5 Career Lessons From The Road

By Mark Stelzner | Published: January 12, 2012

During a flight last week I overheard a tearful conversation between a husband and wife. Both were shocked by news received just prior to their departure, namely that the wife’s position had been eliminated and her severance, although generous, would not support them for long. The husband had lost his manufacturing job eighteen months prior and had been taking care of the children while his wife worked. Now, as they left for a short anniversary trip, they really weren’t sure where they were headed or what they should do. After over an hour of difficult conversation, the husband turned to his wife and offered these comforting words – “Listen honey, I know this sucks, but we’re smart, we’re tenacious and we’re survivors. I love you and we’ll work this out, I promise.” Then he pulled out a blank sheet of paper and they got to work on a plan, together.

Their journey caused me to reflect on the analogy that can clearly be drawn from travel to one’s career path, and thus I present five key career lessons from the road:

1) Know Your Destination – Today’s market requires you to summon your inner GPS to discover the most expeditious path to your particular destination. The wonderful (and challenging) thing about our internet culture is that you can find virtually anything you’d like to know about your target career – leading organizations, differing strategies, the best education, critical success factors, common salary bands – it’s all out there for the taking. Just like you wouldn’t book a trip to a strange city without knowing how to get further than baggage claim, don’t manage your career strategy without a proper sense of direction. And like all travel, there’s often more than one way to get there.

2) Map It Out – Remember, first and foremost, that you always have a choice. Even if you’re attempting to arrive at a seemingly unattainable destination you’ll find that those who have achieved your goal did so through a wide variety of means. Literally map out where you are and where you’d like to be. The sheer act of writing down the beginning and end points will immediately provide you with two different means of attack – you can either draw from the end state backwards or build from your current location forward. Doing both may result in a common middle ground that allows you to break apart your journey into manageable steps and checkpoints.

3) Seek Advice And Guidance – There are so many experts offering conflicting advice on your journey that it can become quite difficult to sort through the noise. Pick through several career TripAdvisors and try and consume as much as you can from those who have been there before. Be it a friend, a neighbor, a former colleague, your alumni network or any other social or professional connection, you have a wide net from which to catch a few nuggets of wisdom. And with your wonderful social media skills you can obviously network your way toward some career travel agents who have helped individuals just like you.

4) Paint The Town – Once you’ve actually “arrived” it’s quite tempting to take a deep breath and relax. And although you’ve earned the reprieve, you need to ensure you get out and take a good, healthy look at where you are. Shake off the cobwebs and actively seek opportunities for a better view in order to see what else is in your career neighborhood. Look for adjacent opportunities that fill gaps in those skills required for ascension in the organization. Never stop learning and listening and keep a healthy curiosity for what’s just around the corner.

5) Be Safe – This is perhaps my most cautionary tale. Do not get so comfortable that you mistake this for home. Complacency leads to career narcolepsy and it’s quite common to fall into a bit of a sleepy routine. All business is personal and often the only person looking out for you is you. Keep your wits about you and don’t ignore the signs of organizational dilapidation and danger. You wouldn’t continue to stay in a hotel with stained sheets, a dripping faucet and a broken lock so do not stay in a career or company that’s leaking money and about to get outsourced or downsized.

Just before landing our couple looked at one another, took a deep breath of relief and smiled. In front of them were six pages of notes, ideas and opportunities for their future. And although they have much work ahead, they deplaned with the knowledge that they had taken those first few critical steps toward regaining control of a seemingly uncontrollable situation. I smiled in the knowledge that they were calm and collected, and I think we can all learn a little something from their journey.

Posted in General Thoughts | Tagged | 9 Comments

Are You A Corporate Hoarder?

By Mark Stelzner | Published: November 30, 2011

A close friend recently transitioned from an extremely large organization to a small, fast-paced and entrepreneurial startup. We met shortly after he completed his first all-hands meeting, during which the CEO said something that got his (and my) attention. Namely, that the difference between the new firm and their much larger competition was based on one absolutely critical and innovative tenet – “There will be no corporate hoarding.“

What Is Corporate Hoarding?

Information and knowledge still represent power and this is truer in today’s economy than ever before. Organizations are learning that employee interactions constantly yield new knowledge and information that can benefit their business in tangible ways. And although many companies state that knowledge sharing is important to their business and culture, in most cases, the opposite is occurring.

Corporate hoarding — where people do not want to share knowledge because they see knowledge as a source of power — is very common, and can happen for various reasons within any given business environment, including:

  • People feel that an injustice has been done to them;
  • People are distrustful of coworkers or management;
  • People are retaliating against behavior toward them; and/or
  • The organizational and operational climate encourages or reinforces secrecy, not sharing.

In her recent piece, The Fractured Foundation of Social Learning, Radian6′s Amber Naslund accurately defined the problem:

“We don’t teach people to work together – even when we encourage group work – because ultimately our reward systems are still based on individual achievement and skills. We don’t share a grade amongst our entire class. We’re held accountable for our individual contribution and effort. Working together and contributing to a group is not the same as sharing in a collective result.“

Good Ideas Come From Sharing

In his 2010 article, TechDirt’s Mike Masnick described the innovation born from random collisions and a culture of openness:

“Almost all good ideas come from people building on the works of others, with a minor tweak here or there, or a random decision based on a suggestion from someone new, after an idea percolates for months or years. The more open systems are to sharing ideas and spreading information and allowing those collisions to happen, the more likely that new good ideas and new innovations occur.“

Mike also cites the work of entrepreneur Steven Johnson, author of Where Good Ideas Come From: The Natural History of Innovation. Johnson’s TEDTalk encourages us to overcome IP-centric thinking, instead allowing your idea’s chocolate to easily combine with your colleague’s peanut butter:

“You have half of an idea and someone else has the other half, and if you’re in the right environment, they turn into something larger than the sum of their parts. So, in a sense, we often talk about the value of protecting intellectual property. You know, building barricades, having secretive R&D labs, patenting everything that we have, so that those ideas will ‘remain valuable’ and people will be incentivized to come up with more ideas. But I think there’s a case to be made that we should spend at least as much time, if not more, valuing the premise of connecting ideas and not just protecting them.“

This Takes More Than Technology

We have tendency lately to think that “there’s an app for that” when the roots that prevent collaboration lie much deeper. Businessweek’s Evan Rosen described this situation as follows:

“When tools fail to create value, it’s usually because decision-makers adopt tools before the company’s culture and processes are collaboration-ready. Organizations even adopt tools for the wrong reasons, primarily the belief that tools will create collaboration. Tools merely offer the potential for collaboration. Unlocking the value of tools happens only when an organization fits tools into collaborative culture and processes. If the culture is hierarchical and internally competitive, it will take more than tools to shift the culture.“

A Model For Assessing Likely Behavior

Perhaps the best and most realistic study that accurately addresses these challenges can be sourced from the INSEAD Working Paper series. The author defines four models that organizations can use to assess the likelihood of sharing versus hoarding:

  • The High/High: Individuals perceiving their knowledge to be high in individual value and high in corporate value will engage in selective sharing, sharing that knowledge which might bring recognition and reward to them but concealing that knowledge which might be successfully used by others with no reward for them.
  • The High/Low: Individuals perceiving their knowledge to be high in individual value and low in corporate value will engage in information hoarding, choosing to avoid sharing their knowledge but attempting to learn as much as possible from others.
  • The Low/High: Individuals perceiving their knowledge to be low in individual value and high in corporate value will engage in information sharing, sharing freely with others for the benefit of the organization.
  • The Low/Low: Individuals perceiving their knowledge to be low in individual value and low in corporate value will engage in random sharing, sharing freely when their knowledge is requested but not consciously sharing otherwise.

Although it may seem obvious the study also cites that, “Individuals in subunits characterized by an open communication culture will view knowledge less as an individual asset whereas individuals in subunits characterized by a closed communication climate will view knowledge more as an individual asset.” A good way to assess the challenge ahead is through this simple cultural lens.

A Closing Thought

Organizations and individuals need to have a keen sense of self awareness and avoid the tendency toward aspirational values that don’t ring true to the reality of either party. So before you declare that “corporate hoarding is dead” and expect it to magically dissipate, take a cold hard look at how you communicate, motivate, incentivize and model the same behaviors you’re attempting to eradicate. What you find may surprise you.

Posted in General Thoughts, Human Resources, Research | Tagged , , , | 5 Comments

Getting HR Practitioners To The Podium

By Mark Stelzner | Published: November 15, 2011

In December of 2009 I made an HR New Year’s resolution to listen more and speak less, stating that:

“I believe that there is an answer to every question our HR industry faces. It’s out there. It already exists. That’s not to say that innovation is dead, but instead that HR has done a historically lousy job of seeking answers from within.“

In the two years since that declaration I’ve spoken at over thirty HR conferences and industry events. Two obvious conclusions can be drawn from these facts – 1) I’m pretty awful at keeping New Year’s resolutions; and 2) I really don’t know when to shut up and let other people take the helm. You’ll be pleased to know that all that is about to change.

After speaking at well over 100 industry conferences and events in the past decade alone, I’m officially stepping off the stage effectively immediately. I announced this at a recent keynote and the audience seemed genuinely surprised. Lest you be equally shocked (or for many of you, elated), let me explain.

Pundits Rule The Podium

Others have written extensively on the need for active “trench HR professionals” to assert themselves more forcefully in our market’s thought leadership and overall ideation. An examination of two of our industry’s most popular events shows why practitioner concerns may be valid:

The SHRM 2011 Annual Conference – The world’s largest HR conference boasted well over 200 sessions this past June in Las Vegas. Hosted by the industry’s largest HR professional association, one would presume that active HR practitioners would have disproportionately high representation among all active speakers. This is clearly not the case as only 22 active practitioners took the stage with a mere 17 leading standalone sessions (meaning they were neither part of a panel discussion nor paired with a vendor). In other words, conference organizers allocated less than 10% of stage time to active HR professionals teaching one another.

The 2011 HR Technology Conference - The world’s largest HR technology conference fared a bit better this past October in Las Vegas. Among its 33 sessions, 26 active HR leaders participated from the stage with only two presenting standalone. Although the percentage of standalone sessions roughly matches that of SHRM, it was a bit surprising to see that HR Tech put more active practitioners in the spotlight than a conference with nine times the number of sessions.

Why This Happens

Imagine for a moment that you are a conference organizer. There are a number of factors that go into the scheduling and selection of speakers and it can be quite an onerous task to address all stakeholder concerns. But if I could venture a guess as to some of the more prevalent qualifications sought in keynoters, plenary or panel presenters, I would suspect you would want:

1) Renowned Personalities – Like it or not, our market is dominated by big personalities in academia, consulting, vendor firms, government entities, general business/leadership and celebrities. So when keynote slots open, organizers would naturally select from this target rich environment. Can you think of a single CHRO that you admire so much that it would draw you into attending an industry event?

2) A Broad Perspective – Audiences can be very quick to dismiss case studies that exemplify a singular example of success. Instead, they seek real world stories within the context of an overarching theme or lesson that is pervasive across a wide variety of industries, organizational structures and sizes. Thus, many of the anecdotes that active practitioners share may be perceived to be too narrowly focused to be valuable to the masses (thus the popularity of the panel interview format with three to four HR executives from multiple industries).

3) A Proven Presenter – Most conferences do not have the luxury of serving as an incubator for untested speakers. Thus, they want to know (and externally validate) that this isn’t your first time on stage, you know how to construct a compelling session and will not turn off 50% of attendees due to your lack of professionalism or expertise. This is an unfortunate (but understandable) Catch-22 as we tend to see the same rotation of names on the agenda year after year.

4) Dollars and Sense – It’s logical that those who pour many thousands of dollars into sponsoring and supporting industry events will want a little face time with attendees. And given that nearly all sponsorship dollars are driven by for-profit entities, you are likely to be hearing from non-HR executives who want to demonstrate thought leadership to an audience of potential buyers. Although you may see this as pay-to-play, conference organizers do try and ensure that; a) no selling occurs from the podium, and at times, b) an actual client is standing side-by-side with the sponsor.

A “Trench HR” Call To Action

It is time to compel human resource professionals to take a more active role in the thought leadership or our profession, but how do you overcome the four criteria that have been outlined above?

1) Start Small – There are literally hundreds of regional and local human resource associations scattered throughout the world. If you are an active HR practitioner and would like to build your presentation skills, this is the place to start. Approach your local leaders (or become one) and pitch an idea or concept for consideration. This could be as simple as a 30-minute roundtable discussion with a few supporting slides or handouts. As you begin to get more comfortable you can build from this success to state conferences and eventually the national stage, thereby having the past performance that the larger organizers are looking for.

2) Partner With Your Vendors – If you’ve had a particularly interesting success with one of your third-party service providers, approach them with the idea of a case study or webinar. They will typically jump at the chance of showcasing how their solution truly added value and embrace you with open arms. This can then evolve into speaking opportunities that the vendor firm secures on your behalf in either a panel or side-by-side format. This also lets others do the selling for you as most active HR pros do not have the time to put together a compelling speaking proposal from scratch.

3) Study Others – There are some great examples of active HR practitioners who have successfully grown into highly sought after industry presenters. Look to individuals such as Charlie Judy, Lisa Rosendahl, Dwane Lay and Tim Sackett on how to successfully move from the audience to the auditorium. I suspect that none of these individuals would tell you that the journey was easy or fast but I would also guess that they’re very happy to have traveled (and continue to travel) their road to success.

4) Ask For Help – It’s time for the pundits and thought leaders to not only make room for practitioners but to aid them in their journey toward the opening keynote. Sure, some may see you as a potential threat to a portion of their livelihood (since top tier presenters make decent money) but most will be more than happy to offer feedback on your concept or presentation.

A Closing Thought

Active HR practitioners need to more aggressively and purposefully get involved in presenting at industry events or forever fall victim to the messages and medium that are controlled by others. The alternative is to simply take your seat, count your credits, fill out your evaluations and wonder how in the heck that person on stage was selected to tell you how to do your job.

The choice is yours and I, for one, am on your side. I’ll consider stepping aside to be a real success when I find myself in the audience of a large event and see a familiar and smiling HR face looking down from on high – I hope that person is you.

Posted in Human Resources | Tagged , , | 32 Comments

Two Easy (And Legal) Ways to Gather Competitive Intel

By Mark Stelzner | Published: November 1, 2011

According to a February, 2011 Financial Times article, US intelligence sources estimate that industrial espionage will cost American businesses between $100-250 billion dollars annually. Increased global competition, pressure to rapidly and persistently innovate and pure profiteering are oft-cited motives for both physical and electronic means of securing proprietary information.

Even the seemingly benign HR industry isn’t immune from these concerns with the settlement between Halogen and SuccessFactors reading like a SP(HR)y novel – creation of a bogus company, the duping of unsuspecting sales reps, the disclosure of proprietary information, and so on.

And although shadowy characters will always attempt to invade the halls or http’s of their competitive foes, there are two relatively obvious and quite simple means of gathering G2 without breaking a single law:

Intel Option #1: Job Postings

Curious about the location of your competitor’s new operational center? Wondering what the underlying code is for their yet-to-be-unveiled SaaS offering? Sleepless thinking about your relative pace of growth when compared to those in your domain? This is so obvious I’m almost remiss in mentioning it – simply check out your arch enemy’s career site and job postings.

We have reached a level of requisitioning maturity whereby extremely detailed job codes and underlying descriptions are almost a prerequisite for securing both internal approval and a highly targeted and talented candidate pool. Because of this move toward clarity of purpose, you can gleam an incredible amount of highly valuable information in no time flat. With a simple export and sort you can assess trending information, deconstruct growth plans, find out what tools and technologies your foe is codependent on and ascertain exactly where they might go next. It’s really quite simple.

Intel Option #2: Public Sector

Although this may not be true of very small or emerging organizations, most companies of any significant size or scale eventually dabble in the public sector. And with the public sector come four words that are often music to your competitive ears – Freedom of Information Act. FOIA is a post-Watergate provision effectively allowing any citizen to request that information be released to the public by government entities. Although exceptions do exist covering confidential business information, you’d be amazed what is disclosed under the act (visit GWU’s National Security Archive for more details).

If you aren’t willing to wait months (or sometimes years) for FOIA fulfillment, you can always try searching GSA’s Advantage site to find existing government contracts, pricing lists, and the like. Think of GSA as the procurement department of the Federal government, and since many states also purchase off of GSA schedules, this is a great means to find either direct relationships or indirect distributors that carry your competitor’s wares. You can also perform complex searches on State, County or Local sites to gather publicly available information on a wide variety of topics and issues. This one is also painfully easy.

Seriously, That’s It?

Yep, that’s it. I could offer more complex means to an end but this is not spy school and I’m not a lawyer. And trust me – I would guess that 99% of organizations hadn’t thought of how this information could be gathered so cheaply and easily. How do I know that? Because I’m always surprised by the raised eyebrows and “huh”s (followed by frantic note taking) when I describe these two techniques.

What Should I Do Next?

You should ignore this advice completely. Instead you should focus less on your competitors and more on your customers. Any good offering will always stand up to competitive threats and those who spend more effort on understanding others should redouble their efforts on understanding their clients (and themselves). I’m not suggesting that you should be cavalier or myopic in your competitive marketplace. Instead I’ve found that – more often than not – we look elsewhere for answers when they are standing right in front of us.

A Closing Thought

As former CIA counterintelligence officer (and now convicted spy) Aldrich Ames once said:

“Espionage, for the most part, involves finding a person who knows something or has something that you can induce them secretly to give to you. That almost always involves a betrayal of trust.“

Most organizations I know can rationalize their way in and out of any morally ambiguous ground. Maybe by writing this post I’ve contributed to the problem, but what if you think of it instead as a test — now that you know how to do this, should you?

When the dust settles and time passes, it’s up to you to decide if you’re in the business of the betrayal of trust. Like all real life situations, the answer is never as simple as it seems.

Posted in Finance & Strategy, General Thoughts, Human Resources, Public Sector, Research | Tagged , | 6 Comments

6 Tips for Stress Free Business Travel

By Mark Stelzner | Published: October 17, 2011

Erin Palmer wrote me in the midst of some of the most horrific business travel I’ve experienced in my career. Cancelled flights. Broken luggage. Stinky rental cars. Overbooked hotels. Terrible food. In other words, I needed some advice. So when she pitched me on the idea of tips for stress free business travel, I jumped at the opportunity to gain from her wisdom.

Now if you’re asking yourself, “Why does an HR blog feature a piece on business travel?“, let me explain. The Global Business Travel Association projects 2011 business travel spend of over $250B – that’s “B” for billion.  So if you’re in HR, this means that some percentage of your population (e.g., your sales function) and a nontrivial amount of your corporate spend may go to this category.  With that context in mind, put your tray tables in the upright and locked position as Erin prepares us for takeoff. Take it away Erin!

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I’ve always been an enthusiastic traveler. When my family went on vacations when I was younger, I was just as excited about the airplane and hotel room as I was about the theme parks and attractions. I loved everything from the flight attendant’s safety presentation to the seashell-shaped soaps in the hotel bathroom. Don’t even get me started on how excited I was by miniature bottles of shampoo.

As an adult, traveling has changed. Trips have become less of an adventure and more of a way to get from point A to point B. People who travel frequently for work purposes often find the experience more stressful than restful. Business travel might not be the most exciting way to spend your time, but it doesn’t have to be a negative experience. Here are some tips for making your business trip easier and more enjoyable:

  • Pack wisely – A well-packed carry on is a must. Anyone that has ever lost luggage knows what a hassle it can be. Moreover, you don’t want to show up at your work functions in an “I Love (Insert City Here)” t-shirt that you bought from an airport gift shop. Carry your essentials on the plane with you, including at least one back-up outfit. Make sure that you consider the weather and what sort of activities you have scheduled when choosing your clothes.
  • Travel comfortably – Even if your flight is short, make sure that you are dressed in something comfortable. Drink a lot of water to stay hydrated and make smart food choices. If you intend to sleep on the plane, bring noise-cancelling headphones and an eye mask.
  • Separate work from travel – If you’re not going to sleep, you still shouldn’t plan on getting major work done on the plane. Turbulence, space-hogging seatmates or a kick-happy child behind you can make it impossible to accomplish anything. If you are able to squeeze in some work, than go for it. Just be sure that you have all of your necessary work done before you leave.
  • Confirm all itineraries and other details – Your trip should be mapped out before you depart. Make certain that you have transportation to and from the airport. Know where your meetings and other scheduled activities are and how you will get there. Your office should also have a copy of any travel plans so they know where you are and how to reach you.
  • Remember that you’re working – There is often a social element of business travel. Clients and colleagues might take you out for dinner or drinks. It’s nice to be able to have some fun, but remember that you are representing your company. There is a huge difference between a glass of wine with dinner and taking body shots off of a co-worker. Even in a different zip code, it is still necessary to remain professional.
  • Enjoy yourself – Just because it is a work trip does not mean that you shouldn’t also have fun. If possible, try to break the “airport-hotel-meeting-airport” cycle. If you have any free time, try to explore the city. If you get to choose where to eat, ask the concierge to recommend a local favorite restaurant. When you’re flying, consider talking to your seatmates instead of ignoring them. Think of frequent traveling as a way to make new friends and contacts across the globe.

Though business travel might seem like an endless cycle of lists, plans and hotel lobbies, it can also be a rewarding experience. Make the most of your trips and don’t let them overwhelm you. At the end of the day, you’re accomplishing something. If that doesn’t make you happy, the miniature shampoos will!

Erin Palmer blogs on behalf of University Alliance and Villanova University. Villanova offers online programs that teach individuals to overcome the challenges of human resource management. Among the programs are HR certification courses and an HR Masters Degree. You can also follow Erin on Twitter.

Posted in General Thoughts, Human Resources | Tagged , , | 5 Comments

HR Technology 2011 – Observations and Conclusions

By Mark Stelzner | Published: October 5, 2011

After attending hundreds of industry events I’ve come to rely on a single meaningful measure of a conference’s success or failure – the attendee. Although that seems obvious, I’m not speaking to the post-event survey or paper-based ranking of a given session. Instead I walk the floor, listen to what folks are discussing, join in spontaneous conversations and chat up the coffee line to ensure that the lens through which I view the world isn’t disproportionately rose (or fecal) colored. It’s a tried and true method that only those suffering from a slight case of “lanyard neck” can truly appreciate.

Having just returned from the 14th Annual HR Technology Conference and Exposition in Las Vegas, I can safely assert a truism that I believe all attendees will corroborate – this is the preeminent HR collective where actual business gets done.

What Type of Business, Exactly?

The beauty of this event is that every type of imaginable commerce fills the halls, briefing rooms, expo booths, plenary sessions, hospitality suites, evening events and intimate dinners. Whether you’re a VC seeking to invest in the highly lucrative human capital space or a CHRO who has been tasked with securing the proper solution to what ails you, this is the place to be. Analysts swarm through a cacophony of client and provider briefings. Providers explore and consummate reseller, co-marketing, OEM or M&A transitions among their peers. Practitioners digest and procure the latest thought leadership and solutions on mission critical topics ranging from workforce analytics and talent management to social media and the candidate experience. Pundits engage in punditry. Bloggers blog. Tweeters tweet. Action is taken, minds are expanded and relationships are built.

This is why we take time from our busy schedules to throw ourselves into a foreign environment for 3+ days of frenetic activity. Over the years this particular machine has perpetuated itself because everyone who you would want to meet is either in attendance or wishing they could be. And I mean everyone.

Seriously Though, How Was It?

This was a banner year for the ever-expanding and constantly changing HR technology industry and Bill Kutik and the entire LRP team should be applauded for pulling off record attendance and a terrific event.

Could some of the signage have been better? Yes. Was the sponsored wifi (thank you ADP) spotty and unpredictable? Yes. Did some practitioners and vendors lose their minds, drink too much, make out with strangers and pass out in front of slot machines with their badges still on? Oh yes, they did (see me offline for photographic evidence of said monkey business). But perhaps the “work hard/play hard” adage shouldn’t exclude the thousands of attendees who worked their tails off during the day only to shake their tails off after dark.

It was Vegas after all.

What’s The Big Takeaway?

There is so much to consider when attending this event that I believe the biggest challenge is time management. One finds themselves in a constant trade off between dozens of competing priorities and opportunities.

Last year I mentioned that briefings were taking a valuable number of attendees away from the well-planned session content – this year was no exception. There are at least a hundred people that I wanted to see and there simply was not enough time for all. As I sip a strong coffee (did I mention it was in Vegas?) and attempt to recalibrate my sleep cycle I can’t help but wonder how the show could either be expanded or slightly reorganized to allow for the consumption of more meaningful content. Fortunately I’m just a lowly consultant so these issues are better left to conference organizers.

Final Thoughts?

This is best review I’ve ever given to a conference and there’s a reason. No, I was not paid to plug the event (quite to the contrary). Instead, I simply believe that we often struggle to find a place where we can combine our passion for our industry with the love of those who serve it. To progress professionally while engaging personally is a fine balance that’s rarely attained. I’d like to congratulate this event for walking that tightrope to the benefit of all.

As one first time conference goer told me, “The difference I see in this event is that the advice is truly actionable. It makes me feel like there is not only an energized purpose to my HR work but that I can actually pull it off!” You can. And if you can’t, I’m sure there are a few thousand fellow attendees who can show you the way. Well done all and I’ll see you next year in Chicago.

Posted in Human Resources | Tagged , , | 10 Comments

HR Technology 2011 – It’s Personal

By Mark Stelzner | Published: August 25, 2011

It’s my third week in France and I’m writing you from Inflexion’s temporary HQ, a fourth story Bordeaux walk-up with windows overlooking an ancient square. Last night musicians played while couples laughed, danced, clapped and drank. This has been an amazing respite and I have droves of content for future posts, but today I write a simple note to explain – perhaps in a way you haven’t considered – why you should attend this year’s 2011 HR Technology Conference and Expo.

Others have already written about the sessions, vendors, debates, parties and even the pending nuptials of co-chair Bill Kutik as reason enough to pack your bags for a quick and relatively inexpensive jaunt to the Mandalay Bay in Las Vegas. Just Google the conference name and you’ll find my peer’s reviews and associated discount codes for ticket purchase. And let me be painfully clear – you should buy a ticket and attend. Do it. Now.

In my review from last year’s event I offered five lessons that still hold true, some of which have been remedied (such as moving away from Chicago/McCormick this year) and others that are completely in your control (such as acting like a moron after too many cocktails). This year I offer just one pre-conference concept that I hope you take seriously…

Make It Personal – I want you to study the program, look up the speakers you admire, connect with them on social media, read their pieces (whether blogs, articles or research) and get to know them in detail. Then, when you attend their sessions, I want to see you waiting to greet them with a business card in hand and a smile. I also want you to find out which of your peers are attending and make plans – now! – to grab a coffee, a meal, or a drink and compare notes, experiences and lessons. I also want you to consider getting more involved by participating in new and innovative HR Tech experiences such as HRevolution or the Candidate Experience Awards.

And if possible, I want you to find me and say hello. I cannot go through another event where I see smart and engaging people sequestered in a corner huddled over their smartphones for protection while so much opportunity abounds. Even if it’s a quick hug, handshake or discussion, use me as the one person you can count on to connect with you personally. Moreover, I’ll try my best to introduce you to others and help make this an experience you never forget.

Please do join me in early October. And if you’re still looking for some sort of discount code, you can enter anyone’s you find or use “INFLEXION11″ (all caps) to get $500 off the rack rate. I’ve been told this expires on September 19th so get to it. And please know that I get nothing in return for you buying a ticket or attending. That is, other than the chance to see your smiling faces and build a lasting relationship, and how do you put a price on that? :)

All my best from France and thanks for all of your kind notes and well wishes. We’re having a wonderful time and I’ll look forward to reconnecting upon my return.

All my best,

Mark

Posted in Human Resources | Tagged , | 6 Comments

How To Talk To A CEO

By Mark Stelzner | Published: July 21, 2011

My first meeting with the CEO of a Fortune 1000 firm was a complete disaster. It was fifteen years ago and despite the cool breeze that was blowing outside, I was sweating bullets. This guy was a titan of industry so my mind jumped frantically between the thrill of the opportunity and the terror of screwing it up.

Entering his office with a huge smile, I instantly vomited verbal nonsense with, “It must be a great honor for you to meet me sir! I can only imagine how excited you are!” Ugh.. I couldn’t believe what I had said and my smile grew increasingly awkward. Excited to meet me?? It sounded like I was being a sarcastic a-hole. With a furrowed brow, he peeled his fingers away from my death grip, sighed heavily and looked at his watch.

The meeting lasted seven minutes.

Suffice it to say that I’ve learned a thing or two in the decade and a half since that uncomfortable first encounter. And although there are others, the following six items are critically important to successfully maximizing your time on mahogany row:

1. Do Your Homework – When you’re a CEO you tend to be pretty damn visible. Whether it’s a board seat for a non-profit, the latest earnings call, keynote presentations, alumni groups or press releases, you should have no problem tracking down helpful personal and professional information prior to your session. And please, please, please don’t fancy yourself such a master of disguise that you’re going to casually drop some association with their world without looking like a stalker. Instead, simply be aware and prepare for the conversation to naturally flow toward your researched materials.

2. Be Specific - Nothing is more valuable to a CEO than their time. If you are granted an audience ensure that you have a very detailed plan and purpose. Need a decision to be made? Perfect. Have all the relevant pros and cons at your fingertips and the high level numbers and impact in tow. Keep handouts to a minimum. And finally, think through the questions you’re likely to be asked and all possible courses of action so you don’t have to reschedule after you’ve “looked into that“.

3. Ask Questions – Although at times it seems like you should be doing most of the talking, be certain to come prepared with very specific questions. One of the best methods I’ve seen is to literally ask for help. I know, I know… you’re worried that you’ll look weak and that they hired you to have all of the answers. But face facts – the person in front of you ascended for a reason, so take a moment to benefit from their wisdom, guidance and experience.

4. Feed Their Ego – When someone decides that their purpose in life is to lead a multi-billion dollar firm, they just might think a little bit highly of themselves and their abilities. But let me caution you – no one likes a sycophant and CEOs can see suck ups coming from a mile away. Instead of directly complimenting her, find an indirect means to achieve the same end. For example, if the organization recently expanded into Asia you might mention, “… how well the APAC growth strategy has been perceived by the market“. You don’t just enter a new geography without the CEO leading the charge so the message, and compliment, will land.

5. Plan For Redirection – As your session comes to a close you will most certainly be directed to one of the CEO’s lieutenants for follow up and ongoing discussion. As part of your preparatory work you should think through the organizational structure and attempt to shape this outcome to your benefit. In fact, it’s perfectly appropriate to have a name or two in mind and to proactively ask, “Should I plan to run this through [name] as a next step?” They will appreciate the thoughtfulness and recognition that their participation is no longer appropriate or needed. But before you leave, be sure to ask the CEO (or the CEO’s assistant) to notify the subordinate that you’re following up on their suggestion and authority.

6. Say Thanks – This may seem painfully obvious but do take a moment to thank them for their time. I once worked with a colleague who would send hand written thank you notes after all of his C-suite meetings. Whether via the postal system or email, be certain to let the CEO know that you are grateful. One final thought (and this is absolutely critical!!) – be sure to thank the CEO’s executive assistant as well. Be effusive because assistants are both gatekeepers and trusted advisors and you will not get anywhere with the CEO without their help.

I hope this helps you avoid career limiting sessions like my own. Please share your stories, suggestions and comments below so that all can benefit from your time and experience with the top of the organizational food chain. And whatever you do, stay cool. They’re just people and some may even have a sense of humor. Good luck!

Posted in General Thoughts | Tagged , | 26 Comments

Orbiting the HR Hairball

By Mark Stelzner | Published: June 30, 2011

On a recent flight to Chicago I happened to be seated next to the CHRO of a large manufacturing firm. After a few pleasantries, he pulled out Gordon MacKenzie’s now legendary management book, Orbiting The Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace. Asking if I’ve read it, I said I had and suggested that he give it a quick study so we could talk about his impressions. He tore through about half the book in no time and then asked me about myself and my business.

We shared how chaotic 2011 had been for both of us and our disbelief that it’s only June. For him the year had already brought two reorganizations, a divestiture, two new health plans, board sessions on health care reform, second phase deployment of a new HRMS system, expansion into the three new countries and an HR budget and staffing cut. In return I shared my dozens of HR industry briefings for hedge funds and investment firms, workshops for boards and C-suite executives, a few speaking engagements, service provider strategy discussions and a slew of strategic consulting assignments for multi-national firms.

Continuing our conversation, he discussed how mired and reactive he was feeling and that he didn’t have the time or luxury to pause and ensure he was taking his organization and HR function in the right direction. He was constantly surrounded by people and could rarely find a moment to step away from his team and gain some perspective. I discussed how disconnected and isolated I’ve been feeling, having flown well over 100,000 miles already this year and always popping in and out of such a wide variety of conversations and initiatives. I lamented how I’ve been missing so many of my peers and feel I’ve been neglecting my blog and much of the strong HR, leadership and recruiting relationships I had previously established.

Laughing while clinking our plastic cups together in a cheer of mutual respect and sympathy, he held up his book and said, “You’ve basically been orbiting the HR hairball.“

What is the “hairball”?

In his 1997 interview with Fast Company, MacKenzie described the hairball as:

“… an entangled pattern of behavior. It’s bureaucracy, which doesn’t allow much space for original thinking and creativity. It’s the corporate tendency to rely on past policies, decisions, and processes as a formula for future success. All of this creates a Gordian knot of corporate normalcy — an entanglement that grows over time. As its mass increases, so does its gravitational pull. And what does gravity do? It drags things down. But hairballs can be effective. They provide a necessary stability. It’s not the job of the hairball to be vibrant, alive, and creative.”

So what’s the role of the “orbiter”?

“Orbiting is vibrancy. Orbiting is manifesting your originality. It’s pushing the boundaries of ingrained corporate patterns. It’s striking a relationship with the corporation so that you can benefit from what it offers — its physical, intellectual, and philosophical resources — without being sucked in by its gravitational pull. It’s a symbiotic relationship: without the hairball, the orbiter would spiral into space; without the orbiter’s creativity and originality, the hairball would be a mass of nothing.”

How do you become an “orbiter”?

“By knowing yourself. I know that’s not the answer people want to hear — because that’s not easy to do. But that is the answer… You have to find your creative genius in such a way that you still have a relationship with concrete, established norms but are not bound by them.”

My new friend returned to his book and would occasionally point to a paragraph, elbow me and say, “Seriously though, this guy has HR nailed.” As our flight prepared to land I turned to reassure him that things would likely get easier for both of us come the summer months. I suggested he start reading some of the great articles and posts that many of you author. I turned him onto some of the industry radio programming and unconferences that have emerged over the past few years.

And finally, I suggested he – hell, all of us – trying focusing less on specific outcomes and instead embrace a few words of wisdom from MacKenzie:

“It’s hard for corporations to understand that creativity is not just about succeeding. It’s about experimenting and discovering.”

Posted in Human Resources | 6 Comments

7 Ways You’re Ruining My Business Travel

By Mark Stelzner | Published: June 3, 2011

Remember that (not so great) movie several years ago which featured Tom Hanks living in an airport terminal? For the bulk of 2011, that has been me. And although I’m not exactly setting up camp at O’Hare or living out of a vending machine at Logan, I’m rapidly approaching 100,000 miles of domestic business travel so far this year. I know, I know… I live a glamourous life.

With the exception of the rare burst of wisdom from a drunken journeyman, much of my transit this year has been nothing short of horrific. Every trite travel truism you can possibly conjure has come into play as I’ve toured our great nation. As my frustration grew, I started to look for someone (anyone!) I could blame for my displeasure. It took a few strong in-flight beverages to deconstruct, but I’ve realized that you, fellow traveller, have behaved in seven ways that have destroyed my business travel bliss:

1. TSA What?

As if transported from an era when chiseled stone memorialized common knowledge, these wide-eyed newbies approach the security process replete with wonder and ignorance. “But I don’t want to take off my shoes.” “What do you mean I need to chug my Monster energy drink?” “A seven ounce tube of lube is against what rule, exactly?” These are actual words spoken by those line-jamming plebes who can’t comprehend the endless multi-media displays and government payrolled cattle herders surrounding every airport terminal. Welcome to the modern age and get it together people.

2. “Now Boarding…”

To you self-important and overly entitled status hoarders, I have a simple observation. Although you have chosen a life in the clouds over that of terra firma, stop acting like such assholes when your super-platinum-double-premier boarding group is called. Try and realize that the two dozen passengers you steamrolled with your siamese wheelie/laptop bag might not bow to your ascension to the top of the air jockey pyramid. Desperately crying out “Premier Executive!”, “Platinum!” or “Elite!” puts a target on your back that my venti latte may be magnetically drawn to.

3. “THAT SOUNDS GREAT!!”

I hate to burst the imaginary bubble you believe surrounds you and everything within a twenty foot radius, but I can kinda sorta hear every frickin’ word you’re screaming into your cell phone. Aunt Martha’s ass is still sore from her procedure? Got it. The big M&A transaction fell apart because the investment bank screwed up the valuation (with all firm names called out)? Bingo. Your client, the one accused of rape, was wearing a condom (followed by a big “Whew!” while fifty people wish you a slow death)? Roger that. You are in public. I can hear you, have a camera on my phone and immediate access to social media. Don’t make me break you.

4. Too Much Baggage

Welcome aboard and please be seated as quickly as possible so we can leave on time. Oh, and while you’re at it, pretend your overstuffed carry-on is a marshmallow that can be crammed into the tiny little spot that remains in the overhead. And if that magic trick doesn’t work, repeatedly slam the door until it breaks (which delayed my last flight), remove someone else’s nicely sized piece (causing a flight attendant to declare on a recent trip, “No way honey, get your shit outta there right now!” to applause) or just leave it jutting out and walk away. Passengers and crew alike are getting very surly and will jump on your ass in about two seconds on this one. And yes, I will laugh at your expense. Keep the entertainment coming fool.

5. Are You Comfy?

Ten minutes after takeoff and the little *ding* tells me it’s okay to take out electronics, and this being business travel, I need to get right to work by kicking open my trusty laptop. You, lovely person in front of me, decide that it’s your God-given American right to press that silver button and let gravity be your guide. And although I really don’t want the plane to turn around and jet fighters to scramble because I knocked on your head like a soft-boiled egg, how about we avoid the entire confrontation by you having a little courtesy for those behind you? Or maybe that’s too much to ask…

6. Lushes, Lovers and Losers

One of the beautiful (and occasionally nightmarish) things about modern air travel is the snapshot of Americana present on every single flight. Three of my favorites that I’ve recently encountered are lushes (including the drunk guy next to me who asked for two whiskeys and and shot of Patron, to which the flight attendant responded, “Sir, this is not a flying bar!“), the lovers (such as the couple next to me who nervously looked around while the woman pulled a blanket over her boyfriend’s crotch and they both started moaning) and the losers (like the creepy guy directly behind me who said, “It’s been years since I sat next to a pretty girl“, to which she brilliantly replied, “It’s been years since I maced someone on a plane“). By all means let your freak flag fly, just not in the friendly skies.

7. Get Me Off This Crazy Ride

Despite the first six eff-ups, somehow we manage to arrive at our destination intact and without bloodshed. Taxiing into the gate, cell phones get turned on, makeup is touched up, breath mints are popped and the tension builds toward the final battle – getting off the damn plane as soon as possible. Yet despite grade school knowledge of lines and the natural order of the seating, some people leap up as if cattle prodded, drag their 8,000 pound bag from the overhead and suddenly appear next to you with their chest heaving from the rush of it all. And God forbid the flight attendant asks that “you remain seated so that those with tight connections can make their flights“. Stay calm. Be polite. Wait your turn.

This has been quite cathartic, thank you. Despite my confidence that this is a good list, I’m certain I’ve missed some other gems which make your own travel a horror on high. Share your comments and stories below and I’ll see you at 35,000 feet.

Posted in General Thoughts | Tagged , | 101 Comments