Sunday, July 16, 2006

A Relationship Story - Putting Priority Where It Really Matters

Like so many of you, things seem to be going well in my business. While that’s exciting and satisfying, I ask myself every day whether I’m doing enough of the right things in the community to reciprocate for this opportunity and privilege. Maybe you are, or should be, asking yourself the same question.

3 seemingly unrelated recent experiences helped bring clarity to something really important:

First - My friend Jose Toves, with whom I've spent countless hours together as volunteers in the community theater along with our kids, recently left his long-time corporate role to seek a more fulfilling and personally-aligned way to spend his professional time. As a reflection of his transition learning, and knowing me and the things I always seem to be talking about like ethics and authenticity, Jose offered me a generous and powerful gift - John C. Maxwell’s book “There’s No Such Thing as ‘Business’ Ethics”. In the book, in discussing the importance and value of living by the Golden Rule, Maxwell describes the importance of priorities. He asks the question: “In 50 or 100 years what are you doing now that will still be important?” Sort of a chilling thought.

Second – I read a compelling book by Barbara Ehrenreich called “Nickle and Dimed – On (Not) Getting By in America”, describing the ridiculous challenges faced by low-wage workers in our society. It helped me realize how easy it is to let poverty be invisible while I go along living my privileged life. I did a little research and learned that:

37 Million Americans are below the “poverty line” -- This is 7 Million more than just 4 years ago – a disturbing trend

40% of annual family incomes are below $35,000 (40%!!!!)

Now, think about how much tougher things are in Orange County and other high cost environments, where low wage jobs are still low wage jobs, but:

  • The “Housing Wage” is $21.12/hour (annually $42,000+) for a one-bedroom apartment at the Fair Market Rent. http://www.ocbc.org/pdf/WorkForce05final.pdf
  • For perspective - 2 full-time workers in a household, even at a generous $10/hour (beyond many low-wage workers' reach), cannot meet the Housing Wage. Now, how about a single parent?

Third – I heard the song “Gotta Serve Somebody” by Bob Dylan…Very poignant:

You may be an ambassador to England or France, you may like to gamble, you might like to dance, you may be the heavyweight champion of the world, you may be a socialite with a long string of pearls, but you're gonna have to serve somebody, yes indeed you're gonna have to serve somebody.

So here’s the challenge: We are the privileged ones in this society. Are we doing everything we can to make a difference? Each of us needs to ask what we are doing to build up the foundation of our society, generating the strength we need to keep growing, building from within.

Here are some great examples of friends in the market who are helping those who really need help, and thereby building the foundation for a better future for us all:

Rod McDermott – Board Member of THINK Together – Academically-oriented out-of-school programs for young people.
http://www.thinktogether.org/home.html
Patricia Sproule – Board Member of The Prentice School – Empowering dyslexic students to build their foundation for success.
http://www.prenticeschool.org/
Hal Reisiger – Career Coaching and Counseling Ministry at Saddleback Church - Supporting transitioning professionals in the Saddleback Church family toward their next career opportunity.
http://www.saddlebackfamily.com/home/careprayerhelp/article.asp?id=6941

My own example of trying to support the youth and families of Orange County is serving as a Board Member of the YMCA of Orange County. http://www.ymcaoc.org

A Relationship Story - Why People Leave, Why They Stay, and What Companies Can Do About It

May 2006

A Relationship Story -
Why People Leave, Why They Stay, and What Companies Can Do About It


Winning the war for talent is challenge #1. And that’s what it is - A War. It’s not the loud kind of war with bombs and bullets, but it’s real just the same. It’s a silent war, and it starts and finishes from the inside of your Company.

Why do people leave, and why do they stay? What’s the difference between companies who feel they are “fighting” the war, and those who have already won it?

Well, I have come to understand a lot about this difference in my search consultancy. Yes, it’s a consultancy, as I don’t feel like I’m a recruiter or that our firm recruits, really. I have come to believe that people are really not “recruited” away from their companies. I believe that people only seriously consider changing jobs, and dealing with the life upheaval that goes along with that decision, when they are at a fulcrum point in their lives. It’s not something people take lightly. I always want to learn about this in interviewing people, as it serves as a centerpiece of their state of mind and their motivation, and it tells a lot about who they really are.

How do people reach these critical inflection points? Why does the timing seem to be right for someone to consider something new?

The 3 Big Misconceptions for Companies
  • The best people are inevitably ready to leave
  • Our company is at the mercy of this threat
  • The best defense is a good offense

The Big Caveat - If companies don’t value people, then the “3 Other Ways to Think” will not work. For those companies, money and resume’ matter a lot. When people are at the center of a company’s success model, the ideas in this story might just make a big difference.

3 Other Ways to Think:

The best people are inevitably ready to leave – WRONG

  • People only leave when they have a reason to leave, and the reasons are less about the magnetism of a new opportunity, and more about the loss of magnetism to stay. My experience tells me that their value stream has in some way become misaligned with the value stream of their Company.

Our company is at the mercy of this threat – WRONG, unless you have a bad company

  • People hate to be neglected…companies get lost in their problems and forget about continually reconnecting with their people.

-- What people like most about other people: they believe the others like them.

  • Your company is in control of whether people feel good being part of your team.

The best defense is a good offense – WRONG, if this seems true, you’ve already lost the war

  • Competing for talent solely based on Money, Titles, Options, or Perks is not the answer. These things should all be at the right levels (cheap companies are not necessarily smart companies), but these DO NOT necessarily win the game.
  • Companies must evaluate the connection between the Company’s values and the needs/desires/values of the employees.
    -- Companies must know what they are and must articulate it
    -- Employees must be chosen to match the Company’s identity
    -- The view of the future for employees must be aligned with both Company and individual needs

    FOR GOOD COMPANIES, THE BEST DEFENSE IS A GOOD ESSENCE!!!

Sincerely,

Jeff Black, Principal Consultant, McDermott & Bull Executive Search
black@mbsearch.net