The Power Of LinkedIn

I received this email from LinkedIn the other day.

I'm surprised I'm in the "LinkedIn one-percent". I don't share all that much on the site, or many other social networks for that matter. 95% of my sharing is done on this blog. I've always been reluctant to share very actively in too many places; I prefer to share in one place that I can be really proud of.

That said, I have built up an amazing network of colleagues, friends, partners, clients and mentors that I can easily speak to through LinkedIn's platform. And this email is a good reminder of how much of an asset that network can be.

Failure

People of Groupon, After four and a half intense and wonderful years as CEO of Groupon, I've decided that I’d like to spend more time with my family. Just kidding — I was fired today. If you’re wondering why … you haven’t been paying attention.

These were the first two sentences of Andrew Mason's letter to employees announcing that he had been fired as CEO of Groupon following a disappointing fourth-quarter earnings report. The letter goes on to explain some of his failures, as well as express his hope for the future of the company.

It was really refreshing to see Mason take this approach. This guy built an amazing company (I wrote about their growth a while back). And I give him a ton of credit for talking about his failures so publicly. This is so rare in public and private life.

When I interview job candidates I always ask them about the biggest mistakes and failures in their career. Candidates are so reluctant to talk about this topic. They often don't answer the question or talk about a failure where they didn't really fail. They're afraid that I'm going to view their failures as a bad thing.

But failure is a good thing, a great thing actually. Because it shows that you've tried things that are hard and have been through difficult times and persevered. And I want to work with people that have tried hard things and been through difficult times and persevered.

When you try to do great things you're going to fail. A lot. And failing is the best chance to learn. Personally, I learn much more when I fail than when I succeed.

When I interview someone and they can't think of a failure, there are three possible takeaways: 1.) the candidate isn't self aware 2.) the candidate is lying 3.) the candidate has never tried anything difficult. All of these are bad.

I hope we see more business leaders (and interviewees) become more open about their failures like Andrew Mason was last week.

Productivity Tips

I came across some really good productivity tips this past week. One group in a great post from Matt Heinz and the other in a post from Erin Schulte from Fast Company. I'll add two things to their lists that have worked really for me:

1. Each morning I write down my top three priorities for the day. That is, the top 3 most important things that I need to accomplish that will help me get to where I want to be. I actually capture these in the Chatter app in Salesforce.com, but you could capture them anywhere. Then, at the end of each day, I update the Chatter post confirming that I got them done. You'd be shocked at how productive you can be if you only do the 3 most important things on your list each day.
2. To prevent myself from spending the day responding to incoming streams of messages, I work 'offline' for large portions of the day. I put on my headphones and close all web browsers and switch to "work offline" mode in Outlook and go to work. These are typically the the most productive parts of my day.

I'm sure I have others but those two stand out as things that have really helped me ramp up my productivity in recent years.

How I Interview Job Candidates

I think a lot about the best way to interview job candidates.  I’m always trying to determine how effective they’ll be at my company but also how much they’ll actually want to be at my company.   I want to be sure that we’re going to like them long after they’re hired and, just as importantly, that they’re going to like us long after they’re hired. Here’s the framework I’m currently using when I interview a job prospect:

1. Resume Walkthrough.  First, I walk through their resume to get to know them.  I try to understand why they chose their schools, companies and industries and I always ask why they left each job.  Walking through their resume gives me a really good sense of who they are.  It can be somewhat of an intense conversation so it helps me get to know them right away.  On the surface, I don’t care about gaps in resumes or sabbaticals but I like to understand the choices that the candidate made and why they made them.   At the end I always ask them my favorite interview question.  I ask them to tell me what they want to do without naming a company or an industry.  Specifically I want to know how they want to add value to an organization.
2. Analysis of Strengths.  Next I dig in on their strengths.  I assume that they’re really good at what they do but I like to understand exactly why they believe they are so good.  Often I’ll ask something like, “if you’re the top performer on your team and I asked the average performer on your team what makes you so good, what would they say?”  This gives some insight into how analytical they are about their success.  I don’t really care that much about hearing about their success, I want to hear about why they’re successful so I can assess whether or not that’ll be transferrable to my company.  Candidates that can’t intelligently tell you why they’re successful are risky.
3. Hesitations.  At this point I’m in a good position to assess my hesitations.  In a nice way I tell them exactly what I think of them so far and what I’m hesitant about.  And I give them a chance to respond.
4. Tension Breaker.  Then I lighten things up and ask what they do for fun.
5. Questions.  Lastly I ask if they have questions for me.   I can usually get a good sense of how much they’ll like working at my company by the questions they ask.

This approach has been working well for me lately so feel free to borrow it.  I’ll try to document how this changes over time.

Is There A Shortage Of Sales Talent?

An article on the Harvard Business Review blog today talked about the shortage of good sales talent and the need for more formal sales training programs. My theory is that there's actually a lot of sales talent out there but those people simply don't want sales jobs. Here's the comment I posted.

Great post and an important topic.  I believe that in today's business environment you need a variety of skills to be a good salesperson -- it's not about back slapping on the golf course anymore.  Sales is much more complex now.  You need to have a strong understanding of finance, economics, accounting, marketing, strategy, technology, product and management to understand what makes a good prospect, what problems your prospects have, where markets are going and how your company's products can fit in.  These skills are not easy to acquire.  In my experience, they come from getting an MBA or working in a client-facing role in a very early stage company where you're forced to wear a lot of hats and figure out how to make your product work or, in a rare case, you've gained these skills on your own by educating yourself.  And I've found that people that have that kind of experience under their belt are, for the most part, uninterested in filling a typical "sales" job.  They're interested in getting into finance or consulting or strategy.  This is because sales has a stigma to it.  People with that kind of ambition and experience often don't want to tell their friends and family that they're a "salesperson".  Not because sales isn't an admirable job -- it is -- but because there's a stigma attached to it.  People that don't understand the complexity of today's sales environment think of the used car salesperson trying to sell them a lemon.

As a result, I believe we need to begin to stop using the word "salesperson" to describe the roles we're trying to fill.  And not just for recruiting reasons.  Because the word no longer describes what these people are being asked to do.  These people aren't selling knives door to door to every house in town.  They're not pitching and responding to objections.  They're seeking out and understanding business opportunities, carefully selecting the appropriate individuals to connect with, having open, informal business conversations, validating assumptions, iterating those assumptions, refining products and services, participating in internal and external strategic planning, creating mutually beneficial partnerships, negotiating legal & business terms, setting goals for the partnerships and seeing that those goals are met.

I believe that the sooner that companies create roles and job titles around this new skill-set, the sooner we'll see more professionals signing up to fill these jobs.

Hard Work Isn't Enough Anymore

There was a good op-ed from Thomas Friedman in yesterday's New York Times titled, Average Is Over, Part II.  The key line for me is:

Thanks to the merger of, and advances in, globalization and the information technology revolution, every boss now has cheaper, easier access to more above-average software, automation, robotics, cheap labor and cheap genius than ever before. So just doing a job in an average way will not return an average lifestyle any longer.

I've written in the past that hard work isn't enough anymore and as Friedman points out this is becoming more and more true. If a person or a machine anywhere in the world can do your job as effectively as you can at a cheaper cost it is simply a matter of time before you're unemployed. You have to find a way to add irreplaceable value.

In some ways, I think the key to thriving in this new environment is just to simply be aware that doing a "good enough" job isn't enough anymore.

I'm glad Friedman is giving people that awareness.

Retaining Your Employees

Fred Wilson had a good post a while back on employee retention. I posted some of my thoughts in a comment there and thought I'd post them here as well. One trend that I’ve seen is that employees leave companies, for the most part, for one of three reasons:

1. They don’t think they’re great at what they’re doing

2. They don’t feel like what they’re doing is important

3. They don’t feel appreciated for what they’re doing

Smart, ambitious people want to be winners. They want to be awesome at what they do, they want to be doing work that is meaningful and impactful and they want to feel appreciated for it. If an employee feels this way, it’s very unlikely that they’ll leave. But with so much going on, busy managers often forget about these things. It’s critical for managers to stop and recognize when an employee is good at something. Verbalize it, don’t just think it. Tell them they’re awesome. Say thank you. Show appreciation.

Everybody gets insecure at some point, even top performers. I remember Mike Krzyzewski, Duke’s basketball coach, explaining that once or twice a year he calls his best player into his office to tell him how much he’s appreciated. This kid is in Sports Illustrated and on ESPN and is the most popular kid on campus, but as Coach K says, everybody gets insecure. And when they do, results suffer.

It’s management’s job to create an environment where people feel awesome. They feel like they’re good at what they do, they’re doing important work and they’re appreciated by their company. When you have these three things in place,you’ll see your retention numbers soar.

As Jack Welch used to say, self-esteem is the fuel that powers great companies.

You're Not Special

Here's my favorite excerpt from David McCullough Jr.'s highly publicized commencement address at this year's Wellesley High School graduation.  It's about time educators starting sending this message...read the entire speech if you get a chance.

Contrary to what your u9 soccer trophy suggests, your glowing seventh grade report card, despite every assurance of a certain corpulent purple dinosaur, that nice Mister Rogers and your batty Aunt Sylvia, no matter how often your maternal caped crusader has swooped in to save you… you’re nothing special.

Yes, you've been pampered, cosseted, doted upon, helmeted, bubble-wrapped. Yes, capable adults with other things to do have held you, kissed you, fed you, wiped your mouth, wiped your bottom, trained you, taught you, tutored you, coached you, listened to you, counseled you, encouraged you, consoled you and encouraged you again. You’ve been nudged, cajoled, wheedled and implored. You’ve been feted and fawned over and called sweetie pie. Yes, you have. And, certainly, we’ve been to your games, your plays, your recitals, your science fairs.  Absolutely, smiles ignite when you walk into a room, and hundreds gasp with delight at your every tweet. Why, maybe you’ve even had your picture in the Townsman! And now you’ve conquered high school… and, indisputably, here we all have gathered for you, the pride and joy of this fine community, the first to emerge from that magnificent new building…

But do not get the idea you’re anything special.  Because you’re not.

Is Sales A Dying Profession?

A commenter on the 'A Sales Guy' blog asked this question the other day and Jim Keenan posed the question to his readers. There's a decent discussion on this topic on his blog so I recommend checking it out. Here's my answer:

Short version: Absolutely Not.

Longer version: Before you can answer the question of whether or not sales is going away, you have to define what salespeople do.  To me, salespeople make connections and tell stories that allow products to be diffused into the market at a faster pace and on a wider scale than they would be if a salesperson wasn't involved.  So companies hire salespeople when they believe that the investment in those people will be outweighed by the incremental revenue that will be produced from their activity.

That said, the commenter is right that because of the internet there are some products that can be sold to enterprises without the involvement of a salesperson.  But that doesn't mean salespeople are going away, it just means that salespeople will have to continue to adapt to selling those things that can't be sold off the shelf -- this means more complex sales and more innovative products.  This has always been true -- products adapt and salespeople adapt.

If a company decides that they can rest on their laurels and its products are so refined that they don't need people out making connections and speeding up the diffusion of their innovative products into the market, then salespeople aren't going away, that company is going away.  

In short, if a company feels like it doesn't need salespeople then that company either isn't innovating or doesn't have very ambitous goals.

The 40 Hour Work Week

I came across what was supposedly a very, very controversial graduation speech given by a right wing talk show host to students at Texas A&M.  It turns out that the speech was simply a chapter in his (fictional) book.  Much of the speech is totally over the top.  But if you’d like to get your blood flowing you can check out the entire speech here. 

The reason I’m posting about it is there was one line towards the end that struck me as pretty good advice for college graduates… 

Speaking of earning, the revered 40-hour workweek is for losers. Forty hours should be considered the minimum, not the maximum. You don’t see highly successful people clocking out of the office every afternoon at five. The losers are the ones caught up in that afternoon rush hour. The winners drive home in the dark.

Also, related to this topic, Salon.com had a good article a while back on the advent of the 40 hour week, that argues bringing it back would increase productivity -- interesting read when you have a few minutes.

Two Posts Worth Reading

Seth Godin had two great posts last week with two simple lessons worth remembering.  Both posts are super short, I recommend checking them out.

The first points out that success comes not just from working hard, but from working on the right things.  Often, knowing what not to do is harder than knowing what to do.

The second discusses the balance between knowing a lot about one little thing but also knowing a little about a lot.  Both are crucial.

The Start-up of You

I read Reid Hoffman's (LinkedIn's co-founder) new book last week, the Startup of You: Adapt to the Future, Invest in Yourself and Transform Your Career.

The thesis of the book is that everyone (from CEOs down to the lowest level employees) should view themselves as entrepreneurs.  It argues that you need to manage your career the same way an entrepreneur would manage a new enterprise.

I agree with this concept completely, and for those that haven't been exposed to this thesis, it's worth the read.  If you're already familiar with this career approach, you won't find much value in the book.  It describes the concept effectively, gives several practical tips and action items to help get you there but largely it comes off as a long advertisement for LinkedIn.

That said, there were a few valuable insights that I took from the book.  Here are two:

The first is about managing your network and asking for help/favors.  When you ask someone for something like advice or an introduction, try hard to give that person something first: a link to an article they might be interested in, an insight you picked up that might help their business, a connection or recommendation that might help them do their job better.  Also, give them some thoughtful and insightful context on what you need.  Once you've done this, then ask for the favor.  Give them a "gift" before you ask them for help.  This is a neat approach to managing your network.

The second is about risk.  The book cites a Neurophysicist that explains that to keep our ancestors alive, Mother Nature evolved a brain that routinely tricked them into making three mistakes: overestimating threats, underestimating opportunities, and underestimating resources (for dealing with threats and fulfilling opportunities).  This caused our ancestors to be very good at avoiding dangerous tribes or animals that could kill them in favor of seeking out opportunities for more food or shelter or resources.  While this was a practical approach at the time (they had to avoid death), this instinct is far less applicable to the world we live in today; a bad investment or a poor career decision isn't going to kill us.  The book encourages the reader to keep this instinct in mind when navigating your career and to try to resist it.  You're likely vastly overestimating the risk and potential pain that could come from most career decisions.

In short, the book is a fairly engaging and quick read and the message is spot on.  If this is new concept for you, I'd definitely recommend picking up a copy.