Epic Living - Wellbeing Expert, Entrepreneur, Author, Man on A Mission

Who Are You Marketing To?

I've been at this entrepreneur (risk-taker) thing for awhile-even before I knew it consciously. The learning never stops. I had a couple of great conversations today around marketing and the target of those intentions. Driving away from those conversations, I thought about who I'm marketing to. Maybe the question is appropriate for you as well.

Who are you marketing to?

My intentions with marketing may be different than you. Are you marketing yourself to a prospective employer type? Are you marketing yourself to a prospective client? Regardless, it pays to know. I know you may now be thinking I deserve the big "duh." Stick with me.

In the early days of Epic Living I put significant time into knowing who my target audience was. It was a noble effort, but it lacked the sobering understanding needed in the final analysis. Quite frankly, this lack of sobering understanding tripped me up. In other words, failure upon failure. Here's what I discovered some time ago:

I'm not marketing to me.

This reality is crucial. No matter how excited I was about a product or service or how much I thought what I was offering would change the world, I was a poor example of who would buy and follow. The deception lies in a belief that my excitement and applause represented the "whole" needed to sustain my ideas. The dirty little secret is often I didn't want to hear that my "great" idea was only interesting to a few. Ouch!

My friend, Craig Lerner of Involve, always follows my announcement of a new idea with a question. The question, so what? Yep, so what. So what if it does this, does that, saves starving children, and on and on. He's not trying to shoot my dream down, he's putting me through the sobering understanding thing. He has helped me immensely, even when I didn't want to hear it. You need a Craig Lerner.

So where does that leave us? Here are some key take-aways to consider, and remember, this is based on my experience. 

• Does anyone really care enough about what you offer to keep coming back? Yea, I know you may be a master closer, but after you let go of the vice grip, are they really a fan?
• Is what you offer sustainable, solve a problem and have real demand? Sustainable in that it can be reproduced and used repeatedly. Solving a problem speaks for itself. Demand is that essential "it" quality that makes people pay a premium. Not because you sold them, but because there's true value present.
• Is it simple? Most people (customers, employers, partners, etc.) have compressed attention spans and don't want to spend minutes trying to figure things out.
• Have you real data to support what you do? Real data is not data you spin in-order to get a result you desperately want.
• Are willing to set your hopes and dreams aside so that the integrity can emerge? I respect leaders who know that certain ideas stink or need another time and space to work. This is difficult, very difficult.

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Who Would Follow You, the Leader?

Celebrating the best of the Epic Living Blog, 2012. Enjoy!

I've been thinking a lot these last few weeks about what's the best measurement of quality leadership-in the business world and out. There's so much flowing out there about defining quality leadership, it can be a bit overwhelming. Did I mention burdensome?

I will attempt to set a context you can use to measure leadership in a way that you can pull out in virtually any situation. Maybe it's a question you ask a prospective manager or the HR recruiter who wants to know if you have any further questions.

The question comes down to this; "who follows you even though they don't have to?"

The answer to the above question is so important because anyone can follow when there is a stick and carrot involved. But what about when you're not in charge or some other circumstance changes the order of things? Every time I've met someone who has followed a leader without the force of position, I've encountered someone whose life has been impacted. Impacted in way that you can feel deep in your gut as the observer. Sort of like being in the audience when a great singer sings "that" song.

This all should make us remember that how we influence people (every day) is what builds true followers. And if we do it right, they will stay.

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5 Questions with John Baldoni, Author of The Leader's Pocket Guide

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5 Questions with John Baldoni, Author of The Leader's Pocket Guide

                

I had the pleasure of doing this interview with leadership expert, John Baldoni, who is the author of the new book The Leader's Pocket Guide a few weeks ago. I've always admired his wisdom and energy. Enjoy!

In your book you note the importance of what people think, but in a way that builds a solid reputation. What’s at stake in doing this?

Thinking is good because it points us in the right direction. But when it comes to leadership, action counts. Leaders put their thinking into gear when they lead by example.

How important is critical thinking to the growth of a leader?

Leaders must often choose between two good alternatives. Critical thinking teaches leaders how to balance alternatives as well as to put things into context.

What role does hubris or arrogance play in hindering a leader from impacting their organization in a positive way?

Hubris, a Greek word, is the condition by which a leader is blind to his or her faults and often leads to living in a bubble, surrounded by yes people. This is never a good thing.

One of the last tips in the book mentions the importance of finding interests outside of work. What keeps leaders from doing this?

Time. time. time... Anyone in a leadership position needs to recharge themselves. A hobby, a trip or close associations with family and friends can do this.

In your mind, what organizations are doing the best job of developing and growing leaders?

Rather than focus on names of companies I focus on the many capable leaders in organizations large and small who are making a positive difference in the lives of their customers, employees and customers. They are legion.

 

JOHN BALDONI, president of Baldoni Consulting LLC, is an internationally recognized executive coach, speaker, and author. In 2011, Leadership Gurus International ranked John No. 11 on its list of the world’s top 30 leadership experts. He is a regular online contributor to CBS MoneyWatch, Inc, and Harvard Business Review.

 

 

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What Management Doesn't Know Will Hurt Them

Does your manager operate on assumptions? It's kind of a turn on my saying, what management does know will hurt them. The following are some examples:

• We hit our numbers (cutting costs, revenue goals, quarterly profit), therefore we've earned the right to proceed with the next phase of growth.
• The last employee survey was better than the last, so we don't need to dig any deeper into past complaints of favoritism.
• We all have sacrificed, so morale isn't as bad as it may appear. Besides, we're a team.

Obviously, you and I could think of many other examples. My point is to illustrate the two different worlds management and employees live in. The most dangerous part is the inevitable collision to come. In America those collisions are happening on a regular basis. For example, our fiscal cliff is causing many publically traded companies to pay out one-time dividends at a lightening pace to beat what they see as the inevitble in 2013. The hike in tax consequences on dividend income. This is happening while many employees, and potential employees, are wondering when will the hiring will start again. The money is there for a dividend, why not for hiring someone.

Human beings are complex creatures. The DNA is fixed and we are who we are. Survival instincts, the need for affirmation and a desire for clarity are just a few to consider. How can this be missed. Lower quality leaders just don't know any better. Call it a leadership deficit that's difficult to remedy.

We're doing battle with culture here. A culture that staked everything, or so it seems, on some false-growth model. There needs to be some cleaning out to the rot. I'm not advocating we toss the entire system out, but I am advocating that we add some serious leadership development that is NOT based on giving the appearance of change. Way too many programs conform to keeping the status quo alive and well. We need to find courage now because we are far into the second-half. Expecting an epic comeback is a very dangerous outlook.

Management is toying with grave consequences when it forgets this.

 

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The Essential Element

Until organizations realize that people are the essential elements of what make things work, we will forever have a win-lose proposition. Meaning, the organization thinks they've won and people are always on the losing end of the stick. Paying lip-service to this will only further deepen the hole. 

I admire any leader that has the courage to speak up and act. These types of leaders are willing to pay a steep price, in-order to fight for something worth fighting for. This is rare. Far too many people of influence are looking the other way.

The absence of leaders willing to raise their hands is the rot we have on our hands.

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Calling All 21st Centruy Pioneers

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Are You Ready?

These days many young leaders are promoted to greater positions of power quicker than ever.  It is not unusual for someone in their early forties to hold a senior leadership post in a major organization.  I've often wondered can they truly be ready for so much power.  Though some are, sadly many are not.  Why?  More than likely they've never had a constellation of advisers/mentors, and/or they've never had someone whose walked a few miles teach them about power, ethics and courage. 

As I've evaluated my own path, I've tried to remember that you must handle the small before you can handle the big.  In my past I once had an HR representative declare that they would teach a series of leadership classes (more management than anything).  I found that somewhat ironic since she couldn't handle returning phone calls in a timely manner. 

And so it goes, we crave power and all the trimmings, but we forget about the span and the impact.  

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The Future of HR with Carol Morrison of i4cp

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The Future of HR with Carol Morrison of i4cp

The following is an interview I conducted with Carol Morrison of i4cp on the future of HR. A very compelling conversation we had.

Carol Morrison is a Senior Research Analyst. She has been with i4cp for eight years, researching and writing about the talent, strategy, and leadership issues that directly affect organizational performance. In addition, Carol has authored articles for Talent Management Magazine, Chief Learning Officer, HRPS Journal, Human Resource Executive, and other publications.

 

I’ve heard for some years that HR professionals desire a role that makes them more of a partner in the business enterprise. Is this desire becoming a reality? Are they moving the needle?

You’re absolutely right. This has been – and continues to be – an evolution for HR and the business partner role. i4cp’s interviews with CHROs and other top HR and business leaders confirm that many are shifting their HR functions toward greater efficiency in handling the transactional and administrative duties typically associated with HR. Technology is helping to enable that transition.

In turn, greater efficiency affords HR professionals more time to focus on the value they can provide to the business by helping to identify issues that impede productivity, by uncovering potential opportunities, and in working with business leaders to better leverage the contributions of the workforce. As i4cp’s recent study, The Future of HR: The Transition to Performance Advisor, underscores, the HR professional’s role is all about driving organizational performance and that’s unfolding in more companies today.

What traits/strengths should the HR professional of tomorrow possess?

Exploring competencies that the future HR professional will need is one of the core aspects of the i4cp study. Certainly, keen business savvy is the starting point for a business partner who can be a trusted and credible advisor to business leaders. It’s more than an understanding of basic financial statements and business models. It’s in-depth business acumen, along with such competencies as strategic thinking, the ability to develop and execute strategy, a strong sense of ethics, organizational design skills, comprehension of metrics and analytics, decision-making capabilities, and an understanding of technologies and information systems.

CHROs with whom we spoke told i4cp that HR performance advisors need to know how to ask the right questions to get at the issues important to the business. They need courage to speak up when it’s important to question the status quo, and the emotional intelligence that enables them to effectively function in volatile situations and to serve as confidantes when business leaders need reliable counsel.

How will the HR function stay relevant in the next 10 years?

By contributing those competencies just described. As long as organizations employ workforces, HR will be not only relevant, but crucial. Human capital generally represents an organization’s greatest investment and its greatest asset. If you are a leader who believes that employees and their contributions are key elements that drive innovation, differentiation, and competitive advantage, then there’s an important place in your organization for HR professionals who can help you optimize performance by ensuring that your workforce is appropriately trained, motivated, and deployed to execute your business strategies.

In some ways, HR is exploring the last frontier that holds promise for truly affecting business performance. The economic challenges of recent years have sharpened leaders’ abilities to cut costs, streamline processes, and wring all they can from tangible organizational assets. There is tremendous power in the intangibles that employees bring: discretionary effort, creativity, tenacity, wide-ranging talents, and the desire to excel – to name just a few. HR is the integral link in the performance chain – the force for uncovering and developing that human capital potential.

On the whole, do most HR professionals understand the challenges ahead within the world of work?

Yes – certainly as well as any of us can understand the challenges within our volatile business environment. HR professionals see the work world’s issues reflected in the faces of the employees and managers they serve every day. So long as HR professionals – and those involved in every other business discipline – remain curious, eager to learn, and engaged in moving their organizations ahead, they’ll rise to the challenges that come their way.

In fact, HR already may be ahead of the curve. HR professionals often are intimately involved in organizational change initiatives. Leading the way for change and helping employees and leaders, alike, adjust to it has afforded HR professionals years of opportunities to develop the agility and resilience to meet even unanticipated circumstances with solid skills and resolve.

In addition, the HR leaders who shared their views with i4cp made clear their investment in providing their promising talent with unprecedented development options. Often, these involve stretch assignments, job rotations, and specialized training that extends far beyond the boundaries of HR. That means HR professionals are learning about operations, finance, marketing, and other business functions, along with the challenges they face. They return to HR with expanded networks that cross functional lines and with a deeper understanding of the issues challenging employees and managers organization-wide.

How can entrepreneurs, who are building organizations, include HR in the vision and execution of business strategy?

By doing just that – including them at the top level from the outset. Savvy executives know that HR leaders are valuable members of teams charged with developing business strategy. Leaving human capital considerations out of strategy formulation is an ill-informed approach that seriously jeopardizes execution. You wouldn’t leave out budget considerations when planning new business objectives. Nor would you ignore the technologies or equipment you’d need to accomplish your desired ends. Employees and their skills are an equally vital element. Strategies require execution, and that falls to managers and employees. In many companies, carefully crafted plans fail because leaders leave human capital considerations out of the strategy mix.

When i4cp researchers interviewed Larry Myers, SVP of HR at T-Mobile, he observed that “companies that understand the impact that sophisticated, top-quality HR organizations and professionals can have, automatically gain strategic and business advantage. Their executive teams would not think of making a step strategically without involving HR.”

Successful entrepreneurs understand that ideas, resources, technologies, processes and people must be deftly melded in order to bring business goals to fruition. They include HR leaders in developing strategies to ensure that they’ve addressed all the elements necessary to capably executing those strategies.

 

How We Get Work Done

My friend, Andy sent the following video from TED this week. It's a great talk on how we get work done and how we don't get work done. It may strike you as revolutionary or foreign, but I see it as the future of how we will get work done.

 

Need and Demand

It took me some time (probably more than I care to admit) to realize that to move things you must have need and demand, in-order to create a successful venture that changes the world. I would add scarcity too.

I know n America there is no shortage of life coaches, leadership gurus, management consultants, and the like. The question remains; has the needle moved? Is there evidence of strong ROI? The measurements and data tell a story. This article is one vivid example.

We'd be wiser to put our money somewhere else or change the machine. I write all of this knowing I am a part of the many. The many who have a sign on the door saying "open for business." My reform has begun.

The problem is we've come to this very dangerous place where many individuals and organizations say they need help/direction, but don't have the will to have the demand that produces change. Our government's treatment of our debt crisis is an appropriate portrait. Most politicians would say we have a debt problem, but haven't moved to a place of demand to fix it. Sadly, I fear we've come to the point of no return. I hope I'm wrong.

The reality is the same for those in business to help people move to breakthrough. An entrepreneur may have a thriving practice with many clients, but if the clients are circling the airport, it doesn't mean you have value. It just means your getting paid and they're circling the airport. And getting paid is sometimes the problem. Money often likes things to say just as they are. I tell every client that if we don't see change, they need to fire me.

Sticking yourself inside of the arena of change is dangerous, and most do not like danger. That's one reason the status quo is so appealing. Are you willing to ask yourself if the needle is moving, if change is occurring? Not change where you just move the furniture around, but where you go deep and examine everything to the foundation.

And you thought the big part was building a career.

Finding Inspiration

When I found my whole life, I began finding inspiration in places I didn't expect. I found inspiration in places that I had little time for in my hectic corporate days. By the way, I was afraid too. That always keeps you from what's best.

The following is a brief list of places I've found inspiration:

• Flowers
• Miles Davis (just about everything in made)
• Wine
• Cinema
• Children

I found this article yesterday, which is a profile of Jack Dorsey. Jack is well-known for founding Twitter and Square. He's a good example of finding inspiration and being fearless in doing it. I hope you enjoy the piece as much as I did.