Thoughts on people, teams, organizations, communities, effectiveness and success
Every job candidate’s dream is to have several job prospects that meet your job specs and simultaneously produce offers when you’re ready to make a decision.
Sometimes it really does work out that way; most of the time it doesn’t. And what you’re left with, as the anonymous poster on Quora this morning noted, is a “way to extend a job offer” so they can see what other offers surface?… Read the rest
Over hot chocolate (Peet’s non-fat, no whipped cream) this week, the search headhunter – newer to that side of the desk after running executive recruiting for one the nation’s blue chip companies on the other side of the proverbial desk – asked the awkward question.
His candidate search work for engagements had been outstanding; his new business development success had been missing in action.… Read the rest
There are a number of formulas for success for building “can’t miss” start-up and founding teams.
Here’s one that actually works.
A disclaimer first; depending on your business you’ll need to have reasonable domain expertise. If you’re in the internet networking space, you need to have people on your founding team that have the technical chops to have the engineering aspects nailed, as well as somebody who understands the competitive market dynamics (who buys gear, who is the competition, who is a player, who is not, etc.).… Read the rest
Sweet post from Tristan Walker this morning on the subject of startups.
The link is here.
University of Michigan professor Scott Page’s interview in the New York Times – “In Professor’s Model, Diversity = Productivity” can be found here.
Page’s research has shown that diverse groups outperform non-diverse groups in mid-to long term performance; fire drills, no, start-ups and running an organization, yes.… Read the rest
“War is hell” said William T. Sherman – and most likely right before he burned down Atlanta (image right) on his famous “march to the sea” during the United States Civil War.
Office politics are a close second, particularly in the types of workplaces that either tacitly permit them or promote them.
In those atmospheres – not unlike some of the world’s cultures – to operate effectively you have to be quasi schizophrenic; keep separated what you think and believe, and what you say you think and believe.… Read the rest
There are a number of reasons to avoid the temptation of a people management approach like “Tograding” – where its often simplistic application is to divide the world of your employees into “A,” “B,” and “C” players – and where the 65% of employees who are “C” players are released and managed out. (Fault me but when someone says an approach is “the silver bullet” I cringe.… Read the rest