Psyched about startups.

So, I've had this itch for while...a hankering if you will. Ever since I worked for my old neighbor/bishop at his hardware store when I was 18 years old, I've wondered what it would be like to run, perhaps even start, my own business.

Sometimes, I fantasize about launching the latest and greatest business model, the next breakthrough technology, the gotta-have-it product. I even naively think about being able to set my own hours, work with who I WANT to work with, and establishing the kind of culture I like.

Lately I've read a few articles about how a downturn in the economy is actually one of the best times to start a business--due to discounted labor, cheaper overhead costs, opportunity to be 'leaner, meaner, and cheaper' than the established competition--and it gets me thinking again about small startup companies.

Well, after a meeting I had today with John Richards, it turned my itch into a full-fledged rash! John is a successful entrepreneur, startup consultant, venture investor/coach, and BYU professor. His passion is pretty much starting companies as well as teaching others how to do it. His enthusiasm was contagious! He highlighted some of the opportunities startups offer. And I'm intrigued.

Now, due to current circumstances, I can't afford to be too terribly risk-taking, so the next best thing is a small company still in the early stages of growth...ya know, with 20-50 employees. Doesn't that sound awesome?? It does to me. Psycha-delic baby.

How to Place New Hires

Came across this, got a chuckle. Hope you do too.

How to Place New Hires:

1. Put about 100 bricks in no particular order in a closed room with an open window.
2. Send 2 - 3 candidates into the room and close the door.
3. Leave them alone and come back after 6 hours.
4. Then analyze the situation.

• If they are counting the bricks, put them in the accounting department.
• If they are recounting them, put them in auditing.
• If they have messed up the whole place with the bricks, put them in engineering.
• If they are arranging the bricks in some strange order, put them in planning.
• If they are throwing the bricks at each other, put them in operations.
• If they are sleeping, put them in security.
• If they have broken the bricks into pieces, put them in information technology.
• If they say they have tried several combinations but are still working on it, yet not a brick has moved, put them in sales.
• If they have already left for the day, put them in marketing.
• If they are staring out of the window, put them in strategic planning.
• If they are talking to the bricks and creating brick ‘families,’ put them in Human Resources.
• If they are talking to each other, and not a single brick has been moved, congratulate them and put them in top management.

Have You Been Catapulted Lately?

Currently I am working with a consultant by the name of Dave Jennings of Business Acumen, Inc.--his independent consulting company. Besides helping him with some critical research, it has really been an eye-opener for me to learn about the consulting world and gain exposure to some of the biggest needs organizations are facing. He is currently launching a book, "Catapulted: How Great Leaders Succeed Beyond Their Experience" that gets to the heart of some real leadership issues. It's directed towards anyone who bas been thrown in over their head. Written in a narrative, like "Who Moved My Cheese" or "The Goal", it's easy to read and deceptively insightful. (Thankfully, Dave does not try too much to turn it into a emotionally-charged novel, but keeps it a simple story.)

Specifically, one of the topics I have been researching lately is why CEOs fail. Surprisingly (or not so much), often it is the softer skills and lack of vision and direction that lead to a CEO's downfall. Catapulted addresses these quite well and gives great advice for creating such vision and distributing onus for results throughout an organization.

It's a quick, but worthwhile read. To find out more, visit the book website or go to Dave's home page. I've implied that this book is only useful for C-level executives. This is most definitely NOT the case. It is extremely relevant for anyone at any level who is expected to do more than they've done in the past...which I think is just about everyone. Even I, who am still looking for the next "big thing" as far as employment goes discovered much application in my situation. So, go check it out. And here's hoping you and I get 'catapulted' soon!

Ya Gotta Love it Baby!

Remember Hot Rod Hundley and his barely-restrained exhilaration as he practically shouts out the plays in an exciting Jazz game?!? Maybe I'm a nerd, but the past few days have left me pretty 'jazzed' (har har har) about my field and the potential that strategic HR has on impacting the corporate world and by extension, most of mankind. When used in conjunction with effective OD principles/theories and sane management, history-altering--more importantly, human-altering--innovations abound.

Here are a few of the nuggets I've gleaned over the past few days...mostly from the aforementioned conference.

Regarding leadership and the concept of hope over fear: "It's easy to be a cynic. Dissonance is the [human] default. Resonance and hope take effort. ...a leader must choose hope over fear and cynicism." -NJ & Greg Pesci-

Their solution: The 6 Ps of Leadership

1. Purpose - Critical as a leader (and I would add, in life)
2. Principles - These matter. Establich core, relevant principles and hold to them!
3. Persistence
4. Perspective - Give the truth and the context to your people. Tell them how and why.
5. Persuasion - Must deliver a consistend and constant message.
6. Passion - People need to see and feel a leader's dedication.

From Al Switzler of VitalSmarts: Will is a Skill! Or in other words, one can/must train themself to have a planned--strategic is a better word--reaction or approach in the moment to maintain his/her will.

For example, if tempted to violate your commitments to a goal (i.e. dieting, emotion mngt, etc.) often distracting yourself for a minimum of a few seconds will allow the desire to pass and willpower to re-engage. Al addressed much more--including the good ole 6-cell model from their book, the Influencer--but that's all I will say for now.

There were many more fantastic discussions and learnings--a great model and a practical summary of strategic HR imperatives from Eric McAllister of Omniture, killer examples of leaders who have made a difference from Dave Hanna, and practical customer retention strategies (b/c "You can shear a sheep a thousand times, but you can only kill it once.") from the Cornerstone Group.

However, perhaps the most poignant and lasting take-away for me from this conference was from Grover Wray of Western Union. Grover didn't focus very much on lessons learned or strategies that work or models to use. He told a story. A story that he didn't even get to finish in 90 minutes. He relayed the story of Arthur Anderson during the unfolding of the Enron scandal.

(As a side note, much was publicized by the media that was apparently not true. Much was misinterpreted about the real issues of the case. Many--former employees and clients--still defend the integrity of the company. And FYI--the conviction was subsequently overturned in 2005...offering some moral recompense and justification to those tied to the company.)

Grover's critical point was that after all was said and done, he still had his faith, his family, and his health...and he was grateful, as many partners did not walk away with as much. He spoke humbly and sincerely of the importance of keeping things in perspective and maintaining appropriate priorities. In his words, "I woke up one day and realized almost everything I had dedicated my life to was gone." Only then did he get the proverbial slap in the face to remember where his values and his treasures really lay. Powerful stuff. Great vicarious lesson for the rest of us.

Ya gotta love it baby!

Strategic HR Confernence - BYU Marriott School

OK. Forgive the shameless plug. I am, after all, a proud BYU Alum and OB/MBA graduate. More importantly, I volunteered to help with preparation for the conference and am now so involved that I want people to now about it. Furthermore, it's where I'll be for the next 3 days, so I'm excited!

On one of the fact sheets, I discovered that BYU is ranked among the Top 10 OB programs in the world! And this conference will demonstrate that. Most of the presenters have some affiliation with BYU (alum, recruiter, former professor, etc.), but all are leaders in their field(s). It should be a fascinating and enlightening few days.

For more information (presenters, topics, etc), click here.

When the going gets tough...act like a king!

Came across this quote recently in the Auto News section: "It's tough going right now. This is where the good companies duck down and try to get through it and the great companies restructure, work on product development and position themselves for growth." (Ian Walsh, Vice President and General Manager of Lycoming Engines)

I'm reminded of my Talent Management class when we discussed how good companies retain talent during trying economic times, but great companies recruit to gain talent during tough economic times. Essentially, a company ahead of the curve will take advantage of the labor pool surplus that exists in a downturn like the current one.

Unfortunately, as I interact with dozens of HR reps from as many companies, I hesitate to say--but I must--that I don't see too many 'great' recruiting strategies.

Yes, because there are so many applicants, employers can be choosy...and I mean down to the specialty, down to the years of experience, down to the sliver of compensation--and they can get it! But is that really smart recruiting? This is the time to be investing in employees with a high future potential. Especially because they're 'on sale today!'

One of my fellow students put it this way, “If you want to be a king, act like a king.” I, for one, want to work for a king.