What is Talent Demanding?

Demanding moreSo I’m doing some research for a client, looking at the staffing measures of peer finance departments in other organizations, and found the Demandments from Talent Mindset. Some pretty smart observations if you find yourself searching for in-demand talent.

Why didn’t we get this breakdown coming out of school? I’ll be surprised if you are surprised when reading this list of demandments. (Will you be surprised if I’m surprised you’re surprised? Hmm.)

For those even several years out of your MBA like I am, I find this interesting to consider when working with clients working to build teams as well in as for my own searching for professional resources and collaborators on projects.

This work by Susan Marks breaks down the following Demandments:

Demandment 01. Earn My Trust
Demandment 02. Inspire Me
Demandment 03. Make It Easy
Demandment 04. Put Me in Charge
Demandment 05. Guide Me
Demandment 06. 24/7
Demandment 07. Get to Know Me
Demandment 08. Exceed My Expectations
Demandment 09. Reward Me
Demandment 10. Stay with Me

I like the thinking, and find this pretty straightforward. There is also the Demandments self-assessment tool, which I find quite useful in thinking through the measures of how a company performs.

If you are looking, and just starting to think about “smart questions” for your interview, consider these thoughts from Demandment 2 – Inspire Me:

Motivate me: Help me to see a better me. Meet me where I am, but understand that I want to continue learning and experiencing. Tell me about opportunities to travel, attend classes and continue my education. Tell me about development and advancement opportunities. I want to live my life, not spend it. Let me make a difference at work and after work!

Share the wealth:Talk to me about total compensation—my salary, bonus, and benefits. Tell me how I can develop a strong portfolio of skills and experiences, and then how I can move horizontally and vertically within your company. Show me how others have built careers at your company. And don’t just talk to me about the extrinsic rewards; help me to understand the intrinsic rewards as well, the ones that will stick with me all my life.

And if you are on the hiring side of the table, you might do a bit of reflection and research to be sure you can answer these.

Posted in Career, Develop, Honesty, HR, Recruiting, Respect, Tips | 3 Comments

Weekend Bonus: Vimeo "Get yourself fired" contest

I couldn’t let this one slip by us:

Open only to people who hate their jobs. Make a video of yourself demonstrating why your job is an insult to your intelligence and a squandering of your abilities.

For more information or to enter, visit Vimeo.

Posted in Corporate Culture, Fun | Leave a comment

Some weekend reading and thinking

Enjoy the weekend.

  • My Visit to Trek: Two Guys in a Barn
    “Employees make good use of the commuter program. Each day someone rides, walks, skates or car pools to work, that employee receives credit for Trek products or cash for the cafeteria. This is an incentive to keep in the latest gear and promote general wellness. Between the commute to and from work and the ‘Lunch Time Ride’ my friend at Trek used to average 50+ miles a day during the summers.”
  • Passive-aggressive notes
  • What is your primary motivator?
    “The first step is identifying the motivators that apply to you. Then with practice, you can control your motivation by adjusting your perspective towards a task.”
  • Call the CEO
    “Any employee – that’s ANY employee – in the company can reserve a time on this specific day to call [the CEO]. They can call for any reason.”
  • Fat Smoker Principles: Lessons from the Weight-Loss Industry
    “The core argument of the book is that, in both business and personal life, we know what to do, why we should do it and how to do it, but that doesn’t mean we do what’s good for us in the long term.”
  • The Top 10 reasons why constant complaining is so toxic in the workplace
    “Looking back, I’m not sure that complaining to him would have worked – I think he was incorrigible – but one thing is for damn sure: Out bitching about it, fun though it may have been, did not improve things one little bit.”
  • Is your culture too nice and too inclusive?
    “Inclusion is not right for every situation – or all phases of every situation. Group decision making does not always lead to better decisions. There are times to collaborate and participate and times to divide and conquer.”
  • The W (and M) List – Promoting Quality Bloggers
Posted in Insight, Inspiration, More than a living | Leave a comment

Making yourself accountable

Making yourself accountableI was thinking about Kumquat, again. Constantly.

This time, I was trying to figure out why the idea behind Kumquat appealed to me, so that I could explain to other people why its an important shift in thinking.

Somehow, “I think it’s a good idea” just doesn’t carry that sort of cache I’m seeking.

And then it dawned on me. The value of Kumquat is that you’re making yourself accountable.

Not your company. Not your boss. Not your peers. You. You’re making yourself accountable.

And that concept is the same thing that’s driving the whole Getting Things Done (GTD) space, as well.

We are struggling to make ourselves more accountable. To create artifice and process to help us engender that accountability. We are, for lack of a better term, self-managing. Because no one else seems capable of doing it.

Why is that? Why are we searching for ways to enforce our own accountability?

I think there are two primary reasons:

  1. Business has failed.
    For those of you on the corporate side of the desk, it is becoming more and more apparent that the businesses goals for you and your goals for you are rapidly diverging. The business doesn’t manage you so much as it uses you. And, as such, you’re forced into managing yourself. You want to make yourself more accountable.
  2. You have succeeded.
    For those of you out on your own, you’ve done so well you’ve worked yourself right out of a support structure. Failed though it may be, it did provide some process. But now, you’re your own boss. And you want to manage your employee(s) as you always wanted to be managed. You want to be accountable.

Are there other reasons for this thirst for accountability? I’d love to hear your take.

Posted in Accountability, Kumquat, Value | Leave a comment

Why this site will never have a million visitors

Thinking a bitIt’s become clear that more interaction with our reader base would be both welcome and warranted. Toby has mentioned it, both in conversation and in posts. Amy has mentioned it. And I know I could use it.

I mean, as much as I like to think that I’m the smartest guy in the room, this is a pretty big room. And I’m not that smart.

Okay, okay. I’m pretty smart. You’re right. I can’t fool you. I remember this one time….

Oh, wait. That’s not where I was going.

You see, like many of you, I tend to frequent the well-trafficked blogs. You know the names. I don’t need to repeat them. And I see their subscriber numbers. And I see the depth of comments. And I notice that there are a lot of people who interact with those blogs on a daily basis.

So, I started thinking about More than a living. And how our traffic was relatively low. And would likely continue to be. And how that could have a negative impact on our interactions with our readers.

And that got me to thinking about why we won’t ever have a million visitors interacting with us. And it’s because of things like this:

  1. We’re not doing this full-time.
    As much as we’d like to, none of us writes for More than a living as our full-time job. We have other obligations, other clients, and other jobs which take time, as well. We don’t have the dedicated time that some of the bigger blogs do.
  2. We don’t have a laser-like focus.
    We’re all over the board. Because that’s how we think. You think this is bad, try reading my personal blog at some point. Here at least all of the posts are thematically related, even if they aren’t all “on-topic.” They may, like this post, eventually get around to a particular topic. But laser-like? No.
  3. Brevity? Not our strong suit.
    Nuff said.
  4. We’re not a 10-posts-a-day kind of blog.
    The stuff on which we focus is generally not “breaking news.” Nor is there a veritable glut of information which needs to be organized quickly. As such, we post when we feel like we have something thoughtful, and potentially poignant, to say. That stance doesn’t lend itself well to multiple postings per day.
  5. We don’t do a lot of community outreach.
    We tend to read a good number of blogs. And at times, we comment, when it seems warranted. Or when it seems like we genuinely have something to add to the conversation. But we’re not out there every day, posting comments on 50 other blogs. We’re generally reading there and writing here.
  6. We don’t really write diggable content.
    The stuff we write isn’t sensational or necessarily technology driven. There’s very little hype here. In reality, it’s very much a blog about common sense. A commodity that is, unfortunately, quite uncommon in the corporate world. So we’re not diggable. Reddit-able? Maybe. Definitely some del.icio.us material and maybe a Stumble Upon every once in a while, but that’s about as far as it goes.
  7. We don’t submit our own content to the above-mentioned services.
    I’ll generally bookmark our stuff in del.icio.us or Stumble Upon if someone else has already added it. Or if there is something to which I want to refer in the future. But, as I said, our content doesn’t really resonate in most of the social bookmarking places. So why try to force it in there?
  8. We’re not especially inflammatory.
    One of the best ways to drive traffic is to be inflammatory, and dare I say, obnoxious. It happens. It causes people to flock. And argue. And then leave. That’s not really our bent. We tend to write extremely subversive articles about how you should strive to make work meaningful. Ooooh. Spicy stuff.
  9. We write about things that the vast majority of the population doesn’t even care about.
    And we use dangling prepositions. I mean, let’s be honest. How many people are actually trying to do something meaningful with their careers? It’s a fairly small subset of the US workforce. And I can’t speak for the international workforce. But, I can guess that it’s a very small population that has a distinct concern about their “career growth.” I like to think that population is growing. But I think it’s still very small.

So, I went through all of those reasons, and I tried to figure out if there was any way to change the site or our behavior to resolve some of the issues. To engage more readers. To get more conversations going.

And then it dawned on me: More than a living isn’t about driving traffic, More than a living about engaging you, gentle reader.

It’s about defining our success. And our success is not defined by the sheer number of visitors. It’s defined by the quality of visitors. The quality of our interaction with those visitors.

I know, I know. It sounds like sour grapes. And in part, I’m sure it is. I do have an ego. And I would love it if this stuff were important to millions of folks.

But, I also appreciate the truth. And truth is: it’s not important to millions of people.

So now that we know that this site will never have a million visitors. And now that we know that you are one of the visitors who has actually taken valuable time to read through this post. And now that we know that it’s highly likely that you’re one of the quality people with whom we would like to interact…

Now, you’re in the driver’s seat. Now, it’s up to you.

What do you want? What could we be doing better? Where could we focus? How do you want to be engaged? What would make you feel more involved? What would get you more involved? And, perhaps most importantly, do you even want to be involved?

Your feedback and input is welcome.

Posted in Communication, Community, Feedback, More than a living | 6 Comments

Good to Great case study alert. No, the other kind of case study.

We hired whom?[Editor’s note: I couldn’t decide if this post was more appropriate for hypocritical or for here. I opted for here. Feel free to slam me, via the comments, should you disagree.]

Have you read Good to Great? Well, we happen to be big fans.

In fact, I’m in the middle of re-reading it, just to refresh my memory.

So, today’s news from Chrysler struck me. Right between the eyes.

What a great way to watch a case study unfold. Before our very eyes as it were. Oh, not that kind of case study. No, the other one. The “what not to do” sort of case study.

Yeah, that one.

Didn’t you hear? Chrysler, newly separated from Daimler, has hired former Home Depot CEO, Robert Nardelli, to lead the company. And I use the term “lead” loosely.

Yes, that Robert Nardelli. The one who is famous for driving Home Depot customer service into the ground. And infamous for his ridiculous severance package.

Talk about a bad rebound relationship.

What was that about level 5 leadership? I forget sometimes. And something about good-to-great companies not going for the huge egos of Jack-Welch proteges.

I haven’t had such rich premonitions of a train wreck since Nike hired that Johnson Wax guy to take the helm.

Other good indicators, besides the Good to Great insight? Nardelli’s first car was a Dodge Dart. And he currently owns a PT Cruiser. ‘Nuff said.

Carlos Ghosn, he’s not. At all.

Grab the popcorn and join us for this one.

Posted in Leadership, Management, Wrong | Leave a comment

Fun doesn't have to equal free. Does it?

Does fun have to equal free?I was chatting with Toby, this morning, about his “Professional Peer Referrals” post. And as I was describing my issues with the whole “pay to play” concept, something dawned on me.

I have a really, really hard time charging people for intangible work that I enjoy.

Now, what–he says, gracefully sidestepping the “oldest profession in the world” commentary–exactly do I mean by that?

I mean, I like giving referrals. I like brainstorming with people. I like coming up with new ideas.

And while there is, undoubtedly, intrinsic value in those efforts, I generally don’t charge for them. And part of my issue with charging for those activities is my actual enjoyment of those activities.

Those things are fun.

And, if I like doing those things, then why would I charge for them? Isn’t satisfaction enough?

And, generally, the brainstorming winds up generating a tangible activity. Something for which I can charge. Like a plan. Or a creative piece. Or some targeted consulting.

But there is value in the brainstroming that is driving those follow-on projects.

I mean, when you’re on the corporate side of the desk, you’re generally earning your paycheck by doing those things. So, I know there is some value there. Isn’t there?

And while I don’t want to become a lawyer who slaps the time clock every time he picks up the phone, I don’t want to continue to give away my time, simply because I enjoy that activity. And I don’t want the perception of my consultation to be devalued, simply because I choose to do it for free.

It’s a difficult spot. But I’m thinking that there has to be a happy medium.

Doesn’t there?

Posted in consulting, Creativity, Entrepreneur, Value | 1 Comment

Professional Peer Referrals

Word of mouthFor those that have jumped the fence into the world of consulting, the question invariably comes up on what is a qualified referral worth? Thanks to the Bay Area Consulting Network, I’ve found the first of what may become a body of reasonable guidance:

Fee sharing may range from 0 – 40% and should always be negotiated between the consultants prior to beginning a common venture.

1. REFERRAL FEE: When one consultant provides the introduction to a prospective client to another consultant that subsequently turns into a project.
  • 5% referral fee – for simply providing a sales lead or client introduction with no additional participation in the business development. If a referral fee is expected, specify so when you pass on the lead. (In some cases, you may not wish a referral fee.)
  • 10% referral fee – for working actively with another consultant to develop a project, after having provided the sales lead; the referring consultant would not have an active role in the project, once secured.
These fees apply to the first project. A 5% referral fee should continue to apply to other work done for that client for the first year following the referral.
2. CONSULTANT SUB-CONTRACT FEE: When a consultant has developed a project and then offers an active role on the project to another consultant, a consultant sub-contract fee is due to the consultant who is the project developer/project manager. 25-40% sub-contract fee – due to the managing consultant for providing the opportunity and managing the project and client relationship.
These discussions are usually very quiet, very sly. I’d love to hear back if you’ve found (or are part of) a network that has defined referral practices. Clearly articulated practices are a reflection of our values, and referrals are a perfect time to communicate the value of a great opportunity.
Posted in Career, consulting, Culture, Engagement | 4 Comments

Some weekend reading and thinking

Have a good weekend. Try to unplug. But if you wind up online, here’s some stuff to peruse:

  • Head, shoulder, foot!
    “Most founders think about complementing technical or business skills when they build their intial team. Fewer think about the emotional components required to marshal the operation to success.”
  • The Pmarca Guide’ to Startups, part 7: Why a startup’s initial business plan doesn’t matter that much
    “A startup’s initial business plan doesn’t matter that much, because it is very hard to determine up front exactly what combination of product and market will result in success.”
  • Lifehacker’s Career productivity and motivation roundup
  • Yet another reason to build a case for telecommuting
    “Do you really need another justification for your web worker lifestyle? Yes, you do. Business continuity and disaster preparedness (or COOP in government-speak, short for ‘continuity-of-operations program’) is yet another great reason to foster a web-working culture, even in the most traditional businesses.”
  • SMART Objectives
    “It can be difficult to do the first time around. Here’s a question that you can ask yourself to help you get started: How do you know if [insert position]is doing a good job?” Hmmm. Sounds a lot like “Define success.” Great minds think alike. Which likely means that there is some great mind, somewhere, thinking exactly like Evil HR Lady. Until we find that person, go ahead and read my post.
  • 5 reasons to do business on the level
    “They say that all is fair in love and war. I’m confident there are also some who would add that all is fair in business too. Defining what is ‘ethical’ in business is difficult at best, especially such that everyone else will agree, but creating a code of ethics to define what you will and will not do in the name of business is a more manageable task.”
  • Scoble Show: An inside look at Twitter
    I don’t really care whether you like Twitter or not. I want you to watch this. And then I want you to tell me if you have ever seen programmers (Britt Selvitelle and Alex Payne) who so deeply understand, passionately pursue, and eloquently describe their work. I would work there in a heartbeat.
  • And as long as we’re discussing places I would work in a heartbeat. How about an oldie but a goodie like Connected Ventures recruitment video? Okay, maybe it’s not a recruitment video. But, I would work there in a heartbeat, too. Except I’m way too old. But the fact that they pulled this off, with the entire office, without a hint of “You’ve got to be kidding me“? Says volumes, my friend.
Posted in Insight, Inspiration, More than a living | Leave a comment

Don't hold me to this number

Don't hold me to this numberYou ever been around someone–you, me, anyone–trying to come up with a “rough estimate,” off the cuff?

As opposed to a smooth estimate? A solid estimate? An exact guess? Whatever. Oxymorons aside. Bear with me. I have a point. No really. For once.
Anyone trying to create a rough estimate out of thin air tends to go through a few physical permutations.

There’s a lot of hemming and hawing. Maybe some temple scratching. Maybe a few ceiling stares. Possibly even a few deep sighs.

But no matter what the lead up, here’s where the answer always begins:

“Now, don’t hold me to this number, but…”

We all do it. All of the time.

And you know what “don’t hold me to this number” means? It means, “I’ll probably wind up going over this number but I don’t want to scare you with the real estimate.”

I have never once in my life said, “Now, don’t hold me to this number,” and then come in way under that number. Never.

But that’s something I’m going to work on changing. And I think you should, too.

Underpromise (or overscare) and overdeliver.

Why not?

If I tell you something is going to cost $10,000 and then come back later and charge you $6,000 for it, are you going to be mad? I don’t think so. I mean, you might think I’m bad at estimating. Or you might think that you got a deal.

Either way, we both win.

And it makes the whole off-the-cuff estimating process–a process that is not going to go away–a whole heck of a lot stressful for those of us tossing out a number. Trying to give a ballpark.

But what if they say no to the ballpark estimate?

I’ll let you in on a little secret. They were going to say no, anyway.

If someone throws up on your ballpark estimate, even when you think it’s close, they weren’t going to go with you anyway.

Because when that happens, here’s the only thing the nay-sayer really wanted to hear you say in response to his query: “Oh, I could do that for you for free.”

Anything above the “free” price point was the wrong answer already.

So, unless you’re interested in doing the work for free, walk away.

And one of two things will happen:

  1. That person will finally find someone to low-ball the bid, and then, after change orders and tweaking, they’ll wind up paying three times what they would have paid you. Then, they’ll come back to you with the overpriced and inevitably subpar work and ask you to fix it.
  2. That person will never get off the dime.

Trust me. If you’re as good as you say you are–and I like to believe that you are–this is how it will likely go. Around, um, I don’t know, like 99.9% of the time.

But, don’t hold me to that number.

Posted in Tips, Value | 1 Comment