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Posted on July 12, 2011 by Dan Sweet

“There are weeds over there too!” (Greener grass and all)

I spent some time a while back in a training for “managers of others”.  One component of the training involved salary planning as well as some commentary on motivating and retaining employees.  P&G spends a lot of money to recruit and hire its managers and would like to retain them for 30 years plus, as long as the performance is there.  Various scenarios were discussed that involved different combinations of work, location, role, rewards, management style that might deliver a positive experience for the employee.  Eventually though, we got to the “what do you do when someone says they are leaving” question.

The HR leader leading the training said that his basic approach is consistent and simple.  ”There are weeds over there too!”  That is the bulk of the approach.  Help people process the fact that the things pissing them off here likely exist over there too.

As I think about my career it is easy to look at other industries or geographies and think life might be better there.  My favorite tool that I find useful to provide a reality check when I begin to think along those lines is Glassdoor.com.  If you haven’t used Glassdoor before, head on over and setup a free account.  Read employee verbatims of what they like and hate about their companies.  Read their “advice to senior management”.  See what they get paid, what their bonuses, profit sharing, etc is.  It is amazing how quickly the glow can come off of some glamorous sounding jobs when you read a half dozen reviews from people working in your function at the company that all complain about the same thing.  Whether it is nepotism, office politics, work-life balance, no raises, no career planning, terrible systems, an organizational prejudice against a certain function, an outsourcing trend, etc – WAY better to know that dynamic exists up front.

P&G has 127,000+ employees.  No matter how good of a screening job you do, there will still be some jerks in a group that big.  However, as Glassdoor demonstrates, we are now living in the age of transparency.  If organizations as a whole exhibit significant dysfunctions in their culture, people WILL find out.  I hear people (mostly from older generations) bemoan the new openness and public nature of the Internet.  I’m a big believer in the old adage that “sunshine is the best disinfectant”.  I think if you are a good person or a good company that generally does the right thing, you have nothing to fear from transparency and openness. Go check out Glassdoor.  Post a review of your company.  Go read some reviews from employees at companies you are envious of.  ”Test drive” that greener grass from the safety of your couch.  Leave a comment below and let me know what you find that surprises you.

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Categories: career, corporate america, innovation

Posted on July 10, 2011 by Dan Sweet

General Manager College – Bigger, Faster, Not My Fault.

An anecdote I heard over lunch one day went something like this:

General Manager College Curriculum
Day 1 –  Make it Bigger!
Day 2 –  Make it Faster!
Day 3 - Everything that goes wrong was your predecessor’s fault.

Now in all fairness, I think General Manager’s College may only be a two-day event.  However, I do think this is likely a pretty good summary of the content as senior leaders seem to invariably ask how ideas can be made bigger and how change can happen faster.

The challenge this creates is, how can you put forth what looks like a great effort, yet still has some upside you can keep in your back pocket for the inevitable follow-up questions re: bigger and faster?  In a perfect world I think you “write-up” 90% of your idea and keep the final 10% to share when discussing the idea/proposal in person.  Get the manager to think they came up with the last 10% and everyone wins.  They got to contribute and improve the idea, you get to go execute on your plan.  Call me cynical if you want, I prefer effective.

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Categories: career, corporate america

Posted on May 9, 2011 by Dan Sweet

The Cult of Done Manifesto

If you haven’t heard of The Cult of Done, then you need to check this out. Working at a huge corporation, there are no shortage of people who will add you to the invite list for their standing weekly meeting if you so much as look at them sideways. The Cult of Done Manifesto is a reminder to get your work done and move on to the next thing. I love the encouragement to stop thinking and planning and just DO.

Actually doing something takes balls. It’s much easier to design requirements or write scope statements or document desired outcomes and key resources that will be needed. Technology today often makes it possible to produce a finished product in the same time it used to take to sketch a draft of what a product might be. I get that process is mission critical in some contexts. I also get that a lot of people default to process because they are lazy. I like the “Manifesto” angle and find it personally helpful to cultivate a certain level of disrespect for and animosity towards people and institutions that default to process over doing.

The poster version of the Cult of Done Manifesto is pasted below.
1. Print it out.
2. Hang it up.
3. Go DO something.

The Cult of Done Manifesto - poster

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Categories: career, corporate america, lifehacks

Posted on May 4, 2011 by Dan Sweet

Quora vs. Namesake (Quora wins by TKO)

I’ve written glowingly about Quora before. I’ve since cut back on my Quora usage significantly. I think this is probably common and natural. I’d also “applied” for membership to Namesake.com months back, and just got invited to register today.

Quora won.

Originally the two sites had similarly strong buzz. Looking at the landscape today it looks like Namesake’s invite-only closed beta approach lost them the fight. No critical mass of users = no compelling content base = TKO. Still stumbling around, but it is obvious to everyone else you are done.

Quora is completely crushing Namesake based on my 15 min of browsing. Namesake seems like a ghost town compared to Quora. Activity levels and total membership both look low in comparison. With those initial impressions of the site, I’m not motivated to contribute. I work in finance, so lets take the Corporate Finance topic as an example. 7 people are following it and one conversation exists. The one conversation is basically this: “Demand Media’s IPO went well, don’t you think the market is overpriced?” First of all, it is the market. That is what it is worth. If you disagree, then go short it. This doesn’t sound like the place I am going to go for corporate finance advice. Additionally, if only 7 people are following the Corporate Finance topic, do I really want to start spouting my thoughts on corporate finance? I might get “endorsed” or become an “expert”, but that doesn’t jive with the real world. I know way more than 7 people at P&G that have much more sick finance skills than me. Pretending I’m a baller on the internet doesn’t seem like a value-added activity. At Quora, people throw out opinions that get vetted/validated by the crowd. You don’t need to claim any expertise to participate. Upvotes fly fast and furious to incent participation and the ranking of answers based on votes vs a chronological ordering seems to be a much more elegant and engaging solution.

It looks to me like Namesake lost this one. Worst of all, it looks like they did it to themselves with their choice of beta style. Alternatively, the alignment of their PR efforts and product readiness was just way off. That’s the only way I can explain this outcome.

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Categories: branding, innovation

About

dan sweet
7 years of non-profits
2 years of bschool
now a finance guy
working at P&G
my views are solely my own

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