“A lot of our job candidates are from out of town, and we’ll pick them up from the airport in a Zappos shuttle, give them a tour, and then they’ll spend the rest of the day interviewing,” Tony Hsieh says. “At the end of the day of interviews, the recruiter will circle back to the shuttle driver and ask how he or she was treated. It doesn't matter how well the day of interviews went; if our shuttle driver wasn't treated well, then we won’t hire that person.”
"There’s never an excuse for being impolite or rude to somebody just because they drive a shuttle."
Can I get an “Amen?”
I read this quote from an interview on Business Insider
and this set the framework for my day. As I drove into work that morning, I could not help but think of a former CEO who was the model for me for what leadership was about.
How a leader can set a tone for everyone
Everyone knew her as Sharon, from the mailroom to the boardroom. If you wanted to find her early in the morning, she would be ...
Last week I was a guest blogger over at CEO.com.
So what happens if I create strategy and ‘ignore’ the talent side since we have never paired the two together?”
As a senior faculty member for the Human Capital Institute
, I was leading a two-day strategic workforce planning session in Aduja, Africa when that question was posed to me. I stopped in my tracks and tried to take my facilitator hat off while putting my consultant hat on.
I thought, “How could you not?” If the CEO and her team are developing their strategic plan, this process cannot be complete unless the talent implications are reviewed. I like to think of it as shining your strategy through the prism of talent. It is meaningless to conduct or create a strategic initiative if your talent configuration is not there. If your plans are to move your organization to the proverbial “next level,” your chance of being successful is hampered because the consideration of the organizational capabilities is not within the equation.
Today, as business leaders are struggling to get their organizations back on track, the organizational leverage ...
I love quotes, but sometimes one comes across that you have not heard of and it is all too powerful. My interpretation is even someone without much talent or ability is considered special by those with no talent or ability at all.
I had a conversation a few weeks back from a young professional that I mentor. On her LinkedIn page, she listed herself as a “PR expert.” Two years into her career and she was already an expert
. How did that happen?
Well it happens a lot. All over the Internet, I am amazed by all the experts, gurus and ninjas. It is great that we have so many experts in the land of the blind. My question is, where do we go to get certified as an expert
So finally I asked her: who anointed you an expert
? She could not accurately respond and she knew she had to remove it from her LinkedIn profile.
So,that made me the expert police. If that was my real job, I would be working 24/7 because the Internet is infested with experts in the land of the blind.
Self-branding: Be careful
I have a big problem with this anointing thing. I’m always troubled when I see people who self-brand themselves as ...
I have a “few projects” that I am working on to get back into corporate. When I responded by asking them to give me an overview, that was when the picture became unclear.
Then the stumbling started and in the end there was a mishmash of ”give this one a call,” “follow-up this with a meeting,” ” reach out to …” This was not a strategic-driven approach.
When I opened the email, it was a short note [one large paragraph] and a resume. This was in response to someone reaching out to me for assistance to help make an introduction for my business trip to Nigeria
To say I was underwhelmed is an understatement.
What would be your approach?
Both the people who reached out were senior level — a C-Level leader and an Executive Vice President. I was shocked. What I conveyed to each of them is what if I were interviewing you? Would you be impressed in the delivery that you just gave?
Although it was simply a phone call to a friend, every discussion should always be on point. I could almost see their head down in affirmation to my statement.
Yes, the threshold is higher. If you are a senior level executive and looking to either get back in ...
“When you follow your passion, success will follow you.”
When I heard that statement, I looked up at the TV. Not really being a TV person, I normally leave it on for background noise.
As I gazed at the TV, I could not let that slogan go. The name of the company did not register but the phrase that they are using as their tag line did.
There has been a lot of chatter about finding your passion in life. As I talk to young people, it seems that everyone is on the hunt for something — whether it is a job or a career. Yes, people are looking and searching for that hidden treasure called passion.
I believe in this statement because as the saying goes, choose a job you love and you will never have to work a day in your life. I do not know who that quote is attributable to, but I do know that it is true.
Problem is, people are in search of it. They spend so much of their time thinking and trying to figure out what passion is.
You won’t find it by brainstorming
It makes me recall people sitting around in a brainstorming meeting. Ask anyone where they get their ideas or thoughts to coalesce and you will get a variety of answers — but none of them will be ...
How much is it costing?
“We just spent over $5,000 for a half-hour meeting,” one of the senior executives said. The meeting was to decide the scheduled lunch hour, and this was the second meeting.
As I heard this, I could almost see an old-fashioned time clock at the conference room door that punched time in and time out. Taking that a step further, we could envision, at the end of the “month,” the exact cost for each one of these important meetings
. It would be a sobering report if all of our meeting hours were calculated as such.
How much is it costing?
What if every meeting objective could be measured by the cost of the process? That number would be sobering, to say the least.
Meetings are the bane
of corporate existence. Whether it is a conference call or a physical meeting, these are part of our process of doing business, and for the most part, they are not going away.
If it is a conference call, it is palatable (at least) because we can mute our lives away, continue our work, or scan the Internet. Yes, we have been there and done that.
This is a repost of an article by Howard Mavity, Partner at Fisher & Phillips Law Firm
. He is the Workplace Safety/Catastrophic Management Chair. This post was in reference to a recent post on the Cost and efficiency of meeting.
Meetings are the bane of corporate existence. Whether it is a conference call or a physical meeting, these are part of our process of doing business, and for the most part they are not going away.
Thomas goes on to conclude:
Let’s face it – Most meetings are a drain and a waste of time. How many times have we sat there and realized that the meeting had turned into something else, and the discussion is like talking to an aged uncle where it starts in one direction and ends someplace else.
Mr. Thomas then cements his status as a management ...
This is a re-post from an in-depth interview on crisis management. The white paper titled: How to prepare your organization for challenging times by Modern Survey. Looking for more ideas on preparing your staff for a crisis? To read the full report on Crisis Leadership
click on the link.
While business leaders don’t like to think about it, the list of crises that can hit a company is almost endless.
Ronald Thomas was vice president of HR/organizational development for Martha Stewart Living Omnimedia when Martha Stewart was indicted on charges including securities fraud and obstruction of justice in 2003.
“Bad behavior in the executive suite. Bad products. Horrible responses to situations. Corporate behavior gone wild. The list goes on and on,” Thomas says.
That list of possible catastrophes includes outside crises — such as a major weather event or a terrorist attack — and planned, expected crises, such as a leadership transition. And the question shouldn't be “what should we do if something happens?” Instead, company leaders should really be saying “Let’s make a plan for when ...
“I want to buy a flip phone; I do not want one of those new phones. I do not text because it gives you carpel tunnel syndrome. I can’t be bothered to use that GPS system [even though he gets lost every day]. I do not do online banking.”
One of the main competencies that any company today should look for in any new employee is inquisitiveness. If you are looking to build a stable of expat-eligible employees, do yourself a favor and move inquisitive to the top of the list.
As I talk to executives across the globe, I have zeroed in on that and, like a pit bull, I will not let it go.
The drive to figure things out
We all have a certain elasticity
to change. Some people have the bandwidth to be able to plop down anywhere, while others are like an aged rubber band — there is no elasticity left (if there ever was any).
Those quotes listed above have nothing to do with technology. They have all to do with just being inquisitive enough to try and figure things out.
My daughter told me one Sunday morning, “Let him sit there all day [Christmas Day] because you know he will not leave it until he has figured it out.” I had just been given my first iPod and I ...
“How long were you in the job? Twenty-nine years was the reply.”
Things were good; he was at the top of his game. Headhunters were always calling with opportunities, and he would politely decline. He usually said something about “not being really interested,” and that “things are good here.”
And then, that day came along that we all have seen — he was “ambushed” and he was out. He took a package, as they say.
“We were brainstorming ways to expand my brand and she suggested that I connect with you.”
That statement was from a CLO at a major company looking to expand beyond the corporate role and create a brand around her. She was at the top within her organization and had unfettered access to senior leadership. However, she was eager to become known outside of the organizational cocoon.
Two calls from opposite ends of the spectrum
That was my day — two conversations that were 180 degrees apart.
The weekends here in Saudi Arabia
are Friday and Saturday, so I have dedicated Fridays as my way to give back to HR. From 9 am EST to about 1 pm, I’m calling, following up, listening, and giving directions and suggestions where needed.
Mostly I ...