Category Archives: Uncategorized

August 10, 2010 · 2:33 pm

Don’t believe your own press!

I’ve spent the last few days trying to make sense of a couple of things that happened within the same 24 hour period. 

First was my response to the PR announcement about my role as a track leader at RecruitFest! in Boston in October.  It made me really uncomfortable.  The announcement made me sound like the leader of the free world of HR – which I’m not.  I know we’re trying to drive attendance, and I know there are some folks who think I have important things to say (and I’m grateful for that), but I was uncomfortable being lauded at such great lengths. 

Not that I haven’t accomplished some pretty terrific things in my leadership career.  I have.  But.  I didn’t accomplish any of them in a vacuum.  I always had a team of exceptional colleagues who worked with me and alongside me to accomplish great things.  It’s called being a leader.  And I think that – especially today – successful leaders need equal doses of healthy egos and equally healthy humility.  The healthy ego part is the part that makes us think we can be leaders.  That we do know where to go and how to get there.  The healthy humility part is the part that makes us human; that makes us authentic; that enables us to engage our teams in the work and vision for the future.  And keeps us grounded in the knowledge that we’re not terribly unique and can be replaced at any time.

So when I read with sadness about Mark Hurd’s dismissal from HP I thought to myself, “here’s another leader who got the humility part of leadership wrong.”  Because it’s the lack of humility that tells leaders the rules don’t apply to them.  It’s the lack of humility that leads them to believe the stuff their PR departments publish. 

By all accounts Mark Hurd was thought to be a good guy.  Fudging expense reports isn’t on the same level as Charlie Rangel’s alleged improprieties, or Ken Lay and Jeffrey Skilling’s criminal looting of Enron, or Eliot Spitzer’s total moral collapse – or is it?  I think the case could be made that fudging expense reports is the conscious choosing of ego over humility that says:  I’m more important than anyone else; what I want is more important than anything else.  More important than being honest; more important than my integrity; more important than the the organization I lead.  Even if he hadn’t been caught, wasn’t this the first step to a total disregard of the humility required to be an authentic leader?  

It seems to me that too many leaders (in business as well as politics) start to believe their own press and then start to believe that they’re so special/so effective/so beloved/so famous that the rules don’t apply to them.  Humility is subsumed by ego and the ability to lead evaporates. 

So the question remains:  why do so many powerful and effective leaders start to believe their own press when the consequences are so clear? 

The learning for me as I look for my next leadership job is this:  I don’t believe my own press today and I won’t believe it tomorrow.  I promise. 

(But still come to RecruitFest!.  It will be awesome!)

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July 27, 2010 · 1:59 pm

Why isn’t your culture a tourist attraction or a profit center?

If you’re reading this blog post, you’re either a participant in the world of social media, or you’re my mom.  (Hi, Mom!)   If you’re a participant in the world of social media, you’ve heard of Zappos.  Because Zappos has been the poster child for the effective use of social media to drive sales through customer satisfaction for the last 3 or 4 years, they’re mentioned in every presentation on social media I’ve ever seen.  Heck, even I referenced them in a talk I gave to the Human Resource Policy Institute at Boston University last year.   It seems as if Zappos is everywhere in social media and more and more in traditional media – and I hear that HR professionals are starting to tire of hearing about Zappos’ success with all things social media, its engaging culture, the free tours of its headquarters (which they do 4 times a day!), and their 10 core values. 

It does seems as if Zappos and its CEO, Tony Hseih, are everywhere in the traditional print and social media scenes these days.  (Check out the current Harvard Business Review article, “How I did it…Zappos’s CEO on Going to Extremes for Customers.”)  And the topic is always the same:  Tony’s conviction that culture drives organizational success.  Period.  

Since I moved back to Vegas last month, I took the opportunity to go on the Zappos tour, meet some of their leaders, and do a little poking around.  I can understand HR folks being skeptical after all the coverage.  Usually when something seems too good to be true, it is.  But before you throw them overboard, ask questions.  Go visit.  Test them.  Don’t decide not to talk about them because you think they’re overexposed.   Because here’s the thing:  what they’re doing is working.  The hype matches the reality.

The leadership of the company is singularly focused on creating a culture based on 10 core values and it’s clear when you visit that the employees know them and live them.  Check out this video.  And you can see and hear CEO TonyHsieh talk about the culture here.   

And the results and stats are impressive.  Their turnover is low, their customer satisfaction (which they track daily through net promoter scores) is enviable, it’s harder to get a job there than it is to get in to Harvard, and they’ve successfully weathered being acquired by Amazon.  Here’s a memo the CEO sent to his colleagues last week at the one year anniversay of that acquisition.  (Note that he tweeted the public availability of this memo after posting it internally.)

You’ve seen all this before.  But here’s where the rubber meets the road.  Not only is the culture the foundation for their success, they’ve created a new company, Zappos Insights, to share their learnings, provide support, and create a community of culture focused leaders.  In other words, they’ve turned their successful culture into a profit center.

I attended a Zappos Insights Gold one-day event last month.  There were 13 of us in the group:  three leaders of a small tech firm that had just been purchased by a major telcom company; two leaders from a hip shoe business in New York City; a team of seven (including the Director) from the customer service division of a major cruise line; and me.  It was an illuminating day to say the least.  We got to talk to HR and recruiting folks, the pipeline (training) leader, managers from the Customer Loyalty Team (call center), with lots of time for interaction and Q&A.  We started, of course, with the tour of the headquarters and got to see the Zapponians at work in their natural habitat. 

I’ll be honest.  I was skeptical.  But I have to tell you the culture was palpable.  There was a positive energy in the place that I haven’t felt for some time.  With a 36 year old CEO and over 400 people in the call center, it wasn’t surprising that the average age felt like it was well under 30.  But to be fair, it felt good.  Really good. 

I had read Tony Hsieh’s new book, Delivering Happiness, before the event, so I was current on the Zappos history (which is so important that there’s a course on it in the pipeline (training) curriculum).  And I attended as a participant, but also as an observer of this phenomenon.  Gang, they’re doing great stuff.  The participants of that one day event came away with concrete information – right from the source – about how to select employees and treat customers to create a culture of success.  Adding membership to the experience keeps you in touch with others who are trying to achieve the same results and gives you a constant influx of interviews, how to’s, and other useful, practical information from the Zappos leadership team. 

So I don’t know about you, but I think there’s something to this.  Creating a culture that’s so strong it draws tourists and can be turned in to a profit center seems like a good thing to me.  What do you think?

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July 22, 2010 · 1:45 pm

New Job: Editor-at-Large

Most of you know that as of June 4th I’m a free agent.  I left my job at SHRM (Society for Human Resource Management) to move back to my home base in Las Vegas and to return to my career path of running organizations in the human capital space.  So I’m looking for a job.  My resume is completed, I’ve started networking and I’m having fun doing all the things you need to do to find that next career step. 

One of the things you do when you’re looking for a job is to find ways to increase your professional visibility.  Like writing a blog.  (And here we are.)  Like public speaking.  (See the HR Florida badge to the right of this column.)  Like being on boards.  (See the Smartbrief on Workforce badge at the top of the blog.)  The trick is to create visibility in ways that are compelling; to connect you with people you don’t know; and these days, to create a powerful social media trail.  And in all of them add value, grow your expertise and contribute to your chosen profession.

So I’m doubly pleased to announce that I’ve accepted the offer of SmartBrief on Workforce’s Mary Ellen Slayter to take on the role of Editor-at-Large for this emerging newsletter.  Mary Ellen is a gifted editor and has done a superb job of establishing what is quickly becoming a primary go-to source of daily HR information and best practice.  If you haven’t subscribed yet, I recommend that you do it today.  I’m grateful for the added professional visibility, but I’m honored and pleased to be able to contribute to the profession in this way. 

SmartBrief on Workforce is one in a very large family of newsletters.  There are Smartbriefs on Leadership, Social Media, Sustainability, Your Career – and more than 100 others focused on specific industries.  A great business model.

Besides SmartBrief on Workforce, I also subscribe to the Smartbriefs on Leadership and Social Media.  Informative reads every day and I’m always interested in the selection of sources for the articles and blog posts that appear.   The sources range from the traditional media like The New York Times, The Wall Street Journal, Advertising Age, and Inc. to blogs I’ve never heard of before – and everything in between.  I value learning about new sources as much as I value the daily information. 

Thanks, Mary Ellen, for inviting me to part of the SmartBrief team.  I look forward to working with you and the stellar team of experts you’ve lined up for the Advisory Board.

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July 16, 2010 · 4:26 pm

Will the earth be moving under our feet?

We scored great seats tomorrow night at the MGM Grand Garden Arena here in #VegasBaby to hear James Taylor and Carole King. 

And that’s gotten me thinking about this theory that I have that the music that you listened to in your high school and college years is your music for life.  It’s what was playing in your head during the most formative experiences in becoming who you are and it is sort of imprinted in your brain as your music.  And it’s the music that still moves you to tears or to dance.  It’s true for me.  There are James Taylor and Carole King songs that, when I hear them, transport me to a specific dorm room, a specific “dance in the gym,” or a particular heartbreak.

And, odd as it may be, that makes me think about CEOs and their expectations from HR.  I think that CEOs look to their current HR for what HR gave them in their first general management positions.  I think the HR they got then is their HR for life.  So, if in their first divisional GM role their HR support was compliance oriented, transaction focused and created more hurdles than solutions, then that’s what they expect from their HR now – and it’s hard to break out of that expectation set and learn to demand a new set of solutions. 

Think about it.  If true, then we should be feeling the earth move under our feet soon.  We should be seeing some great strides forward in the strategic role HR plays as the current generation of CEOs gives way to the next generation.  Because the next generation of CEOs worked in organizations where HR was led and is being led by some of the great HR leaders who operate strategically and are true solutions providers to the business.  I’m talking about the Libby Sartains, Dennis Donovans, Dennis Dowdells, and Rick Beyers of the world:  HR leaders who look, sound and act like business leaders.  They – and lots just like them – have trained a whole new generation of executives to look to HR for solutions to the most important business issues of the day.  And when those executives get to the CEO’s office HR had better be prepared to start swinging for the fences!  Because the expectations for business solutions from HR will be huge!

So… the music of our college years stays with us just as the HR of fledgling management years stays with business leaders.  Makes sense to me.

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July 7, 2010 · 2:36 pm

Picture Framer = Successful Mystery Writer?

While we took a few days off at our favorite relaxing place, Lake Tahoe, we visited an art fair in Stateline, Nevada.  One of the exhibitors was Todd Borg, a mystery writer who lives in and writes about the Lake Tahoe area.  I’m a big fan of mysteries:  it all started when I was little and read every single Nancy Drew book and then moved on to the Hardy Boys.  Some of my favorite protagonists are Spenser, Jack Reacher, Joanna Brady, Dismas Hardy, Peter and Rina Decker, Kate Shugak…  You get the drift. 

I have a new one to add to my list: Owen McKenna.  After reading the first book in a series of soon to be 7 Owen McKenna Tahoe Mysteries culminating in Tahoe Heat, being published next month, I’ve ordered the rest and can’t wait to read them.  (My only disappointment is that they’re not available in the Kindle edition.)  McKenna is a former San Francisco homicide inspector and art lover, with a ginormous Harlequin Great Dane named Spot as a sidekick.  Trust me:  it works.

My point in writing about Tahoe Deathfall today, besides recommending it as a great read , is that Todd’s story is a career change story – or, career progression story, which I found interesting. 

Todd was a picture framer for 27 years before publishing the first Owen McKenna book.  He is a native of Minnesota and moved to Tahoe 10 years ago.  He wrote on the side while he was framing pictures and art and began to write full time after moving to the lake. 

I’m thinking that the shift from picture framer to successful and award winning author is pretty engaging.  Both require close attention to detail; both need creativity and perspective; both require a vision and the craft to make implement the vision and both need the ability to focus for intense periods of time.  On the other hand, one needs manual dexterity and the other mental dexterity; one needs a workshop with tools and knives and the other needs an office with reference works and a computer/type writer (?); one needs an artistic sense of color and form and the other needs an artistic sense of plot, character and language.  Bottom line:  both are artistic and produce tangible outcomes that many can enjoy.

Todd has experienced both.  And by my assessment, his career transition was a work of art!  Todd’s website is here.  I encourage you to get the first book in the series, Tahoe Deathfall, from your local bookstore or from Todd himself. 

Lots of us dream of having another life.  A fantasy other life.  Some long to be successful authors or professional athletes; some dream of being the next Lady Gaga or Harry Connick, Jr.  My dream, for example, is to be a star of broadway musicals, like Patti LuPone or Sutton Foster.  Todd made his fantasy other life come true.  I applaud and respect him for that.

And as HR leaders we might think about the value of engaging the other lives of our employees.  What would be the impact on our businesses if the majority of our colleagues were living some part of their other lives as part of their job responsibilities in our organizations?  I wonder…

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