What’s at Stake, Up and Down

Guest Post by: Fred Jones, GUAA Coaching Partner

Most of the bosses you’ve had probably fall toward the middle of this contrast: between whether you felt they made it easier or harder to do your thing as a leader. If you’ve had enough bosses, as I’ve had, there’s also at least one on each extreme. Someone who wore you out and drove you crazy, and one who made you better and stronger than you thought possible.

Take a longer look and consider what each of those extreme bosses was doing. Add to that an assessment, from your perspective, how they were “being”–by which I mostly mean the degree to which they seemed at ease, at least in the roles they were playing, in their own skin. Do you sense a difference?

Without fail, we have a lot at stake in our boss. The same goes in reverse. The quality of the connection makes a difference in how information flows and how productively it is used in an organizational system. It also affects the climate–the mood, the weather–from day to day. Poor relationships up and down leave us carrying an extra weight as we move through what already may be complex and challenging. This quality also is visible to others, and it affects their confidence in what’s possible and what’s worth putting discretionary effort into.

From below, there are things you can do to work on the quality upward. You can get in tune on the kind of access you can provide each other, the range of authority you have, how you represent your own point of view even when it varies from your boss’s, and more. Even that sample of a much longer list may sound difficult. The key: making it discussible. This means making the functioning of the relationship itself the focus of attention, with candid sharing of what each of you need from the other. There’s a chance that if you are suffering in the relationship, so is your boss. They may want to make it better, but they never took the time to take your perspective on it.

You may be that boss with one or more of your direct reports. Not necessarily the extreme boss. But you may be in the middle, the one who hasn’t really paused to see what it really is like to report up to you. The boss who is responsible for some amount of lost productivity and personal suffering. You can open the way for them and make the relationship discussible–which means, of course, not making it all about you. If you engage to learn, you are likely to discover something important that may affect not just them but you and the quality of your life as a leader.

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Interview with Dirigo Advisors Founder Patrick McGinnis

Full Name & Georgetown School and Year

Patrick J. McGinnis, SFS ‘98

Professional Title & Organization

Author, The 10% Entrepreneur and Founder, Dirigo Advisors

Career

What has been the most rewarding moment of your career?

Combining all of the experiences and lessons learned from investing in fast growing companies on five continents into a book that encourages everyone to be an entrepreneur without quitting their day job. My goal was to reach a global audience and that’s been truly rewarding. The book has been translated into a bunch of languages and I’ve spoken on the topic of 10% Entrepreneurship in a diverse set of places, such as Argentina, Uganda, Saudi Arabia, Jordan, and Mongolia.

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

I wish I had been more open to working on side projects as a way to explore interests, learn, and generate opportunities for upside. I was heads down and all-in on finance, which didn’t work out so well during the 2008 financial crisis.

What trends do you see in your profession or industry?

Entrepreneurship is going global due to the falling cost of innovating and the now indisputable fact that talent is borderless. As a result, you don’t need to be in Silicon Valley or New York or London to succeed. You can be almost anywhere.

What is the hardest thing you have ever done professionally? 

I’m credited with coining the term FOMO while I was a student at Harvard Business School. Staying focused, even when it’s not fun or profitable to do so, never gets easier.

What is the best career advice you have ever received? 

Find something you want to be known for it, write about it, establish your authority on the topic.

Hilltop Memories

How has Georgetown shaped you?

I like to joke that I have the most SFS career I could have imagined. Without question, the intellectual foundation and language skills that I got at Georgetown are fundamental to everything I do. I all have been heavily influenced by the values of cura personalis and social justice that I discovered on the hilltop.

What was your favorite professor or class at Georgetown?

“International Political Economy” with Prof. George Shambaugh and “Problem of God” with Julia Lamm

What is your favorite Georgetown memory?

Winning a ticket to see Bill Clinton speak at Gaston Hall my freshman year. I loved that Georgetown gave tickets out so democratically. It is still the greatest speech I have ever seen in person.

Your Inspirations

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

If you pay attention, you can find inspiration all around you, even in the little things. I try to pay attention and stay grateful for the little things.

What is on your desk right now?

A Oaxacan black clay skull from a great store called Tienda MAP in Mexico City. It’s a good reminder to make the most of each day.

Who is your favorite author? 

F. Scott Fitzgerald

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

I hate monotony, so I rebel against routine, but no matter where I am or what I’m doing, I will always start my day with a cup of very good coffee.

Final Word

What are your words to live by?

Always make sure to have more than one string to your bow.

Building Your Reputation. Stand Out to Get In.

Guest Post by: Jen Dalton for Brand Mirror

What is a personal brand, and why does it even matter? Put simply, your brand is your reputation. It’s the words that people think of to define you. It’s how relevant you are, and what conversations you are a part of. It’s how you stand out from others. If you don’t define your personal brand, others will define it for you, and this is why being in charge of your brand matters.

Brands create an emotional connection. When people think of Volvo, they often don’t just think car, they think safety. Apple is no longer just a fruit, but an innovative technology company. And you can’t think about Nike without thinking sports or speed. What emotional connection do people have when they think about you? There are actionable ways to control that, so let’s go over a few.

Understand Where You Are Today

First, we need to do some foundation building. To define your personal brand, we need to look at the Three D’s: Discover, Design, and Differentiate. Start with doing some self-reflection.

  • Ask yourself questions like: What do I want to do? What is the impact I want to have? What are my skills, strengths, and values? Where am I? Where am I going?
  • Think about 5 words that you think describe you, then go and ask your friends, family, even clients what their words for you would be. Compare the two, and think about how you might align them better.
  • Take a Digital Inventory. Google yourself and see what shows up. Ask a friend to search for yourself on LinkedIn by name, and then by role, and see where you show up. How hard is it for someone to find you?

It’s important to understand where others think you’re at because others’ perception of you is the reality of your personal brand.

What Do You Want People To Say About You When You Are Not in the Room?

Now, onto Design. Here we can look at some actionable steps to take towards designing your own brand. After you’ve figured out how people define you now, think about the ways you WANT people to define you. These are the words that will make up your Brand DNA. Think about how you want to show up, and start to design that brand. Be consistent. Does your work space, the way you dress, how you show up in meetings, and how you interact with others align with your Brand DNA? George Bernard Shaw said, “Life is not about finding yourself. Life is about creating yourself.” Look at your LinkedIn page – is it telling a story about your brand, or is it just a copy of your resume?

If you’re having a hard time designing your Brand DNA, make your signature storyboard. Go through your history and find pictures that mean a lot to you emotionally, where you really liked the person you were at that moment. If you’re not visual, think of words or phrases where you really deliver in a powerful way. This can make up your storyboard, and this will help you define your brand promise. A brand is, essentially, a promise, so take time to create your Leadership Promise Statement. What can people expect when they work with you? How can you present this to people in, say, networking scenarios? When you introduce yourself, what do you say? Take this Promise of Value and make sure it’s consistent online. Show evidence of it everywhere. Prove it to everyone who looks.

Own What Makes You Unique and Different

Next, you need to Differentiate yourself from everyone else. What is your position? Look back over your storyboard and your Brand DNA and figure out what you have offered in the past that nobody else could’ve done. Figure out who your audience is. What companies do you want to be a part of that inspire you? What boards do you want to be on in your community? Taylor your brand to be approachable to your audience. Who are your competitors and who do you look up to and why? Spend some time researching them, how they got where they are, what exactly they’re doing. Figure out what their brand is.

Now you can start creating value and opportunities for yourself. Think about what you should be talking about. Should it be company related? Or perhaps about your passions, or your particular set of skills? Does what you have to say matter, and will people care? Is it relevant? Are the right people seeing you? How can you get them to care AND share what you talk about? Who are the leaders and influencers writing in the same space? These are the key elements that make up your Digital Brand. You can also create opportunities for yourself offline. You can join a board or volunteer in an organization. You can interview people in your same space and blog about it. You can network with others, and look for places to share your insights. You can look for speaking opportunities and webinars.

Plan Your Work, and Work Your Plan

Remember, timing is everything. Create an editorial or visibility calendar for your brand – where to be, when to write posts and blogs. You want to stay visible. In many cases, out of sight is out of mind. Make sure that your content is easy to share and re-purpose. Write about other people, companies, and organizations. Be sure to tag them when you post your content. This creates opportunities for others to share and help make you more visible. Write about others and help them be visible. Share helpful articles. Give shout outs on Twitter, LinkedIn, Facebook, and Instagram. Write recommendations on LinkedIn for people and on Google+, and Facebook for businesses. Send thank you notes, and provide recognition. Be genuine. Don’t expect things in return. Contribute to your brand by giving to others. Above all, be authentic. Authenticity contributes greatly to your personal brand. It’s easy to tell when someone is being disingenuous, and that puts a big hit on their brand or the way we think about them. Although you may plan a lot of your communications, be spur of the moment too and share things real time.

Lastly, monitor yourself, and listen to what others are saying about you. Continue to search yourself on Google and LinkedIn. Ask people to describe your brand periodically to check up on yourself. Do your own self-reflection when you can. Keep control of your brand, the emotional connection people make to you, by monitoring yourself using the steps above. Remember, although you are not a product, you do have a reputation and people will decide to work with you and help you based on your brand.

“People may not remember exactly what you did, or what you said, but they will always remember you how made them feel.” Maya Angelou

Be a noisebreaker, not a noisemaker.

Jen

How To Handle Difficult Conversations

Guest Post by: Christine Brown-Quinn, The Female Capitalist

Do you shy away from having those conversations that are truly uncomfortable, whether that be about a pay rise, performance or a particular conflict situation? Have you ever over-practiced the conversation in your head, and in the end hesitated to actually deliver the message as the timing no longer seemed ideal?

While having difficult conversations may seem natural to others, it’s really a skill any of us can learn… and the sooner the better! Not taking action of course doesn’t resolve the issue. In fact it makes matters worse as we tend to internalise the stress, increasing our anxiety levels and decreasing our ability to successfully navigate the situation. And worse yet, that difficult issue just got bigger as we haven’t dealt with it on a timely basis.

Those conversations that we dread having are actually the ones that can change the trajectory of careers. That certainly was the case for me – my ability to embrace those tough talks defined me as a senior professional. The key is to adopt the right approach to get the outcome you’re looking for.

Here are my top tips for tough conversations:

1. Bring your best self – schedule those conversations at a time when you’re feeling the most rested, positive and calm. Also think about what might be the best timing for the person you’re going to have the conversation with. You want to have their full attention.

2. Capitalise on positivity – begin your conversation with a ‘power lead’ – think about something positive to say about the current situation. What’s working well? What are you feeling energised about?

3. Be curious about the other person –cultivate an attitude of discovery and curiosity. Have the intent to learn as much as possible from the conversation. While you do want to have the end goal in mind, remain open and flexible on how to get there.

4. Share the bigger picture – provide context and background to the issue you want to discuss. This shows respect for the other person and de-personalises the issue.

5. Build up your muscle – strengthen your abilities by doing. The more tough conversations you undertake, the easier it gets. While the issues or content of the conversation may be different, with practice your stress levels will decrease, and thus your ability to master the situation will increase.

As I built up the habit of having these tough conversations, I had much less anxiety about having the conversations, and was calmer when I did have them. Each conversation gets easier and you actually start to enjoy the possibility that these interactions can be game-changers, making our work place (as well as personal relationships) that much more fulfilling, enjoyable and fun!

 

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?

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.

 

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.