The Last Mile

I was speaking earlier with Dror Ben-Ishay, CEO of Intlock, a Tel-Aviv based company that has built some amazing marketing extensions to Microsoft’s ubiquitous SharePoint platform. His is a small but fast-growing company that will undoubtedly be successful in the marketplace. What was remarkable, though, is that he is building the company to leverage the HUGE investment in R&D that Microsoft makes. Instead of trying to re-invent the wheel, he’s basically closing the “last mile” between a software platform and the needs of a Marketer.

Bravo.

More of us need to learn from this.  There is opportunity everywhere.  In the MR community, we help others assess the size of markets but we don’t help them clear the last mile.  Thinking aloud, I wonder if an intrepid Research Access reader could start a company (call it Last Mile MR) and focus on closing the yawning gap between data/intelligence and real-world results.

When you find an opportunity, it’s important to seize it.  You seize it or you cede it.  End of story.

So, again, who is up for the challenge?  Let us know and if the idea is good, we’ll feature you on Research Access!

Clarity of Purpose

I was struck by a recent conversation I had with a senior executive at a large publicly-trade e-commerce company.  This person, a friend, is an intelligent and rightly-skeptical sort whose professional success came not from the endless recitation of homilies or from spouting corporate orthodoxies; instead, he is who he is- he works hard, is intelligent, and treats people well.  His differentiator is a rare commodity: clarity of purpose.

That was the thread that tied together all of his exuberant comments about his company- that the organization has clarity of purpose and at every moment, at every juncture knows what it wants to accomplish for its customers and itself.  Every artifact build inside the company has to accrue to one or more of the immutable principles that form the foundation of the company and to which the employees have an abiding commitment.
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Knowledge Transmission

The dearth of Knowledge Transmission is the single-biggest problem afflicting the corporate world. Today’s organization is no different than yesterday’s as regards its ability to flow towards a configuration that impedes the progress of great ideas. This is the result of the malaise induced by middle-management which intercedes in favor of stasis versus change, thereby destroying ideas as they germinate. The real decision makers at the top, while not blameless, never get exposure to the brilliance that emanates from line-employees.

The ethos of majorities is almost always conservative. Elements of skepticism and irreverence are ground to a pulp in the process of “fitting in.” Winning favor in the traditional way is tantamount to ceding control of one’s own thought-process.

Couple this with the notion that great ideas come from outliers and you have a deadly combination: the modern version of The Peter Principle. Those who do rise, do so by whittling away at their own individuality. Those who don’t are often brilliantly iconoclastic and in their mental laboratories, ideas are generated at a rapid pace. But whither these ideas? They are destroyed early. Idea infanticide is a common trait in today’s corporation.

This is not yet another plea for crowdsourcing ideas. Instead, it’s a philosophical warning to anyone who wants the corporation to evolve and to be more, well, humane.

Market Researcher as Business Anthropologist

A good Market Researcher is a good Business Anthropologist.  Or at least that’s what the MR professional should strive to be.

And he should work in India for at least two years to get REAL training.

Nuance is as important as data.  The interstices are as important as the nodes.  Data without deep context is 50% helpful and 50% problematic.  When MR becomes an exercise not only in narrow problem-solving but in culture and context creating, then we’ll sit in our rightful seat at the C-table.  In fact, we’ll create new seats for ourselves.
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War for Talent

At the Web 2.0 Summit kicking off today, Eric Schmidt of Google discussed the “war for talent” faced by companies in high-tech and especially in advertising-based high-tech. It got me thinking about Market Research and what would create a real “war for talent” in this space. Is it a supply and demand issue; that is, is the “need” for this war dictated by the imbalance between the need for and supply of talented professionals? Or is this something else at play?

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Accountability

A much used word but not practiced often enough in business, accountability is the simple act of taking responsibility for your actions.

In a casual discussion with someone over a drink today, we were laughing over the phrase “success has many fathers while failure is an orphan” in the context of a program that several people claimed success for. We all know people that are apparently the brains or inspiration behind successful ventures or programs of various kinds. Rarely ever do you see people owning up to something that went wrong.

This is interesting and more than just a philosophical discussion about what is ethical or the right thing to do. My personal belief is that showing accountability in the face of unpleasant circumstances is a terrific business tactic. We’ve all faced situations where things went wrong for any number of reasons and blame starts flying around.  The norm in such a situation is for the client to pillory the vendor/agency and the agency to bad-mouth the client behind their back. The relationship is over, client moves on and has to restart, agency loses a customer and associated NPV as well as what may be their most important asset – their reputation.
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Hanging Together

On an incredible day over two centuries ago, the polymath Benjamin Franklin said to an assembly, “We must all hang together, or assuredly we shall all hang separately.”

The date was August 2, 1776. The Occasion was the signing of the Declaration of Independence.

Like many more of Franklin’s utterances, the meaning transcends time and place and has a lesson for each of us in our present contexts, even in the workplace.

Stick together or be picked off, one by one.

Most of the folks I have met rarely pay this admonition heed. Most folks make deals in their own favor, opportunistically.

But the Greats don’t. The Greats stick with their peers and defend them.

In the corporation, innovation takes place when enough people join hands and circle the wagons, protecting the “creative fires” from the fire-in-belly-dousing processes of bureaucracy. Great professionals don’t sell out innovative people and ideas to the boss, in order to look “mature” and “move up.”

So next time an executive asks you if you support an outlier employee or believe in a cool-but-whacky idea, search your soul.

Was Franklin right?

Your call.

Owning UP

A former friend of mine challenged me recently on a peculiar issue: the difference between acceptance and desire…and the immaturity this difference brings out in weak-willed people.

Sometime ago I asked him to donate some money to a charity that is very close to my heart.  He agreed to do so.

Months went by and no donation.  I sent him an email.  No response.  Another.  No response.

I finally confronted him.  I asked him whether he meant to fulfill his obligation.  At this point, he blew up saying he wanted to decide on his own where to donate his money and that he didn’t want to pay up.  I asked him whether I held a gun to his head when soliciting the original donation.  I asked him whether or not he had, as an adult, agreed to donate the money.  No to the gun. Yes to the decision.

But he still didn’t pay up.  He left in a huff mumbling incoherently about being forced in the first place to say yes.

This is his attitude: blame others for “making” you a liar.

When you say you’ll do something, do it.  Or be upfront about your own indecision or lack of acceptance of the original terms.

Either way, be an adult and own up.

The Management lessons are clear:

  • When you commit to do something, either do it, or gracefully and analytically explain why you can’t keep your commitment.
  • Be careful in locating fault.  Even if you are browbeaten into something, once you commit you have to live with the commitment.
  • Know where you have freedom.  Some things asked of you in the corporation are metaphorically tantamount to the “gun to your head.”  Others are not.  Learn to distinguish between the two.

This stuff is hard.  But when you do it, one person benefits the most:  YOU!

Career Development: Reinventing the Job Interview from the Interviewers Perspective

Apparently I am thinking a lot about hiring these days! In my last post, I talked about hiring an executive assistant (happy to report Ronald is still kicking butt while I sleep, and my productivity is up over 300%) and this week I want to talk to you about another insidious time waster for marketing professionals… prospect interviews.

I was a journalism major in my undergrad years and my strength was the investigative interview so interviewing candidates has always come easy for me. I never run out of questions and I’m pretty creative about coming up with questions that get to the heart of a candidates qualifications and fit-level. My favorite moment was asking an inside sales candidate about his vision for the future. This was a $30K a year job – double with commissions – so I asked him where he thought he’d be in 5 years.

“Oh, in 5 years, I’ll be making $80K a year easy,” he said confidently.

“What does that look like,” I probed. “How is your life different with that salary?”

“Well, I’d be moved out of my parent’s house. I’d buy a mansion with 5 bedrooms, a swimming pool and a Ferrari or something like that. I’ll be living the dream.”

Living the dream on $80K in Washington DC?!?! Not a chance. If he couldn’t set realistic goals in his personal life, this guy was not going to set realistic goals on my sales team. It was not a fit. (It was, however, a good laugh!)

This week, however, I learned about a new approach to interviewing that changed my perspective. Many professions have a proficiency component to the interview process, something that makes it a little more quantitative, but with marketing that’s always been difficult, especially for junior level jobs. I’ve been content with reviewing writing samples, portfolios and relevant web sites to serve that purpose but it always comes up short and feels a lot more like art than science.

The new approach was introduced to me by Market Hardware COO Patrick Smith. Market Hardware is the web division of ServiceMagic.com, and they produce thousands of small business websites each year. That means Smith is constantly hiring. A “Getting Things Done” kind of guy, he hated the lost productivity of having candidates come in and parade through the various members of his staff losing time as each prepped for the interview, dragged out 30 to 60 minutes with the candidate, and then rehashed the candidate’s qualifications with other staff members. So he invented a solution.

He has chucked the sequential Q and A approach and opted for a more practical, speed-dating-like interview process. Candidates at Market Hardware are brought in in groups of 4 – 6, and given the ten minute “about the company” speech that makes interviewing particularly exhausting, repetitive and inefficient for interviewers together. Then he pairs each candidate with a staff member for a ten minute “date”. The staff members are asked to prepare a task for the candidate so instead of asking questions they can actually see how the candidate performs and also assess their intelligence, personality and experience.

For a Junior Market Researcher, the interview schedule might look like this:

0:00 – 0:10 – Group introduction with Executive

0:10 – 0:20 – Internet Research Observation with Staff Member 1

0:20 – 0:30 – Respond to an email (checking for speed, efficiency, grammar, and personality) with Staff Member 2

0:30 – 0:40 – Analyze the pros and cons of a 1 question poll that’s in the field with Staff Member 3

0:40 – 0:50 – Conduct a mock phone poll with an existing script with Staff Member 4 on the other end of the call

0:50 – 0:60 – Group wrap up and questions from the candidates with Executive or HR person

I can’t tell you the number of times I’ve been 30 seconds into an interview and asking myself why I was going to waste 30 minutes or even an hour pretending to be considering the person for a position I knew I’d never hire them for! This system is so much more efficient and in many ways I think offers a deeper, more accurate perspective on how the candidate will perform if hired.

Hiring? Try this new interview method and let me know how it goes in the comments. I am not sure if I am willing to give up the Spanish inquisition approach just yet but this definitely got me thinking. Interviews are stuck back in the 50s and need a refresh. I think Market Hardware’s Patrick Smith is on to something and it’s a trend I’m going to keep an eye on.