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Nanak Malhotra

A personal website sharing my experience and thoughts as they relate to business, leadership, and life.

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Nanak Malhotra

Hi!  I'm Nanak Malhotra (pronounced Non-ick Mal-ho-tra).  I am husband to my lovely wife, Sarah, and father to my two adorable children, Lauren and Aaron. I am a graduate of the University of Wisconsin-Madison and Regent University.  I've spent the last 13 years working at the Princeton Club generating huge revenues, being a brand ambassador, and developing high performing teams. 


I love anything business related, reading leadership biographies, pursuing excellence, and helping my team win.  My ideal free day is pickleball in the morning, playing with my kids in the afternoon, and taking my wife out in the evening.


Thanks for visiting my website.  Check out my blog to learn more about me and my thoughts on leadership, business, and life.

 

Resume

Experience

I am a value-driven business leader with 14 years of sales, sales management, and general management experience. I have successfully managed the sales and P&L for South Central Wisconsin's largest fitness chain. I have an engineering degree and an MBA.  I am experienced in creating sales processes, sales strategies, and employee development programs to increase revenue.  I am skilled in prospecting, relationship building, and closing.  I am knowledgeable in human resources, operations, and customer service.

Sales Manager/General Manager, Princeton Club East (120k sq.ft. fitness center)

September 2010-Present

•Increased profitability by 20% as a first-year sales manager
•Individually produced $1.5MM worth of new and renewal business (2019)
•Direct day to day operations of a 120,000 sq.ft. facility that averages 2,000 customer visits per day
•Oversee 7 direct reports and 110 indirect reports
•Shortened sales cycle by 30% by improving sales processes and implementing new training methods
•Led sales department to achieve and maintain an average closing of 75%
•Developed a sales training curriculum for new hires that generated a 10% increase in gross annual sales
•Increased profitability of company’s advertising service by 400% through the development of business partnerships and cost reductions
•Pioneered an event venue service that supported a 17% net profit margin
•Manage the engagement and experience of 10,000+ customers
•Increased customer engagement by 15% by creating new services that capitalized on industry trends
•Increased employee engagement and retention by incorporating behavioral science in management methods
•Selected as one of three presenters to speak at a company-wide sales training event
•Manage multiple profit centers simultaneously to support company earnings goals
•Analyzed brand performance, brand competitiveness, and product trends to support company marketing objectives
•Created and implemented a social media marketing plan to increase customer engagement and brand awareness

Membership Sales, Princeton Club East

April 2006-September 2010

•Exceeded personal sales goals by 40% in the first year
•Increased customer retention by 10% through relationship building
•Built a strong network of referrals from professional customer service and consistent follow through

Water Resource Engineer, Gannett Fleming

July 2005-April 2006

•Completed safety inspections of hydroelectric dams
•Analyzed data and wrote technical papers summarizing findings of hydroelectric dam safety inspections
•Designed flood plain maps for the Wisconsin Department of Natural Resources

 

Education

I am naturally inquisitive and love to be challenged.  I successfully completed my undergraduate degree in Civil Engineering from the University of Wisconsin-Madison, a competitive and nationally ranked program.  My undergrad provided an excellent foundation for analytical thinking and problem-solving.  It was rigorous, demanding, and allowed my disciplined nature to shine.


Post-graduation I sought to leverage my engineering degree in the world of business.  My education continued at the Princeton Club, where I grew in responsibility, salesmanship, and developed my entrepreneurial abilities.  I also had the great privilege of being mentored by one of the company's founding owners.


Most recently, I completed an MBA from Regent University, a program that teaches business leaders to use their influence to bring positive change in the world through creativity, integrity, and excellence.


University of Wisconsin-Madison, B.S. Civil Engineering, 3.5 GPA

September 2000 to December 2004

•Dean’s Honor List recipient for 8 semesters

Regent University, MBA-General Management, 4.0 GPA

August 2016 to December 2018

•Dean's Scholarship recipient awarded for academic excellence
•Long Award Scholarship recipient awarded for academic achievement and moral character

 

Skills

A perfect balance between hard and soft skills~

The balanced combination of my education and work experience has given me a good mix of interpersonal, strategic, and analytical skills.  My decade plus of customer-focused work has given me tremendous insight into understanding customer needs and delivering solutions that work.


My natural strength mix according to Strength Finders 2.0 includes Focus, Discipline, Achiever, Individualization, and Learner.  This means I am not easily distracted, can be trusted to get the job done, love to go above and beyond, seek to draw out the best in individuals, and have a ferocious appetite for learning.


My skills in action...

•I interview, hire, train, and coach all sales employees

•I lead weekly team building and goal setting meetings​

•I oversee 10,000 customer accounts

•I have prospected, sold, negotiated, and closed thousands of sales contracts

•I am good at public speaking, listening, and problem-solving

•I am knowledgable in MS Excel (Pivot Tables, Data, and Regression Analysis), MS Access (creating and modifying databases, tables, queries, and forms; reports), and MS Word.

•I am proficient in Spanish (writing and speaking)

•I regularly work cross-functionally with other business departments to achieve company objectives.

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How loving your team can improve your bottom-line

Updated: Jan 21, 2019

Love is not a common topic in business settings. However, even though not commonly talked about (or actively practiced), statistics show that when leaders operate in love, a culture is created in their organizations that promotes genuine care, concern, and appreciation.  Organizational cultures like this set the standard of success in their industries with quality results and high profit numbers.  What does showing love to your employees look like?  Following are 3 practical examples of how you can do this through your leadership.


Create space for failure

One way to implement leading with love is to promote an attitude of grace. This creates a safe space for failure. Grace says that people can strive to be their best while being given the freedom to make mistakes. This leadership effort creates an environment that fosters more creativity, risk taking, and ultimately, greater performance.


Coaching and Mentoring 

Love can also be implemented through mentoring and coaching. Through mentorship, leaders love their people by caring about their interests and values. A leader then helps their followers grow and fulfill their personal aspirations. Through coaching, a leader can use knowledge and experience to develop his or her team to achieve excellence. The goal here is to simply to help staff be the best they can be.


Individual Care 

Leaders can also model love by making an effort to relate in ways that are beneficial to each team member by honoring individual personalities, temperaments, and preferences.  This is a great way to celebrate the uniqueness of each individual team member. There are many tools to help you understand what makes those on your team special. By having this understanding, you will be able to position them for success.  Some online tests that are helpful include Gallup’s Strength FindersTest, the DISC profile from 48days.com, and Appreciation at Work’s appreciation test.  The latter is especially helpful to give insight into how to communicate value and appreciation for the members on your team.


How can these efforts affect your bottom line?  Two ways are increases in employee engagement and reductions in employee turnover.


Increase employee engagement

When leaders implement love in their leadership, there is a rise in employee engagement.  When employees are engaged, they work with passion, feeling like their efforts make a significant difference in the quality of their organization’s products, customer service, and profitability.  Lack of employee engagement is a common problem that weakens a business's effectiveness.  A recent study showed the following:


• 54 percent of employees are disengaged, meaning they are merely going through the motions. 


• 17 percent of employees are actively disengaged, meaning they are vocally unhappy about their jobs and sometimes even trying to sabotage the organization's efforts.


• Disengaged employees cost employers $450 to $500 billion dollars in lost productivity every year.


A similar study showed that when employees are engaged the following happens:


• 84% of highly engaged employees believe they can positively impact the quality of their organization’s products.


• 72% of highly engaged employees believe they can positively affect customer service.


• 68% of highly engaged employees believe they can positively impact costs in their job or unit.


Leading with love is a way to build quality relationships and connection with your employees. When this happens, your employees feel cared for, are more engaged, and will work harder.


Build Trust with your staff to reduce turnover

A retention report compiled by the Work Institute surveyed 34,000 respondents and showed that the two top reasons why an employee leaves a company are due to a manager's behavior and the employee's overall well-being. A solution to solving these issues is to lead with love. One benefit to leading with love is the development of trust. Trust builds strong relationships and community, thus fostering feelings of connectivity and discouraging feelings of isolation. This type of environment supports employee job satisfaction, resulting in less turnover. Additionally, when leaders build trust, they build commitment. When an employee feels supported and part of a team, a bond is created that develops loyalty.


The savings of retaining staff by building relationships is tremendous. A study performed by Employee Benefit News cited that employers spend 33% of a worker’s annual salary to replace an employee who leaves. If the average salary of an employee is $45,000 a year, this would mean it costs $15,000 per employee to successfully find a replacement. In addition to these costs, turnover comes with the indirect costs of lost productivity that is a byproduct of having to find a replacement.


Summary

As leaders focus on increasing employee engagement and creating supportive work environments, the results are stronger and better performing organizations. The benefits of lower absenteeism, higher customer satisfaction, and fewer mistakes lend to the achievement of organizational goals and improvements in a company’s bottom line. When engagement is high, and trust is created, employees feel safe and unified within their organizations. Issues of gossip, conflict, and political infighting are minimized. Employee retention rises to make for more efficient and profitable operations.





#servantleadership #employeeengagement #employeemorale #reduceturnover

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Inspiration

The following speaks to what inspires, motivates, and contributes to who I am today and who I will be tomorrow.  I'd love to tell you why.  Drop me a message to start a conversation.

 
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