Al Cleinman's Blog

Leaders are Never Done!

A member resigned the other day.  It happens.  Sometimes it’s for a good reason; more often it adds up, in my opinion, to a dose of “penny wise, pound foolish.”  Perhaps that sounds arrogant from someone who develops and sells the very service of which I’m speaking.   It’s not my intention to send that message…indeed, I’m humbled that so many professionals seek out our advice and participate in Cleinman Performance Network.  I am also confident that we focus a significant amount of energy and resources on seeking out the means and methods by which to deliver value to our members, just as you do for your patients.  After all, leading the charge is my solemn duty as the CEO of my firm.

 

In this particular case, I was most troubled by the stated reason that came my way; “I’ve accomplished all that I want to accomplish,” this member said. 

 

Think about those words for a moment. 

 

Imagine an employee coming to you and voicing these words.   Imagine your child saying this to you.  Or your spouse?   How might you react? 

 

In my opinion, and I mean no disrespect to this individual, what concerns me is that there are folks out there who think that the job of a leader can be “over.”   That, magically, one can continue down the path of progress without investing in oneself.

 

Someone once said “the speed of the leader is the speed of the pack.”   I believe in that philosophy. That’s why I invest a substantial amount of time and money each year on my personal development (and each member of my team does the same).   I can’t think of a better investment.  For me, investing in my personal development and that of my team has become second nature.  Setting personal and business goals is a way of life.  I will never accomplish all that I want.  I can’t imagine life having done that.  What would I have to live for?

 

Here’s another factoid that you may find interesting:  Readers make more money - a lot more! (Even in tough economic times.)  Several studies reveal business people who read at least seven business books a year earn over 2.3 times more than those who read only one book per year.   Interesting!

 

At the end of the day, perhaps this all boils down to “curiosity?”   I was graced with burning curiosity.  I look to hire people who have this same basic attribute.  And it’s curiosity about how we can do a better job that drives our entire culture.  Certainly, our current economic environment screams for this.

 

My challenge to you is to ask yourself some hard questions and take the time to write down your answers:   Am I curious enough?  Is my team curious enough?  What’s around the bend?  How might I improve?  Where are we going?  How will I get there?  What resources will I need?  What opportunities am I leaving on the table?  Where am I spinning my wheels?  What tasks might I eliminate?  What questions do I need to ask myself?

 

As you’ll soon conclude, the job of a leader is never “done.”   And that makes for both an exciting life and job security.

 

Norm and Bo...You had me at Hello!

I just bought Norm Brodsky's and Bo Burlingame's new book, The Knack...How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Up.  Having met these two wonderful authors in a serendipitous way(see my post of May 3, 2008), I was excited to dig into their latest offering.  It took me all the way to the middle of page two to recognize that this book is a winner.  I share the excerpt:

"One of my best habits, for example, grew out of my father's practice of breaking down problems and challenges into their basic components.  He believed that most issues in business -- and in life -- are fundamentally simple, even though they appear complicated at first.  He taught me that, to deal with them, you have to examine the underlying elements and figure out what's really going on.  Never assume, moreover, that the real issues are those that you see on the surface.  That way of thinking has been one of my most powerful business tools over the years."

Norm Brodsky has very effectively communicated a fundamental that has served me well.  First, I purposely practice what might be termed a bit of "schizophrenia."  What I mean by this is that I enjoy debate, with myself and my team, which results in looking at issues from every possible angle.  This can be somewhat frustrating to my team, as they sometimes find me arguing against what they thought was my own position.  I find it very effective to verbalize both sides of any position.  I feel strongly that passionate debate is a very powerful tool in arriving at good decisions and this methodology has served me well.

Equally as important, Norm strongly advises that often the real issues are not those on the surface.  We find this the case in many of our consulting projects...what the client believes is the issue is simply not.  In my opinion, the hallmark of a good advisor is one who forces the client to dig below the surface of an issue.  Giving a client exactly what they want when they've self-diagnosed their challenge is easy.  Helping the client see below the surface and face the underlying issues that are the root cause of a challenge requires experience, courage and understanding.  However, the rewards are worth the effort. 

Don't take either the first solution or the one that comes easy...it may lead to ineffective results or worse.  Oh...and buy this book!

There are only two kinds of employees...only two!

I wish that I could lay claim to this piece, as it's very good.  It was passed along to me and I don't know the original author...thanks for the contribution.

YOU SHOULD ONLY HIRE TWO KINDS OF PEOPLE!

In his new book Zero to Sixty, Bob Franquiz writes that he thinks you should hire only two types of people:  products and projects.

According to Franquiz, products are the people “who are already highly developed.  We could liken ‘products' to a baseball team that signs a high profile, highly productive free agent.  The team knows what they are getting because they have already seen the player produce.”  These ‘products' because they have already proven themselves elsewhere, will come on to your team and help you hit it out of the park.

Projects are the people you see in your organization that have an enormous amount of underdeveloped potential.  Bob says, “You see the value they could add to your organization with the right time, training, and coaching.” 

So... if you're in the process of hiring a new staff person, which are you looking for?  A ‘product' or a ‘project'?  Here are some things to keep in mind:

1.  Projects don't cost as much financially.  Think interns, recent college grads, or business leaders.

2.  Products don't require near as much training or leadership.

3.  Projects many times have a much larger learning curve than Products.  If you're hiring someone to alleviate the load, the Project will probably not be able to do that initially.

4.  Products are ‘plug and play' and can make a more significant contribution from day one.

There you have it!  Projects and Products.  Two totally different kinds of hires.  Knowing which one you need BEFORE you hire can save you a lot of time and headaches.

What do you think? I'd love to hear your comments!

 

Goal: The Imperfect Team

I enjoy passionate debate and foster it within my organization.  I believe, and history has proven me right, that often the breakthrough idea; the elusive solution; the missing piece in a process comes as the result of going down the road less traveled.  While civility is the rule in any interaction, I believe that it's a positive thing to see the proverbial gloves come off.  Observe people passionately defending their positions.  Stir the pot once in awhile. 

Yes, for the meek, these interactions may be a bit disconcerting.  From my perspective, debate...yes passionate debate...is an important precursor to the well thought-through idea.  As the saying goes, "if I have more than one yes-person in a room, then I don't need one of them."  As a leader, I want to know that most of the stones have been overturned in arriving at a conclusion, recommendation or decision.  This is especially critical in a de-centralized organization (shouldn't all organizations be "de-centralized").  I don't have the time, energy or interest, nor can I build an enterprise or develop the skills of individuals, if I'm involved in every decision.  That said, I darn well want to be confident that the team has worked the issues over and pummeled them within reason.

Likewise, as a strong individual and leader, I must "grant permission" so as to nurture my teammates and make them feel comfortable arguing their case;their perspective; their point of view.  My experience is that in many professional practices and small businesses, this doesn't happen. If your team members aren't comfortable saying to you "you're wrong and this is why" then it's time for you to take a long walk in woods.  Odds are that you've a top-down culture.  As a result, perhaps you're missing great opportunity?  

I recently came across a wonderful quote about marriage by author Dave Meurer that epitomizes my message:

"A great marriage is not when the "perfect couple" come together.  It is when an imperfect couple learns to enjoy their differences."

Likewise...your team. 

What Do GenXers Want?

I recently read this interesting article in the Albany Times Union.

A WORKING LIFE GUIDED BY JUST THREE LETTERS

 

"What the hell am I doing?" It's something we all have asked about our careers at least once -- or once a week.

I quit every few hours, every day, for the first few years of my career. So why do we do it? For the massive pay check that barely covers our extravagant lifestyle of Piels and pizza? For the glory of being the King of the Spreadsheets? To tell our grandchildren "I worked my way up, and became head geek in a foam factory!"

Why do we take out massive amounts of student loans, sacrifice the best years of our lives, fight the Northway and deal with all of the BS?

When I first entered my field, I learned about the Three I's, the motivating factors that lead to success and beyond. I believed in the Three I's, then embraced them. Now I know that they apply to almost all fields, and to Generation X and Millenials more than to previous generations because of our mental makeup.

So, what are the Three I's?

The first "I" is income: When we start, it is all about the Benjamins. We are a capitalistic society, and we have needs for food and shelter and big-screen TVs. So we listen to our parents, go to a good school, study hard and try to get good grades, maybe even go to grad school.

Then we get a nice, safe job with a big corporation and climb the ladder -- except those insane enough to believe in themselves more than they do the nameless suits above them in the corporate pyramid (who already know what flows downhill) and decide to build their own hill instead.

These entrepreneurs take outsized risk for the potential of outsized reward. They also are programmed differently. But we almost all start by chasing the dollar.

After a bit, we discover that money isn't all it is cracked up to be. Yes, it's nice -- OK, very nice. But we realize it is 10 p.m. and we are still at work for someone else and we missed the Yankees game, that our six-pack abs are now a mini-keg, and that we need to have time to do what we want and need.

We want the second "I": independence.

My wife used to complain that she got two weeks' vacation, and I could go and play golf with clients whenever I wanted to. I had independence, but that freedom wasn't free. I paid for it with sleepless nights worrying over making payroll, solving problems and doing what needed to be done.

I have even more independence now, but guess who goes to pick up the sick kid? You betcha: Mr. 2nd I.

The first two I's, although great, are not worth it in and of themselves. If that was all, we'd work like dogs for 20 years, retire at 45, and live on an island drinking fruity drinks with funny umbrellas. There is a reason why my adviser from grad school is still in academia in his 80s: It's impact.

Impact is why I write articles for the Times Union and why I write books. It is why my friends with more money than the mint keep working. And it's why some of my friends are in Iraq: They believe that through what they do, they can make the world a better place, that through their efforts someone is better off.

More than money or time or glory, they want to influence the future and make it brighter. That's what impact is, and it is the most powerful of the I's.

Impact drives the creation of new businesses, which drives our economic engine. These risk-taking entrepreneurs start with the third "I" and create small companies that change the world and become large companies that everyone wants to work for. And once they have changed the world with their impact, the founders leave, to go do something more.

Wonder why so many successful business owners go into philanthropy?

Sure, some of it is to see their name in lights, and financial is a big part of it, too.

But more often it is for the same reason they started their companies and took the risks in the first place: to make the world a better place.

To be at the top of the pyramid (Maslow's, not the corporate one), and use the results of the income and independence to drive the third "I", to make the world better. That is why Bill Gates does what he does, and that is why I wrote this: to have some impact on you.

So go and make the world better by doing what you do, because now you know why: I-I-I.

NextGen Workbytes is written locally by and for Gen Xers learning the realities of the workplace. Joseph R.R. Templin is the head geek at Unique Minds Consulting Group LLC in Ballston Spa and is the author of "Financial Mistakes of New College Grads: The Seminar."

Some Thoughts on The Art of Recruiting

During our recent Cleinman Performance Network meetings, I’ve shared the importance of investing in your team and that these are opportune times to recruit. 

Often, I hear frustration about the recruiting process that’s expressed as:

“We can’t find people – let alone qualified people.”

“Where do you find great people?”

“When you find someone, how do you know they’re the right one?”

After 35+ years as an employer, I have a few insights to share. If you open your mind to a new way of recruiting and selecting people, you will find the entire hiring process to be a more productive foundation for a winning team.

1. Recruit every day, everywhere.  You never know when or where you’ll meet up with a great candidate: The store, the bank, a patient, your neighbor’s child or mother. Always be alert for the opportunity to make a connection.

2. Be prepared. At the least, carry business cards and hand your card to folks that impress you. Mention that you’re always looking for quality team members. One of my clients carries a special business card that says: I’ve been impressed by your superior customer service, I’d be honored if you’d consider joining our team.

3. Recruit for the future. I’ve known some of our team members for decades, but they just joined our team in recent years. When you meet a great candidate, make a mental note and stay in touch. One day you may have the perfect opportunity for this individual.

4. Watch the horizon. If you know you’re going to lose someone in a year, don’t wait for them to give notice before hiring the replacement. In fact, you should make replacing oneself a part of each team member’s job (if you continue to grow, you will need more people even if no one leaves).  In our firm, replacing oneself is “job #1.”

5. Keep a Bench.  It’s the second string that makes the first string work harder.  For most of our clients, you need at least one extra team member just to cover absences. 

6. Advertise regularly. I’m a big believer in running consistent classified advertising. Here’s an example for optometrists:

Our patients have rewarded our superior patient care with continued growth. We are seeking people pleasers interested in a career opportunity with the most advanced eye care facility in the area.

Here I’m combining patient marketing with team recruiting, because that display ad is also communicating with patients and prospective patients.

7. Offer recruiting bonuses. Your existing staff and network of acquaintances can help recruit and will have “ownership” in the result.  Make them aware of the ongoing need, and motivate the entire team to work on networking.  In recent months, I’ve spoken before our local Chamber of Commerce, Rotary and Kiwanis clubs offering a $500 reward for a referral.  It’s worked!  One of our most recent additions comes from that effort.

The interviewing process doesn’t have to be a mystery. Start by asking people to apply in person. Why? So you (or your staff) can get that first impression. Ask the applicants to come and complete an application. Give the person a tour of the office. If you don’t end up hiring the candidate, you are likely to have gained a patient.

When you look at resumes, look for skills rather than specific job experience. I prefer people who are coming to me with other skills that can be useful to the business. The candidate may apply for one thing but be better for something else.  Indeed, in today’s world, arrows in the back (even bankruptcy) can be a mark of someone with the right experience. 

For an eye care practice, telephone screening is absolutely critical. You do not want someone with a horrible telephone voice or presence, even if that would not be the person’s primary interaction with patients. In the telephone screen (this can be done before or after the first meeting), take five to seven minutes to ask the person about himself or herself, why the position interests them, etc. You are looking for clear communication and a warm, pleasant voice.

When you call the best candidates (narrow it to 3) back for an interview, ask deep questions that will help you know the person:

Take me back to 11^th grade in high school, what was your life like?

What’s your life look like in 5 years?

What are you passionate about?

What ticks you off?

At the end of the final interview, here’s a question that will help you tweak out information you can’t ask directly:

Before we start our due diligence and call references, is there anything that you want to share with me that might surprise me?

Use pre-employment screening.  Behavior Profiles are a good tool to understand how individuals behave in various situations and help ensure that you’re hiring the right person for a particular position.  An ounce of prevention is worth a pound of cure.

My conclusion, after 35+ years of recruiting and hiring, is that it’s an art form, not a science. The more you do it, the better you get at it.  But you’ll likely only make the right choice 50% of the time.  So be very diligent in properly assessing capabilities and cultural fit in the first few weeks.  My experience is to go with your gut.  Build the fact that you may make a mistake into your plans. 

Ophthalmic Medical Technicians - New Classification

This just published by Ophthalmology Times is important information for those of you who recognize people as your most critical asset and invest in your team's career development...which should be everyone.

___________________

St. Paul, MN—The Joint Commission on Allied Health Personnel in Ophthalmology (JCAHPO) announced in a prepared statement that it has received approval for a separate occupational classification, ophthalmic medical technician, from the U.S. Bureau of Labor's 2010 Standard Occupational Classification (SOC) committee.

"This is a historic milestone for the ophthalmic allied health profession," said JCAHPO President William F. Astle, MD, FRCS(C). "Ophthalmic medical technicians are important in the eye-care team as ophthalmology becomes more technologically oriented and confronts the challenges of an aging patient population. This is a significant measure of how much this profession has evolved into its own, and [it is] an empowering validation of this occupation's professional merit."

Federal statistical agencies use the 2010 SOC system to classify workers into occupational categories to collect, calculate, and disseminate data, according to the statement. For an occupation to be included in the system, it must meet a required set of uniquely identifiable skills.

Every 10 years, the occupational listings undergo an extensive review; ophthalmic medical technicians, classified as other health-care support occupations (medical assistant) in 2000, are now classified under the major category of health technologists and technicians. The SOC listing encompasses all three levels of JCAHPO certification: certified ophthalmic assistant, certified ophthalmic technician, and certified ophthalmic medical technologist, the organization said.

The JCAHPO also announced in a separate statement that employment of ophthalmic assistants and technicians remains one of the leading areas for job growth.

Data from the U.S. Department of Labor indicate medical assistants and technicians in fields such as ophthalmology rank third on the list of the 30 fastest-growing occupations in the United States. A 36% increase in employment opportunities until 2016 also is expected, according to the statement, and this growth will result in more than 150,000 new medical assistant jobs in the United States.

"In this period of economic uncertainty, it is critical that ophthalmic organizations take aggressive strides to ensure that the existing ophthalmic personnel shortage gains exposure," said Dr. Astle, who also is Diplomate, American Board of Orthodontics. "We see these statistics as an opportunity to address several problems currently facing the eye-care industry."

The number of adults aged 65 years or more is estimated to reach upward of 70 million by 2030. The result is that jobs for ophthalmic personnel will remain in high demand for the next several decades, the JCAHPO said.

It's the Thoughts That Count!

One of the benefits of having a blog is that I can write anything that I want.  It's my blog:)  So, I thought I'd share with you a communication recently received from a client that's currently involved in our Strategic Review process. 

I have excluded the writers name for confidentiality purposes.  I will provide the name upon request and permission of the author.  Again, thanks for the accolades.

_________________________

I know we're in the middle of our consulting process and there are so many unknowns left to deal with but I wanted to let you know how pleased I've been with all the help.  Rich Heiland came down this week and made a real difference with the staff.  It was such a pleasure to see them in such a positive place.  Rich's style of delivery put them all at ease and they raved about how much fun the day was.  He must truly enjoy what he does because it shows in his natural delivery. 

In addition, I am repeatedly amazed with Amanda VanVoris.  I'm not the best about asking and or taking advice from others but somehow she can communicate in a way with me that makes sense, calms me and allows me more patience in this situation than I would normally have.  She doesn't take sides, just reassures and offers words of patience and somehow I get done communicating with her and feel so much better.  I'm sure as CEO and owner you hear complaints more often than praise....this is a situation for praise.   As I'm sure you already know...Amanda is fabulous.  Thank you for having her on your team!

I also know that when my partner had the opportunity to speak with Jeff Coffin at the last Cleinman retreat he had similar positive words about his time with him.  What a wonderful job you have done surrounding yourself with such incredible people--bravo to you and thanks again!

_____________________

I spend a significant amount of my time in recruiting.  It's words like these that make the effort pay.  I encourage each of you to adopt similar philosophy regarding the hiring process. 

In the words of Jim Collins (Good to Great):  "Get the right people on the bus and the wrong people off the bus." 

In the words  of Al Cleinman (all around good guy):  "Hire good people; Get out of their way; Let their success be yours."

Helping clients reach their goals is our labor of love.  Yes, like you, we're fairly compensated.  But it's communications like this one that make our day.  Thanks to the writer for taking the time to share these thoughts with me.  They are truly appreciated.  Thanks to my team for making me look good.

Thanks to you for listening!

Al Cleinman

Here We Grow Again

It is with great pleasure that I announce several new appointments at Cleinman Performance Partners.   

Michael Hanbridge, who has most recently been a part-time marketing consultant, has been appointed Vice President, Marketing and Client Development.  Michael has over 15 years of broad-based marketing experience, with particular expertise in the marketing of financial information; direct mail subscription promotion; “guru” marketing and web-based marketing.  He was most recently the Director of Marketing for Value Line, the venerable subscription-based financial publisher.  There, he was responsible for a marketing budget of $15 million and initiated a number of key projects, including partnering with their sales team to develop collateral materials for a new product launch; working with the IT team on website redesign; and development of new subscription promotions involving over 1 million mailing pieces per month.

Prior to Value Line, Michael was, for more then seven years, the Manager and then Director of Marketing and Communications for Domini Social Investments, where he directed the development and implementation of this “guru” investment fund’s marketing plan; including major shifts in direction, strategies and tactics.  Prior to his work in the investment community, Michael spent six years in a variety of capacities for several marketing and communications consulting firms, where he was responsible for everything from producing creative to account management.  Michael holds a BBA in Marketing with a concentration in Advertising and Promotion from Pace University and an MBA in Marketing from Baruch College.

Sebrina Brown has been promoted to Managing Coordinator of Education and Meetings.  Sebrina has been transitioning to this new role for the past couple of months (which was opened due to the promotion of long-standing and valued Cleinman Team Member Diane Tisserand to Client Development Coordinator), balancing her new role with her duties as Assistant to the President.  Sebrina came to Cleinman Performance Partners in late 2006 and took on the monumental task of keeping me organized.  Thank you, Sebrina, for your hard work and commitment to excellence.  You’ve been a great partner.    

Christine Miner joins our firm as Assistant to the President.  Chris was most recently with The Haworth Press, a Binghamton, NY based publisher of scholarly books and journals.  There, she finished her sixteen year career (upon the sale of the business and closing of the operation) as Manager and Associate Editor.  Chris rose from a receptionist position to include stints in Advertising Management, Promotions Management and Event Planning.  Chris holds a B.A. in Communications from SUNY Cortland and has an extensive communications background.      

 

Thanks to our clients for your support and confidence as we continue to build a world-class organization dedicated to helping you reach your goals.

It's about Attitude

I just returned from a Strategic Review retreat.  During our meeting with this client and his wife, I learned that they had had a $26,000 day just the week before.  That's a big day for anyone.  But what amazed me was that this particular practice is located in a county with 6000 people.  That's not a town with 6000 people...it's the whole darn county...about 40 miles square.  6000 people in the entire market.  A $26,000 day!  During uncertain economic times.  Incredible!

And your team tells you that your patients will only buy what the plan allows.

BUNK! 

As I say to my kids...and my team..."whether you think you can or think you can't...you will."

It's all about attitude.

Happy hunting!

Al Cleinman