The Perfect Fit | 3/14 | The Perfect Fit

The Power of a Powerful Message

What message are you conveying as you interact with others in your daily life? Does it support your vision and purpose? Or does it work against it?

Like it or not, you are a walking billboard for yourself and people make judgements based on what you transmit. The good news: you get to design and manage your message.

I’ve written a guest blog on this topic. Click here for link.

Working Late Dallas is a new networking group for accomplished professional women founded by the dynamic duo of Helen Molloy of J.P. Morgan Securities and Jane Fergason, partner, Gardere Wynne Sewell. Their sessions are lively and interactive — featuring women from a cross-section of business and stages-of-life. Invigorating!

Helen and I met at a meeting of Texas Wall Street Women where I beta-tested content for the Changeometer TM — my framework for strategic decisionmaking.

Interested in attending a future session of Working Late? Click here to request an invitation.

July 3, 2012 by Nancy Keene

The Happiness Advantage

It’s official. There are metrics to prove the benefits of happy people in the workplace.

In a time of economic angst and overworked work forces, Harvard researcher Shawn Achor sells a well-documented strategy that links personal happiness with business success. He has presented to the SMU Human Resources Roundtable.

Achor teaches that we can train the brain for a higher level of happiness just as we can train the body for exercise. We may not be able to change the environment, but we can change the lens through which we view the world.

Unhappy: You have a toxic co-worker.

Happy brain response: “I’m so glad I don’t live that way.”

Scientists focus on post traumatic stress after a crisis, but Achor proves that there is an equally important dynamic of post traumatic growth. Think of your biggest achievements in life. There is a likelihood they were preceded by a disappointment or phase of difficulty.

Some highlights from Achor’s presentation:

People work for intrinsic motivation. Don’t let the culture kill it.
Everyone has a band of potential. Happy people operate at the top level. Avoid reverse-motivating them to the bottom.
Happiness improves the success rate. A happy brain releases dopamine, which turns on learning sensors. Think of the myriad of song lyrics you can remember verbatim from the happy time of youth.
Unhappiness/stress causes mistakes. Think BP oil disaster.
Large, auspicious goals are destined for failure. Pick small, winnable ones.
Focus on the Zorro Circle, a small, definable space. Give the brain a victory feast.

The easiest way to shift the momentum of misery is to focus on gratitude. “You can’t be depressed and grateful at the same time,” says Achor. Here are some positive, immediately do-able steps:

Personal Initiative. Take 2 minutes every morning. Write down 3 specific new things that you are grateful for. Pick items from the previous day. In 21 days you will have a robust inventory of 63 unique blessings that shine out against a negative backdrop, no matter how bleak. Keep up the habit and imagine what you will have over the course of a year!

Business Initiative. Begin each meeting and conference call with 2 minutes of praise and recognition. Get everyone’s happy brain buzzing to solve the challenges at hand. If you’re not the session leader, suggest it ahead of time.

Social Script. Leverage a positive peer structure. Send emails to compliment or congratulate colleagues. Do it in person. You will build a brand of charisma, which Achor defines as the ability to shape the social script. In a confrontational situation: “Before we start, tell me what’s right about….”

The goal is to get the brain to believe you can be successful, according to Achor, and to build a “cascade of success.” Information does not cause transformation. It’s all about action.

He has the statistical proof that:

Happiness is a choice.
Happiness spreads.
Happiness is a work ethic.
Happiness is an advantage.

It’s about moving toward the potential, not just achieving it. I love it. Every step a celebration.

For more, see Shawn’s website: http://goodthinkinc.com/

June 28, 2012 by Nancy Keene

Always Do a Background Check

Period. Always. No exceptions.

When an executive carries the baggage of resume deception or any mis-representation of credentials, it upheaves and corrodes the organization. Note this recap of a hoo-hah, as reported by James Stewart in the New York Times.

Scott Thompson, a new CEO recruited to Yahoo from PayPal, put forth inaccurate information about his educational credentials, claiming a degree in both accounting and computer science. It has now been verified that he only holds a degree in accounting, which does not provide the valued street cred in engineering-centric Silicon Valley.

The taint spread quickly, oozing throughout the corridors of the company, making its way to the boardroom and outside advisors — giving the upper hand to a dissident shareholder.

Here’s the casualty count:

Thompson is out.
The company must now recruit its fifth CEO in a five year period.
Embarrassing flip factor – Thompson’s tenure was only four months.
Scrutiny spread to the executive search firm Heidrick & Struggles, which slapped back the accusation of credential mix up as “…verifiably not true.”
Three of the board’s seats have now been won by the activist shareholder.
Toting up all board resignations, eight of Yahoo’s 11 directors will have joined the board this year.

If this level of damage can be inflicted inside a $5 billion company in the sophisticated playing field of Silicon Valley, imagine the impact in smaller-sized businesses or non-profits.

Some governance ground rules:

If you are the hiring decisionmaker — or a CEO or board member involved in approving a new hire – you must always ask the question and always insist that a background check be conducted on key hires.
It is the company’s job to expedite the background check, not the recruitment firm.
Background checks can be extensive and expensive. Tell HR what you want — or engage a firm yourself.
Read the findings.
There is no upside in giving someone a pass.
Always include a caveat in the offer letter or employment contract, i.e., contingent upon successful completion of a background check.
When you interview candidates, look them in the eye and tell them the process will involve an in-depth background check.
Watch for the reaction….you might hear an interesting story or two.
Ask detailed questions. If there are discrepancies between the responses and the resume, move on to the next candidate.
A lie is a lie is a lie.

June 19, 2012 by Nancy Keene

Don’t Wait Till Graduation — Your Life Starts Now!

Here is some summer career advice for the students in your family.

It’s no secret that we’re in a tough economy and that trend is likely to continue. Thus, getting work-ready is an important priority. Get an edge on the competition and start now to build experience to showcase on a resume. If you wait until you’re actually looking for that first big job, it might be too late.

The good news is that companies will be needing smart, savvy new entrants. We’ve been through two no-hiring phases in the last ten years, so there are big gaps in the talent pipeline. The aging BabyBoomers will ultimately retire or be replaced.
But it’s C-O-M-P-E-T-I-T-I-V-E out there.

Q. What do hiring decisionmakers like to see?
A. Passion, perseverence, leadership, pursuit of excellence.

Q. I don’t know what I want to do after graduation.
A. That’s OK. Why not use the time now to see what’s out there? Snoop around. Try on a summer job and see what it’s like in a particular company or industry. Use the process of elimination to find out what you definitely DON’T want to do. That’s a step forward.

Q. No one is hiring.
A. Volunteer at a non-profit. Every position inside the organization — from marketing to accounting, IT and fundraising – could use an extra dose of help and brainpower. This will look great on a resume and you can make some excellent contacts.

Q. I can get hourly work in retail or a restaurant, but I’m not interested in pursuing that field.
A. If you need $$ and this is what’s available, go for it. See if you can get continuing work in one specific company over a period of time. Summer job, holiday work. Demonstrate work ethic and longevity. Build relationships with customers, who may be able to help you in the future.

Q. I’ve been a camp counselor every summer. How will that help my future career?
A. Winning the slot year after year is a good thing. Shows you are well-regarded, reliable. Also indicates you can deal with the unexpected and all kinds of people issues. Homesick kids. Demanding parents, etc.

Q. What about an international program or mission initiative?
A. Definitely a good addition to your portfolio!

Q. I love music and I’m in a band.
A. Practice makes perfect. Keep it up! Maybe even keep track of hours/gigs/revenue. Add a quantitative
twist to a future resume. Track customer/venue names. You’re building a network for the future!

Q. I’m into writing…cooking…Superheroes…vampires…
A. Then turn your avocation into a potential vocation. Write a blog. Share your knowledge, passion with others. Become a young, up-and-coming thought leader.

Q. Will I need an internship?
A. YES. YES. YES. This is the primary hiring pool for future positions. Begin laying the groundwork now.

Q. I don’t want to work in someone else’s company. I want to have my own business.
A. Excellent! Then start now. Or preview the entrepreneurial life by working for another business owner/founder.

Make the most of this valuable time in your life. Have a great summer. Be a sponge. Listen and learn. Find out about people’s lives. Collect cards and contact information. Oh…and don’t do anything stupid/crazy/unretractable on-line. Honor your personal brand!!! :)

June 16, 2012 by Nancy Keene

Legendary

If you ever have a chance to work with an industry legend, don’t think twice. Jump in and grab the opportunity. It will propel your career and you’ll have the ride of your life. In fact, it’s smart targeting — so why not start now on a campaign to identify a new boss, client or strategic partner?

Legends generally generate headlines, as they are game-changers, inventors and innovators who loathe the status quo. You will find them profiled in national and international business media — or industry-specific trade publications and websites. They deliver solutions, entertainment, time-savers or a competitive edge.

Legends don’t have to be household names. They also populate the inner workings of many organizations and professional service firms. They are the rainmakers and pioneers who identify promising new markets, product offerings and get there first. They are the heir apparents, chomping at the bit to succeed the incumbent leadership.

What characteristics define a legend? They can be studies in contrast and contradiction:

Change Agents. They are game for something new and usually get the ball rolling.
Stay-the-Course. But once they aim for a target, they are tenacious in sticking with the path to progress and achieving the goal.
Big Picture. Legends are excellent conceptualizers. When they get a whiff of a good idea to support the business, they jump on it. What a delight! They click in to the end result, just as you are setting up the premise in the pitch. They can visualize the gist of a product, promotion or campaign that you have strategized.
Detail-oriented. But you better be ready to show that you have thought out the concept when they drill down with specific questions — as they surely will — just to be sure you’ve been thorough.
But No Micromanaging. Hooray! They are crystal clear with the target and task at hand. But they selected you to chart the course of action and execute the plan. You are in charge of design and delivery.
Not Cheap. Legends know that you can’t nickle-and-dime your way to success. (…except for Sam Walton, who built a business model on the concept!) They are not spendthrifts. They expect a high return on investment. But they know you have to pay to play and they play to win.
High Level of Charm. They are typically a reporter’s dream. Full of personality, war stories and sound bites. They can expound on a variety of topics. They are interested in you and other achievers. People are drawn to Legends and love to bask in the glow of their brilliant light.
But not a Neutral Personality. Many feel threatened by the breakthrough bravado of a Legend. They often have a retinue of detractors — competitors or former colleagues who might be just a bit envious of their decisions and success. Or maybe someone who got in the way of what they wanted.
Warning: Can be Volatile! In high stakes business dealings, Legends can be legendarily explosive. The first outburst can be intimidating. But stand your ground, defend what you know is right and you will gain their respect. (Note: If they expect yes/grovel/yes at every turn, they’re not Legends.)
Decisive. No teeter-tottering here. They listen to the proposition and move forward to a resolution.
But Won’t Be Pressured. They like to decide on their own terms. As one client said, “I won’t move on a deal if I’m not ready. There’s always another one around the corner.”
Big Work Ethic. Legends are highly demanding — of themselves, as well as others. They will never ask you to work harder than they do. But be aware they are typically 24/7 operators.
Appreciative of Good Work. Some Legends are short on gushy praise. If you stay in the inner circle, you know you’re doing the job they expect. Some will thank you graciously for your time and effort — even though they’re paying for the privilege. No matter, when you are challenged to the max and delivering top output, it is a confidence-booster to be in service to a Legend.
Open Communicator. They share pertinent information on a real time basis. When you need input or a decision, they are available in a quick and timely fashion. No delayed responders here.
A-Player Alumni. Legends are outstanding talent pickers. They surround themselves with strong, savvy people. If you are fortunate to be one of them, you will have an excellent network of other “kitchen cabinet” habitues for life. Look at the CEOs and top managers spawned by the Jack Welch talent network at General Electric.
Legends are Loyal. If you are worthy and deliver, you will likely have follow-on opportunities to serve. You will be part of the overall career ascent. Or, in the case of serial entrepreneurs, you will be invited to suit up for another start-up.

You have to love the bravado and bravery of these innovators who break the rules, re-write the playbook and often change the way people live and work.

Go find one for yourself! Or become one….

June 1, 2012 by Nancy Keene

NextGen CEOs — A New Breed of Leadership

Here is an update of a guest column written for an executive search newsletter. It’s based on my experience recruiting top early career stage talent. Enjoy!

Despite a cloud of economic uncertainty, companies are hiring with an eye to the future. They are seeking the CEOs of tomorrow. Though entry-level hiring for new graduates is still lukewarm, there is the undercurrent of a talent grab in the elite category of high-pedigree, early-stage career stars — those with a strong foundation of experience, combined with excellence and the with the potential to catapault to top leadership roles.

When companies look into their talent pipelines, there are massive demographic gaps, due to two economic downturns of historical proportion. The in-flow of new talent came to a halt after the dot-com crash of 2000-2002 and again after the meltdown of financial markets in 2008. Spending for training and leadership development also dried up. As a result, there is a dearth of qualified internal talent for expansion roles and succession planning.

Thus, when companies go to market for fresh talent, they are typically not seeking aging BabyBoomers, as it is likely they already have a sufficient population of highly-experienced, long-tenured team members in their ranks, many poised to retire or shift into a different work/life mix that might include consulting rather than traditional full-time employment.

For business continuity purposes, there is a focus on what I call “precision” hiring for early-to-mid career stage, high-potentials who have achieved very specific levels of industry and functional experience.

What are the characteristics of those candidates most likely to rise to the top?

Track Record of Personal Excellence. With fewer years of work experience to evaluate, companies place a high value on personal characteristics, academics and even youth activities. What impresses? Good study habits. 4.0 GPAs. Teenage entrepreneurship. College leadership roles.
Athletic Achievements. Coincidentally, the top stratosphere of the “MBA Draft” is heavily populated by sports standouts. Many of those boardroom bound are All-Americans, national high school titlists, college team captains or triathlon competitors.
Navigational Skills. Many NextGens graduated in the depths of a downturn, but did not let that deter their success. One MBA candidate foresaw the absence of on-campus recruiting and jump-started his job search by foregoing an internship in favor of summer school, thereby accelerating his graduation date. He strategized and won a lucrative slot well before his classmates hit the streets.
Passion. The MBA stars have a strong sense of their core competencies and how that contributes to enterprise success: Accounting, as the language of business; Valuations, as the core of decisionmaking. Dealmaking. Project management. Relationship-building. Love of a specific industry.
High Work Ethic. Self-made achievers always win the attention of hiring decisionmakers. Many high-output candidates multi-tasked full-time jobs with a full-time class schedule and campus activities. And many from difficult childhood backgrounds sought mentorship and methods to bootstrap themselves into promising college and career programs.
Generosity, not Greed. This is a generation that shares, rather than hoards, information. They will tell their friends about a desirable career opportunity, even when they themselves seek a slot in the candidate pool. I have seen an admirable focus on success of the team, rather than individual wins at any cost.
Willing to Sacrifice. NextGens are willing to backtrack and make trade-offs. To accommodate a spouse in medical school. To be close to family in times of illness. To gain experience where they perceive a weakness in their game. They are flexible and seek such options in career planning.
The “Internationalists.” With the increase in off-shoring and growth through M&A;, many companies now have a dominant global profile – but an employee base with domestic-only expertise. Fortunately, there is an up-and-coming population with global experience and a strong desire for international assignments. It’s a diverse group that includes those who grew up in the diplomatic core, former high school foreign exchange students, children of immigrants and expatriates, those who study abroad and others.

Some questions for employers to consider: What is your MBA port of entry? How are you attracting top engineers and designers? What is the career growth path? How do you integrate top, fresh talent without causing a mutiny among the current team? Do you have the level of role that will attract a NextGen CEO? Or will a lower velocity player be a better fit?

May 20, 2012 by Nancy Keene

Mad Men: Then and Now

In a single phrase in his inauguration speech, President John F. Kennedy foretold the massive culture rifts and shifts that would shatter the status quo and ring in an era that unfolds oh so glamorously in the TV show Mad Men.

“Let the word go forth from this time and place, to friend and foe alike, that the torch has been passed to a new generation of Americans.”

Young Turks to Old Guard: “Watch out. We’re in charge now.”

Women also played a role. Jackie Kennedy re-defined the role of First Lady. She didn’t look or dress like her predecessors or global counterparts. She brought style, sizzle and an air of celebrity to the White House. She set her own agenda. Requests she found boring were waved off with a PBO — polite brush-off. Like Betty and Don Draper, there was a dark side to the storybook marriage. But Jackie found ways to assert her will.

The little ripple of defiance trickled into the corporate world. We see the dynamics of change as Mad Men chronicles the malaise and mores of the time. Women in the workplace were breaking barriers.

Here’s an interesting Then & Now assignment. Select one or any of the following:

1. Quickly undertake a catch-up of unseen Mad Men episodes. Lavish in the return of the series with the premiere of Season 5 on Sunday, March 25.

2. Imagine Don Draper having a savvy and talented female counterpart – real-life agency VP and creative director Jane Maas. Read her frank and very funny chronicle of career pursuits, work/life balance (or lack thereof) in Mad Women:” The Other Side of Life on Madison Avenue in the ’60s and and Beyond.

3. Live vicariously through the most successful and iconic ad woman of her time. The brilliant and beautiful Mary Wells Lawrence, who broke the glass ceiling as first female CEO of an NYSE public company. Her book: A Big Life in Advertising. For those of us coming up in the ad/PR world, Mary represented the gold standard in female business leadership. She still influences via www.wowowow.com.

4. Don’t miss the Newsweek nostalgia issue and cover piece written by venerable political commentator Eleanor Clift, who began her career as Mad Men copywriter Peggy Olsen did — as a secretary, the de rigueur port-of-entry for many in the day.

5. Re-visit the ad campaign for Virginia Slims, the first cigarette for women. Tagline: You’ve come a long way, baby!

Flash forward to the future. Have we really???

You decide.

March 19, 2012 by Nancy Keene

Women Making a Difference

Here is an excellent piece in the Huffington Post on the myriad of women-led initiatives in business, entrepreneurism and finance: The New Girls Network: Building A Bigger Pie For High-Growth Women-Led Companies.

Happy and proud that our own Texas Women Ventures is mentioned in the opening paragraphs.

Pick a path. There are many ways to make a difference — encouraging and enabling innovators who create jobs, improve families and deliver favorable economic impact in our communities.

Kudos to Joshua Henderson, director of programming at Springboard Enterprises, for the impressive round-up.

February 28, 2012 by Nancy Keene

Wisdom from Wallis — Duchess of Windsor

She upended an empire when King Edward VIII abdicated the British throne to marry her. Madonna has just premiered a movie — W./E. — about her life with the subsequently titled Duke of Windsor. She wasn’t movie star gorgeous…but was a style icon anointed in the International Best-Dressed Hall of Fame.

So….what kind of va-va-voom did Wallis Warfield Simpson have going for her? It’s still a controversial and gossipy subject for debate.

What’s certain is that she had some very effective managerial and leadership skills. She was famous for her sense of style and hospitality. Her housekeeping skills were par excellence.

She was a style mentor to Winston Churchill’s daughter-in-law who later became U.S. Ambassador to France, Pamela Digby Churchill Hayward Harriman.

Here’s a key tenet — the underpinning of the Duchess of Windsor’s managerial success — something we can all follow in personal/professional/community endeavors.

In running a spectacular operation, you don’t have to do the cooking yourself, she told Harriman, but you must understand the process. In other words…as per Christopher Ogden’s Life of the Party:

“You can’t say to a cook no matter how much you are paying him, that you don’t like something. You must be able to say, ‘I want it done this way.’”

Be informed about what you are overseeing. Give specific input. Then let the experts deliver what you want.

Granted, the shrill and scandalous divorcee from Baltimore is not an obvious “best practices” leadership icon. But keep this in mind. She got a King to follow her.
.

January 25, 2012 by Nancy Keene

The Reality of Job Postings

If you are a jobhunter focused on internet job postings, you might be feeling frustrated by the lack of “deal flow” — i.e., responses, interviews, offers. Here’s why. Scope this infographic from The Wall Street Journal in a story today on Your Resume vs. Oblivion.

Thus, when outplacement firms and campus career office expound the gospel of personal relationships and networking as a means to finding a new opportunity, it is a message to heed! Get in there and sell yourself to a company before a position is formalized and posted to the world!

In a down market, the glut of resumes submitted for jobs posted accelerates. It doesn’t mean that all applicants are 100% qualified for the job. But it means the selection process becomes cumbersome. And, with automation as a solution on the hiring side, the process also becomes less personal.

Large companies with significant talent needs at the non-executive level have built hiring machines that rival military invasions. They have invested millions in systems that rely on sorting and key word searches. They have leverage in negotiating for better pricing to post jobs in various on-line venues and spider consolidaters, not to mention their own websites.

Entrepreneurs and middle market companies have a greater challenge when going to market for talent. They typically have no dedicated HR resource with up-to-date hiring savvy and budgetary prowess. It is not cost-effective to do so when you are hiring in fewer numbers.

Yet a wrong hire in a smaller company has a bigger impact. The downturn has a double-edge impact. Just because there is an abundance of talent doesn’t mean that it’s easy to find The Perfect Fit.

Front-end targeting, planning and messaging will dramatically and favorably influence the result — whether the hiring decisionmaker uses a search firm or takes the do-it-yourself path.

Who can help smaller enterprises navigate? Watch for a new breed of expert: The Talent Concierge.

Kind of a middlewareservice offering. Less investment/commitment than a full premium-priced retained search. Empowering improved results from lower-cost contingency firms who operate on speed and volume — by providing specific input/criteria/messaging that is customized for you. Or enabling low-cost/no-cost do-it-yourself, with a spin of strategy and savvy.

January 24, 2012 by Nancy Keene