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/