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