When I was in 5th grade, we went on a field trip to hear a symphony orchestra. Before we went, the music teacher taught us when to applaud. "Sometimes it may sound like a piece is over," she advised, "but don't start clapping until the conductor puts [his] arms down at [his] side."
Even if the song sounds good, you never want to interrupt it. You want to make sure it's finished before you have your say.
This is a great metaphor for the importance of listening in sales, management, consulting, and every other aspect of business that requires human interaction.
At the symphony, you can't assume the orchestra is finished "talking," and it's the same with other people. Just because a person stopped speaking for a few seconds doesn't mean it's your turn to start in. Are they really finished? Did you understand everything they said? If you're not sure, there's room to be a better listener.
Everyone wants to be heard. Dominating the listening puts you at an advantage, because you're one of few people doing it, and others value this precious commodity.
Example:
1. Sales Rep 1: Good morning, Jackie, how's it going?
Customer: It's really been crazy over here, actually.
Sales Rep 1: Really? Listen, what do I have to do for you to change your water cooler service plan?
Customer: Actually, could you call back next week? Thanks.
2. Sales Rep 2: Good morning, Jackie, how's it going?
Customer: It's really been crazy over here, actually.
Sales Rep 2: Really, so it's been kind of crazy over there, huh?
Customer: Oh my God, yes! If this auditor asks me for one more thing.....
People don't always open up immediately like that, but if you give them the chance, many will. In business and personal affairs, people will always like you more when you dominate the listening versus the talking.
Friday, January 25, 2008
Thursday, January 24, 2008
The Magic of Hard Work
When you really work hard, follow up, and persevere, magic will happen. What ever level of success you enjoy now, if you push yourself just a little bit farther, make that extra phone call, show up when you didn't feel like it, new opportunities to prosper make themselves wholly available. Anyone experienced this before?
Wednesday, January 23, 2008
Giving is Receiving
There's a philosophy that states that in any relationship, it is only by giving that we are able to receive.
This sounds backwards at first glance.
How can a business person succeed by giving away the same things they sell?
Example:
This morning I chased a lead that led me to a guy who needs at least a dozen people to work as home health aides. They make in home visits to the elderly and indigent--feeding bathing, encouraging--whatever it takes for just over $7 an hour.
You have to be physically strong, caring, compassionate, and not interested in making a lot of money to qualify for that job. There aren't many people like that in the world, much less in our applicant pool. Since I couldn't really sell this organization my services, I volunteered them. I told him if I come across anyone who'd make a good match, I'll forward the resume his way, and I will, even though it makes no money for me or First Source.
Don't get me wrong. If I know of a job opportunity and a person who's a viable match, the first thing I think about is how I can get paid from the situation. But if I can't, I often email the job seeker the lead and wish him or her the best. It doesn't cost me anything and finding someone a good job is one of the nicest things you can do. In terms of karma, it surely means good things to come for me.
In terms of business, it means two more people speaking positively about my brand. And all marketers agree that word of mouth is most powerful.
This sounds backwards at first glance.
How can a business person succeed by giving away the same things they sell?
Example:
This morning I chased a lead that led me to a guy who needs at least a dozen people to work as home health aides. They make in home visits to the elderly and indigent--feeding bathing, encouraging--whatever it takes for just over $7 an hour.
You have to be physically strong, caring, compassionate, and not interested in making a lot of money to qualify for that job. There aren't many people like that in the world, much less in our applicant pool. Since I couldn't really sell this organization my services, I volunteered them. I told him if I come across anyone who'd make a good match, I'll forward the resume his way, and I will, even though it makes no money for me or First Source.
Don't get me wrong. If I know of a job opportunity and a person who's a viable match, the first thing I think about is how I can get paid from the situation. But if I can't, I often email the job seeker the lead and wish him or her the best. It doesn't cost me anything and finding someone a good job is one of the nicest things you can do. In terms of karma, it surely means good things to come for me.
In terms of business, it means two more people speaking positively about my brand. And all marketers agree that word of mouth is most powerful.
Thursday, January 17, 2008
When Saving Money Backfires
Just under a year ago, Circuit City announced they were going to cut 3,400 experienced workers who were earning $14-$15 per hour and replace them with newbies making around $9/hour. By my own very conservative estimate, the company was positioning itself to save at least $20 million a year. Fast forward to the end of 2007: sales during the do-or-die Holiday season were down over 11% and their stock is down about 80% since the announcement.
I try not to get too bogged down with numbers. First of all, I'm the first one to admit there's a lot about valuation and forecasting that I don't understand. Secondly, since it's not my company, it's not my headache.
Their dismal outlook is not my problem, but those who don't learn from history are doomed to repeat it. Sure, they saved some money, but it cost them big because they are in a service oriented industry and they decided to cut corners on service.
Around the same time Circuit City decided to let inexperienced workers have the run of the place, Best Buy introduces the Geek Squad. Whatever question you have about computers, satellite radio, cell phones, bluetooth, blu-ray, hi-def, or anything else, the Geek Squad sounds like the people you'd want to turn to. Geeks are passionate, geeks have answers. Geeks always know which wire goes into which plug. At the intersection of sales and electronics, you'd be a fool not to employ some geeks, even if they cost a few more dollars an hour.
All is not lost for Circuit City, though. They can take the people they have now and train them into the type of people customers can rely on. My conservative estimate for this type of investment: about $20 million.
I try not to get too bogged down with numbers. First of all, I'm the first one to admit there's a lot about valuation and forecasting that I don't understand. Secondly, since it's not my company, it's not my headache.
Their dismal outlook is not my problem, but those who don't learn from history are doomed to repeat it. Sure, they saved some money, but it cost them big because they are in a service oriented industry and they decided to cut corners on service.
Around the same time Circuit City decided to let inexperienced workers have the run of the place, Best Buy introduces the Geek Squad. Whatever question you have about computers, satellite radio, cell phones, bluetooth, blu-ray, hi-def, or anything else, the Geek Squad sounds like the people you'd want to turn to. Geeks are passionate, geeks have answers. Geeks always know which wire goes into which plug. At the intersection of sales and electronics, you'd be a fool not to employ some geeks, even if they cost a few more dollars an hour.
All is not lost for Circuit City, though. They can take the people they have now and train them into the type of people customers can rely on. My conservative estimate for this type of investment: about $20 million.
Wednesday, January 16, 2008
Bosses: Know Your Role
I was speaking with one of my mentors, a Manhattan executive, in his office recently. One of his assistants came in and asked if he would perform a certain task the following Tuesday at 10am. He thought about it for a second, then said he could do it Tuesday at 11:30. It was settled. Once the employee left the room, my mentor leaned in and told me he was quite free at 10, but he didn't want to get into the habit of letting subordinates dictate his schedule.
I more or less see why this sort of manipulation is necessary sometimes, but it can also put those in charge in a habit of grasping for control that can only hurt them in the end.
Too often, those conducting job interviews assume that they are in a position of supreme authority. The interviewer is the decision-maker, they figure, and the person across the desk is lucky to have gotten this meeting. Candidates are unhappy at their current jobs or else unemployed, so that puts the interviewee at the mercy of the person making hiring decisions, right?
Even if you have 100 qualified candidates desperate to fill 1 spot, it is still crucial to bear in mind that one side never wields all the power in any relationship. Just as they are selling themselves to you, be mindful that you are selling yourself (and your company) to them. As the interviewer, how organized is your workspace? How much enthusiasm do you transmit when talking about the job? How prepared are you for the interview? The smart, confident, diligent people you're hoping to bring on board factor all these things into their decision-making process.
Most importantly, how much respect do you have for your time and that of others? Did the interviewee have to wait more that 15 minutes with nothing constructive to do? Did you ask her what type of dog she would be if she was a dog because you ran out or relevant questions? Did you let the interview drag on long after you decided not to hire a person? Keeping people waiting can be a psychological game which works in your favor, or you may be so overwhelmed that you really have trouble keeping a schedule. Either way, is that the sort of person you would want to work for?
I more or less see why this sort of manipulation is necessary sometimes, but it can also put those in charge in a habit of grasping for control that can only hurt them in the end.
Too often, those conducting job interviews assume that they are in a position of supreme authority. The interviewer is the decision-maker, they figure, and the person across the desk is lucky to have gotten this meeting. Candidates are unhappy at their current jobs or else unemployed, so that puts the interviewee at the mercy of the person making hiring decisions, right?
Even if you have 100 qualified candidates desperate to fill 1 spot, it is still crucial to bear in mind that one side never wields all the power in any relationship. Just as they are selling themselves to you, be mindful that you are selling yourself (and your company) to them. As the interviewer, how organized is your workspace? How much enthusiasm do you transmit when talking about the job? How prepared are you for the interview? The smart, confident, diligent people you're hoping to bring on board factor all these things into their decision-making process.
Most importantly, how much respect do you have for your time and that of others? Did the interviewee have to wait more that 15 minutes with nothing constructive to do? Did you ask her what type of dog she would be if she was a dog because you ran out or relevant questions? Did you let the interview drag on long after you decided not to hire a person? Keeping people waiting can be a psychological game which works in your favor, or you may be so overwhelmed that you really have trouble keeping a schedule. Either way, is that the sort of person you would want to work for?
Wednesday, January 9, 2008
Two Reasons Your Competition Uses a Staffing Company
According to the American Staffing Association, U.S. staffing companies put over 11 million temporary and contract employees to work in the past 12 months. A large percentage of temps work at more than one company in the course of a year, so we're talking about a great number of small, medium, and large businesses that rely on staffing companies to fill in the gaps of their short and long term hiring needs. Sometimes, companies need replacements in a pinch, other times, it's part of a more deliberate hiring strategy. What is constant is that good companies need good people. These companies turn to agencies for any number of reasons, but there are 2 main motivations I'll discuss briefly.
1. Staffing Companies Save Time. Usually, a vacancy in an organization means more work for those who are still there. Having more work equals having less time to search for a replacement. At best, posting an ad online or in the paper will result in a flood of resumes--too many resumes to thoughtfully consider. A reputable staffing company will conduct an in person interview, reference checks, and have an understanding of your job description before sending any candidates. By the time you meet anyone they send, it's practically like a second-round interview.
2. Staffing Companies Save Money. If you sell widgets, every hour spent in decision-making meetings, interviews, or on the phone checking references is one less hour focusing on your bottom line. And in the (not so uncommon) event that you've hired the wrong person, you'll have to cut your losses and start the process again with nothing to show for it. The longer there's no one to properly answer the phones, balance the books, or do other essential tasks, the more money you will lose.
If your company had a website and no one knowledgeable enough to manage it, you'd be crazy not to hire to a professional. As valuable as web presence is these days, people are even more valuable. Thinking you can go it alone with hiring can prove even more detrimental.
1. Staffing Companies Save Time. Usually, a vacancy in an organization means more work for those who are still there. Having more work equals having less time to search for a replacement. At best, posting an ad online or in the paper will result in a flood of resumes--too many resumes to thoughtfully consider. A reputable staffing company will conduct an in person interview, reference checks, and have an understanding of your job description before sending any candidates. By the time you meet anyone they send, it's practically like a second-round interview.
2. Staffing Companies Save Money. If you sell widgets, every hour spent in decision-making meetings, interviews, or on the phone checking references is one less hour focusing on your bottom line. And in the (not so uncommon) event that you've hired the wrong person, you'll have to cut your losses and start the process again with nothing to show for it. The longer there's no one to properly answer the phones, balance the books, or do other essential tasks, the more money you will lose.
If your company had a website and no one knowledgeable enough to manage it, you'd be crazy not to hire to a professional. As valuable as web presence is these days, people are even more valuable. Thinking you can go it alone with hiring can prove even more detrimental.
Friday, January 4, 2008
Underpromise and Overdeliver
"Expect nothing; live frugally on surprise." --Alice Walker
About ten years ago, a new car dealer told my father he'd be able to take delivery on a certain day. When we showed up that evening, they wouldn't hand over the keys because of some stipulation or other which was completely their fault. Despite Dad losing his cool a little, the salesman who told us to come get the car just shrugged his shoulders. The supervisor politely explained that they could get in a lot of trouble if they let us drive away without the proper blah blah blah on the such-and-such form. It was a few days after Christmas, so with weekends and holidays, we technically had to wait till the next year to get the car. But do you think they waited that long to deposit his check? More importantly, do you think we're repeat customers with them?
We have all had our expectations raised only to be dashed, unfulfilled. Promises, real or implied, come a dime a dozen. I recently saw an ad online from a company that claimed they were giving people iPods and laptops just for filling out a survey. Admittedly, I didn't try to fill out the survey; it may have been legitimate. More likely, though, it belongs with all the other empty promises for free vacations, money in the mail, and Knicks victories that we are bombarded with these days.
I can understand why some companies exaggerate (or lie) in the name of customer relations. Publishers Clearing House doesn't go out of their way to tell you there is nearly no chance you could ever win their sweepstakes--they tell you you may have already won. I'm okay with this because 1) the prizes are real, 2) PCH has run a reputable core business for over 50 years, and 3) just thinking about that brand brings a smile to most faces.
What bothers me is when individuals and organizations promise customers more than they are able to deliver. I admit being guilty of this when I first got into staffing. "You say you need a Quick Books-certified Russian-speaking pastry chef with a clean driving record for $8 an hour to start tomorrow? Sure we can help you! We're First Source Staffing!" I had them sold. They believed in us, and it felt great. But I was the one who had to put in extra hours on an impossible search and ultimately tell the client that all my earlier talk was just that: talk. Since I wanted to keep clients happy over the long term, I learned how to underpromise and overdeliver.
If you are confident you can deliver your product by Wednesday morning, tell your customers (or supervisors) you'll have it to them by the end of business Thursday. If there are any unexpected snags, you have time to work them out without missing the deadline. Also, you can deliver early and exceed everyone's expectations. Anytime you have the power to set the deadline, there's no excuse to miss it. Another strategy is to quote a price slightly higher than normal. Once they agree, overdeliver by doing the job for the regular price and making the difference known subtly.
Instead of lying about all you can and can't provide, be brutally honest about it. People will invariably appreciate it and in return, they will do all that they can for you.
About ten years ago, a new car dealer told my father he'd be able to take delivery on a certain day. When we showed up that evening, they wouldn't hand over the keys because of some stipulation or other which was completely their fault. Despite Dad losing his cool a little, the salesman who told us to come get the car just shrugged his shoulders. The supervisor politely explained that they could get in a lot of trouble if they let us drive away without the proper blah blah blah on the such-and-such form. It was a few days after Christmas, so with weekends and holidays, we technically had to wait till the next year to get the car. But do you think they waited that long to deposit his check? More importantly, do you think we're repeat customers with them?
We have all had our expectations raised only to be dashed, unfulfilled. Promises, real or implied, come a dime a dozen. I recently saw an ad online from a company that claimed they were giving people iPods and laptops just for filling out a survey. Admittedly, I didn't try to fill out the survey; it may have been legitimate. More likely, though, it belongs with all the other empty promises for free vacations, money in the mail, and Knicks victories that we are bombarded with these days.
I can understand why some companies exaggerate (or lie) in the name of customer relations. Publishers Clearing House doesn't go out of their way to tell you there is nearly no chance you could ever win their sweepstakes--they tell you you may have already won. I'm okay with this because 1) the prizes are real, 2) PCH has run a reputable core business for over 50 years, and 3) just thinking about that brand brings a smile to most faces.
What bothers me is when individuals and organizations promise customers more than they are able to deliver. I admit being guilty of this when I first got into staffing. "You say you need a Quick Books-certified Russian-speaking pastry chef with a clean driving record for $8 an hour to start tomorrow? Sure we can help you! We're First Source Staffing!" I had them sold. They believed in us, and it felt great. But I was the one who had to put in extra hours on an impossible search and ultimately tell the client that all my earlier talk was just that: talk. Since I wanted to keep clients happy over the long term, I learned how to underpromise and overdeliver.
If you are confident you can deliver your product by Wednesday morning, tell your customers (or supervisors) you'll have it to them by the end of business Thursday. If there are any unexpected snags, you have time to work them out without missing the deadline. Also, you can deliver early and exceed everyone's expectations. Anytime you have the power to set the deadline, there's no excuse to miss it. Another strategy is to quote a price slightly higher than normal. Once they agree, overdeliver by doing the job for the regular price and making the difference known subtly.
Instead of lying about all you can and can't provide, be brutally honest about it. People will invariably appreciate it and in return, they will do all that they can for you.
Thursday, January 3, 2008
What a Day for a Daydream
"You may say I'm a dreamer, but I'm not the only one. I hope someday you'll join us and the world will be as one."--John Lennon
I remember the days when crazy talk like that was deemed antithetical to success in businesses both large and small. Who has time to daydream when the bottom line is the bottom line?
Henry Ford encouraged employees at all levels to take time to think and dream. 3M, which has given us products like Scotchguard, the audio cassette tape, upside down candle lighters, and Post-It Notes, requires its designers to constantly develop new ideas, no matter how bad. They've been around over 100 years and their brand is synonymous with innovation.
Like 3M, perhaps you too can give a chunk of each year's profits to employee's for creative diversions. Maybe your company already has the type of culture where workers are free to play table hockey, use play-doh, or ride on pogo sticks in the name of being imaginative.
Even if those dramatics won't fly in the context of your place of business, still think of ways to allow for self-expression and release. I'm not talking about letting people write on the walls or surf the Net endlessly. No one is allowed to be lazy or ignore the basic job description. With that in mind, you might:
-Bring in a balloon and hit it around.
-Share favorite quotes and discuss them.
-Ask (appropriate) questions that co-workers rarely ask about family, hobbies, etc.
Taking these sometimes counter-intuitive steps allows people to be themselves. The authenticity and passion that comes from thinking will be good for business at every level.
"Dream lofty dreams, and as you dream, so shall you become." --James Allen
I remember the days when crazy talk like that was deemed antithetical to success in businesses both large and small. Who has time to daydream when the bottom line is the bottom line?
Henry Ford encouraged employees at all levels to take time to think and dream. 3M, which has given us products like Scotchguard, the audio cassette tape, upside down candle lighters, and Post-It Notes, requires its designers to constantly develop new ideas, no matter how bad. They've been around over 100 years and their brand is synonymous with innovation.
Like 3M, perhaps you too can give a chunk of each year's profits to employee's for creative diversions. Maybe your company already has the type of culture where workers are free to play table hockey, use play-doh, or ride on pogo sticks in the name of being imaginative.
Even if those dramatics won't fly in the context of your place of business, still think of ways to allow for self-expression and release. I'm not talking about letting people write on the walls or surf the Net endlessly. No one is allowed to be lazy or ignore the basic job description. With that in mind, you might:
-Bring in a balloon and hit it around.
-Share favorite quotes and discuss them.
-Ask (appropriate) questions that co-workers rarely ask about family, hobbies, etc.
Taking these sometimes counter-intuitive steps allows people to be themselves. The authenticity and passion that comes from thinking will be good for business at every level.
"Dream lofty dreams, and as you dream, so shall you become." --James Allen
Learning to Listen
My high school guidance counselor was fond of telling students that we had one mouth and two ears so we could listen twice as much as we talk. My similar view is that we have two ears and one mouth because listening is at least twice as hard as talking.
Listening skills are crucial to every part of the work world; especially hiring. If you ever hired an employee who was a bad fit for your organization (it happens to everyone), chances are, you missed one or more red flags because you weren't listening during the hiring process. Maybe you were distracted because the applicant went to the right college or wore the right shoes to the interview. While those can both be big pluses, they don't mean the person will be able to handle criticism, stay awake for 8 hours a day, or even show up.
The best way to be able to listen while conducting an interview is to prepare your questions in advance. That way, you can pay attention when the candidate is talking instead of scanning the resume hoping to come up with the next intelligent question. Also, ask the person to elaborate and provide examples to back up statements.
In addition to listening to what a person says, consciously note how he or she says it. In a 30 minute interview, did you laugh with or feel any affinity for the person at all? Did they interrupt you more than once without apologizing? Are they even answering the question you asked?
Reference calls are often a formality, but did the former employer give less than a glowing review? A person could fail all of those tests and still be perfect for your company--just know what you're getting. Some people ignore blaring issues because they just need someone in the position, and they usually regret it later. Long term, it's almost always more costly to hire and fire the wrong person than to keep a position open.
Listening skills are crucial to every part of the work world; especially hiring. If you ever hired an employee who was a bad fit for your organization (it happens to everyone), chances are, you missed one or more red flags because you weren't listening during the hiring process. Maybe you were distracted because the applicant went to the right college or wore the right shoes to the interview. While those can both be big pluses, they don't mean the person will be able to handle criticism, stay awake for 8 hours a day, or even show up.
The best way to be able to listen while conducting an interview is to prepare your questions in advance. That way, you can pay attention when the candidate is talking instead of scanning the resume hoping to come up with the next intelligent question. Also, ask the person to elaborate and provide examples to back up statements.
In addition to listening to what a person says, consciously note how he or she says it. In a 30 minute interview, did you laugh with or feel any affinity for the person at all? Did they interrupt you more than once without apologizing? Are they even answering the question you asked?
Reference calls are often a formality, but did the former employer give less than a glowing review? A person could fail all of those tests and still be perfect for your company--just know what you're getting. Some people ignore blaring issues because they just need someone in the position, and they usually regret it later. Long term, it's almost always more costly to hire and fire the wrong person than to keep a position open.
Workplace Decency a Win-Win
Why, on Christmas Eve, did I wake up, leave my wife and son, and get to work 15 min early? Yes, I'm excited about the staffing industry and no, I'm not avoiding my family. Paradoxically, the main reason I'm here is because I don't have to be.
This company has a pretty great time off policy--officially, there is no limit to the amount of sick and personal days salaried employees can take. This sort of generosity does two things. First, it frees me up to make those trips to the dentist, post office, sitter, bank, and other stops that can be unnecessarily difficult for the workaday crowd. And second, it makes me more loyal to the company. My attendance would probably be about the same no matter what the time off policy was, but since it is so liberal, I never resent having to be here.
A flexible work schedule is an example of a "decency" handed down from the employer. In Steve Harrison's book, "The Manager's Book of Decencies," he defines these acts as "gestures freely offered without expectation of a reward that, in ways small and large, change the corporate culture for the better." Decencies flow from the top down, rarely cost any money, and go a long way to boost morale and productivity. For example, seeing the big boss answer the phone equates accessibility to those who are calling. In addition, the employees will probably move to answer it faster next time. Other tips include using subordinates' names as much as possible, thanking them for anything done right, and not talking for too long without letting others get a word in. Many bosses think they do these things, but unless they are mindfully doing it every day or week, they can almost certainly afford to be more decent.
This company has a pretty great time off policy--officially, there is no limit to the amount of sick and personal days salaried employees can take. This sort of generosity does two things. First, it frees me up to make those trips to the dentist, post office, sitter, bank, and other stops that can be unnecessarily difficult for the workaday crowd. And second, it makes me more loyal to the company. My attendance would probably be about the same no matter what the time off policy was, but since it is so liberal, I never resent having to be here.
A flexible work schedule is an example of a "decency" handed down from the employer. In Steve Harrison's book, "The Manager's Book of Decencies," he defines these acts as "gestures freely offered without expectation of a reward that, in ways small and large, change the corporate culture for the better." Decencies flow from the top down, rarely cost any money, and go a long way to boost morale and productivity. For example, seeing the big boss answer the phone equates accessibility to those who are calling. In addition, the employees will probably move to answer it faster next time. Other tips include using subordinates' names as much as possible, thanking them for anything done right, and not talking for too long without letting others get a word in. Many bosses think they do these things, but unless they are mindfully doing it every day or week, they can almost certainly afford to be more decent.
Call Me Mr. Pickens
I remember the first client I ever upset over the phone:
I said, "OK, great. We'll have the temporary receptionist there Monday at 9am , and who should she ask for? You, Bill?"
"Mr. Anderson, yes!" He snapped back.
When the temp got there Monday morning, he sent her home after an hour and a half, supposedly because she couldn't handle their complex phone system. He paid the 4-hour minimum and we'll probably never speak again.
Seems trifling and silly, but I'm convinced I lost that potentially lucrative account because I called the wrong guy by his first name. It all depends on office culture. At most non-profit organizations, everybody including the CEO is addressed by his or her first name . The same may be true for a big corporation. But we always have to be conscious of the clues that tell us how formal to be. If they start a letter to me with my first name or use it in an email or voice message, I'm pretty much in the clear to use theirs.
The culture at First Source, for example, encourages the friendly, first name feel, and that helps us in terms of recruitment and placement. When making a first impression, I actually stress everyone's last name as much as possible and let people do what makes them most comfortable, which is usually the first name, anyway. Still, there are people who prefer to be addressed by their last name. Who am I to argue with such a simple wish? If there's the slightest hint of doubt, I go with the last name. As a rule, being overdressed is more easily forgiven than being under dressed.
I said, "OK, great. We'll have the temporary receptionist there Monday at 9am , and who should she ask for? You, Bill?"
"Mr. Anderson, yes!" He snapped back.
When the temp got there Monday morning, he sent her home after an hour and a half, supposedly because she couldn't handle their complex phone system. He paid the 4-hour minimum and we'll probably never speak again.
Seems trifling and silly, but I'm convinced I lost that potentially lucrative account because I called the wrong guy by his first name. It all depends on office culture. At most non-profit organizations, everybody including the CEO is addressed by his or her first name . The same may be true for a big corporation. But we always have to be conscious of the clues that tell us how formal to be. If they start a letter to me with my first name or use it in an email or voice message, I'm pretty much in the clear to use theirs.
The culture at First Source, for example, encourages the friendly, first name feel, and that helps us in terms of recruitment and placement. When making a first impression, I actually stress everyone's last name as much as possible and let people do what makes them most comfortable, which is usually the first name, anyway. Still, there are people who prefer to be addressed by their last name. Who am I to argue with such a simple wish? If there's the slightest hint of doubt, I go with the last name. As a rule, being overdressed is more easily forgiven than being under dressed.
Hiring and Social Networking Sites
There's a fascinating conversation going on in the Human Resources community about websites like MySpace and Facebook. People are debating whether or not hiring authorities should visit the social networking pages of their potential employees. It seems like a great way to get information on a prospective hire; a natural, 21st century derivative of background and reference checks. My general feeling is that it is best to wait until the job offer has been extended (or not) and accepted (or not) before visiting someone on one of these sites . You may want to see a candidate's domain out of simple curiosity, but that innocent interest can open a can of equal opportunity worms. Remember, those sites often list the age, religion, and sexual orientation of their members; and that's all information that people making hiring decisions aren't allowed to consider. Even if none of those demographics factor into the decision not to hire, if the wrong person knows you know, you may be liable.
So you've been warned. But if you just have to check someone's site before making an offer of employment, keep a couple of things in mind. First, respect the privacy of the individual in question. Privacy? This guy has information and pictures published on a website for the consumption of his 1,643 friends and the general public. That is true, and as long as you don't create a false identity to access the page, surfing the Net is hardly an invasion of privacy. But in general, whether or not the person ends up as a hire, it's unprofessional to say, "Hey Fred, did you see that young woman I just interviewed to be my assistant? I just found pictures from her last trip to the beach on her MySpace. I'll forward you the link...."
Also, if you must look, be sure to take what you find with a grain of salt. Just because you discovered that a person has an obsession with buterflies, kayaking, or 50 Cent doesn't mean that he or she will be a poor performer on the job. Conducting a quality, in-person interview and speaking with a former employer or three is still a great way to learn enough to make a smart decision. Besides, if your boss had access to all that personal info on you, you may not have a job yourself.
So you've been warned. But if you just have to check someone's site before making an offer of employment, keep a couple of things in mind. First, respect the privacy of the individual in question. Privacy? This guy has information and pictures published on a website for the consumption of his 1,643 friends and the general public. That is true, and as long as you don't create a false identity to access the page, surfing the Net is hardly an invasion of privacy. But in general, whether or not the person ends up as a hire, it's unprofessional to say, "Hey Fred, did you see that young woman I just interviewed to be my assistant? I just found pictures from her last trip to the beach on her MySpace. I'll forward you the link...."
Also, if you must look, be sure to take what you find with a grain of salt. Just because you discovered that a person has an obsession with buterflies, kayaking, or 50 Cent doesn't mean that he or she will be a poor performer on the job. Conducting a quality, in-person interview and speaking with a former employer or three is still a great way to learn enough to make a smart decision. Besides, if your boss had access to all that personal info on you, you may not have a job yourself.
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