Real Artists Ship

Today’s post was inspired by a colleague friend of mine–Sally Helgesen–a gifted author and management consultant.

Sally was reminiscing that her favorite Steve Jobs quote was “ Real Artists Ship”.   I can’t help but relate this quote to Mind-Set #1–Professionals Have A Bias For Results.

By ‘ship’, Jobs means produce…get your stuff to market….get people to try your stuff, weigh-in on it…all the while taking a risk.  Of course, your stuff may well be a product, but also could be a service–doesn’t matter.

Big ideas are fine…partially-designed  products on a drawing board may temporarily inspire…but until you ‘ship’, it’s all theory.  Results begin with ‘shipping’.

Do it and you’ll show the world why you matter–just as Jobs did!

Hiring Professionals

During a recent Soundview webinar that was highlighting The Power of Professionalism, I was asked by a caller “what are some questions one might ask during the new hire process that might reveal someone’s level of professionalism?”  I indicated I’d respond in greater detail in a subsequent blog.  Here goes….

Certainly the question is a good one…and is an important piece of the puzzle in determining whether you’re dealing with someone who would ‘show up’ as a professional would.

When people think ‘professionalism’, they often equate it almost exclusively with character or by how the individual deals with other people. Fair enough…as that’s where so many people fall short on the ‘professionalism test’.  But don’t forget that both competence (does the person know what they’re doing?) and judgment (can the person separate the essential from the trivial?) are critical too.  Chapter four (page 73) in The Power of Professionalism outlines this in great detail.

Also keep in mind your (and others) experience with the candidate during the pre-employment process will naturally tell you a lot about how professional the candidate is.  Did they keep their commitments?  Were they on time? Were they forthcoming to questions they were asked? How personable were they? How respectful to others?  How did they treat people who couldn’t do anything for them?  Were their mind-sets consistent with the organization’s culture?  Were their mind-sets something that might improve the organization’s culture?

Questions for the candidate during the formal interview process that help reveal how they handle disagreements (or interpersonal conflict) are often revealing.  Consider asking questions like:

“Tell me about a time in which you had a disagreement with your boss. How did you handle it?  Specifically, what did you do?”

“Tell me about the person that raised your blood pressure the most in your last organization.  Why did that person raise your blood pressure so? Specifically, what did you do to work effectively with that person?”

“Amongst your own personal values…which ones, when violated, ‘tick you off’ the most?”

”What attributes do you bring to the table that will help make us be an even more professional organization?  How have you demonstrated those attributes in the past? Be specific.”

“What’s worse: to be considered unprofessional or be considered incompetent?  Why?”

These are just a few possible examples.  Lastly, you can consider asking the candidate to rate themselves on a scale of 1 (low) to ten (high) on each of the seven mind-sets.  Before the candidate actually rates themselves, let them know that you’ll be asking their references (preferably their prior bosses) the exact same question.  In other words, you’ll be asking the candidate’s references to rate the candidate on each of the seven mind-sets as well.  You’ll want to see 8’s, 9’s and 10’s come from this process.  Consider 7’s neutral….anything less is bad news. (NOTE: this numeric assessment process is based on the cutting-edge work of Geoff Smart and Randy Street, authors of Who:The  A Method For Hiring. Smart and Street use this same numeric process for assessing the candidate’s capabilities, strengths and weaknesses–not for their level of professionalism, per se.)

Remember, any of us can be fooled by a candidate.  After all, the candidate is going to tend to tell us what they think we want to hear.  That’s why doing reference checks is so important.  It’s just a great reality check….and part of one’s process in the due diligence of hiring someone.  Don’t hire without doing reference checks.

Point being:  don’t base the decision on a new hire exclusively on the results from the interview with the candidate. It’s a data point…hopefully, one of several.  You’ll find more professionals that way.

Naiveté or Professionalism

Professionals know that things get better, when they get better (Mind-Set #3). That means the professional is constantly learning and improving…then learning and improving some more. The process  never stops. That mind-set, in part, is what makes them a professional.

Seth Godin, one of the world’s most respected marketers and the world’s most popular bloggers, recently wrote about this very thing.  Here’s a link to his post:  http://sethgodin.typepad.com/seths_blog/2011/07/naive-or-professional.html Seth, who received an Advanced Readers Copy of The Power of Professionalism, spoke passionately about how ‘professionals’ were making such a big difference in Kenyan farming practices. When Seth says ‘professionals’ he doesn’t mean a hired gun (think: professor) from a prestigious ag school that comes in to save the day.  He means that the real farmer—you know, the overall clad guy who works the fields from sun up to sun down.

Seth’s biggest take-away? It wasn’t about teaching the farmer the technical stuff.  Rather, it was about the importance of helping cultivate the farmers identity as a professional before teaching the technical stuff. He concluded that a lot of things naturally fall into place once you’re dealing with professionals.

This is precisely what we advocated in The Power of Professionalism. As Seth points out, it isn’t always  easy to help someone become a professional . Yet it is essential for changing the mind-set of (what Seth calls) the naïve—someone who fails to take responsibility and fails to learn.

This is an important lesson for managers and leaders to remember. Before the change initiative, before the new product development, before the reorganization, before the technical stuff…cultivating professionalism in your people will make a challenging process naturally go much better.

The Deepest Deficit: Trust…

It’s scary how many articles on trust are emerging these days.  It’s certainly a sign of the times.

Most of the articles I see on trust have a distinct North American slant.  Today, however, I ran across one such article that had a distinctly European flavor.  It proved worthy of sharing.

Here’s the link:  http://blogs.hbr.org/cs/2011/07/the_deepest_deficit_trust.html

As Goffee and Jones point out,  the trust deficit is not merely a North American phenomena.  Those of you who have read The Power of Professionalism shouldn’t find that surprising.  Just goes to show…misery loves company.

Change Your View, Change Your Life

I’m a big believer that when your view changes, your life does too!

Consider this experience from Jim “Gymbeaux” Brown of Slidell, Louisiana he shared with me via e-mail. He enthusiastically gave me permission to share it:

“True story, happened last month. Was waiting for a visitor to come through the airport terminal. While waiting, a man in a janitor’s uniform stopped near where I was sitting along with his janitor type cart. Continue reading

When To Take A Pass…

There’s an important prevention I sometimes use when facilitating critical group meetings. It’s a ground rule I call ‘No Me-Too Stories’. You’ve probably all experienced it. Someone tells a story in a group meeting. The story helps make the person’s point. Next thing you know, another person chimes in with their story. Then another. Rarely do the subsequent stories add much value—not adding much new perspective or insight. It’s just people expressing themselves—in the form of ‘me-too’ stories—that largely serve the storytellers own personal needs. The intentions behind the stories may be good and it may make the person telling the story feel good, but rarely does it help the group advance its objectives.Continue reading

Lost Book…Lost Cause?

I’ve observed that many who received an Advanced Readers Copy of The Power of Professionalism have made a lot of notes and posted a ton of tape-flags in their books. In other words, they took the book to heart—something that every author secretly wishes for. One gentleman said in his Amazon review that he’d never loan his book out—simply because it was too valuable.

Fast forward to an e-mail I received last week from a colleague-friend, Mike Kelly.Continue reading

Silicon Valley Leader’s TPOP Megaphone

Readers:

I’m sharing an e-mail that was sent to me from a senior leader in the Silicon Valley that I thought you’d appreciate. This senior leader is communicating with his people – through the lens of the seven mind-sets in The Power of Professionalism (TPOP).

The leader is a very successful start-up guy…a real peach of a guy. He’s the top guy in his company.

He’s familiar with my work–having previously read The Big AHA!

He agreed I could share his e-mail as long I extracted the company’s name – which I have. I have substituted in its place the fictitious name Walnutians. Continue reading

Mind-Sets Trump Skill-Sets – New Evidence, If You Needed Any

In the Power of Professionalism we advocate that skill-sets, as important as they are, were less important than one’s mind-set in the discharge of a professional’s responsibilities.  Employers overwhelmingly agree. According to Harvard lecturer Dr. Paul Stoltz, 98% of employers would pick the prospective candidate with the ideal mind-set (and lacking the desired skill-sets) over the person with the ideal skill-sets (and lacking the desired mind-set). The same principle applied to employee retention.  When deciding who to retain—someone with ideal mind-sets or someone with ideal skill-sets— 90 plus percent of employers would retain the employee with ideal mind-set. These results were based on a recently released five year study with thousands of top employers from all over the world.

This shouldn’t be surprising. Think of the important initiatives your organization has attempted:  the implementation of new (and critical) operating processes, the all-important new product launch, the execution of a critical strategy, the delicate integration necessitated by a merger or acquisition. Think of the difficulties, the exasperation involved—sometimes even to the point of the initiative failing. Chances are the difficulties weren’t a skill-set problem. More likely, the difficulties were a mind-set problem.  Is it any wonder employers are so attracted to those with desirable mind-sets?

Who Ya Hanging With?

Quick! Think of the people who you tend to hang around with. You know, people you don’t have to hang around, but people you want to hang around. For instance, the colleague at work who you can confidently confide in…the life-long friend who has always known how to buoy you up in moments of despair…the relative who always has your back…the college roommate who gave it to you straight when you were about to receive academic probation. What do they have in common?

Allison Morrissey of Durango, Colorado (who received an Advanced Readers Copy of The Power of Professionalism) made an astute observation when pondering that question.  She notes, “Now I can articulate why I like my social circle so much. They come from every economic strata.  They represent every educational strata. They cover a myriad of tongues, creeds, and skin colors. The commonality amongst them? They’re all professionals.”

How about you? Are you hanging around with professionals?