Yesterday I asked if you would hire someone who had been fired.

If you’re a smart boss your response is “absolutely!”

That’s because the reason someone is fired is far more important than the act itself.

Here are some of the more common reasons people are fired — often under the guise of poor performance, bad attitude, etc.

• Disagreeing with the boss, whether publicly or privately.
• New boss wants his own team.
• Not complying with the boss’ requests, including sexual ones.
• Doing [whatever] differently than the boss.
• Standing up for another employee.

While there are many valid terminations for cause, the validity often depends on your point of view.

Years ago, when I was a recruiter, I presented a hardware test tech, who had been fired, to a favorite client. I told the VP that according to his boss, the tech was fired for creating problems in the lab and talking back to his boss — both of which were true.

However, in talking to his peers I learned that the boss in question had a habit of eating while walking around the test lab and scattering crumbs on the boards being tested.

The tech had asked him several times privately not to eat near the bench and, when the eating continued, brought it up in a department meeting, which led to his being fired for insubordination.

My VP was delighted; he said that was the kind of person he wanted on his team (the tech was hired).

It’s a smart boss who personally checks references (above, peer and subordinate) on all candidates before making an offer, instead of delegating the task to someone else, including HR (which usually checks with HR).

After all, the whole point is to acquire great talent, meaning talent who will be great for you.

Flickr image credit: Michael Mandiberg

The media loves making it a big deal when people leave companies, especially if

• they have been there a long time;
• they have a high profile/big title; or
• the company is one of the golden ones, e.g., Apple, Google, Facebook, Uber, Salesforce, etc.

Not counting layoffs or termination, why do good people leave good companies?

Actually, it’s not so much where they are leaving from as it is what they are going to.

No matter how great the company; how talented the boss; how good the career path; at some point people just want to see what’s on the other side of the mountain.

That isn’t a reflection on the current company/boss/career, it’s a reflection of the natural desire to challenge/test oneself in a new environment.

That doesn’t always mean starting their own company.

It simply means they found something attractive enough that they decided to pursue it — and it is rarely found in compensation..

One of the few constants I’ve found through decades of dealing with people in the workplace is that those who join a company for compensation (money/stock/perks) will leave for more compensation.
However, this is a concept that seems beyond most media understanding — or perhaps it’s not what the public wants to hear.

So the next time you see one of those stories, think “where is she going” as opposed to “why is she leaving.”

Would you hire someone who was fired?

Join me tomorrow for the reasoning behind the unexpected answer.

Flickr image credit: BK

Hiring is as much art as science.

It’s a fact that the data-driven really hate.

Such as Google, which hires hundreds of people every week..

It used to hire only candidates with 3.7+ GPA, double 800 SAT scores and world-class interviewing skills — But those criteria weren’t accurate at predicting success in the Google world.

In 2007 it developed an algorithm to screen candidates — it didn’t work.

More recently, Google’s brain-teaser questions garnered a lot of attention, but they don’t work, either.

“Everyone likes to ask case questions and brain-teasers. It turns out our data shows that doesn’t actually predict performance. There’s no correlation with your ability to do that,” said Laszlo Bock, Google’s SVP of People Operation.

Anallytics can do an amazing job if the company is large enough to develop valid data points.

“Once you get through all the noise and beliefs that people have, and identify that right profile, you can have some solid impact in your organization,” Ryan Dullaghan, Jet Blue’s manager of people assessment and analytics, noted. He described the measurable benefits for the company that have resulted from “really focusing on fit for the job, “including higher employee engagement and retention, and a 12% decrease in total absences.”

Those are significant numbers.

But what do you do if you don’t have access to viable analytics, whether because of size, money or senior management apathy?

Start by developing a written set of questions (see the article for ideas) that you ask your own people.

Crunch the responses to get a general company profile.

Then make it a habit to ask them of all candidates (no matter the position, along with the position-specific questions.

The one caveat to always remember is that while some people are expert at acing questions/tests, others are the opposite, so don’t treat that as make or break criteria.

More on hiring tomorrow.

Flickr image credit: jphilipg

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

As you know I don’t follow Twitter, but I don’t really have to, since sooner or later, tweet threads that would interest me become the basis of something I read.

A few weeks ago an article in Business Insider cited a series of tweets from VCs moaning about their stressful existence and that saying they needed a support group.

Support group? Really? I haven’t heard of any VC suicides, which isn’t the case with a number of other demographics.

Ron Conway was quick to shoot the need down.

“I’m embarrassed that a VC would think their job is stressful when starting a company is the most stressful thing ever.”

(And while I agree that starting a company is extremely stressful, I don’t think it qualifies for the “most” slot, since doing so is voluntary.)

However, it did give me an idea as follows.

1. Recruit two or more star shrinks and/or get Stanford involved.
2. Create a private online community for VCs (using their company address and fully verified)
3. The site should be heavy on security and use biometrics instead of passwords for logins.
4. The community should be either SaaS or membership dues.
5. Groups should be created for various problems, such as business-related stress, internal politics, family-related stress, etc.
6. Each group session would be moderated by the appropriate shrink.
7. Private sessions would be available by appointment.

Here is the most important part.

1. Incorporate the entity as a non-profit.
2. Pricing should be similar to an exclusive country club.

Here is my reasoning.

• It needs to be expensive to prove its value to its market.
• VCs are competitive and will join for bragging rights.
• It should be non-profit so the money could go towards paying mental health costs for tech community members who can’t afford it and have no insurance.

So, if someone out there wants to take this and run with it as a non-profit, I’ll be happy to help. My contact information is on the right.

Image credit: HikingArtist

Have you ever thought about a very basic difference between Apple and Google and Facebook?

All are highly profitable.

All have a laser focus on their customers.

But only Apple honors its customers privacy.

Apple CEO Tim Cook sat down with NPR to talk about privacy, and described it as a “fundamental human right.” The comments come after Apple updated its website to make its stance on privacy clearer, something Cook describes as “a values point” not “a commercial interest.”

Whereas Larry Page’s recent comments when asked about the new name Alphabet indicate a totally different mindset.

The point, according to Larry Page, the Google co-founder who will be Alphabet’s chief executive, is for the separate parts to be independent and develop their own brands. That would never happen with all of them under the Google banner, given that many associate the name solely with a consumer search product. Many of the companies operating under the Alphabet umbrella, artificial intelligence and robotics, for instance, may never be consumer-oriented.

Mr. Page, in a blog post announcing the move, took the opportunity to note some wordplay in the name. “We also like that it means alpha‑bet (Alpha is investment return above benchmark),” he wrote, “which we strive for!”

At least Google finally dropped the words Don’t be Evil from its values, which is good, because it abandoned the attitude in the name of profit long ago.

The article claims that the difference can be explained by the fact that Apple sells things, while Google and Facebook depend on ads, but Amazon (which is not mentioned) generates its revenues selling stuff and still tracks (stalks) its visitors.

Flickr image credit: Chris Scott

The Leadership Development Carnival is hosted at home this month; home being Becky Robinson’s Lead Change.

It being October, Becky used a sports analogy, saying the posts are home runs, which they are

However, October means Halloween to me, which is also fitting, considering the number of treats offered and nary a trick to be found.

So without further ado, read, learn and enjoy.

Anne Perschel of Germane Consulting submitted Lead with a Smile and Discover What Happens. Anne shares, “Ed, an Engineering Director, has a habit of mind that immediately sees what could go wrong in any given situation. There’s always something, and often lots of somethings, that could go wrong. But one day, Ed saw the lighter side of a situation, and…read what happened.” Locate Anne on Twitter at @bizshrink.

Bill Treasurer of Giant Leap Consulting contributed Opening the Thought-Shifting Door. Bill writes, ” Leaders need to know how to shift people’s thinking. Real opportunities can be found in convincing people to become imaginative by freeing them from narrow, negative, or habitual thinking. You may be surprised to hear that encouraging thought-shifting is not as difficult or complicated as it may seem.” Follow Bill on Twitter at @btreasurer.

Bruce Harpham of Project Management Hacks submitted How To Lead Virtual Teams. Bruce summarizes, “How do you lead a team that is distributed across the country or across the world? In this article, I share best practices for leaders leading a virtual team including recommended tools.” Discover Bruce on Twitter at @PMPhacks.

Chris Edmonds of the Purposeful Culture Group contributed Where the Human Spirit Goes to Die. Chris describes the post: “Our workplaces – around the globe – are not inspiring, engaging, productive environments for us to work in. Chris sheds light on a study that shows what people need – and how to create it.” Follow Chris on Twitter at @scedmonds.

Dan McCarthy of Great Leadership submitted 10 Ways to Keep  Cool and Composed. Dan writes, “When a leader lets their emotions get the better of them they can quickly develop a reputation as volatile, moody, defensive, or having a lack of leadership presence. Unfortunately, all it takes is one public outburst. What can a leader do to keep cool under pressure?” Find Dan on Twitter at @GreatLeadership.

David Dye of Trailblaze, Inc., shared A Secret of Success at Leadership and Life. In this article, David shares a powerful metaphor for leadership which contrasts confusion and clarity. Discover David on Twitter at @davidmdye.

Jesse Lyn Stoner of the Seapoint Center provided Are Your Employees Turning You Into a Helicopter Manager?. Jesse summarized: “What happens when Millennials who are used to ‘helicopter parents’ enter the workforce? You may be turning into a helicopter boss without realizing it. Here’s why, what they really need, and what you can do as a manager.” Follow Jesse on Twitter at @JesseLynStoner.

Jill Malleck of Epiphany at Work contributed Four Ways to Be an Active Leader. Jill shares, “busy leaders can find themselves only responding to this and that. True leadership means shaking it up and making new moves. Here’s 4 easy ways to do that.” Find Jill on Twitter at @epiphanyatwork.

Jim Taggart of Changing Winds submitted Black Swans: The Achilles Heel of Leadership. Jim says, “Wouldn’t it be wonderful if the world were predictable–or at least somewhat predictable? It would certainly make the job of top organizational leaders and politicians in power that much easier. But that’s not how it is; it never has been in fact.” Find Jim on Twitter at @72keys.

Joel Garfinkle of the Career Advancement Blog submitted Is it a Myth? Can you Actually Achieve Work-Life Balance? Joel recaps: “Balancing work and a personal life is becoming an increasingly common problem in today’s hyper-competitive world. Here are ten strategies for creating and maintaining work-life balance.” Discover Joel on Twitter at @JoelGarfinkle.

John Hunter of the Curious Cat Management Improvement Blog provided What to Do To Create a Continual Improvement Culture. John explains, “Leaders must create systems that encourage others to succeed and make the organization more effective. When leaders allow themselves to be removed from what is really going on in the organization they damage the organization. In order to build an organization that inspires people to be creative and engaged a leader needs to build a management system that makes that a reality.” Follow John on Twitter at @curiouscat_com.

Jon Mertz of Thin Difference sent The Diverse Tales of Kickstarter and Volkswagen. Jon sumarizes: “Trust is not an intangible. ​It’​s concrete in what it can do and what it can destroy when misused.​ What leadership lessons can we learn from these two tales of trust playing out in mainstream media?​” Discover Jon on Twitter @ThinDifference.

Karin Hurt of Let’s Grow Leaders shared What Happens When We Really Listen. She summarizes “Real listening transforms us. I was blessed by someone “really listening” to me recently.” Locate Karin on Twitter at @LetsGrowLeaders.

Lexie Martin of Leadership Directions sent Seven Leadership Superpowers Managers Can Use to Inspire, Engage and Retain their Gen Y Employees. In this in-depth guide, Lexie shares how and when managers of all ages can use support, vision, progress, balance, coaching, humility, and make real connections to reduce turnover and improve performance.

Lisa Kohn of The Thoughtful Leaders^TM Blog provided For Greater Leadership, Lose These Two Words. In this piece, Lisa shares shares a common two-word phrase that many of us overuse and that we need to stop saying. It lessens our credibility and hurts us. Follow Lisa on Twitter at @ThoughtfulLdrs.

Mary Jo Asmus of Aspire Collaborative Services, LLC, contributed Meeting them where they are. This post explains: Whatever someone has done that annoys you isn’t relevant in the present moment, and it doesn’t help to judge others by their past behaviors. The secret to better work relationships is to meet others where they are. Find Mary Jo on Twitter at @mjasmus.

Miki Saxon of RampUp Solutions, Inc, contributed Ducks in a Row: The What and How of Culture. Miki continues, “Everybody recognizes that changing culture in a large enterprise is difficult.But why is it that the most critical action required in changing culture is rarely, if ever, mentioned?” Discover Miki on Twitter at @OptionSanity.

Neal Burgis, Ph.D. of Burgis Successful Solutions submitted Believe You are Creative? Neal summarizes: “To be a leader in a creative and innovative organization, you must learn to be creative. Here are some basics to help get you started.” Find Neal on Twitter at @exec_solutions.

Paul LaRue of  The UPWards Leader contributed 7 Encouraging Signs That You’re On Target. Paul believes, “If you doubt that you’re progressing towards your goals, a look at these markers will show you that you’re on track.” Learn more about Paul on Twitter at @paul_larue.

Randy Conley of Leading With Trust submitted Your First Five Steps When Leading a New Team. Randy shares: “You only get one chance to make a first impression when taking on a new leadership role, so it’s critically important you start on the right foot. This post provides helpful advice that will get you started on the path to success.” Follow Randy on Twitter at @RandyConley.

Susan Mazza of Random Acts Of Leadership submitted The Alternative to Fixing Poor Performance. Susan explains: “Fixing people is exhausting, because you never will be done. But there’s an alternative: leading people to own their results and holding them accountable for being their best.” Find Susan on Twitter at @susanmazza.

Tanveer Naseer of Tanveer Naseer shared Learning To Focus On What Matters Most. He says this post is, “a look at what leaders need to focus on in order to succeed at motivating their employees in bringing their very best to the work they do.” Follow Tanveer on Twitter at @tanveernaseer.

Wally Bock of Three Star Leadership contributed When a Team Member Brings You an Idea. Wally writes, “People have ideas all the time, even at work. So why don’t they share them? How can you change that situation? ” Find Wally on Twitter at @wallybock.

I hear a lot form bosses who want to build good culture, but are frustrated because of an excess of how-to information — much of it contradictory.

By popular request here are the only two things you  need to know to build an effective culture — everything else flows from them.

First, you have to believe the basic premise.

1. People are intelligent, motivated and want to help their company/boss succeed.

Second, you need to back that belief up with appropriate action.

1. Provide your people with all the information needed to understand how to perform their work as correctly, completely and efficiently as possible.

Culture frames workplace relationships and, like any relationship, it’s about open communications.

Sharing information is a sign of trust and encourages people to become more involved.

When people know about their job/company/industry and how they all interact, they will perform their own duties better and more productively — because they understand what’s going on they are encouraged to take more ownership and care.

Valuing people and open communications are the bedrock of a great culture and a boss people want to work for.

Bottom line, what to do is simple.

Doing it takes discipline.

Flickr image credit: Mike M

Do you ever wonder why so many consumer startups are similar?

Not in terms of the products or services, but the similarity of what each accomplishes.

Each is aimed at providing the wherewithal to accomplish a basic function of living.

From locomotion to meals to dates or just sex; from cleaning to shopping to errands to child/parent/pet care.

They are developed for a generation that is used to having everything done for them.

And then adopted by generations used to doing things for themselves.

No, that is inaccurate.

They are adopted by those of whatever age who can afford to pay.

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

Did you see the story of Drizly Bear by founder/CEO Nicholas Rellas on LinkedIn?

Rellas wanted to disrupt the way liquor is purchased.

The idea was pure and incredibly simple: Alcohol delivery, connecting consumers to local retailers at the touch of a button to have alcohol delivered in just 20 to 40 minutes.

The problem is that liquor regulation makes the taxi industry look unregulated.

The question, given the amount of regulation and the fact that it differs state-to-state and even city/county-to-city/county within each state, was where to start.

Where many would have chosen to start in the least regulated market to get traction Drizly took the opposite approach.

We started Drizly in Boston, MA, a city steeped in alcohol lore and one that is so tightly regulated that there are no happy hours.

If you think he was crazy, then he was, as they say, crazy like a fox.

The definition of a tough (or hard) question is one of the the most critical things that everybody needs to know.

And it’s incredibly simple, too.

It’s something that every salesperson learns immediately, but it applies to any industry, field, situation or effort.

A tough question is any question that can draw a response of ‘no’.

Rellas believed if Drizly could address every regulation in Boston, then they could address regulations anywhere — and he was right.

What we formed was a cookie cutter model of adding supply to our network that now scales with minimal capital and human investment and has allowed us to expand to over 18 cities in as many months.

Rellas wraps your take-away perfectly.

So ask the hard questions. Answer them upfront. Be truthful about your answers. There are reasons why great ideas won’t, or didn’t, work. We fight those every day. Some are insurmountable, others are not. Knowing which mountain to climb is as much of the challenge as the climbing itself. But by not asking and answering the hard questions, for a new business or a new line of business in an existing one, we’re doomed to fail from the very beginning.

Image credit: HikingArtist

I wrote the original of this post five years ago and posted this follow-up three years ago.

Considering the media frenzy around the lifestyles of tech CEOs I thought it was time to post it again.

A couple of years ago I wrote a post about leadership that included a quote from the main character, a forensic anthropologist, in the TV show Bones.

Anthropology tells us that the Alpha male is the one with the crown, the most shiny baubles, the fanciest plumage, but I learned that the real alpha male is often in the shadows because he is busy shining the light on others.

Founders are typically alphas, whether male or female.

With that in mind I have a simple question to ask you.

Which kind of alpha are you?

Read the original post and then decide.

If you don’t like your answer choose to change.

There’s always a choice.

Flickr image credit: Tambako The Jaguar