January 22, 2011
I’ve been blogging here and at DrJanice.wordpress.com for quite a while. That was my first blog, and it soon became my place to speak out on matters from technology to economics to politics to just about anything that touched on human potential and its achievement. Then I needed a place just to speak out on matters that were interesting to CEOs but not necessarily other readers, so CEO2CEO was born.
It’s time for a merger, but not the usual kind where at least one of the merged organizations loses its identity. (I never understood why anyone called those mergers, other than in the very rare case where both entities bring equal assets to the table.) They are acquisitions.
This merger will be different. Each entity – the two blogs involved – will continue to stand on its own, and I will even be back at some point to add some commentary. But time being limited, I need to focus on one entity only. Hence, the acquisition.
The new blog focuses on leadership, but leadership in a way that is counter to what most of us learned in school. It is leadership that is based in understanding what motivates people to come together to do more as a team than they ever could accomplish on their own. It is leadership of a Coherent Human Infrastructure.
Welcome to Leadership is a Team Sport!
December 24, 2010
I got into it with a ‘sales expert’ yesterday. He told me that “sales is a warrior’s job and the warrior works alone.” I thought, don’t bet your moccasins on that.
It’s true that the best salespeople seem to be ‘hunters’ and not ‘gatherers’. But it’s also true that the most valuable hunters are the ones who hunt for the good of their tribe—not just for themselves. In sales, these hunters remain true to their mission. The needs of their tribe take precedence over their personal interests.
[Cut to scene in forest clearing, as the famed hunter returns to village with his kill.]
Hunter: “Chief, I bring back this white crow. What a great challenge it was to stalk and kill it. What perfect aim of my arrow. My skills as a hunter are unsurpassed!
Chief: “There are fifty mouths to feed, and you call this dinner?”
There’s more to being a great salesperson than closing deals. Let’s suppose that sales dollar volume is being met, but most of the ‘wins’ are on low-margin existing product, or product that is in short supply, when the company really needs to move the new high-margin product line, or to reduce excess inventory. Where does that leave you? And what if you have a sales ‘superstar’ who surpasses quota by telling customers just what they want to hear, without a care that the Support, Tech, and/or Production teams will have to miss deadlines and burn up time and cash trying to meet unrealistic expectations.
The complete picture of what if means to ‘team well’ in sales goes well beyond short-term relationships and results. To be a high-quality team player, a salesperson must remain in alignment with, and committed to delivering on:
- Customer needs and concerns
- Product ‘fit’, functionality, and roadmap
- Support team availability and capabilities
- The company’s short-term management and financial objectives
- The company’s long-term marketing and strategic objectives
One of my colleagues knows a salesman who works for a very large company that markets enterprise software systems to manufacturers. This person has no crocodile cowboy boots and sports no Rolex watch. He’s actually a little scruffy—just a regular guy who will occasionally put on a sport coat. And yet, year after year, he is the company’s top salesman by a margin of two or three times over the runner-up. Why? Because—as anyone who has worked with this fellow will tell you—he knows the market, he knows the product, AND he is a phenomenal team player.
There is some irony in the fact that Sales Management always looks for people with the right experience and the right personality, when they really should be looking for people with the right experience, who also team well. There’s a big difference between the two.
Long ago, personality testing showed conclusively that most people in the sales profession have high levels of extraversion and aggressiveness. As a result, these traits are considered to be a sort of ‘pass-fail’ measure in hiring for sales. But if you look at most sales organizations, you find high levels of failure to achieve objectives, and high turnover. So while extraversion and aggressiveness have a lot to do with getting involved in sales jobs, they don’t seem to have all that much to do with selling successfully.
Could it be that the ability to ‘team well’ with others is the missing piece of the puzzle? Well, that’s one of the questions I had in mind over 25 years ago, when a colleague and I began our search for a way to measure what happens when people team together. And now that ‘teaming characteristics’ (and other closely related qualities of human interaction) can actually be measured and reported, it is possible to demonstrate just how much selling value a quality team player can deliver.
So, Mr. Sales Expert, it’s time for you to eat crow.
This post originally appeared in InnovationDAILY, September 26, 2010.
September 12, 2010
This blog originally appeared in Innovation DAILY.
One of the dangers of being a good listener is that, well — you listen. Combine this with a tendency to believe that other people generally know what they are talking about, and you’ve got the setup for entrepreneurial enervation.
Herein, five of the most off-target ‘truths’ that business experts inflicted on my entrepreneurial soul:
1. If you are working too many hours, you’re doing something wrong.
MYTH! The 4-hour workweek? Who’s kidding whom? Maybe this is relevant if your goal is near-total retirement or some other ‘lifestyle option’. Or perhaps you have created a totally self-service online business, have outsourced the satisfaction of your personal needs, and your ambition is a life of leisure. But if you are a bootstrapping a company, or you want to change the world with your innovation, be prepared to sweat. And besides, if you know how to build a quality team and you have a worthy goal, why would you want to NOT work?
2. You should be able to define what you do in 10 words or less, and your great grandmother should understand it.
MYTH! OK, I overstated the criteria just for effect. It’s true that eventually you’ll need a very succinct and accessible value proposition, so you can get people to invest in it, and get the buzz going. But if you know where you want to go and you are only beginning to find your way, focusing on a ‘high concept’ pitch can be counterproductive. This happened in my own company! We had been advised to sell TGI Role-Based Assessment as an ‘innovative Talent Management Solution’ and went nowhere. Finally we reassessed the situation and realized that “RBA predicts whether a person is a top team-player…..before you hire them” and can “Make the workplace a better place to work.”
Going from point A to point B took us nine months and innumerable refinements. Start with a vision paper of about three or four thousand words. You can trim down later, but at least you’ll know the outer limits of your possibilities and can make better choices about how to achieve them. And forget the opinions of grandmothers, great and otherwise. There’s a saying that “People can only understand new things in terms of something they already understand.” My mother never got what I do. I shiver at the mere hint of what her mother would have thought.
3. Entrepreneurs are not made, they are born….with at least one Y chromosome.
MYTH! I am living, breathing proof. But I have been told this is impossible–and not years ago, when I started my first company. This was in 2010! And you wonder why there are so few women entrepreneurs? Enough for THAT expert. But he is not alone. If we women are forever having to prove ourselves (an even more pronounced requirement when said woman is of the petite variety) then this is the one wrong thing I am actually concerned may become the truth. Man-up and listen: it’s what’s inside. Give me people with great teaming characteristics and I don’t care if they wear ties or mascara, or both.
4. You need to pay someone to sell for you because Founders can’t sell.
MYTH! This is the one you get from out-of-work sales people, and from morons. Sometimes you get the related myth that you can’t sell until you take the sales training being offered. Think about this. Who knows your product better than you? And who has more passion for it? (Hint: if you actually had an answer for that second question, you aren’t an entrepreneur.) You need these things: the ability to TALK…and LISTEN…and ASK THE RIGHT QUESTIONS. Enough said. Read ‘SPIN Selling’ or anything else by Neil Rackham. You’re smart enough to figure out how to apply it to what you do.
5. Starting a business isn’t easy.
MYTH! Starting a business is very easy. Keeping it going is hard. What does it take to keep it going?
First, you need to recognize that the trip from single person start-up to functioning business team is a HUGE transition. You will have to stop doing a lot of things you’ve been doing just because they had to get done, and you will need to entrust them to other people. Then you will need to get out of their way. You will need to set standards for respect and communication on the team, and you will also have to live up to them! You will have to be a better, smarter person–probably better than you have ever been, and you will need to surround yourself with people who can do likewise. (Make sure those people are Coherent, with the right Role-fit to their job responsibilities, and have great teaming characteristics, of course.)
Finally, remember that further growth means those interrelationships will have to grow too. Some people who love the challenge of going zero to sixty in record time, but they have no interest in driving a bus….or even a race car.
June 22, 2010
I love when a company takes responsibility for its mistakes, but it’s even more impressive when a company steps up to solve a problem that they didn’t even cause.
Case in point: the order from Philosophy that the post office saw fit to return to sender instead of deliver to me, sitting here in my office in the center of Philadelphia, at a well-known address. Apparently the handoff went fine from Fedex, but a postal employee couldn’t – or wouldn’t – figure out what to do with the correctly addressed package.
So I called Philosophy’s customer care line and before I could say a demanding word, the representative cheerfully offered to send replacements immediately so I’d get my order in a day or two. Let me make that clear: no blame-shifting, no having to call a supervisor. Just an employee making it right for a customer.
Cristina, you not only have great products, you empower your employees to stand behind them – no matter where the fault for non-performance lies.
That is the essence of the great CEO.
June 10, 2010
I looked at a senior executive’s resume today – something I never do, but he is such a nice guy and his Role-Based Assessment was so good, I figured I’d do it, just for research. He’s a consultant now, but he’s been in senior management the latter part of his career. With the economy improving, he’s on the prowl and some lucky company is going to get him. After he fixes his resume…
So I’m going to offer my advice here, in hopes that if you are looking for a new C level job (or any job for that matter) that it will help you too.
First, put your address on it so it doesn’t look like you are living in your car. I know you have a lot of experience and you want to cram in into two pages because somewhere there is a ‘two page rule’, but really, this is not the place to skimp.
Then think about a better title or tag line. No one will read everything you wrote because resumes are inherently boring, especially compared to some of the funnier jokes your friends sent you today or you read on your intern’s monitor.
Put your industry right up there in the title. I know you want to appear flexible but executive recruiters care about industry. A lot. That’s how they make money, specializing in an industry. So get it on there.
Also use the title you expect or want. Like Lord High Executioner or Ruler of the Queen’s Navee.
So your title will be something like Chief Financial Officer, Aerospace Industry, or Senior Organizational Development Leader, 18 years in Banking. Don’t use a number if you think it isn’t a good one. (I don’t know what a good number is. This is something you need to be comfortable with.)
Rework your opening summary paragraph so it doesn’t sound like Dogbert wrote it. (I like Dogbert but you have to make this very concrete because it isn’t being read by people like us.) Short sentences. Really. People don’t read… Okay, make that most people. And they are screening your resume. Make. Them. Happy.
Then make the bullet points pop. Make each one count and make them very different. No Dogbert. No hackneyed words. If you don’t know what words not to use, read Dilbert.
Be more specific on Core Competencies, if you have a section with them. Make it reflect you and no one else. If we were talking sales we would be talking differentiation.
Now you’re ready to prune your list of past employment. Be brutal. Only keep what will keep the reader reading. That’s a summary statement, what you did, how it made the company happy. That’s it. And leave off your first jobs if they don’t contribute anything. Same with non-degree training and such.
Now you have room to GIVE ME MARGINS!!! People who actually might want to talk to you want a place to make notes. Or doodle. Whatever, it will look better.
And remember, especially if you are a senior executive, that the hiring manager reading your resume is likely to have ‘significant experience’. That’s HR-speak for ‘old enough to need reading glasses’. So pump up that font. Please.
And good luck!
May 18, 2010
Ask any entrepreneur what it costs to make a hiring mistake and you’ll likely be met with a groan and a ‘double eye roll’. Everyone knows the costs:
- The recruiting fees
- The job postings
- The time you spend interviewing
- Your turnover rate causing increased UC contribution costs
- The lawyer’s fees for the employment contract, figuring out how to break the contract, and sometimes additional fees–plus the tax on your time and patience–required to defend yourself against wrongful termination!
Think of these these costs as ‘direct damage’: a real strain on any entrepreneur’s budget, but not an unexpected cost of doing business. Bad hires happen. But wait…..have you considered the ‘collateral damage’?
No hiring decision happens in a vacuum. You need your team to be whole. You have a missing part. You seek to fill it in a way that capitalizes on the assets of your existing team members – and makes up for their deficits. That’s why prudent employers engage search specialists, scour resumes, do 360-degree interviews, personality tests, reference checks, and even credit checks (where allowed by law). But somehow, bad hires still happen, and when they happen to you, you’re naturally disappointed. Or worse. Because if you’ve pegged your hopes and plans on the wrong person, it’s the collateral damage that costs so much more than the hiring failure.
We all pride ourselves on being good judges of people, and we are — but only if we have the whole story, not just a collection of data components. If you have had the misfortune of more than one or two hires that turned out badly, you may even begin to doubt whether you (or your people) are even capable of hiring successfully. When all the signs–including ‘gut feel’ point to “YES”, and still a new hire turns out to be a dud, the first piece of collateral damage may be your self-confidence as an executive decision-maker.
And then there is the impact of the bad hire on the rest of the team. Here’s the worst part. The better your team is, the worse the collateral damage will be. If you have brought the bad hire in over people who are great performers, you’ll see the decline happening right before your eyes. And worse, it won’t take long before your they are plotting their next career move. And they aren’t likely to tell you because really – who is going to challenge the boss on a hiring decision?
Finally there is the adverse impact on present – and future – stakeholders. News travels fast, especially since the investor/entrepreneur ecosystem has the modern day equivalent of jungle drums and really knows how to play. You know what I mean: Twitter, LinkedIn, Facebook, and all those f-t-f networking events. Word gets around when someone (or some team) clearly doesn’t have the right stuff.
So in view of all this, wouldn’t it be great to know how someone will perform on your team – before you hire them? You can, but only if you are measuring for the right things: not just for individual characteristics – but for behavioral ‘Teaming Characteristics’, which are derived from a person’s Coherence and Role. (To our knowledge, TGI’s Role-Based Assessment is the only way to measure these.)
To minimize some of the collateral damage you have experienced in the past, consider this: there nothing wrong with your decision making. As an entrepreneur, you have a good sense of how to behave on a team because you know you can’t do it yourself. You respect people who apply their skills, their experience, and their deep commitment to your vision. Good decision making assumes good behavior. Since you are a team player, you’ll tend to expect others to be good team players–and unfortunately, some are not. In fact, some are truly toxic to team play. So keep on trusting yourself, and keep in mind that there is now a ‘new way to know’.
This piece originally appeared in Innovation DAILY March 29, 2010.
March 15, 2010
A few months ago, the experts at Right Management surveyed more than 900 workers in North America, asking a seemingly innocuous question: “Do you plan to pursue new job opportunities as the economy improves in 2010?”
These were the responses
- 60% said they intend to leave in 2010
- 21% said they might, so they’re networking
- 6% said it wasn’t likely, but they have an updated resume
- And only 13% stated their intention is to stay in their present job
You can look at this data in two contexts.
First, you can think of what it means on the employee level and glean some pretty useful plans. You can ‘do the math’ and realize you might be needing to replace up to 87% of your workforce. You can hire another recruiter – or ten. You can change your comp and incentive plans to try to keep your mission-critical people. You can even start cross training, internship, mentoring, engagement, and similar programs.
Or, for something completely different, you can think about your workforce as a human infrastructure. How could it have become so fragile? How can it be restored? What have we been missing? How can we avoid repeating the same mistakes?
Obviously something has been missing, and there’s a good chance that you need to learn the ‘new math’ of valuing people’s performance in teams. And to avoid making the same mistakes, get answers to these questions before you launch a massive recruiting drive:
- What do we really need to accomplish: adding more people, or building a sustainable human infrastructure?
- If it’s true that people leave managers, not companies, what’s the best way to identify and support managers who naturally get people to ‘stick around’, and how can we replicate their success?
- Are we using measurements that were designed to identify teaming characteristics and to solve team performance problems? If not, why not?
- Have we structured our teams correctly, ensuring that the teaming characteristics of the people are a good fit to the functional mission of the team?
What’s our strategy for identifying and dealing the people who just don’t fit – never have and never will?
Could it be that you never had the right people on the bus in the first place?
This piece originally appeared in Innovation DAILY, February 27, 2010.
March 8, 2010
Since so many CEO failures are caused by failure to put the right people in the right job, and the related failure to fix people problems in time, the big question is, why do such smart people make such bad decisions?
One reason is approaching the problem and believing that you already know the solution. Starting with a full mind leaves no room for new perceptions. Performance is highly linked to how much trust is in the DNA of the culture. And we know more about how to destroy that trust than we know how to build it.
Most people’s default is to trust others and to expect to be trusted. They assume that everyone is headed in the same direction, toward the achievement of the vision. Then they crash into someone who neither respects nor returns that trust. They have their first experience of disenchantment.
Sometimes it’s the rigid, Machiavellian boss who promises you’ll get to try your wings on an exciting project and then clips them mid-air. Sometimes it’s the co-worker who has little original thinking but is happy to take credit for your work.
If you want to lead a trust-based organization, you should start by focusing on bottom-line results. If you believe the hype about leaders, you’ll think that all it takes is a lot of charisma and a great story. That helps. But neither vision nor execution alone gives you bottom-line results—they require vision plus planning plus execution plus follow through.
You can’t do all that yourself. No one can focus on all of these at the same time and accomplish anything. Teams can achieve what an individual cannot, but only if there is diversity of style and focus, and a leader who realizes that no one can be everything. Humility will keep you from flying into the sun, unlike poor Icarus who was gifted with many qualities of leadership — save the humility that would have allowed him to listen to others who warned him that things were going to heat up far beyond his control.
Here are some suggestions for building your trust-based organization:
- You don’t have to be a member of a 12-step program to take a fearless inventory. Is your default arrogance or humility? Do you know how you affect those who work with and for you?
- Remember to balance the needs of the organization with the needs of the people. You won’t know what those needs are unless you know people as individuals and understand what motivates them. A good measure of your humility will be your lack of surprise when you realize that what motivates you most is not necessarily what motivates them most.
- Understand that there is great value in the diversity of other people’s styles and roles. People who don’t think the way you do are tremendously valuable to you in solving problems and coming up with innovative ideas. Listen carefully to all of them, and understand each point of view and carefully consider it even if, at first, you don’t agree with it. If you turn it down, do it with respect and gratitude for their act of trusting you with it.
- Earn the best team you can get. Engage them in your process — vision, execution, evaluation — and make it a living process. Set team goals that are challenging but attainable and lavishly reward the entire team for achieving them. Rewards can be non-financial and just as effective as long as they are oriented to what motivates each individual.
- Remember your origins. You were not born to lead at birth. Someone trusted you. Now it is your turn to trust and to be trustworthy. The further you get from your origins, the further from Earth you will fly until, like Icarus, you are left with no supports, and your fall is inevitable.
This piece was originally published by Leadership Excellence magazine.
February 25, 2010
- Your startup seemed to have essential Angel funding ‘in the bag,’ but for some reason the money never arrives.
- A strategic alliance took months to establish, and can nearly double your revenue projection, but suddenly your new partner gets bought by a competitor and the deal is off.
- The new marketing materials are ready just in time for product launch at a major show, but a storm in the Midwest delays the shipment, leaving you empty-handed.
Bad things do happen to good entrepreneurs—all too frequently. Some manage to recover and others don’t. Is there a way to distinguish the teams that will step up from the teams that give up?
Survival is the first rule of entrepreneurial life, and when dealing with an unexpected calamity, nothing keeps a team in play more effectively than people working really well together. This may mean ranting together (not at each other) for a few minutes, perhaps also grieving together, and then—without delay—getting down to the business of refocusing and recovering. Histrionics, finger-pointing, or withdrawing instead of reaching out are not characteristic of good teamwork. They are characteristic of failure.
Good teams know that no one person can examine all the possibilities; that two heads are better than one; three better than two; one for all and all for one! Spending time and energy on leadership struggles, instead of pulling together, has run more than one ship aground. The strongest entrepreneurial teams incorporate and encourage different communication, action, and problem solving styles: one person thinking of the far-off future; another handling tasks of immediate urgency, perhaps a third person plotting a strategic alternative, and all ready to fire up and forge ahead.
Some great teams may seem to ‘just happen’, but they can also be built—if you have the ability to predict how people will actually behave when working with other people to benefit their group, overcome a challenge, or achieve a common goal. The measurable qualities of teamwork are Role, Coherence (on a scale ranging from Diffuse to Coherent to Rigid), and Teaming Characteristics.
Any team members who are outside the acceptable range of Coherence (Diffuse or Rigid) will sap team synergy, exacerbate internal conflict, and limit productivity. In the midst of a crisis, that’s bad news. The good news is it’s possible to tip the scales in favor of survival. My favorite example is the entrepreneurial team that got rid of a rigid marketing person and a diffuse sales person, and saw their KPIs take off on a classic hockey-stick trajectory!
So what do you do when something bad happens? When you have a Coherent team of players with diverse Roles and great Teaming Characteristics, you never have to ask. You just do it.
(This post originally appeared in Innovation DAILY, February 18, 2010.)
January 24, 2010
If you’re a CEO like me, you have high expectations for everyone. I mean really high. If we work this hard, shouldn’t everyone? If we knuckle down and deal with tough problems, shouldn’t others do it with the same gusto? And if we can nail down value points and key indicators like a pneumatic hammer, why does it seem that others are pounding with rocks.
We aren’t the only ones. There are probably lots of people in your organization who feel ‘alone at the top’ of their team. It’s frustrating, but guess what: there’s no where it’s more frustrating than in HR.
Finance has the tools and the data to generate projections. And Operations can give you production metrics. Sales has the top line numbers. Even Purchasing can tell you how much money they’re saving as they upgrade the old coffeepot to the fancy barista station. But HR? Their hard measures are things that keep you up at night, like rising health insurance costs! HR’s other metrics- turnover, onboarding speed, and engagement – never quite seem to ‘measure up’ in terms of business value.
So consider this: all those other executive functions have tools that allow them to analyze needs, identify best options, and demonstrate solution value, while HR has disparate databases, training programs that don’t measure outcomes, personality tests from the middle of the last century, and metrics that neither speed nor simplify management decision making.
Here’s an alternative. Let them you know want them to have the tools they need to prove their business value. Then direct them to The Gabriel Institute and tell them to ask for your old friend Dr. Janice. I’ll take it from there.
P.S. Our solutions cost little, predict how people will perform in teams, build the strength and productivity of your human infrastructure, and deliver measurable business value. Just give HR a little time to learn how to apply them. You WON’T be disappointed.