Finding the Ready, Fire, Aim Folks

From the March 30, 2014 New York Times and the Corner Office column by Adam Bryant and his interview with Tom Erickson, chief executive of Acquia, an open-source software company 

How do you hire?

I ask the person to tell me what they want to do, and what inspires them. When they have free time, what do they choose to do? How do they work with others in difficult situations? If you’ve had to fire people, how did you do that? How do they think about leadership, and how do they think that’s sustained?

In a fast-growth company like ours, you may come in with only one or two people reporting to you, even though you had 500 or 800 reporting to you in previous jobs. How are you going to deal with that? Your leadership skills and ability to influence people are much more important than your need to have direct lines of authority.

I also use a lot of behavioral interviewing techniques. I do believe that what people did previously is likely to be what they’ll do in the future.

What else do you look for?

One thing I preach a lot about is the importance of “ready, fire, aim.” There are people in the world who are ready-aim-fire types. If I sense from an interview that they are a ready-aim-fire person, I’ll tell them: “I don’t think this is the right place for you. You need to be in a place where precision matters and the ability to get the right answer will be valued. Because those won’t be valued here.”

How do you figure that out?

If it’s a college student, I’ll listen to the way they talk about their studies. How meticulous do they feel they need to be? If they’ve had other jobs, you can get a sense of where they were comfortable and where they weren’t comfortable. Some people are just very set in their ways.

I’m looking for people who are going to jump in and own their work, who are going to risk something, and risk failing. So you can ask questions about how often someone’s failed or how comfortable they are about failure. Then you decide, “Is this going to be a ready-aim-fire person or a ready-fire-aim person?” Because if you don’t accept failure from an emotional perspective, then you’d be a bad fit for us.

Looking for Fire in the Belly

From the March 23, 2014 New York Times and the Corner Office column by Adam Bryant and his interview with Don Knauss, chief executive of the Clorox Company.

What did you learn in the Marines about leadership?

I’ll tell you a story. I was stationed on Oahu. The first day I was actually in a line unit — after 15 months of school and training — was on Hawaii, the Big Island. There’s a big Army base there where artillery units train and shoot live rounds. They helicoptered me over and I took a jeep to join 120 Marines in this artillery battery. They’d been out in the field for several weeks, and the commanding officer had ordered hot food from the base camp because they’d been eating C rations [canned food] for several days.

I had been up since 5 in the morning, and I was pretty hungry. I started walking over to get in front of the line, and this gunnery sergeant grabbed my shoulder and turned me around. He said: “Lieutenant, in the field the men always eat first. You can have some if there’s any left.” I said, “O.K., I get it.”

 That was the whole Marine Corps approach — it’s all about your people; it’s not about you. And if you’re going to lead these people, you’d better demonstrate that you care more about them than you care about yourself.  I’ve never forgotten that, and that shaped my whole approach to leadership from then on. 

When you got out of the Marines, did you know what you wanted to do?

I learned in the Marine Corps that I really liked strategy. Every operation in the military is based on a five-paragraph order, and the acronym is Smeac — situation, mission, execution, administration and communication. It’s a very logical flow.

I decided to get into brand management, and Procter & Gamble was a great training ground, and they hired a lot of junior military officers. Procter was more of a written than verbal culture, and business initiatives were structured through short memos. It was almost an exact parallel of the five-paragraph order. I said, “I could fit into that culture.”

What were some other leadership lessons?

One thing I learned very quickly was that there’s a head part and a heart part. The head part was, how are you going to focus the organization? And it had better be simple, and it probably should not be more than three things. You’ve got to communicate it about 100 times and align your incentive structure to it. It’s about distilling the complex to the simple, and I’ve seen leaders fail because they do the reverse, by trying to make things into some intellectual exercise. Whatever business you’re in, there are fundamentals, just like blocking and tackling in football. It always comes back to the fundamentals. You cannot let yourself get bored with the fundamentals.

On the heart side, the lesson is that it’s all about your people. If you’re going to engage the best and the brightest and retain them, they’d better think that you care more about them than you care about yourself. They’re not about making you look good.  You’re about making them successful. If you really believe that and act on that, it gains you credibility and trust. You can run an organization based on fear for a short time. But trust is a much more powerful, long-term and sustainable way to drive an organization.

The other thing I’ve learned is that you’ve got to assume the best intent of people, and that they’re really trying to do a good job. I’ve seen organizations that are based more on fear than trust because senior management really thinks people are trying to get one over on them, that they’re just punching a clock. People really are trying to do a good job, and they want to be proud of where they work. Understanding that helped make me a bit more patient.

How do you hire?

First and foremost, I’m looking for fire in the belly. I’m looking for passion. I’m looking for energy. Is the person going to take a leading role and have an impact on the business? I will take passion over pedigree any day of the week. Second,  are they smart?  Can they think analytically, creatively and strategically? If you don’t have the intellectual horsepower, it’s going to be hard for people to follow you.  

Third, is there any pattern in the person’s career that shows they can develop people?  Did people move up through an organization because they were mentored by this person?  A fourth thing is, can they communicate? Can you imagine this person on a stage, inspiring a large group? Do they have an easy, informal manner? Or are they too formal, too focused on hierarchy? That doesn’t work. Formality slows things down in companies. Informality speeds things up. It is much more powerful to use authority than power.

One of the things I’ve learned is that as you move up in an organization, you’re given more power. The less you use the power you’ve been given, the more authority people give you, because they think: “You know what? This guy’s O.K.” Persuading people to do things — come along with me because we’re going in the right direction — is much more powerful over time. 

The last thing I look for is the values of the person. Do they tell the truth, but do they also stand up for what they think is right in the company?  It starts with integrity, which is really the grease of commerce. You get things done much more quickly when people trust you. 

 

 

 

Find the Voids and Fill Them

From the March 2, 2014 New York Times and the Corner Office column by Adam Bryant and his interview with Sheila Talton, chief executive of Gray Matter Analytics, a consulting firm for financial services and health care.

How do you hire?

There are certain people who love change, and some who don’t do well with change. And change is part of being in technology. One of the things I’ve learned in selecting people is to discern who will thrive on change and then put them in roles where the waters are going to be choppy.

One question I ask is, “Tell me about a situation, either with one of your former bosses or perhaps with a client, where it was really difficult and the outcome was not good.” What I listen for is how much ownership and responsibility they showed in trying to steer through the choppy waters. If they show leadership, that says to me that they welcome change. Another question I ask is, “Tell me about your successes and how you accomplished them.” I listen for words like “we” and “us.” If I hear a lot of “I’s,” that tells me a lot about their ability to collaborate.

I’m really looking for transformational leadership — leaders who actually drive transformation rather than just reacting to it. In the technology world, there’s a number of very successful, large corporations that are now finding themselves having to react to transformational change. Some of that is just because you get to a certain size, and it’s just so difficult to turn the ship as quickly as you need to. That’s why you have most of the innovation coming out of smaller, more nimble companies.

What advice do you give to graduating college students?

One of the things I say to them is: “Find the voids and fill them. There’s no shortage of things that are not getting done. In large organizations and small ones, there are always voids. Go fill them.”

Other mentoring advice?

One thing I’ve done a lot over the years is to push my stars out. I’ve had a number of people who worked for me who were really good at what they did. And many times, when I would be sitting in meetings with my peers and they’d say, “I’ve got to hire somebody to do this,” I often would offer up some of my people for them to interview.

Many of them would ask me why, and there are a few reasons. It’s very important that my team know that I’m invested in their career. Second, it’s the right thing for the organization. Third, it gives me influence in that other part of the organization.

But a lot of managers want to hold on to their stars because they help them look good.

Well, eventually you’re going to lose them anyway. You may as well be proactive, because people don’t forget that. Then, if you need anything in that part of the organization where they’re now working, they will help you.

But you’re right. Many managers actually try to hoard their people, especially their good ones. Then, with the ones they want to get rid of, they’ll say to you, “You know, I’ve got just the person for you.”

 

Hiring By Listening to the Narrative of People’s Lives

From the February 23, 2014 New York Times and the Corner Office column by Adam Bryant and his interview with David Rosenblatt, the Chief Executive of 1stdibs, an online marketplace for high-end goods including art, antiques, jewelry and furniture.

(Tell Us About) Other important lessons you’ve learned over your career?

When I was first promoted to C.E.O., the hardest thing to figure out was, how do I spend my time? On any given day, a C.E.O. could do almost anything or nothing, and it would likely have little or no impact on the company, at least in the short term. So I had to develop a set of rules to figure out how to manage my time.

I learned Rule No. 1 from Irv Grousbeck, who teaches an entrepreneurship class at Stanford Business School. And that is, very simply, “You can hire people to do everything but hire people.” Rule No. 2 that I think about every day is, “Only do the things that only I can do.” So if it’s someone else’s job to do it, I try not to do it. If I find myself doing too many of those things that are actually someone else’s job, then it relates back to Rule No. 1 — I probably don’t have the right person in that role.

But just like anyone in any role, it’s important to understand, where is my comparative advantage? What am I better at than almost anyone else? To the extent that there is something you’re better at than most other people, you should do it, and then you should just make sure that your team complements you. The hard thing for many C.E.O.’s, because this job requires a certain level of confidence, is to figure out what you’re not good at and acknowledge that, and then hire to offset your own limitations.

What else about your leadership approach?

I try to invest quite a bit of time in developing chemistry and sense of team among my direct reports. Generally my feeling is that companies are like families, in the sense that if the parents get along, then it’s likely that the rest of the family will be relatively harmonious. But if the parents don’t get along, it’s highly likely that there’s going to be conflict in the rest of the family that, to some degree, mirrors the conflict between the parents.

And if the executive team is talented and unified in their approach, treats each other with respect and communicates openly, their behavior will be mirrored by everybody in the company.

How do you hire? What questions do you ask?

My approach is pretty straightforward. I like to ask people to walk me through their lives from the time they were young through the present. I pay particular attention to transitions, because I think that says a lot about people’s values and judgment, and the basis on which they make decisions.

Why did you pick this school instead of that school? Why was this the right first job? Why did you take two years off? When you left that company, what choices did you have, and why did you pick Door No. 1 instead of Door No. 4?

I find that if you listen to the narrative of people’s lives, you get a better sense of them as people and as professionals than any other approach I’ve taken. It can also uncover whether there might be problems. People are creatures of habit, and they tend to repeat patterns, even in different contexts. Do they have a pattern of job-hopping? That is a particularly deadly characteristic, in my point of view.

It’s O.K. — in fact, it’s a positive — to make mistakes in judgment at some point in your life. But did the person understand it? Did they take the time to figure it out? Did they then repeat it? It’s not really what they did that is important to me. It’s how they reached those decisions.

It's Not 'Gotcha' Time!

From the February 2, 2014 New York Times and the Corner Office column by Adam Bryant and his interview with Jody Greenstone Miller, co-founder and C.E.O. of the Business Talent Group.

How do you hire?

Most people I interview have demonstrated that they’re successful at something. It’s my job to figure out what they’re good at, and that’s how I approach it. So it’s not a “gotcha,” but instead trying to understand, “Where are you going to succeed, and where are you going to be happy?”

I don’t believe in talking someone into a job. I spend a lot of time trying to understand where the person will thrive and what they want. They have to want to do the actual job we’re hiring for. So I like to paint a granular picture of the job — “Here is what you will do, and here are the hard parts and the parts that may not be so much fun.” I don’t want anyone to come in and say, “I didn’t realize I had to do this.”

A favorite question is, “Tell me the things that you didn’t like about your last job.” When you learn the things that get under people’s skin and make them dissatisfied, you can make the judgment about whether they’re going to work in your culture.

I think you want optimistic people who are problem solvers, not problem spotters. It’s easy to analyze what’s wrong, but if you come in and say, “I have an idea; here’s something we can do,” that’s so wonderful. You want people who give you energy, and not take energy from you.

 

On Leadership...from David Cote of Honeywell

From the November 3, New York Times and the Corner Office column by Adam Bryant and his interview with David Cote, chairman and chief executive of Honeywell,

What are some leadership lessons that you’ve learned over the course of your career?

I have a reputation for being decisive. Most people would say that being decisive is what you want in a business leader. But it’s possible for decisiveness to be a bad thing. Because if you’re decisive, you want to make decisions — give me what you’ve got, and I’ll make a decision. I’d say that the lower you are in an organization, you can get away with a lot of that and you’ll be applauded for it.

But with bigger decisions, you can make bigger mistakes, so you have to really think about the kind of decision you’re making. Is this the kind that’s easily reversible? Or is this one where, if I make a decision and I’m wrong, there can be significant ramifications? Then I’ve got to think about it a little differently. As itchy as I might be to make a decision, what I’ve taught myself to do is to tell everybody that this is a preliminary decision, and we will go through it again in 48 or 72 hours, or however much time I think we have. It’s important to get it right.

I’ve also had to think about the kind of people I put around me. If I’m very decisive and I surround myself with people who just want me to make decisions, then we’ll go off the cliff at 130 miles an hour, because at some point I’ll be wrong. What I need are people who want to come to their own conclusions and are willing to think independently, and can argue with me in the right way so that I will internalize it and keep it objective as opposed to emotional. There’s this phrase I use a lot when I teach leadership classes at Honeywell: Your job as a leader is to be right at the end of the meeting, not at the beginning of the meeting. It’s your job to flush out all the facts, all the opinions, and at the end make a good decision, because you’ll get measured on whether you made a good decision, and not whether it was your idea from the beginning.

What are the most important points you try to convey in those leadership classes?

We have 12 behaviors that we talk about at Honeywell, but people often ask: What’s the most important one? They’re all important, but I finally said: “O.K., I could pick two and say that these two drive everything else.”

The first one is you have to get results, and you have to get them the right way. Because I don’t want to just make the numbers this quarter at any cost. I want to make the quarter, but make it with the right kind of disciplines in our processes so that we make the quarter three years from now and five years from now.

The second one is that you have to be self-aware and a learner. I’ll tell them that as you go from one job to another, there are usually two failure modes. One is “this is what I did in my last job, so this is what I’m going to do in my new job.” The other is “boy, this is all new, I don’t know anything, and I’ve got to build consensus and just get everyone to agree.” The trick is in the 80-20 rule. Eighty percent of what you did is still right. With the 20 percent, you have to adjust. But figuring out which part is the 80 and which is the 20 is the tough part. You’re going to have to adjust, and you’re going to have to figure it out for yourself.

Here is the link to the entire article: http://www.nytimes.com/2013/11/03/business/honeywells-david-cote-on-decisiveness-as-a-2-edged-sword.html

On Internships...

I wrote the following for the Huffington Post, which was published on October 14, 2013:

In today's job market, a college degree is not a guarantee of a good job. Today's graduate needs every advantage and a good internship can give them that edge. It's a wonderful way for a student to experience the real world of business, a "practice run" before they begin their actual careers. For many, it's going to be a wake-up call when they discover that their job isn't going to be at all like what they've seen on TV sitcoms. Many of our young undergrads are shocked when confronted with the realities of the business world.

I once had a concerned sophomore come to my office with a pressing question, "Professor Kruczek, is it true that in the business world you are going to work 40 hours a week?" I couldn't help but chuckle when I assured him that was not the case. But before I could elaborate, he replied in obvious relief, "I'm so glad, because I can't imagine what you could do in a job for 40 hours!" He was shocked when I informed him that there would be plenty to do for 40 hours, and that the reality was that he would more likely be working 50 or 60 hours per week when he began his career. That student would have benefited from an internship.

I am a strong supporter of internships for undergraduate and MBA students. In almost every case it turns out to be a win for the student, and a win for the employer. This is in line with Lynn University's philosophy that emphasizes experiential learning and a real world education in addition to the traditional classroom. We require all of our undergraduate business students to take at least one internship course and depending on the business major, the student might be required to take more than one internship.

These internships are offered to our students in tandem with an educational course, which means that our students earn 3 academic credits plus the work experience that they gain. We know that these internships are an integral part of their business education. For some of our young undergrads, this might be the first time that they've actually worked in a real business other than a minimum-wage summer job .

The benefits to the student are fairly obvious: they gain valuable hands-on experience and get an inside look at what the real business world involves. In many cases, they come back from an internship excited about their future career path--they have found their dream industry and are energized to study even harder to get ready for graduation. Sometimes though, it's equally valuable when a student comes to the decision that this is not the career choice for them. The reality of their internship showed them that they need to change focus.

Whatever the outcome, we want our students to begin their internship experiences as early as the summer after their sophomore year. They need the first two years of classes to give them a good academic foundation and the additional discipline and maturity to appreciate their internships, but then the sooner they get an internship the better. It's good for the students, and the businesses like that approach, as it gives them the potential to have students intern within their organization for two summers.

Another benefit to the student is the fact that these internships are often times the pathway to full-time employment. I can't tell you the number of executives who told me that they landed their first full-time position as a result of an internship, myself included. The benefit to the employer is that they can "test drive" a possible future employee without a long-term commitment, and during that internship period they have an eager and enthusiastic worker with a fresh perspective.

Additionally, having completed an internship will really help a graduate stand out in the job hunting arena. Potential employers will be impressed with previous experience, and there will be the possibility for a great reference.

We value internships so much that the Lynn University College of Business has launched a Center for Career Preparation and Internships. We have a full-time director who reaches out to the business community to recruit companies that can offer excellent internship opportunities to our students. We vet the internships, match the students to appropriate placements, and then help prepare our students through one-on-one counseling to get them ready for a successful internship.

Ultimately, our goal as a university is to prepare our graduates for a successful career. When they leave school with diploma proudly in hand, we want them to have more than just a solid academic education. We want them to be prepared with opportunities and experiences beyond the classroom, and internships do just that.

Here is the link to the Huffington Post page: http://www.huffingtonpost.com/thomas-kruczek/despite-recent-controvers_b_4078063.html

One Year Ago Today...

Today is the one year anniversary of Lynn University hosting the final presidential debate.  Over one hundred of our students had the opportunity to attend the debate, but it also gave us the chance to embed in most of our classes in the College of Business, topics relative to the election. On the day of the debate, Bloomberg Business Week ran an article on “Using Presidential Debates as a Teachable Moment” which included examples of how we used the debate in our classes. Additionally, here is a short clip on this amazing experience.

http://www.youtube.com/watch?v=uuwQobfL3xY

On Hiring and Not Listening

From the October 20, New York Times and the Corner Office column by Adam Bryant and his interview with with Val DiFebo, chief executive of Deutsch NY, the advertising agency.

How do you hire?

The first thing I need to know is, can they get the job done? I’ll listen to how they tell me the stories about what they consider their best accomplishments. I’ll ask what they like to do and don’t like to do in their jobs, because I want to understand what would make them happy in their jobs. I’ll ask them what they want to be doing in five years. I look for people who want to grow, who have a vision for something that they’re interested in implementing. I also want to hear stories of how people manage. So I’ll say, “Tell me about a confrontation you had to have with someone you worked with and how you resolved it.”

What behaviors at work do you have a particularly low tolerance for?

When someone’s not listening. They might ask a question that makes it obvious that they weren’t really listening to what was just said. That’s like nails on a chalkboard to me, because what it says to the people in the room is either, “I don’t care what you just said,” or, “I disagree but I’m not going to tell you I disagree, so I’m just going to ask you a question that will make you say it again.” When someone asks a question that proves they weren’t listening, you can see the reaction on everyone’s face.

The other thing is a little more subtle, but it’s not having the radar to look around and read people’s reactions to what’s going on in a room. There’s a real skill and an art to reading the room, and it drives me crazy when people are not present. You have to be present.

Here is a link to the entire article: http://www.nytimes.com/2013/10/20/business/val-difebo-of-deutsch-ny-on-being-direct.html

Unleashing the Future of Business Conference

On September 25, I spoke at the conference, Unleashing the Future of Business, which was held at Lynn University. The focus of the conference was on innovation, with the audience coming from a wide cross-section of the south Florida business community. My speech was on the topic of Dawn of a New Era; Forging a Path Toward Innovation. Here is a link to the speech:

http://www.youtube.com/watch?v=AGsPn1K8HGM&feature=youtu.be

On Hiring, Career Advice and Leadership Style from the CEO of Kind Snacks

From the September 8, New York Times and the Corner Office column by Adam Bryant and his interview with Daniel Lubetzky, the chief executive of Kind Snacks.

Q. How do you hire?

A. I ask a lot of questions and I listen to make sure that everything is consistent, because people can be very good at interviewing. They can sound great but you really have to get to know them and understand them and connect things.

I rely heavily on references. The art of a reference check is aligning a candidate’s interest with yours and making sure the reference understands that. You don’t want the person you’re interviewing to come work for you and fail, so you really want to impress that upon the reference.

Reference checks are also an enormous opportunity to strengthen the person if you do hire them — to understand how to get the most out of that person, especially if you’re hiring somebody very senior. You learn about their strengths and weaknesses, so they’re much more likely to have a faster ramp-up and succeed.

I also have strong opinions about the concept of letting people go. There are corporate environments where a person has dedicated their life to working hard, and then they’re fired with a security person escorting them out the door. I find that so demeaning and disrespectful. There are times and places for that, like if somebody is intentionally doing something wrong. And none of what I’m saying has to do with tolerating mediocrity.

But a vast majority of people who work have the best intentions, and sometimes they don’t fit with the work. So if you took the time to hire them and to put them in that situation, and they’re doing their best but just not working out, I think the best practice is to do a few things:

No. 1: Maximum communication, because if you communicate with the person and have constructive criticism early, you might prevent a lot of issues. A lot of problems happen because the manager doesn’t address them, and then it’s too late.

No. 2: If things are not working, set a plan. You have a 30-day plan, a 60-day plan. Hopefully, they get on the right course. If they don’t, maybe it’s just that that particular job doesn’t fit them. So can you move them to another part of the organization? You should have done enough work during the hiring process to determine if the person has your values and your work ethic, but maybe the skill set is not aligned with their job. So can you find another one for them?

Try that first, and if that doesn’t work out, then at that time come up with an elegant way for them to transition out. And we have a different model for that. As long as it’s not someone who has bad intentions — they’re doing their best but you’ve just determined that they need to be doing something else — it’s much better for them to start looking for another job while they’re employed. But they’re also going to help us find the person who will replace them and help train them.

And by the way, in exchange for this culture of us never treating somebody badly, we have an expectation of our employees that they can’t just walk out because they decide to. Everyone is a stockholder, and ownership carries responsibilities. You need to give a minimum of 60 days’ notice if you’re departing. With my direct reports, I require two years. In exchange, I’m blindly loyal to them.

Q. What career advice would you give to a class of graduating seniors?

A. The most important is to make sure that you talk to yourself, that you think hard about what’s important to you and gives you meaning. When I was 19 and walking between classes, I didn’t have a phone, so my brain would take me in different directions. And it’s so healthy and important to be thinking, “Oh, I could have done that better.” Or, “What about this idea?” But nowadays, we’re on our iPhones all the time, and you don’t have time to talk with yourself, to analyze.

It’s very important for people to know what gives them meaning. But it’s hard for people to figure out if you’re not connecting with yourself and taking the time to just be introspective and daydream.

Q. Tell me about your leadership style.

A. I’m very inquisitive. I love hanging around people who can teach me. I ask a lot of questions. And I’m very introspective and self-critical. I try hard to always question myself and wonder: “What could I have done better? What did I do wrong?” The culture at our company is to be self-critical, but you have to balance that as a leader with praise for your team.

Q. What else?

A. We talk a lot about “and, not but,” which is about challenging people’s compromises. It is true that sometimes you have to choose this or that, but many times those are false choices. Our brains help us take shortcuts to be efficient, but sometimes the assumptions you take as givens — to help make decisions quickly — are no longer true or have always been false. It’s important to ask: “What do I want to achieve and what’s stopping it? Is there a way to have my cake and eat it?” It’s about being creative.

Here is a link to the entire article:  http://www.nytimes.com/2013/09/08/business/daniel-lubetzky-of-kind-snacks-on-reaching-multiple-goals.html

It's All About Passion

From the September 1, New York Times and the Corner Office column by Adam Bryant and his interview with Francisco D’Souza, the chief executive of the information technology company Cognizant.

What are some leadership lessons you’ve learned during your career?

A. We started Cognizant in 1994, and there was a period early on when I personally knew everyone in the company. Now we have 160,000 employees, and there were several personal and rapid transitions over that time.

The lesson I learned is that when you have to evolve that quickly as a person, you need to be aware of two things. One is personal blind spots and the other is personal comfort zones. Those two things can be real gotchas.

It’s very hard to see your blind spots, by definition, and it’s very easy to fall into comfort zones, because people like patterns and a sense of familiarity. I’ve tried consciously to say, “What are the tools I can use to identify these blind spots and push through comfort zones?” And I always tell myself that if I wake up in the morning and feel comfortable, I’m probably not pushing myself hard enough.

Q. And what are the tools to help you see your blind spots?

A. One is just talking to other leaders. The conversations with them help me because they are, in a sense, a mirror — I can assess what I think they’re doing well, and where I think their blind spots are. It’s easier to see someone else’s blind spots than it is to see your own, of course, and you can use that to reflect on what your own blind spots are.

I also learned a lot from the people who work for me. Before I took over as C.E.O. in 2007, the board gave me the benefit of some time. I worked with a coach for a while, and he talked to about 20 people who worked for me, above me and around me, and to my board. It was difficult feedback, but very enlightening. That helped me identify a couple of my blind spots.

Q. Can you share one?

A. There was a lot of feedback from my team that people had confidence in my ability, but they also said that when I criticize something they’ve done, the weight of that is very pronounced and significant. It made me understand that the weight of my words was a lot heavier than I gave myself credit for, and it led me to be much more thoughtful and measured in how I give feedback.

Q. How do you hire?

A. I’m looking for passion. The person I’m hiring needs to have passion for what they’re doing, and they need to understand where that passion comes from. They need to be in touch with that. You need to know what drives you.

And you need somebody who’s got just raw smarts and talent and an innate ability to learn. Because the thing about functional expertise is that unless you’re in some very specific area, almost everything that we need to do our job becomes obsolete quickly, and the half-life of knowledge is becoming shorter and shorter. So do you have the personal agility to continuously renew those skills, to reinvent yourself?

Here is the link to the entire article: http://www.nytimes.com/2013/09/01/business/francisco-dsouza-of-cognizant-on-finding-company-heroes.html

 

Looking for the beasts

From yesterday’s New York Times, and the Corner Office column by Adam Bryant and his interview with Glenn Kelman, chief executive of Redfin, the online real estate site.

How do you hire? What are you looking for? What questions do you ask?

A. Mostly what I’ve learned about it is, you can’t judge a book by its cover. It’s very hard in an interview when someone talks about their work to judge them. What you want is to have them do the work. So when I interview engineers, I give them a coding problem and I ask them to work through it. When I interview a marketing person, I say, “Write a press release,” or, if you’re in P.R., “Write a pitch.” I want to see the actual quality of their work.

The other thing that I look for is people who are beasts. I was a dishwasher once and I kept falling behind with all the dishes, and this guy in the kitchen yelled at me to get me going — “You’re an animal. You’re a beast.” And I was just a very intellectual, effete kid — I was probably reading Proust at that point in my life — and that experience made me a lot grittier and tougher.

If I haven’t found evidence that someone’s ever done anything hard in their lives, then I just don’t believe they’re suddenly going to be able to jump into a phone booth, come out wearing a cape and learn how to be tough on this job. I want to know about anything you’ve done that’s hard, really hard. So I tend to focus on that.  

Here is the link to the entire article: http://www.nytimes.com/2013/08/25/business/be-yourself-redfins-glenn-kelman-says-even-if-youre-a-little-goofy.html

How Do You Hire?

Over the course of the last few years, I've used this blog as a forum to share information on entrepreneurship with college students and readers. However, I'm switching gears a bit now, and while I'm still an entrepreneur who has found his way to teaching and working at a university, the focus of this blog now is going to be on helping students prepare for life after college. So much has been written lately about the need for students to be better prepared for the job market...and since my school…Lynn University… is one of the schools leading the charge to do just that, I thought that the blog can also be used to help students (and anyone else interested in the topic) think about what they need to do to prepare for and get that first job out of college.

With that in mind, today’s piece comes from yesterday’s New York Times and the Corner Office column by Adam Bryant. It’s helpful, as you’re preparing for that first job, to understand how the hiring person approaches that task and more specifically, how do they hire?

Q. How do you hire?

A. The first thing I look for are the nonverbal components of one’s overall presence and presentation. Would I buy from this person? Would I want to do business with that individual? Do they look me in the eye? Do they have a certain energy level? Do they seem confident? Those are the kinds of things that really matter most.

I care less about your résumé in terms of the places you worked or where you went to school. What I do care about is how your résumé can give me insights into why you went from one position to another. I’m listening for how someone weaves together the changes in their career, and why they left one job for another. We all make mistakes. We all have setbacks. I’m listening to why someone left.

If I see multiple positions where there wasn’t necessarily progression, that’s always a point of concern for me. I listen closely if someone had a position that is a major change from the rest of their career — if there’s an outlier role. It’s not the worst thing to say, “I was laid off, and I needed a job and so I pursued this position, I gave it a shot, but I eventually went back to my area of specialization.” That’s perfectly fine.

But when people try to present the story of their career so that every move was a step up, everything was perfect and everything is wonderful, then I have to question whether they are realists. Are they going to be someone I’d feel comfortable working with? Or are they going to be constantly putting a spin on everything that happens?

I also don’t want anyone who’s constantly going to tell me what I want to hear, or what they think I want to hear. I find there are times when, if I make my view known too early, then I’ve just shaped the whole direction of the conversation. So when I’m interviewing someone, I will ask them how they feel about certain issues and points, and how they feel about certain organizations.

Before I describe how Williams Capital operates, I want to hear about their ideal environment. I want to hear how they interact with their colleagues rather than me saying, well, here’s the way Williams Capital is, because then I’ll just hear something similar back from them.

 

Here is a link to the full article: http://www.nytimes.com/2013/08/04/business/-christopher-j-williams-of-williams-capital-group-says-a-great-manager-should-expect-a-peaceful-vacation.html?_r=0

New Business School Building and Revised Curriculum

From Sunday’s Palm Beach Post, an article on the Lynn University College of Business new building, written by Emily Roach.

By Emily Roach

Palm Beach Post Staff Writer

BOCA RATON —

As it revises its business curriculum, Lynn University is building a compatible home for the College of Business and Management, one with an open and bright design that reflects the school’s mission of collaboration and innovation.

The 34,000-square-foot, platinum-level LEED certified International Business Center is expected to open next spring. The new curriculum, which Dean Thomas Kruczek said incorporates writing, critical thinking, presentations and seeing the organization as a whole, kicks off with incoming freshmen this fall.

“I think those are some of the core pillars of our College of Business, so we tried to incorporate those into our classes,” Kruczek said. Practical preparation for employment and the core principles “get them ready to be able to get that job when they leave here.”

It’s quickly evident how excited Kruczek is about the $14.5 million building. A poster board of the design sits in the middle of his office, and his window overlooks the mostly empty space where ground work has started.

Accounting for 47 percent of the student body with its 1,000 students — 800 undergraduate and 200 graduate — the business school is an integral part of Lynn.

The new building has gained a lot of interest, and been fully funded by donations. A $3 million challenge grant was met at the groundbreaking last month.

Students will be able to see into, and out of, the new building with its open, multiple-window design. Inside space will be set aside for a Venture lab, where budding entrepreneurs will develop their own businesses with the help of faculty and community advisers, as well as team rooms and a technology classroom.

Again, it all complements the new curriculum.

In addition to the traditional classes like economics and accounting, students are required to take courses that will help them develop a career.

During their freshman year, business students will learn about being an entrepreneur and developing their own brand. Sophomore year features career preparation. Junior year advances to professional career development and juniors and seniors have a required internship.

“We want our students when they come here to have a sense of what the business world is like,” Kruczek said. “So when they get out of here, when they’re ready to leave, it’s not a surprise,”

Groundbreaking last month was a huge affair, with VIPs, beribboned shovels and a flight overhead by the school’s associated Burton D. Morgan School of Aeronautics airplanes.

Kruczek is used to the handshaking, as he works to build relationships with local businesses and business leaders.

“They wanted me to be an outward-facing dean,” Kruczek said.

Business school alum and advisory board member Jeremy Office recently engaged the MBA students in a project for his Delray Beach business, Maclendon Wealth Management. Office said he has worked with universities across the country and had dozens of interns. While he thought young business-minded students could help determine if his clients want him to use social media, he was “leery” of the time commitment and ultimate outcome.

“I was overwhelmed with the quality and thought they had put into the effort and assignment,” he said.

Successful projects between the school and local businesses expose Lynn to more people in the community. And they help the advisory board’s efforts as Office described: “to develop bridges within the community.”

In fact, the new business school will have space for businesses to work at the school.

Office credits Kruczek with pointing the school in this direction and said university President Kevin Ross also is steering the curriculum in an important direction.

“They are doing things in very small, measured steps that are opening up opportunities and paths that have not been available to students in the past,” he said.

Celebrating its 50th anniversary, Lynn has revamped its entire curriculum in recent years. And with the prestige of hosting the final presidential debate last year came the reality of spending hundreds of thousands to upgrade technology, specifically the wireless network. This fall incoming freshman will get an iPad-mini downloaded with course materials.

As a small, private college, Lynn can be responsive to changes in academia and the business climate.

Part of Kruczek’s mission meshes well with the undergraduate Dialogues of Learning, a recent curriculum emphasis that incorporates liberal arts ideals and writing and reading into most classes. Kruczek said employers have stressed that graduates need to be better writers, better presenters and better team members. They need to be able to view their organization as a whole, he said.

“Business schools across the country are going through a transition,” Kruczek said.

The president of the college’s accrediting body, Dennis Gash, agreed. The changes are aimed to supply graduates that have skills employers want.

“We have noticed that over the years that business schools and management schools have been transitioning from more theoretical curricula to more hands-on experiential curricula,” Gash said.

The 229-member International Assembly for Collegiate Business Education just re-accredited the business school last year.

Gash said employers want graduates who can “communicate effectively and work in team, especially cross-functional teams.”

In other words, employers want people who know enough about all functions of the business that they can function in a global business environment, working on teams with people around the world.

Lynn’s international student body makes that even easier, Kruczek said. Recently in class, he heard students talking about wages not just in terms of U.S. conditions, but in the various countries around the world that were represented by the students.

And the new business world is very entrepreneurial. So it helps that Kruczek has overseen entrepreneur centers at other universities as well as being an entrepreneur himself.

---

Features of the International Business Center

34,000 square feet

11 classrooms

12 collaborative rooms

2 conference room

1 entrepreneur center

2 recycling stations

Here is a link to the story at the newspaper’s website: http://www.palmbeachpost.com/news/business/lynns-business-school-rebuilds-curriculum-as-new-h/nXHJm/