Six Rules for Effective Networking

Guest Post by: Sandra Buteau, GUAA Coaching Partner

If you cringe as soon as you hear the word “networking,” you should know that you are not alone. Many of us in the world feel the same way. During the course of my professional career as a leadership and career coach, networking has been a recurring theme discussed in practically every single one of my coaching engagements. No matter where you are in your career, you need to embrace networking to expand your professional reach or move up to the next level.

Last month, as a guest Webinar speaker for the Georgetown Alumni community, I encouraged participants to view networking from a different perspective and consider it as a way of making connections, talking to people, seeking information, and building community by interacting with others. Think about it not only as a great opportunity to hear fresh ideas and open doors to help you progress in your career no matter your profession, but also to develop new friendships whether on a personal or professional level.

Some individuals have a natural talent for interacting with other people in professional and social settings while many others struggle and agonize at the thought of putting themselves out there. The good news is that networking is a skill that anyone can learn if you are committed to it and challenge yourself to go out of your comfort zone from time to time.

To help you navigate the process of making connections effectively, I present to you my 6 Rules for Effective Networking.

1. Bring your true and authentic self to any networking efforts. Do not pretend someone you are not.

2. Instead of being afraid of making connections with strangers, change your frame of mind to view networking as sharing, learning, connecting, having good conversations and interactions with others.

3. To be an effective networker you must first adopt the attitude of a giver. Give every person you meet your undivided attention. Listen carefully and ask open-ended questions seeking to learn as much as you can about the other person to support or offer your help with no expectation that something will be given to you in return.

4. As you are building and maintaining your personal network, focus on quality of the relationships. Networking is not a numbers game. If you are planning to attend an event, avoid committing yourself to meet everyone that you come across. Be prepared to devote time and energy to develop meaningful and long-lasting connections.

5. Think of networking as a two-way street. Effective networking requires “sharing.” Someone helps you out today and you help them out later.

6. Always be prepared to make connections. Be open to starting conversations and speaking to everyone around you. You will be surprised that when you ask someone to tell you their story, amazing connections can develop.

What do you commit to do today to move forward in your networking journey?

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Freelancing Won’t Help You to Build Wealth

Guest Post by Patrick J. McGinnis, a venture capitalist and private equity investor who founded Dirigo Advisors, after a decade on Wall Street, to provide strategic advice to investors, entrepreneurs, and fast-growing businesses. He is the author of the new book THE 10% ENTREPRENEUR: Live Your Startup Dream Without Quitting Your Day Job.

The gig economy is here, it’s real, and it’s global. As many as 53 percent of Americans can now be classified as freelancers. While that number includes your (hopefully) friendly Uber driver, it also encompasses a growing number of white collar workers as well, who offer legal, financial, accounting, or design services on demand. This is a direct result of recent instability in once-staid industries like law and finance that has pushed many professionals out of firm life and into consulting roles. As a result, software giant Intuit projects that temporary workers will represent 40 percent of the workforce by 2020. It seems that in the future, nearly half of workers – no matter the color of their collars – will be free agents.

While the rise of the “gig” economy, as the growing dominance of freelancing is often called, has been great for consumers and small business owners, it isn’t necessarily good news for the people providing all these services. Freelancing offers flexibility and a home for workers displaced by the changing labor market, but it also suffers from a fundamental flaw: When you’re a freelancer, there is no company stock plan. You get paid based on the hours you work and nothing more. You have no ownership in any of your projects and you don’t have the possibility of owning a share, even if it’s a small one, of something that can grow in value over time.

Given that reality, how can you make the most of your time as a freelancer in the gig economy?

 Think like an owner

When you’re a freelancer, you are also, in a fundamental sense, an entrepreneur. Over time, you will build a list of clients, expand your network, and assemble a track record of achievements that are your own. In that sense, freelancing can offer a path to building your own firm, so it’s never too early to establish credibility before the wider world. That means taking some time to create a brand, build a website, design a logo, and order slick business cards. Thanks to the sharing economy and inexpensive online platforms, you can accomplish most of these tasks by investing a few days and a couple of hundred dollars. You can also legally incorporate your company quickly and easily with a minimal investment of capital. Even if you’re not yet sure whether you plan to work for yourself over the long term, you’ll always have these resources if you want to moonlight on the side.

Be a 10% Entrepreneur and look for opportunities to earn sweat equity

Don’t restrict thinking like an owner to your own firm. You can also endeavor to own stakes in other people’s businesses as well. Specifically, you can become a 10% Entrepreneur, allocating at least 10% of your time and energy to offering your services in exchange for shares of a company – commonly known as earning sweat equity. This practice is relatively common because most startups have more to offer in the way of equity than they do in cash. As a result, there are many services, such as advising on a business plan or legal documents, making critical introductions, or creating a logo or website, that young businesses will consider as an in-kind capital contribution in exchange for stock.

While it it naturally riskier than simply walking away with a pocketful of cash, getting paid at least partly in equity can be surprisingly lucrative. Take the case of David Choe. Choe is the graffiti artist who took stock in Facebook as payment for murals he painted at their headquarters. Today, those shares are worth hundreds of millions of dollars.

With freelancing here to stay, thinking like an owner, with respect to your business, as well as the businesses of others, can represent a powerful strategy to build long-term wealth. Not every company you work with is going to be the next Facebook, but as you gain experience, you will learn to spot the companies that are poised for growth. Not only will these companies become reliable clients, but if you earn sweat equity, they can also become long-term partners.

Interview with the Co-Founder of Solemates Monica Ferguson (B’00)

What has been the most rewarding moment of your career?

There have been a lot of rewarding moments as an entrepreneur, but I think when Oprah Winfrey devoted a half page in her magazine and called my invention/product “genius”. It was great.

What do you wish you had done earlier in your career?

I wish I had learned basic HTML/CSS earlier in my career.

What trends do you see in your profession or industry?

As a retail brand, we are constantly navigating the changing face of brick and mortar retail (i.e., its decline), as well as how to strike the right balance in the digital space with the investment that goes into our branded website in a world dominated by Amazon.

What is the hardest thing you have ever done professionally? 

For sure it was the decision to leave Goldman (the second time) to start my company.

What is the best career advice you have ever received? 

Be comfortable being uncomfortable.

How has Georgetown shaped you?

Georgetown helped me understand what it was to have the courage of my convictions; and the importance of acting in accordance with my beliefs.

What was your favorite professor or class at Georgetown?

Advanced Financial Management (unlikely a common answer). It was the first class that showed me how numbers tell the story of a business. Accounting did not do that for me!

What is your favorite Georgetown memory?

Any memory that involves spending time with my friends; whether it was a class project, a dinner, or just sitting around our house. It was all so much fun.

Who is a source of inspiration and strength to you in your life and why?

My parents. They raised 4 children, have demanding careers, more friends than they can handle, and they have always made time for everyone and everything. I am inspired by their work ethics, sacrifice, and their energy.

What is on your desk right now?

An old fashion (paper) date book, an amazon Echo, a bottle of Smart Water, a to-do list, and a mess of sample products and packaging.

Who is your favorite author? 

Amor Towles, Jonathan Franzen, and Kristin Hannah

What is one part of your daily routine you couldn’t live without?

Coffee and exercise

What are your words to live by?

Gratitude is happiness doubled by wonder (Gilbert K. Chesterton), but I erroneously attributed it to David Brooks for years.

 

Interview with Halo Top President and COO Doug Bouton (COL ’07)

What has been the most rewarding moment of your career?

If I had to choose, I think the fact that we employee more than 100 people right now. It’s very rewarding to create great jobs for great people.

What do you wish you had done earlier in your career?

Unfortunately, my “career” has largely been Halo Top so not sure I would’ve done anything differently. I went to law school out of college and practiced law for a year or so before Halo Top. My legal background helped tremendously with the founding of and raising money for Halo Top so can’t say I even regret that aspect of my short career.

What trends do you see in your profession or industry?

There are plenty of trends in the food industry. When Halo Top started, it was in the middle of the healthy eating trend that continues to this day, which Greek yogurt largely spearheaded. In that sense, we’ve been fortunate to have the right product, right time – aligning with food/beverage trends like low-calorie, high-protein, and low-sugar. As far other trends, non-dairy/vegan is a big one that will last for a long time. I suspect things like gluten-free are more fad than trend and will pass but time will tell.

What is the hardest thing you have ever done professionally? 

The first few years of Halo Top were really tough, really stressful. I would’ve been easy for my business partner and me to give up. Persevering through those 3-4 years, in hindsight, was probably the hardest thing that I’ve done professionally. I’m also most proud of what we’ve done and what we’ve accomplished because I know personally just how hard and precarious it was. We could just as easily not be here today, Halo Top wouldn’t exist, and I would be personally bankrupt if we didn’t catch a bunch of lucky breaks and keep on keeping on.

What is the best career advice you have ever received? 

If you’re not happy, stop talking about it and make a change.

How has Georgetown shaped you?

Georgetown has shaped me in more ways than I can count. I think the two most important ways in which it shaped me are:

  1. critical thinking (especially as it relates to self-reflection)
  2. holistic education

Georgetown was the first time that I was really challenged to critically think about all of my beliefs and opinions, and the importance of critical thinking – in business and in life – cannot be understated in my opinion. Georgetown also emphasized the importance of a holistic education – focusing on activities, relationships, and social education beyond the classroom.

What was your favorite professor or class at Georgetown?

Professor McKeown – Problem of God

What is your favorite Georgetown memory?

House parties, Georgetown Day activities, 2007 Final 4 trip to Atlanta, pretty much all of my theology classes. Too many to count.

Who is a source of inspiration and strength to you in your life and why?

The easy answer is my parents. The values they taught me, the work ethic they instilled in me, and the love and support they have given me are the main reason why I am who I am and have accomplished what I have accomplished.

What is on your desk right now?

Papers, clutter, and more crap than I care to admit.

Who is your favorite author? 

Don’t really have one. I read anything – biographies and other non-fiction, fiction, fantasy, sci-fi, etc. Literally anything.

What are your words to live by?

Pick just about any Drake lyric.

Follow Your Instincts to Find Passion

Guest Post by: Christy Steele (C’06)

What was your favorite activity as a child? What was easy for you? These might sound like frivolous questions, but consider for a moment what truly brought you joy. Was it finding frogs in the pond? Drawing with colored pencils? Banging on the drums in music class? Solving math problems? The answers to these questions can reveal valuable information that will help you build a meaningful and fulfilling career.

As an artist and producer in the media industry, I have taken many left turns and woven multiple interests and skills into my work. I pursued my love of photography after college and found a job working as a photographic coordinator at National Geographic Magazine. I worked with world-renowned photographers, learned from experienced photo editors, and discovered that I have a passion for visual storytelling. Since leaving National Geographic, I have directed photo shoots for Science Magazine, worked on documentaries and television series for Smithsonian Channel, Animal Planet and Travel Channel, created videos and websites for individuals and small businesses, completed a post-baccalaureate pre-medical program, and acted on stage and in films.

Each time I make a decision about leaving a job or working with a new company, I try to determine whether I will feel fulfilled and engaged if I take the opportunity. Here are four guiding principles that I use when making decisions.

Ask what brings you alive.

If you can’t remember what excited you as a child, simply list activities that you love doing. This can include caring for a pet, organizing dinner parties, traveling, baking, or watching movies. As you consider all of the activities that bring you joy and satisfaction, you will begin to see common threads. Steven Spielberg once said “the hardest thing to listen to, your instincts, your human personal intuition, always whispers, it never shouts. Every day of your life you have to be ready to hear what whispers in your ear.” When you start incorporating the activities into your life that bring you joy, your soul will begin “whisper” to you.

Have a mission!

When you choose to follow your instincts and pursue the things you love, it may not lead you down a straight path. When you encounter uncharted territory, your personal mission statement will become your guiding compass. As Tony Robbins suggests, “If you have a big enough why, you can figure out how to do anything.” If you have a strong enough reason for wanting to get a new job, move to a new country, or start your own company, it will be harder for obstacles and setbacks to stop you.

Ask lots of questions.

Talk to as many people as possible who share your passions. Also talk to people who are passionate about their work even if their work does not align with your interests. Passion is contagious, and these conversations will inspire you and give you ideas. People love to talk about what brings them alive, so let them! These conversations will help you put your own interests, skills, experiences and passions into a greater context. They will also help you make meaningful connections. Through my documentary film series, Uncovering Passion, I put this practice into action by talking to dozens of people who love their work. I created short documentary films with some of these people and published them at uncoveringpassion.com.

Create space for great insights!

In order to identify what brings you alive and hear the “whispers,” you must cultivate a sense of peace and quiet in your body and mind. The best way to start doing this is to simply focus on your breath for a few moments every day. There are simple and powerful energy and breathing techniques like Emotional Freedom Techniques (also called “tapping”) and Presence Process that can help you reduce stress in your body and deal with negative emotions. But any activity like taking a walk, doing yoga, or putting your bare feet on the earth is a great start.

Follow your instincts and trust yourself. While your passions may not instantly translate into a successful job or career, following these principles will open doors and make life more fulfilling.

Lawyers: Maximizing Your Mobility

timon-studler-63413-unsplashGuest Post by: Inti Knapp

As legal recruiters, we work closely with employers to fulfill their lateral attorney hiring needs. Without exception, when legal industry employers describe their ideal candidate to us, they specify the following three criteria:

Level of Experience
In the legal job market, it’s possible to have “too much” experience because more job opportunities exist for junior to midlevel attorneys. That’s because most law firms and corporate legal departments have a pyramid structure, with more attorneys at junior levels reporting to fewer senior attorneys at the top.

For example, if you are a law firm associate wanting to move to a different law firm, the easiest time is when you have 2-6 years of legal experience. Once you have 7+ years of experience, law firms have fewer lateral openings at your level, unless you have a book of portable business.

If you are an attorney wanting to move in-house, most openings are at the corporate counsel/senior corporate counsel level, requiring typically a range of 5 – 15 years’ legal experience. Of course, attorneys with even more years of experience make moves in house, but often they are surprised they have fewer opportunities than earlier in their career.

Practice Area
Depending on the economy, some practice areas are more marketable than others (for example, in a booming economy, transactional work like M&A and IP licensing is busier than bankruptcy or litigation). After you have practiced law for a couple of years, you can market your experience to law firms that need a lateral attorney hire to hit the ground running with minimal training. If you want to change law firms, you’ll get more traction when your practice area is in demand, so don’t delay a job search even if you’re buried in work.

Consider also whether you want to go in-house, because certain practice areas are more attractive to in house legal departments. If you have the ability to choose your practice area, and want to go in house someday, be aware there are more in-house openings for transactional attorneys than litigators. Although lawyers of all specialties go in house, attorneys with desired areas of expertise—such as corporate or tech transactions—typically enjoy more opportunities to join startups and corporate legal departments.

Credentials
For better or worse, the legal industry is credentials conscious. Law firms and corporate legal departments ask us to present candidates from “top” law schools, with “top” grades, or from “top” law firms, as defined by that particular employer. As attorneys get more senior, law school pedigree becomes less important as law firms focus more on whether a candidate brings portable business, or whether the attorney has good training in a high-demand specialty.

Conclusion

If you are considering law school, or a current law student, consider how your choice of law school and practice area may impact your future job prospects—attorneys rarely stay at one employer their entire career. If you are a practicing lawyer who wants to change employers, be alert to your best windows of opportunity in terms of your experience level, practice area, and local economy. With strategy and forethought, attorneys can maximize their opportunities to make a fulfilling lateral move.

Inti Knapp (F’95) is Managing Director at Harris Legal Search in Seattle. Her search firm has placed hundreds of attorneys nationwide, including general counsel and in-house counsel at companies, and partners and associates at law firms. Inti has shared her legal recruiting expertise as a published author and speaker, presenting to law schools such as the University of Pennsylvania Law School, Georgetown University Law Center, and the University of Washington School of Law, and professional organizations including the Association of Corporate Counsel. Prior to becoming a legal recruiter in 2004, Inti earned her B.S.F.S. from Georgetown University and J.D. from the University of Pennsylvania School of Law, and practiced litigation at Perkins Coie. She lives in Seattle with her husband, John Knapp (F’93, L’97), and two young children.

Speaking Tips: Last Things First

Guest Post by: Dean Brenner (C’91), The Latimer Group

Have you ever led a meeting, handed out the slide deck, began discussing the topic and while still on slide 1 or 2, most of your audience has already flipped to the last slide? I’m sure you’ve seen this before… Perhaps you’ve been the one flipping to the last slide, or perhaps you were the frustrated presenter. It happens all the time.

One of the questions I get asked most frequently is, “How do I prevent people from automatically skipping to the last slide?”

I usually respond by asking, “Why do you think they go there first?”

Everyone usually says some version of, “They want to see the summary information right away.”

And then I usually say, “Then if they want to see the last slide first, why do you put all that info on the last slide? Why make them wait?”

Business storytelling is counter-intuitive. This is not like a movie or a good book. The point is not to keep your audience in suspense until the very end. The point with business communication, especially in the 21st century, is to get to the point quickly, explain to people where you are taking them, and then backtrack just enough to explain to them how you got there.

Don’t make your audience wait. It will be better for them, and they’ll pay closer attention to what you have to say.

Good luck.

Dean Brenner (C’91) is a recognized expert in persuasive communication, and is the founder and president of The Latimer Group, an executive coaching and training firm that that specializes in creating powerful communication skills. Dean and his colleagues offer coaching and training to a global client list of Fortune 500 companies. In addition, Dean has written two books on effective communication, and is currently working on his third. Dean lives in Connecticut with his family. To learn more about Dean and The Latimer Group, please visit TheLatimerGroup.com.

 

 

From Surviving to Thriving

Guest Post by: Linda Hardenstein

“I don’t know what I’m supposed to be doing, but I do know this isn’t it.”

It’s frustrating to be unsure about your career path, or to be unhappy at work. Especially when you have talent, knowledge, skills, and abilities to contribute.

“Making it Work” Doesn’t Work

Being miserable in your career causes stress and burn out. It can have a profound, negative effect on your health, your relationships, and your wellbeing.  I found that out the hard way when exhausted, overworked, and burned out, I fell down a flight of stairs on the way to a business meeting. I heard my neck crack and wondered if I’d ever walk again. The emergency room brought a stark reality into focus – I was miserable. I had no life. It was time to stop tolerating unhappiness and start living!

How did I go from just surviving to thriving in my career? Here’s 5 steps I took, and you can too:

  1. Decide. There is great power in letting go of what is no longer benefitting you. Deciding to release what’s in your way opens the door for what’s next to show up.

“Everyone has been called for some particular work and the desire for that work has been put in his or her heart.” – Rumi

  1. Find Your Purpose. Each of us is born with a distinct set of talents and gifts with a special role to play and a unique contribution to make. Knowing your purpose shows where you fit. It helps you understand where you don’t. One of the quickest and easiest ways to discover your purpose is with the unbiased guidance and support of a career coach.
  2. Align With What You Were Born to Do. You can’t help but live out your unique design. The problem arises when you’re doing what you are designed to do in a job, or a place, that doesn’t resonate with who you are. If you’re at odds with something — a boss, a co-worker, your company’s mission, work that takes away from living the life you really want, or a lack of recognition for what you contribute — you’re out of alignment with who you are. Doing work that is in alignment with who you are, brings ease, joy, a sense of meaning and accomplishment.
  3. Be Open. Giving up what you think you “should do,” or going against what a well-meaning parent or teacher told you to do, isn’t easy. For fulfillment, meaning, and motivation, let go of who you thought you should be. Be who you are.
  4. Take Action. Once you’re clear that it’s time to find the right job, synergies and opportunities will line up to support your intention to fulfill your purpose. Inspired action will lead you to the next step and the next one. Before you know it, you’ll be thriving in your job and life because you’re doing what you were born to do.

Linda Hardenstein, MPA, PCC, coaches professionals to find their purpose and authentic careers to have more meaningful lives. Contact her at linda@lindahardenstein.com.

© Linda Hardenstein, 2018

Procrastination

Guest Post by: Yolanda Gruendel, GUAA Coaching Partner

Every so often, my eye catches the paperweight on my desk.  It reads, “you can do anything but not everything.” It was given to me by a friend and fellow graduate of the Law Center a few years ago.  When she gave it to me, she confided that she had purchased one for herself. We laughed. Two peas.

On one level, we know we cannot do everything.  We simply do not have the time. And yet, we behave as if we could.  We gauge success by whether we are able to cram everything into our days and feel overwhelmed when we can’t.

Not being able to get to everything necessarily means that on any given day, we are procrastinating.  To focus on some things, we delay or delete others. It is not a matter of whether we procrastinate. The only question is whether we procrastinate absentmindedly or deliberately.  Those of us who procrastinate absentmindedly tend to value all activities equally and focus on the immediate. Whatever event or distraction captures our attention hijacks our time and energy as well.  When that activity is over, we dedicate the time we have left to our remaining commitments or never bother to circle back to them.

Other people procrastinate more deliberately.  They know the to-do list never ends so they sequence activities based on their relative importance.  They resist getting carried away by unexpected events. They keep their focus on the vitally few important activities that matter most, and they put off, outsource, delegate, or eliminate altogether the other tasks.

It is a relief when you finally accept that you cannot do everything.  I always knew it, but at the moment of choice, often opted to take on more.  I wasn’t trying to do everything, just this one additional thing. My commitments mushroomed.   The realization that something needed to change forced a critical internal conversation about what mattered most to me and which activities contributed or detracted from these priorities.  I try to maintain my attention and energy these days where it matters most and measure each activity or commitment accordingly. As for the rest, well, I’ll get to it later.

Creating a High Performance Organization Culture

Guest Post by: Susan Levine (I’89)

There is a strong correlation between highly engaged employees and high performance organizations. Our people are our assets, our engine and our lifeblood. And no one would dispute the fact that our long term success will be driven by our ability to attract, retain, motivate and develop the best team in the industry. But not every organization has a base of highly engaged employees. So how can you take the pulse on your employees? Ask them!

There are a variety of ways that you can ask employees for their views – pulse surveys targeting a few topics the leadership team would like to understand are becoming even more popular. Whether you outsource or insource, the most important thing is to regularly engage your employees. If you do, it will be the beginning of an ongoing change in the way your company conducts its business.

First, decide what it is you want to measure and take the pulse on – firm strategy, firm culture, professional development, career path and incentives, lifestyle. Organize a team to design the questions. Senior leadership on the team in critical. Skeptics on the team are invaluable to the process and will ultimately enhance credibility and buy-in to the process.

Write questions that are simple and direct. For example, “I am engaged and motivated by [my firm’s strategy]”; or “[My firm’s] culture fosters collaboration and teamwork.” Don’t hide or ignore questions about topics you know will be potentially controversial. Your employees will appreciate your asking the tough questions. Finally, make the survey totally anonymous. If you really want to get honest feedback, you will want people to feel there will be no repercussions for the feedback they may provide.

And the most important question, by far, is the “Net Promoter Score”: “I would recommend [my firm] as a place to work to a friend or relative.” The question is asked on a 10-point scale. Promoters are those who answer a ‘9’ or a ‘10’; those with a neutral response are those who answer a ‘7’ or ‘8’; and detractors answer a ‘1’ to a ‘6’. The net promoter score is the percentage of promoters minus the percentage of detractors.

Ultimately, asking employees about organizational topics and being ready to share the results is the first step in the journey to creating a more engaged workplace. But you have to be willing to commit the appropriate amount of time to tackle important issues highlighted in the results and communicate progress to the organization.

In the next topic, I can discuss what to do with survey results and how you can develop a prioritized set of actions coming out of your high performance organization efforts.

Put Away the Phone. Leave Your Office and Start Meeting the People Who Do the Work. 

Guest Post by: John Keyser ( C’59)

This is an article recently published by TNLT, which circulates worthy articles relating to talent development and human resources. TNLT and its editor, John Zappe, are important resources for its industry and are sources of ongoing worthy information.

Realize that as leaders, we are signal senders. What signal does it send to our people when we stay on the executive floor or wing or are regularly behind closed doors or glued to our smartphones?

We must realize that when we are constantly caught up with meetings and focused on our computers and smartphones, we are leaving little or no time to be with our people, the people doing the work of our compa­nies. We are sending the signal that we do not feel they are particularly important to us.

Sue Mahanor, when she began with Berkley Life Sciences, heading up their East Coast operations, was to be in the company’s New Jersey office several days a week. Private offices were at a premium, so Sue immediately asked that she just be given a cubicle near her team members. This was perfect for Sue as she believes in the benefit of taking yourself down a peg. And she said the interaction and learning among she and her team members has been invaluable.

Sue is also a believer in taking time daily to step back, breathe deeply, and reflect. She, like most of us, could spend all day responding to emails. But we are so much better if we can find that peace of mind, rather than be focused on checking off tasks, to think about where we want our business to go and how we can best help make that happen. Let’s realize that our people are also our clients — our internal clients! We must focus on the people doing the work of our companies and producing our results!

Highly effective leaders genuinely care about their people, their ideas, and their success, and they let their people know that they care. They are present — with them!

Our leadership presence, how we are perceived and received by others, is founded on our attitude and our character — even how we act when no one is watching. It’s about our positive energy, being there for others and helping them, and being a giver. It’s about being genuine and comfortable in our own skin. Keeping our composure, remaining calm, letting our team members, all of them, sense that we have confi­dence in them as well as ourselves — this is leadership presence.

Let’s always send the signal, “When we do our best together, we will all succeed.”

The best way to be present is in conversation. How do we make time for more conversations? Here are some suggestions:

Meetings — Attend only the meetings in which our attendance is essential. Improve the efficiency of meetings. Set objectives and an agenda. Get those to our attendees well in advance, and manage the time of the meetings. Ask those in these meetings how we can have fewer and more efficient meetings. They will know, especially if they realize we are serious in our inquiry.

Productivity — Delegate work and responsibilities that we do not have to do per­sonally, which gives others opportunities to learn and grow and frees up our time to speak with our people. Get help designing a customized productivity improvement plan for our emails, based on our personal schedules, energy flow, and preferences.

Listen — Realize that the most effective open door policy is getting out of our offices and walking the halls for at least some time every day.  Make conversations a top priority, especially one-on-one conversations. Listen patiently, wanting to understand and learn from everyone. Realize that the best ideas are bottom-up ideas.

Appreciation — Appreciate that leadership is how we help people feel about themselves. We must recognize that the bulk of the work of the company is being done outside the executive wing, on the other floors, and not by the CEO and other senior people.

When you get out of meetings and start walking around, talking to people, will you know how? Here are some things to ask:

  • How are you doing?
  • What are you hearing from our clients?
  • What improvements could be made in our business?
  • How can I help you?
  • What do you think should be our priorities?
  • What advice do you have for me?

They will appreciate our asking for their ideas. People want to feel heard and that their ideas matter to us. We’ll gain a wealth of valuable insight.

Another call to action is to think about our purpose in business, for all of us, whether CEOs, other senior executives, or up-and-comers. Let’s recognize that we should, above all, be a great teammate — and let’s think about what that looks like. It surely means being present, as it does genuinely caring about and helping others learn, grow, and succeed.

Would someone you know benefit from our weekly Ideas & Advice columns? If so, please pass them this link to sign up. I would also be happy to sign them up myself, so feel free to email me. (Anyone can opt out at anytime.) Thank you so much for helping me spread the word!

Please feel free to check out my website: www.commonsenseleadership.com to access resources and learn about business leadership coaching and how you personally, your team at work and/or your company as a whole can benefit. See what others are saying about John!

Contact John:

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Georgetown’s Connection Platform Launches Alumni Networking

Guest Post by: Matt Kelly (C’08, MBA’17), Associate Director, Alumni Career Services

Since its founding in 2013, Hoya Gateway has been a program committed to building powerful networking connections among Hoyas.  The program, managed through Alumni Career Services, has primarily focused on students connecting with alumni through an online platform.  To date, over 4,300 connections have been initiated on this platform, making it the premier place for students to go to network with Georgetown alumni.  This success is directly attributable to the dedication of alumni volunteers, who created profiles on the platform and committed to being responsive and generous with their time and expertise.

The program has recently taken the next step in its mission to serve the Georgetown community by launching “Alumni-to-Alumni” networking.  This means that the dedicated alumni volunteers on the online platform now have the ability to find and reach out to each other! So what does this mean for the program?  And what can alumni expect to see on the platform itself?

Commitment to Engagement

We’ve all had the experience of reaching out to someone and never hearing back from that person.  Whether it was a phone call, email, or even LinkedIn message; it can be incredibly disheartening not to hear back.  From the start, Hoya Gateway has stood out to Georgetown students because of the dedication of the alumni on the system.  A student using the Hoya Gateway platform is 40% more likely to hear back from an alumnus/a than if that student reached out through LinkedIn’s InMail.

Now that we’ve added the capability for alumni to reach out to each other, we will continue to strive to make sure that responsiveness and engagement are the hallmarks of the program.  From new Privacy and Availability features to text message notifications so you never miss a message; the platform is set up to build a robust community of Hoyas helping Hoyas!

Providing Recommendations

When we originally built the Hoya Gateway platform, we asked students about what would be most helpful in a platform.  One of the top things we heard was that students were having a hard time combing through databases and directories to find someone who was of interest to them.  To help them find someone who matches their interests, we created a “Recommended For You” section on the Hoya Gateway platform. By taking a short quiz, students can be presented with three alumni volunteers that would be ideal professionals to network with.  Of course, the student can also choose to browse all our volunteers whenever they like.

As we have launched alumni networking, we have also incorporated this “Recommended For You” section into the functionality.  Whether you are looking for a career change, thinking about going back to school, or simply interested in connecting with other Hoyas; we hope you find this feature useful!

Want to Join?

With Hoya Gateway’s expansion, we hope to provide even more value to the Georgetown community while maintaining the core of what makes the program so successful.  Interested in learning more and joining our community? Visit https://hoyagateway.georgetown.edu/ to get started.  Creating a profile takes 5 minutes!  Once on the page, be sure to check out the “Resources” section for walk through videos on everything from setting your Privacy to completing an updated profile.

Feel free to reach out to hoyagateway@georgetown.edu with any questions!

 

The Number One Thing You Need to Get Started on Becoming Part-Time Entrepreneur

Guest Post by: Patrick J. McGinnis, a venture capitalist and private equity investor who founded Dirigo Advisors, after a decade on Wall Street, to provide strategic advice to investors, entrepreneurs, and fast-growing businesses. He is the author of the new book THE 10% ENTREPRENEUR: Live Your Startup Dream Without Quitting Your Day Job.

In less than a generation, two clear and unrelenting trends have transformed the workplace.

First, traditional careers have lost a lot of their luster. Corporate roles are notoriously less reliable and less lucrative than they were in the past. Even once highly prestigious paths like law, finance, and medicine, have lost their appeal thanks to falling pay, layoffs, and an unwillingness by many companies and industries to change with the times.

Second, even as many traditional careers and companies remain stuck in the past, transformational change is afoot when it comes to how we work and live. In less than a generation, our society has been transformed by technology – it is now deeply woven into the fabric of our personal and professional lives. As such, it is ubiquitous, it is cheap, and it is only getting cheaper.

When you’re carrying around a smartphone, it’s almost too easy to forget the considerable investment you needed to make to run your own business just ten years ago. Building a website represented a considerable investment and telecommunications were expensive. Now, thanks to companies like Squarespace, Skype, and Google, you can basically put yourself in business with an investment of a few hours and a few dollars. The basic infrastructure you to get going, from email to storage in the cloud, is basically free. Once you’re up and running, you can then promote a business with a very minimal investment thanks to social media.

The falling price of technology, coupled with widespread connectivity is a game changer for anyone who has dreamed of doing something entrepreneurial. It’s never been cheaper and easier to start and manage a business, technology focused or otherwise. You need little more than a laptop, an Internet connection, and a smartphone to run the day-to-day operations of a small business. You also probably need very little money or to hire full-time employees to get started. Most importantly you don’t need to punch a clock from 9 to 5. You can make the rules, working when you’re like and from wherever you’d like.

You Can Become an Entrepreneur on Your Own Terms

The decline in the price of starting businesses, coupled with the falling appeal of traditional careers means that a growing number of professionals are opting to become part-time entrepreneurs. Rather than shouldering the considerable risks of leaving their jobs to launch new ventures, they enjoy the best of both worlds. They can try new ideas and perhaps even fail, but they do so without jeopardizing all of the rewards that have come with years of success and hard work in their careers. By spending at least 10% of their time, and if possible their money, working on new ventures, either as an investor, an advisor, or a founder, they can build lasting value – and diversification – for themselves. They are 10% Entrepreneurs.

It comes down to a change in mindset. Full-time entrepreneurship is a terrific path for some, but it’s not obligatory. If you’re looking to pick up skills that will help you at your day job or even put you on a path to the next step in your career, there’s another option. Why not take a more sustainable path by integrating entrepreneurial opportunities into your current career? It’s a simple, yet somewhat radical idea: you don’t have to be an entrepreneur, but you can be entrepreneurial.

 

This new mind-set is based on a completely new set of rules: just because you work at an established company and receive a steady pay check doesn’t mean that you cannot join the ranks of the innovators and the disruptors. As a 10% Entrepreneur, you will search out and engage with projects, drawing on all of the skills and relationships you have built over the course of your educational and professional lives. By leveraging your base of experience and your network, you will develop new skills. Plus, you will be the owner of everything you create, no matter what happens in your day job.

10% Entrepreneurship is All About Mindset

If you’ve never really viewed yourself as an entrepreneur – even a part-time entrepreneur – changing your mindset can take time. When I meet people who are looking for more in the careers, whether in the form of diversification, upside, or satisfaction, I’m often surprised at how quickly they discard the idea of integrating part-time ventures into their lives. Their reasons are remarkably uniform: “I’m too busy,” or “I don’t have any good ideas,” or even “I’m afraid.”

One of the hardest things about exploring new ventures is the temptation to feel outgunned. You might ask yourself why should you, of all people, think that you can start something new if you’ve never done it before. Sure, you’ve got experience and relationships, but it’s natural to feel a little (or a lot) intimidated. when you’re putting yourself out there rather than representing a corporate brand on a business card. As a 10% Entrepreneur, you will need to put yourself out there. You will constantly be pitching to people, telling them what you can bring to the table, seeking to establish credibility based on your past experiences, your relationships, and your vision. It can be intimidating or even downright scary.

I get it. When I took part in my first few projects as a 10% Entrepreneur, I felt like I was walking around in a dark room in search of a light switch. Now 5 years and 20 projects later, I have built a valuable portfolio of investments in startups, real estate, and even a theater production in London. Each endeavor brings new experiences and challenges that assure me that I’m on the right path.

As little as a decade ago, there were plenty of other barriers to worry about if you wanted to start a new venture, but in their absence, mindset is now, in a fundamental sense, the new constraint to entrepreneurship. The challenge today is to to have the courage build something that is sustainable and that will create value, both financial and personal, over the course of your career. So if you’re convinced that part-time entrepreneurship is for you, remember that it’s mindset that will take you you from daydream to action. Also, remember that you really have very little to lose – when you are investing just 10% of your time and capital, what’s the worst that can happen? Even if you fail, you’ll have learned something. And when you succeed, you’ll see the world from a new and far more entrepreneurial perspective.