15/share above the strike price.

After 3 rounds of negotiations, it was clear the employer did not want Eric back as much as he did not want to come back. Despite not being terminated or offered any severance, Eric was able to negotiate a fair separation and settled for a $70k total severance package. 

Although I was confident there was a bit more to be had, Eric was fully satisfied and could not be happier. He is excited to put this behind him and move onward and upward.

Real leaders boost-up their employees. They don't tear them down. They make them better. 

Micromanaging and nitpicking are not leadership. It's the actions of small-minded, insecure people masquerading around as leaders. It shows a lack of trust and confidence. 

Sadly, there are too many meddling, micromanaging middle managers who think it is their job to ridicule rather than being supportive and uplifting. Often, they do not know what else to do because they lack leadership and vision. 

Too many people are in a position of authority that they should never be. This is one of the biggest contributors to employee unhappiness and retention issues. 

Poor managers need to be monitored and evaluated as thoroughly as they nitpick their employees. Not be allowed to rule with very little oversight that so often is the case.

We all want balance in our lives.

Spending 5 of 7 days of your life chained to a desk during sunlight hours is not balanced. That's almost 72% of your life between 9am and 5pm, never mind commuting time.

Many jobs don't matter where or even when you do them. Society is demanding more work balance. Employers need to step up and provide it,, not go back on their word or commitments.

Yet we see the opposite happening. Non-sensical demands to return to the office for no reason other than control, ego and lack of trust.

Employees being hired into fully remote jobs to now lose those jobs because the employer says never mind.

Short sighted employers will be left behind and have difficulty attracting and retaining top talent.

While those that provide the flexibility will be more desirable and be a place employees want to work.

There is more to life than work. Work hard, play hard. Have both.

Enjoy life. It is short and precious.

It’s critical to have a safety net. A rainy day fund. 

Otherwise you are exposed and vulnerable to the whims of your employer. 

As an employee at will which almost everyone is, employers can blindside you with an undeserved termination and all of a sudden you have no income to live on. 

Without the safety net, when your employer lets you go, you have little choice but to accept the severance that is offered. You often can't afford to negotiate it or ride out the negotiations because you need the money now. 

As a result, you give the employer leverage that they don't have otherwise. It is in your employer's best interest to minimize separation costs and by dragging out the negotiations can often have the desired outcome, especially when the employee can't afford to do so. 

Anticipate negative outcomes and be prepared if they do happen and pleasantly surprised if they don't. Take proactive action to eliminate or minimize their impact.

A safety net gives you confidence and options. Be disciplined and start building one today.

Just curious, is it inappropriate to be putting your makeup on when you are having a paid consultation with me? 🤔 

Yes, it happened once and it was a bit distracting and uncomfortable, but I persevered through it. 🤣 

About 3/4 of the way through the call they asked if I was OK with it. I mean at that point what's the point. It was pretty amusing and certainly out of the ordinary. 

I always try to meet my clients where they are but...really. 

I was not sure if there were some new societal norms that I was behind on the times with. 🤷‍♂️

The Scarlett Letter P.

That’s what PIPs are in many organizations. A PIP is a label that you will never get over. Your chance to rise in the organization has ended. It will be on your employment record with this employer forever. 

If you work for a law firm, in finance or investment banking, or a large services firm hoping to make partner track, it just went out the door with the PIP. You've just been removed from the fast track and passed over by others fighting for the spot. 

One abusive manager who does not like you or feels threatened by you can put an end to your climb up the corporate letter in a matter of moments.

If you have a mark on your employment history at the firm, you will be passed over every time for someone who doesn’t. You will get less important or strategic assignments. You will no longer feel a part of the inner circle. 

Whether it is fair or deserved or not. Sadly, it is just the way things are and don't expect or count on Human Resources to save you. That HR Business Partner is working in cahoots with your manager. 

PIP should be a clear message that it is a Paid Interview Period. Especially if you feel it is underserved or you are being targeted. 

They are often used as a weapon to manage you out of the business to reduce or eliminate separation costs.

Tis the season for company holiday parties. 

Do you love them, can do without them, or hate them?

Do you go to them? Is it out of obligation or do you look forward to partying with your co-workers while someone in HR or leadership watches closely and takes notes. 

Would you rather have a $1000 bonus to spend on holiday gifts or a night of partying with the people you are forced to spend every day with. 

Do you feel guilty of the hypocrisy of partying with your co-workers while former co-workers were recently laid off due to cost cutting initiatives?

Are these parties really for you or to feed the ego of leadership for you to admire and appreciate them for bestowing such a festive event on their underlings. 

Enjoy the holiday season with your friends and family, they won't stab you in the back and you can let your hair down and be yourself without having to worry about anything.

That's who I want to spend my time with. How about you?

Company holiday parties? Love them, hate them, could do without them?

The author can see how you vote. Learn more

How to make writing content easy. 

Make it part of your regular routine. Block off time each week and stick to it.

Trying to do it on the fly when you have a busy schedule leads to stress and frustration. It also leads to writing and posting crappy content. 

It also makes you dread doing it and makes it feel like an obligation or chore. Who wants to do chores all the time?

During the week as content ideas come to me, I dictate the topics into a note application on my phone and email it to myself once a week. 

I block off 6 hours every Saturday morning from 4am to 10am and author and schedule roughly 20-25 posts. There are no distractions. There is very little I would be doing otherwise, and I still have the rest of my weekend. 

It is the only time that I spend all week writing, scheduling or posting content so it frees up a lot of time during the week for client work. 

I also block off time every weekday morning between 4am and 6am to engage in my content, respond to all comments, go back 2 weeks to engage in new comments on older posts, and respond to all DMs and finally emails. 

I’ve even started engaging in comments that people leave on comments I leave on other people’s posts. After all commenting is the new posting.

When you break the bigger time-consuming actions into silos it makes it a lot more manageable and frankly enjoyable. 

It also takes the pressure off and does not allow it to impact or take time away from your actual job. 

With these changes, I actually look forward to writing content each week.

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The Battle

Dale Zwizinski

Dan Goodman

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taplio

The Battle

Dale Zwizinski

Dan Goodman

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Dale Zwizinski's LinkedIn Performance

Performance ScoreDan Goodman's LinkedIn Performance

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Performance ScoreDale Zwizinski's LinkedIn Performance