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Archive for March, 2017

Misogyny — Follow The Money

Wednesday, March 29th, 2017

Perhaps Susan Fowler’s post about the harassment she endured and Uber’s culture in general is more empowering than some thought it would be.

Especially regarding Silicon Valley’s “untouchables.”

I say that, because another woman, AJ Vandermeyden, just went public, although the lawsuit was filed last fall.

Only this time it’s Tesla and she still works there; not only works, but loves her company.

“Until somebody stands up, nothing is going to change,” she said in a recent interview, her first comments about a discrimination lawsuit she filed last year. “I’m an advocate of Tesla. I really do believe they are doing great things. That said, I can’t turn a blind eye if there’s something fundamentally wrong going on.”

Tesla’s response was hilarious, in as much as it parroted almost word-for-word the Valley mantra.

“As with any company with more than 30,000 employees, it is inevitable that there will be a small number of individuals who make claims against the company, but that does not mean those claims have merit”

Whoo hoo. Doesn’t that just give you a warm, fuzzy, confident feeling of trust?

Things were better for women 30-40 years ago. What happened?

For one thing, at least for tech, video games happened.

But that’s just one reinforcing piece.

The Atlantic took a more comprehensive look at the misogyny so prevalent in tech culture.

Investigators often say that the best way to trace anything is to “follow the money.”

Turns out that applies here, too.

When Silicon Valley was emerging, after World War II, software programming was considered rote and unglamorous, somewhat secretarial—and therefore suitable for women. The glittering future, it was thought, lay in hardware. But once software revealed its potential—and profitability—the guys flooded in and coding became a male realm.

Now look a bit further and think about the industries notorious for their bad treatment of women.

Wall Street/financial services. Law. Doctors. University-level teaching. Architecture. Chefs. Construction and journeyman crafts. I can keep going.

What do they have in common?

Follow the money.

White and blue collar = high pay.

Pink collar = low pay.

Money means freedom. Freedom to choose. Freedom to walk — from a job or from a relationship.

Put another way, money means control.

The more money you have the more control you have over your world — whether for good or for evil.

So maybe control is the real root cause.

Men (some, not all) need to control women, AKA, mom…

Poor, insecure, little guys.

Trying to change their past by taking revenge on the present and, in doing so, damaging the future.

Video credit: Business Insider

Ducks in a Row: Just Say No To Brilliant Jerks

Tuesday, March 28th, 2017

This is a short post, with a lot of valuable links.

https://www.flickr.com/photos/kurt-b/5401822493/

Way back in 2007 Standard prof Bob Sutton wrote the No Asshole Rule and McKinsey did in-depth research on the damage they do.

In 2015 Rich Waidmann created a no jerks culture.

Sutton followed up in 2015 essentially saying it’s all about the people.

Last week a post on LinkedIn talking about women CTOs who won’t hire “brilliant jerks.”

There are hundreds more posts, articles, books, research, comments, etc. that talk about the downside of jerks — brilliant or otherwise. (In case you’re wondering, the brilliance supposedly offsets the jerk part.)

But it’s a fallacy to think that it’s just women who are creating cultures that don’t tolerate brilliant jerks, just as it is to think that all brilliant jerks are male.

As with any other label, brilliant jerks can be found in any imaginable combination of race, creed, color, national origin, gender identification, size, and shape.

None are worth keeping, because, even if it takes some time, they will poison your culture and run off your team.
Image credit: Kurt  Bauschardt

Golden Oldies: Ducks in a Row: Rich Waidmann’s No jerks Allowed

Monday, March 27th, 2017

It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.

Golden Oldies are a collection of what I consider some of the best posts during that time.

Since tomorrow’s post takes yet another look at Silicon Valley culture, sources of the blatant misogyny, and how that relates to brilliant jerks and so-called stars, I thought I’d share Rich Waidmann’s take on the subject.

Read other Golden Oldies here.

I’m in love — with a man I never met, never spoke to, never followed or chatted with online.

His name is Rich Waidmann and he’s founder and CEO of Connectria Hosting.

I love him because when he started his company he consciously set out to make it a great place to work. (See the full Infographic at Business Insider)

That means it’s a job requirement at his company that every employee treat everyone else with courtesy and respect as well as “going the extra mile” to take care of people in the community who are less fortunate

Then his company did a survey and found that

More than half (55%) of 250 IT professionals in the US. surveyed said they had been bullied by a co-worker. And 65% have said they dreaded going to work because of bad behavior of a co-worker.

Waidmann believes it shouldn’t be that way so he’s starting a No Jerks Allowed movement in an effort to encourage better cultures.

Way back in 2007 Stanford’s Bob Sutton wrote The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t, but looking at the stats I’m not sure how much good it actually did.

And considering the fact that companies are shoehorning more people into less space something needs to change.

The Talmud says, “We do not see the world as it is. We see the world as we are.” Moreover, it’s often as we are that particular day, or even minute, and even as we change, minute to minute, so do others.

Jerks are known to lower productivity and kill innovation, so a lot of good information on identifying and dealing with jerks has been developed since Sutton’s book came out.

Contributing to that effort, here are my four favorite MAP attitudes for dealing with jerks.

  • Life happens, people react and act out, but that doesn’t mean you have to let their act in.
  • Consider the source of the comment before considering the comment, then let its effect on you be in direct proportion to your respect for that source.
  • Use mental imagery to defuse someone’s effect on you. This is especially useful against bullying and intimidation. Do it by having your mental image of the person be one that strips power symbols and adds amusement. (Give me a call if you want my favorite, it’s a bit rude, but has worked well for many people.)

And, finally, the one I try to keep uppermost in my mind at all times

  • At least some of “them” some of the time consider me a jerk—and some of the time they are probably correct.

Image credit: Connectria

If The Shoe Fits: Growth At All Costs — Unsustainable AND Unethical

Friday, March 24th, 2017

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

This is a short post, aside from the quotes, and I honestly don’t care if you skip my part and just read the  main links, especially the last on from DHH.

5726760809_bf0bf0f558_mIt’s exactly two years since I saw a successful lifestyle business founder, Andrew Wilkinson of MetaLab and Flow, loudly and publicly say that he would rather be a horse than a unicorn.

Meaning, he would rather build his businesses organically and self-funded than take outside investment.

I wondered if his attitude was a harbinger of returning sanity.

Ha! Wilkinson’s attitude was an outlier, as opposed to a trend.

However, early as he was I see more successful founders following a similar path.

A few days ago I read a Medium post from Mara Zepeda, Co-founder and CEO of Switchboard, and Jennifer Brandel Co-founder and CEO of Hearken, coining a new term, zebra, to denote a sustainable approach to growth.

A year ago we wrote “Sex & Startups.” The premise was this: The current technology and venture capital structure is broken. It rewards quantity over quality, consumption over creation, quick exits over sustainable growth, and shareholder profit over shared prosperity. It chases after “unicorn” companies bent on “disruption” rather than supporting businesses that repair, cultivate, and connect. After publishing the essay, we heard from hundreds of founders, investors, and advocates who agreed: “We cannot win at this game.”

Adam Eskin, founder and CEO of expanding restaurant chain Dig Inn and a former private equity associate at Wexford Capital puts it this way,

“Having a background in private equity, we don’t just want to grow this business for growth’s sake, lose passion for what we do, or the reasons why we’re here. I think that’s what some folks can end up doing when they raise this kind of capital.”

As a tech person, who has been seduced into believing that valuation is everything, why should you listen to an outlier or non-tech founder, let alone a couple of women?

Perhaps you’ll be more inclined to listening to the guy whose tech generates raves and may even be the source code of your company.

DHH (David Heinemeier Hansson), creator of Ruby on Rails, Founder & CTO at Basecamp (formerly 37signals), writer of best-selling books and winning LeMans racecar driver.

There is no higher God in Silicon Valley than growth. No sacrifice too big for its craving altar. As long as you keep your curve exponential, all your sins will be forgotten at the exit. (…)  The solution isn’t simple, but we’re in dire need of a strong counter culture, some mass infusion of the 1960s spirit. To offer realistic, ethical alternatives to the exponential growth logic. Ones that’ll benefit not just a gilded few, but all of us. The future literally depends on it.

Image credit: HikingArtist

 

Ryan’s Journal: How To Measure Culture

Thursday, March 23rd, 2017

https://www.flickr.com/photos/beantin/8976529844/

I am in sales and as a result I have a ton of metrics that I must account for. How many calls did I do? What is my conversion rate? Are you having a prospecting or velocity issue with closing deals? Is your sales funnel robust enough? 

I think you get the idea. These and many other metrics are all important as they can lead to a greater success as you iterate.

By most accounts sales is easy to measure the successes and failures. It’s like sports, who has the most points at the end of the game?

Culture though can be a bit tougher to measure. It’s not a tangible good and as I consider the subject I wonder how can we best measure it?

It’s pretty easy to see the extremes of company cultures and see if they are positive or negative.

Uber had been in the news a lot lately, even their president stepped down after saying they did not align with his values.

On the other hand Google landed the top spot again by glassdoor.com with their annual best places to work.

With a little thought you can see one culture is more negative and the other is pretty positive.

Those are fairly easy examples, but what about all the thousands of other companies in small towns and cities? How do we know if they are indeed a positive place to be and what metrics should we use to measure?

I worked for one company that ranked as a top workplace in the local metro area. This was touted by its recruiters and quite frankly was a selling point for me when I came on board. I had had a terrible experience in a previous company and I was ready for a change!

However, after some time of working at my new place we were given the opportunity to participate in the annual survey that would measure top workplaces.

This poll was, in reality, mandatory and we had to provide so much demographic data that it was very easy to determine who had filled out what survey.

The result was we all wrote very positive reviews and then we were voted top workplace again. I believe the total is four years in a row at this point.

I bring this up as an example of how one metric, annual best workplace surveys, could be wildly skewed and may not be the best metric to utilize.

Where else should we turn to measure? Pay could be a factor of course. Tenure and turnover are factors too.

I had a teacher in college tell me to always ask my interviewer what the turnover for employees under two years was. He felt this was a good measure of the health of the company and the role I was pursuing.

I still ask that question and have found that when turnover is high, culture is low.

At this point I don’t have a silver bullet and will do more research to see if there is a magic quadrant we should be seeking.

I’ll update you next week on whether someone a whole lot smarter than me already did the tough work, or if I stumbled onto a way to start a company measuring culture that is the new hot thing in town.

Image credit: James Royal-Lawson

How To Become An Adult

Wednesday, March 22nd, 2017

Sometimes people seem to forget that kids grow up and become adults.

Or they used to.

The responsibility for most of the problem can be laid at the feet of their parents and their helicopter approach to raising their offspring. Most ironically, they complain when job candidates sport the same attitudes as their own kids.

Other factors retarding adulthood include the escapism offered by today’s video games, especially for under-30 males, the lack of interpersonal skills driven by social media, along with social media’s unsubtle efforts to foster addiction in the name of profit.

And, of course, the largest factor being family and friends, whose emotional and financial support, enable a relatively comfortable living situation.

The difficulty today’s young adults are having in becoming actual adults was the impetus for (what else) a startup.

Rachel Weinstein, a psychotherapist, and Katie Brunelle, a former elementary school teacher and coach, responded by creating the Adulting School, a place for people to gain the skills they need to feel like an adult, from goal-setting and sheet-fitting to how to manage money or hang a picture.

Simon Senek, a British author and motivational speaker, also blames parents for the false expectations of so many Millennials, who never were given the chance to learn/live the process of achievement.

“Everything you want you can have instantaneously, except for job satisfaction and strength of relationships,” Senek argues. “There’s no app for that; they are slow, meandering, uncomfortable processes.”

Whatever you think about a school that teaches adults how to be adults the real question is: in what direction will the next generation go?

Image credit: the Adulting School

Ducks in a Row: How Good Is Your Face-To-Face?

Tuesday, March 21st, 2017

https://www.flickr.com/photos/44412176@N05/4197328040/

Why is it that the most difficult part of management, i.e., people management, constantly moves backwards?

Managers from the Greatest Generation tried to manage by memo.

That lasted until the 1970s when Boomer and Gen X managers took a giant step backwards and started trying to manage by email.

Millennials have taken an even larger step in that direction by trying to manage by text and have swept many of the previous contingents along with them.

Granted, people at all levels often look for and find ways, frequently turning to available technology, to avoid, or at least minimize, the most frustrating and difficult parts of their jobs.

However, that doesn’t work when the frustrating part is 90% of the job.

Every time this comes up I find myself quoting something Terry Dial said to me decades ago.

“People are 90% of our costs as well as the key to customer service and satisfaction. The only thing that should take priority over hiring a new employee is keeping a current one.”

Wally Bock puts it this way (and offers excellent advice on how to do it.)

In the Marines, I learned that when you’re responsible for a group, you have two jobs. One of them is to accomplish the mission. The other is to take care of the people.

I personally guarantee that you won’t accomplish the former if you ignore the latter.

You cannot “care for your people” by email or text — it requires face time.

It requires one-on-one conversations — wherever they take place — and not just about performance.

Conversations need to be human, that means family, hobbies, food, sports, etc.

Face-to-face humanizing contact is critical for teams, too, whether they are in a different office around the block or around the globe.

As Valerie Berset-Price, founder of Professional Passport says,

“Building trust is a multisensory experience,” she says. “Only when people are physically present together can they use all of their senses” to establish that needed trust. Without a bond, conflict or disengagement can more easily arise and is more difficult to resolve.

So whether you consider yourself a manager, a leader, a boss, or just a plain working stiff honing your in-person communication skills will not only improve your career opportunities, but also all parts of your life.

PS I just saw this article on IBM’s move to have teams in-person face-to-face.

Image credit: gorfor

Knowing Why/When To Quit

Monday, March 20th, 2017

https://www.flickr.com/photos/botter/70228/

Occasionally I share stuff I receive from clients and sometimes from readers, as I’m doing today. I ask if I can share it and usually the response is ‘yes’, with the caveat that I change enough to ensure that nobody will recognize the writer.

I think “Caz’s” situation and its outcome are very applicable right now. I hear from a lot of you, all asking how to know when to “pull the plug.”

As always, I’m available by phone or email if you want/need to hash things out; contact info in the right-hand frame.

Hi Miki,

It’s been awhile and a lot has happened, with both family — the adoption went through and I’m a new dad! — and I’ve got a new job.

As you know, I’ve been getting more and more concerned about my future at “Locus Systems.”

You also know I’m extremely culture sensitive and the culture has been changing quite a bit, moving more and more towards a fear-based approach.

In addition, we launched a new product about 2 years ago and landed a total of maybe 20 customers.

While the product itself worked and there is a real need, the market just didn’t respond.

This in turn led to our CEO, who owns the company, to push the sales teams harder. In the end he said the failure was on the individual sales teams, not the product.

I have a strong business background and know that for no discernible reason good products sometimes just don’t find the market demand expected.

This whole ordeal has led to a lot of resentment on the part of the sales teams and management.

Some of our best team members started leaving; I’m talking about people who sell $4MM plus a year, so great salespeople.

Each time someone left the CEO would make it a point to remind everyone that that person lacked the vision and we were better off without them.

Give me a break!

On a personal level commissions started being delayed. We always waited 2 months or so for our commission, but it was creeping into a 3-4 month time frame, sometimes longer.

All this led me to a realization that I was probably on a sinking ship. I don’t mind struggling, and you know I’m a fighter, but when the CEO and management are essentially belittling employees and putting all failures on them it’s time to go. 

So I started looking.

I found a great opportunity with “Jasper, Inc.,” another young software company that’s growing organically and has what seems like a terrific culture — all the good stuff you’ve written about (why I started reading you in the first place).

I found the opportunity locally, but the company doesn’t care where I live. That means we aren’t restricted to one town. I always wanted to be able to choose where I live and not have my job dictate that to me.

Although I just started, I’m really enjoying it. The opportunity came as a bit by surprise, but quite frankly, the conditions, benefits and pay are all superior to what I had. 

I’d like to stay in touch. This role will give me more financial freedom then I have had in the past and that may come in handy down the road ;-)

Caz

Image credit j. botter

Ryan’s Journal: International Women’s Day

Friday, March 17th, 2017

https://www.flickr.com/photos/ufv/33321834446/Folks. I am about a week behind on recognizing International Women’s Day, but wanted to speak about it today.

There is always an element of folks out there who cry that we are dividing each other more by recognizing every different group of people, but I disagree.

At this point we have roughly 7 billion people in the world and they are each unique. That’s pretty cool if you ask me and I find that recognizing the differences that make us unique can be a unifier.

One reason I want to address this holiday is because I have been personally affected in a profound way by strong female leaders, both in life and work.

These women were mothers, wives, bosses, employees and, in some cases, warriors. I call that out because throughout history there was not always the option for women to follow their own path — it was chosen for them.

I am the father of two beautiful girls, they are identical twins and they light up my life. My wife and I are blessed (and challenged) by them daily. In June I get to experience it again with the addition of our third girl.

If I am being completely transparent, I was never a feminist. I didn’t think men were the superior sex, but I didn’t think the status quo was an issue either. While having girls has helped to change my thinking, the journey began many years ago.

I served five years as a United States Marine and enjoyed the opportunity to be a part of something greater. Now, the Marine Corps has around 200,000 active Marines and about 7% who are female. It’s a male dominated world where recent news has uncovered that misogyny is alive and well unfortunately. I don’t bring this up to shame the institution but to call out the opportunity for improvement.

Within this environment though I had the pleasure to serve under a female Marine officer by the name of Meredith Brown. At the time she was a Major and retired as a Lt. Col.

She was a no-nonsense person who expected results and demanded excellence. I recall how I used to write reports for her and she would pull out a red pen and begin striking things out. As she did that though, she took the time to show why the corrections needed to be made and expected that I wouldn’t repeat the errors.

Now you may be thinking, this lady sounds rough! I will tell you though, she knew what she was doing. I was a young man who needed guidance and she also saw something in me that perhaps I didn’t see myself. As a Marine she was tough but also fair to a fault. She was the first strong woman in my professional career and I valued our time greatly. We still speak to this day and she continues to give sound advice.

How does this fit into culture? Because as a society we have determined that sex, color, background, race or other factors that could be discriminated against are not how we should be judged.

We have deemed actions to be our judgment. Does this always happen? Absolutely not, but we strive for it.

If I had been an older man in a different Marine Corps, I would have never had the opportunity for a female Marine to lead me. I would have operated in a bubble and be unable to see another point of view without great difficulty.

So next time we have a day that celebrates a unique quality about a specific group of people I suggest we take the time to embrace it.

See something from a different perspective, walk in another person’s shoes, so to speak, and learn.

Culture is continuous.

Image credit: University of the Fraser Valley

Ryan’s Journal: When Culture Betrays

Thursday, March 16th, 2017

https://www.flickr.com/photos/roryfinneren/2791004393/in/photostream/

Most of my writing is based on what is going on in my life right now. I have found it’s easier to write about what I know and tap into the emotion of it all. One thing I learned recently is culture can be a double-edged sword and should be respected as such.

If any of you are reading more than Entertainment Weekly I am sure you have seen the meltdowns that are occurring at Uber, the falling stock prices at Valeant Pharmaceuticals and maybe the second bankruptcy of Radio Shack.  All of these are a result of a culture that betrayed the very members it was meant to protect.

How do we watch out for that in our personal lives?

One way I do it is by seeking constant feedback. I have found I have a significant blind spot when it comes to measuring myself, so I suck up my pride and go to those I know will give me a real answer. Perhaps these companies could have done the same?

When looking at these three cases I have found one commonality, pride. Let’s examine each and see what you think.

Uber is pretty public at this point. The CEO had a history of being bold, in your face and decisive. This has its place but can also become unbalanced. Additionally, somewhere from the top down the idea that women should not be treated equal came out and as a result you have cases of sexual misconduct and favoritism playing out.

Valeant was a darling of Wall Street for many years. Its former CEO was incentivized to get his stock to a certain price point. If he did that he was rewarded with stock options that were incredible. Harvard did a study on it and thought the scheme was amazing. What people didn’t know though was the CEO was utilizing accounting methods that favored the stock price. He also utilized a private pharmacy that was undisclosed to the public to deliver his prescriptions. This had an added benefit to the stock. Both methods were found to be unethical, the stock crashed and shareholders lost billions.

Radio Shack recently filed for a second bankruptcy. They have been unable to turn around their stores to get to a profitable point. I am not too old to remember going into these stores as a child and enjoying them. They offered some great products, were knowledgeable and if you were a radio geek you could find just the part you needed. Unfortunately they didn’t expect a rise in cell phones, online ordering and other buying trends. These have all contributed to its losses. They are still around but I wonder for how much longer.

I bring all of these up as examples where the culture of each led to misses and failures.

Culture in my mind is the mentality of a company — its thought processes.

On an individual basis are you allowing your culture to betray you?

Image credit: Rory Finneren

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