Ditch the presentation & have a conversation (review of Eric Bergman’s One Bucket at a Time)

There’s only one good reason to bring us together for a meeting on Zoom or in a room.

Walking us through PowerPoint decks isn’t it.

“The only reason for bringing people together, whether in person or remotely, is to listen to someone share something of value,” says Eric Bergman, presentation skills coach and author of One Bucket at a Time.

“The secret to success is simple,” says Bergman. “Bring meaningful content. Deliver that content in a memorable way. If you do, you significantly increase your chances of informing, educating, influencing or persuading anyone.”

PowerPoint makes it hard to share something of value in a memorable way for two reasons.

We can’t listen to you and read your slides at the same time. Ask us to both and we’ll do neither.  During virtual meetings, we’ll mute our mics, turn off our cameras, minimize our Zoom screens and beg off because of conveniently unstable internet connections. When we finally return to meeting rooms, we’ll revert to our pre-pandemic habit of staring at our phones or off into space.

PowerPoint also makes it easy to bury audiences in ideas and information. But we can’t absorb more than one idea at a time. Run us through 60 bullet-ridden and chart-stuffed slides in 45 minutes and you’ll overload our short-term working memory. Nothing will transfer over and stick in our long-term memory. You’ll tell us everything but we’ll remember nothing.

So if you have something worth sharing, try saying it without PowerPoint. It’ll be a leap of faith but trust that we’ll love you for it, remember what you say and act on what you tell us.

“Without slides, there can be a presentation,” says Bergman. “Without a presenter, there is no presentation. Successful presenters understand this. They know that capitalizing on how people listen is the key to their success – to having their ideas understood, absorbed, remembered and acted upon.”

Successful companies also get it.  At LinkedIn, a document formatted in PowerPoint’s landscape mode goes out at least 24 hours before a meeting. There’s no discussion until everyone’s read the document. “Slides are never presented to the group. Instead the focus in on discussion, a process that distinctly separates the written word from the spoken.”

Amazon’s eliminated slideware presentations altogether.  Meetings start with everyone reading a six-page memos written with complete sentences and paragraphs rather than bullet points. “The six-page memo provides a deep context of what’s going to be discussed. When everyone is ready, discussion begins. Questions are asked and answered. A decision is made.” Ditching PowerPoint doesn’t seem to be holding Amazon back.

Converting presentations into structured conversations requires you to welcome questions from start to finish. Never force audiences to sit in silence until you’ve finished talking.

“The simplest way to breathe life into modern presentations is to create an equal, engaging partnership with the audience by encouraging and answering their questions,” says Bergman. “Give them a chance to probe your ideas. The simple exercise of them asking questions helps cement those ideas into part of who they are. When that happens, they’ll be applying those ideas long after you and they have left the room.”

Answering questions clearly and concisely is a skill that can be learned. “Whenever an answer extends for more than 10 words, you’re making assumptions about what’s important to whoever asked the question. If all answers extend beyond 20 seconds, don’t be surprised if they simply quit asking.”

Many of us are closing in on our first anniversary of working from home. One way to combat Zoom fatigue is to have a little less information and a little more conversation in 2021. Bergman can help make that happen.

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Your male colleague says something sexist? It’s your two-second litmus test moment (review of Good Guys)

I failed the test but I’ll be ready for the next one.

I was in a meeting with a manager who kept mentioning “his girls”. He wasn’t talking about his preteen daughters. He was referring to his colleagues around the boardroom table.  

I shot the women a sympathetic look but didn’t call out the manager. I was still new on the job and stunned by this unexpected throwback to the 1950s. I admit that was a pretty thin excuse for staying silent.

Men saying sexist and stupid things serve up what David G. Smith and W. Brad Johnson call litmus test moments. These are the moments when the women we work with decide whether we’re an ally or a bystander. And we have no more than two seconds to pick a side.

So what should we say?

The authors of Good Guys: How Men Can Be Better Allies for Women in the Workplace recommend a single word.

“Just say ‘ouch!’. The beauty of the ouch intervention is that it buys you a few extra seconds to formulate a coherent way to communicate what landed the wrong way with you.

“So, after you tell everyone in the meeting or within earshot in the workplace that something just happened that wasn’t okay, you’ve now got time to formulate your follow-up elaboration.”

You can elaborate by saying the comment or quip wasn’t cool, it was way out of line and not something we say or do around here.

You can ask your colleague if he really just said what you thought you heard. Did he actually mean it? Did he think he was being funny, clever, ironic or endearing?

“Going against your gender tribe’s long-standing bro code to promote an equitable and inclusive workplace is where the cost of allyship quickly gets real,” acknowledge Smith and Johnson.

They believe public confrontation’s warranted if your male colleague is a malignant and serial misogynist, is young enough to know better, has been unapologetic about past misbehavior or has said something so egregious or offensive that it demands an immediate rebuke.

For a clueless colleague who doesn’t check these boxes, follow up your “ouch” with a private conversation. 

The women we work with don’t need to be rescued. They’re not looking for a savior. They just want us to be better allies.

“Allies emphasize humility and gender partnership – men and women working together in complementary roles – to create and support inclusive workplaces.”

It’s not enough to be an ally in private. Men need to speak up and advocate for gender equality, especially when women aren’t in the room.

“Speaking out isn’t easy,” admit Smith and Johnson. “But becoming a partner and ally to women is a crucial element of helping them reach equity in the workplace. If you think you’re doing enough, you’re probably not. Push further.”

The authors offer 60 practical strategies for interpersonal, public and systemic allyship.

We’ve all had the privilege of working and living with wicked smart and strong women.  As colleagues, husbands and dads, we need to be more than just good guys. Gender inequality is not a women’s issue. It’s a leadership issue and it’s a fight we need to loudly join as all-in allies.

This review first ran in the Dec. 26 edition of the Hamilton Spectator. Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.  

Millennials were burning out long before COVID hit (review of Anne Helen Petersen’s Can’t Even)

Good on bosses who end Zoom calls by reminding us not to sacrifice our health and wellbeing during the pandemic.

But our millennial colleagues could use more than reminders. They’ve been wrestling with burnout long before COVID-19 knocked the world off its axis.

And while our leaders’ intentions are good, what ails millennials can’t be fixed by shortening hour-long Zoom calls to 50 minutes, keeping Fridays free of meetings, going for midday walks and not hitting send on emails written in the dead of night after their kids have finally gone to bed.

“The fallout from the next few years won’t change millennials’ relationship to burnout or the precarity that fuels it,” says Anne Helen Petersen, former senior culture writer for Buzzfeed News and author of Can’t Even: How Millennials Became the Burnout Generation. “If anything, it will become even more ingrained in our generational identify.”

This is the generation that graduated in and around the Great Recession buried in record amounts of student debt. Good jobs disappeared as fast as housing costs soared. They took unpaid internships for the experience and strung together contract, temp and freelance gigs that paid barely living wages. If they landed full-time jobs with benefits and pensions, they were terrified of losing their golden ticket at any moment. To make themselves indispensable, they adopted an unsustainable ethic of overwork.

Yet no matter how many hours they logged and how little they slept, the traditional milestones of adulthood – marriage, home ownership and kids – were priced beyond their reach. These markers were delayed or dropped. And just as millennials reached their peak earning years, the pandemic hit.

Overwork plus chronic anxiety mixed with student debts, childcare bills and mortgages that no honest woman or man can pay add up to burnout.

Petersen calls burnout a contemporary condition and not a temporary affliction for millennials. She defines burnout as “the sensation of dull exhaustion that, even with sleep and vacation, never really leaves. It’s the knowledge that you’re just barely keeping your head above water, and even the slightest shift – a sickness, a busted car, a broker water heater – could sink you and your family. It’s the flattening of your life into one never-ending to-do list, and the feeling that you’ve optimized yourself into a work robot that happens to have bodily functions, which you do your very best to ignore. It’s the feeling that your mind has turned to ash.”

Burnout is a condition that can’t be cured with life hacks, side hustles, productivity apps, positive thoughts or gentle reminders.

“This isn’t a personal problem. It’s a societal one.  We gravitate toward those personal cures because they seem tenable, and promise that our lives can be recentered and regrounded, with just a bit more discipline, a new app, a better email organization strategy or a new approach to meal planning. But these are merely Band-Aids on an open wound. No amount of hustle or sleeplessness can permanently bend a broken system to your benefit.”

Petersen doesn’t offer quick fixes. She wrote her book to show what’s broken rather than to tell millennials how to save themselves from burning out. There’s value in letting millennials know burnout isn’t a personal moral failure and they’re not alone in their juggling and struggling with work and family commitments. It’s equally important to let us Gen Xers and Baby Boomers know just how close our 30-something colleagues are to collapse and how ready they are for sweeping, substantive changes.  The pandemic’s put the spotlight on a problem that we’ve ignored or downplayed for too long.

“Millennials have been denigrated and mischaracterized, blamed for struggling in situations that set us up to fail,” says Petersen.

“But if we have the endurance and aptitude and wherewithal to work ourselves this deeply into the ground, we also have the strength to fight. We have little savings and less stability. Our anger is barely contained. We’re a pile of ashes smoldering, a bad memory of our best selves. Underestimate us at your peril. We have so little left to lose.”

Jay Robb is a Gen Xer who serves as communications manager for McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

The epic rise & spectacular fall of WeWork & Adam Neumann (review)

Today’s overworked, underpaid and unappreciated employee is tomorrow’s confidential source for a reporter.

And disgruntled workers will happily talk as it all goes wrong for leaders lacking in hubris.

In writing about the rise and fall of shared office renter WeWork, journalist Reeves Wiedeman did more than 200 interviews over 18 months with employees at all levels and from every department. Senior executives, landlords, investors, bankers, lawyers and advisors also chimed in.

What they told Wiedeman for his book Billion Dollar Loser: The Epic Rise and Spectacular Fall of Adam Neumann and WeWork makes the company’s botched $47 billion initial public offering and the sacking of co-founder Adam Neumann seem inevitable. This was a company and leader who weren’t exactly diligent at managing their nickels.

Take WeWork’s annual summer camps, which Vanity Fair once described as “a lavish bacchanalia” and “a sort of corporate retreat-meets-Coachella for the Silicon Valley set.”

In 2018, WeWork flew 6,000 employees to Eridge Park south of London. Deepak Chopra delivered a keynote. Lorde and Bastille performed concerts. Employees camped out in tents and slept on air mattresses.

Neumann, his wife and kids flew in on WeWork’s brand-new $60 million Gulfstream jet. To furnish and stock their campsite compound, Neumann sent his event team a shopping list that ran to three-and-a-half pages which Wiedeman reprinted in his book. Along with a “tent house suite via Raj Style” and an RV, Neumann ordered three air conditioning units, two fridges, a king-size bed, four twin-size beds, a coffee table plus a 24/7 security guard, two drivers and two bartenders. The bar included two bottles of Highland Park 30-year-old single-malt Scotch retailing at $1,000 each plus all the ingredients for making Bellinis, mimosas and white wine sangria.

In between sets by new age gurus and pop stars, Neumann and his wife took to the stage and talked about going beyond renting coworking spaces to finding homes for every orphan. “If we do the work right, we could wake up one day and say ‘we want to solve the problem of children without parents in this world’ – and do it, within two years,” Neumann said. “And from there we can go to world hunger. There’s so many topics that we can take one by one, and we will be able to tackle anything that we set our minds to.”

Not everyone was sold on Neumann’s plans to save the world. “For many longtime employees, the close of Summer Camp 2018 felt like the end of an era,” says Wiedeman. “The event had grown so large that it lost much of its charm, and many employees wished the company would just give them a week off to rest and spend the money it poured into Summer Camp on giving them all a $2,000 bonus instead.”

At its peak, WeWork had almost 10,000 employees. By the end of 2018, half the workforce had been with the company less than 6 months. “Many employees began to see WeWork less as a company than a cult. Adam’s preaching attracted a constant influx of fresh devotees who kept the machine running.”

But the machine stalled out when private investors quit throwing billion-dollar lifelines at WeWork. With a growing mountain of debt, Neumann had no choice but to take his company public. Wiedeman says prospective investors were shocked by what they discovered in WeWork’s filing with the U.S. Securities and Exchange Commission.

On his way out the door, Neumann negotiated a billion dollar severance package. That deal fell through when SoftBank, a Japanese conglomerate and WeWork’s largest investor, abandoned its $3 billion buyout of existing shareholders. Neumann has since sued Softbank, accusing it of breaching a contract.

Like John Carreyrou’s Bad Blood: Secrets and Lies in a Silicon Valley Startup, Wiedeman’s equally excellent book begs the question how smart people make stupid bets on false prophets. Along with a COVID-19 vaccine, we need an inoculation against the reality distortion fields thrown up by charismatic, cult-like founders with messiah complexes.

Jay Robb serves as communications manager for McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Don’t answer the wrong question when you’re procrastinating (review of Who Not How)

I’ve been procrastinating since the start of the pandemic. It turns out that’s been a smart move.

On the desk in my home office basement bunker is a notebook. Inside that notebook is nearly 30 years’ worth of hits, misses and lessons learned on leadership communications.

I’ve cribbed notes from the hundreds of leadership books I’ve reviewed and the dozens of senior executives I’ve worked with and watched in action. Some were great communicators and a few made it seem like hiring committees sometimes play cruel practical jokes on employees.  

But now I’m stuck on how to get what’s in my notebook out into the world. Next steps remain a mystery.

It turns out dawdling can be a good thing.

“Procrastination is wisdom if you listen to it,” say Who Not How authors Dan Sullivan and Benjamin Hardy. “The bigger your personal ambition, the more procrastination you’ll experience. Everyone who is ambitious procrastinates. It is part of having big goals that stretch far beyond you.”

Procrastination puts us at a crossroads and prompts us to ask one of two questions.

“How do I do this?” is the wrong question. Turning your big and bold goal into a do-it-yourself project will lead you down the path where dreams go to die.  As you stumble along, you’ll lose confidence, your ambition will wane, you’ll grow increasingly frustrated and eventually ditch your dream.

“Who can help me with this?” is the right question. Instead of going it alone, you assemble a team of wicked smart and passionate people with the know-how and connections to get you across the finish line. They’ll boost your confidence, deepen your commitment, refuel your ambition and take your good idea and make it better.

“Asking ‘who?’ is the automatic response you need to develop every time you think of a new goal or desire,” say Sullivan and Hardy. “If you’re procrastinating, it’s because you’re focusing on how rather than who.

“If you’re courageous enough to pursue big goals, you’ll need Whos to help you. You’ll need Whos to transform your vision, giving it greater purpose and possibility than your initial thoughts could.”

So how do we assemble a dream team of Whos?

Ask for help and be as clear and compelling as possible. 

Sullivan and Hardy recommend using something they call an impact filter. On one page, answer these seven questions:

  • What’s our project?
  • What do we want to accomplish? What’s our purpose?
  • What’s the biggest difference our project will make in the world? Why’s it important?
  • What does our completed project look like? What’s the ideal outcome?
  • What’s the best that’ll happen if we take action?
  • What’s the worst that’ll happen if we do nothing? 
  • What has to be true when our project’s finished? What’s our criteria for success?

“It is actually impossible not to attract incredible Whos once your vision is defined and expressed,” say Sullivan and Hardy. “There is endless talent and skill – endless resources – waiting to be directed toward your clearly and powerfully expressed goals. People are attracted to purpose and are looking for something meaningful to be a part of. Everyone wants a compelling cause.”

Our relationships with the people who voluntarily join our compelling cause must be transformational rather than transactional. We need to be the hero to our Whos, say Sullivan and Hardy. “Don’t reach out to someone unless you have something meaningful to offer them.”

So be generous by giving more than you take and never micromanage. Trust your Whos to figure out the Hows.

“Every entrepreneurial breakthrough comes as an entrepreneur finds Whos rather than doing all of the Hows themselves,” say Sullivan and Hardy. “The greatest work you’ll do is with the people you serve and the people you work with. Your ability to succeed is based on the quality of the people in your life.”

This review first ran in the Nov. 13 edition of The Hamilton Spectator.

Jay Robb serves as communications manager for McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Quit your day job smartly & safely (review of How I Built This by Guy Raz)

Dreaming of being your own boss?

Don’t quit your day job. At least not yet. Keep putting in your 40-hour work week and spend your free time being entrepreneurial.

That steady paycheque will buy you a longer runway for getting your business off the ground.

“Most of the successful entrepreneurs I’ve met left the comfort of their previous lives as safely and smartly as possible,” says Guy Raz, who’s interviewed hundreds of entrepreneurs as an award-winning journalist and author of How I Built This.  Very few entrepreneurs made blind leaps without safety nets.

Daymond John continued to wait tables at Red Lobster for six years after launching his hip hop apparel company FUBU. John used a month’s worth of wages and tips to buy a classified ad in the New York Times. That ad secured funding at a pivotal moment for his fledgling company. Nike co-founder Phil Knight kept working for five years as a certified public accountant while Southwest Airlines co-founder Herb Kelleher ran his law practice for 14 years. 

“Having a fallback plan does not mean you are building an escape hatch from your dream,” says Raz.“It’s not an excuse not to try hard, nor is it a ready-made reason to quit. It just means you’re given yourself a cushion at the bottom of your entrepreneurial leap of faith so that if you do crash, you can bounce back to fight another day.”

Raz shares key insights, lessons learned and inspirational origin stories from entrepreneurs who’ve launched companies that include Five Guys, Away luggage, the Headspace meditation app, Slack, Method, AirBNB, the Boston Beer Company, 5-hour Energy Shots, Shopify, Dropbox, TRX, Clif Bar, Dippin’ Dots, Rent the Runway and Netflix.

“It’s never been easier to make this journey,” says Raz. “So many entrepreneurs have done what you are about to do. You have a chance to prepare for what’s coming your way – if you are willing to learn from these unwitting helpers. They’ve made every mistake. They’ve fallen into every trap. They’ve taken every wrong turn. And the good ones – the successful ones – only made those mistakes, fell into those traps, took those wrong turns…once. Because they borrowed from the entrepreneurs who came before them as well. They heard the stories and learned the lessons. Now it’s your turn.”

Raz made the entrepreneurial journey himself as a radio host and podcaster. And like all entrepreneurs, he’s wrestled with crippling despair, doubt and anxiety. There will come a point when you’re ready to quit. You’ll feel completely alone and believe your world is collapsing.

This is when you put down Raz’s guidebook and crack open a notebook. “Starting a business is difficult. It is a twisting road with hours, days, weeks and months filled with struggle and failure and self-doubt and even tears,” says Raz.

“When that happens, I want you to pull out a notebook and write those worries down. I want you to trap them on the page, so that you can look at them the next day, the next week, the next month, the next year and realize that while every challenge and crisis you face in the pursuit of your idea feels like it could be the end of it all, it’s not, I promise.”

Launching a business during a pandemic is scary. But putting your entrepreneurial dream on indefinite hold and staying in a soul-crushing job that makes you miserable and fills you with regret is far more dangerous. Start your journey by reading Raz’s book, putting a notebook on your nightstand and sticking with your day job for a little while longer.

This review first ran in the Oct. 30 edition of The Hamilton Spectator.

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton and has reviewed more than 500 business books for the Hamilton Spectator since 1999.

Talk less and interact more with your online talks & events (review of Standout Virtual Events)

I was quick to register for a pair of free online conferences that featured four nights of very impressive people talking about very important issues.

But I never logged on.

Instead, I binge-watched Homeland with my wife and channeled my inner 80-year-old by working on a 1,000-piece jigsaw puzzle.

I’m Zoomed out. My attention span is shot. And the novelty of filling my pandemic days and nights with professional development webinars, workshops, talks, courses, summits and conferences is wearing off.

So how can you win over audiences like me when speaking and running virtual events for employees, customers and the general public?

David Meerman Scott and Michelle Manafy have some suggestions.

“The best virtual events reimagine what is possible rather than recreate what is familiar,” say the authors of Standout Virtual Events. You can’t simply move your in-person town hall or conference online. Hanging out in virtual lobbies and sitting through 45-minute keynotes will be a tough sell for Zoom-weary audiences.

“Virtual events are more like television than theatre. In a theatrical performance, the audience is present. Their feedback is immediate and palpable. You know right away whether your performance is resonating. You are on the big stage and have to play big and bold to connect with those in the back row.”

At a virtual event, every attendee has a front row seat. We want intimate conversations rather than performances. So look into the camera so you’re looking into our eyes.

“Speakers who are skilled at in-person events may not be skilled virtual speakers,” say Meerman Scott and Manafy. “If speakers play to an audience as they are used to doing in-person, rather than playing to the camera, they will not be as successful in delivering their messages and the entire event can suffer.”

We’ll also log off if you do nothing but talk at us. Passive experiences don’t work with virtual events. We expect to interact with you and each other.

Meerman Scott and Manafy recommend breaking your talk into a series of five to seven-minute segments interspersed with real-time polls, trivia contests, Q&A sessions, interviews with surprise guests, video clips and small group discussions in breakout rooms.

“If a speaker can do all of those things in 45 minutes, the talk will be quite different from an in-person talk but it is dynamic and engaging in a way that is ideal for a screen.”

If you’re organizing a virtual event, take the money you’ve saved on renting a venue and feeding and watering the audience and invest it in a skilled production team and host. Don’t saddle an intern or overworked executive assistant with the responsibility of running your virtual event.

A skilled host will bring out the best in camera-shy speakers and guide conversations that’ll hold our attention. “Journalists make terrific interviewers and many have experience in front of a camera,” say Meerman Scott and Manafy. “It will be critical to ensure that a panel moderator or interviewer for a fireside chat is highly comfortable with the subject matter, the medium and confident enough to lead the discussion if it lulls or heads off track.”

Meerman Scott and Manafy predict that we’ll be attending hybrid town halls, summits and conferences post-pandemic. Some of us will pay for the in-person experience while many others will opt to save time and money by logging in from work and home. The upside is that you’ll be reaching even bigger audiences.

So don’t keep postponing events until we can meet again in person. Start moving events online now and heed Meerman Scott and Manafy’s expert advice.

“The best virtual events are more than televised keynotes. They must go beyond the charismatic talking head. The best virtual events create a compelling and engaging digital experience. The key is that we need to use the power of the online medium rather than trying to recreate an offline experience.”

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton, has reviewed more than 500 business books for the Hamilton Spectator since 1999 and never finished the 1,000 piece puzzle.

How to recruit & retain Gen Z as your Baby Boomer workers call it a career (review of Zconomy by Jason Dorsey & Denise Villa)

Want to win the next war for talent?

Fund scholarships, offer paid internships and help pay down the student loans of the freshly minted grads who’ll be replacing your retiring Baby Boomers.

Those moves will warm the hearts and win the loyalty of Generation Z. Born between 1996 and 2012, they’re financially prudent, debt averse and big savers. They watched their Gen X and Millennial parents get hammered by the Great Recession and buried in mortgage and student loan payments, credit card debt and home equity loans.

“The generation read the headlines of people losing jobs and houses, and certainly had a front-row seat to seeing many parents and adults lose their confidence,” say Jason Dorsey and Denise Villa, generational experts and authors of Zconomy.  Their book is based on more than 65 generational studies.

Expect Gen Z to be even more frugal once we get through the pandemic. Twenty-somethings have been among the first to get their hours cut, laid off or let go. The World Bank estimates the pandemic could cost 15-24-year-olds $10 trillion in lost income over their lifetimes.

Nearly 90 per cent of Gen Zers plan to go to college or university. Yet half of them aren’t willing to run up more than $10,000 in student loan debt. Nearly 30 per cent say they won’t want to take on any debt.

More than half say they’ll finance their education with scholarships and nearly 40 per cent say they’ll juggle work and school.

If helping to finance their postsecondary dreams is a recruitment tool, standing for something bigger than your products or services is one way to retain your Generation Z employees. “They want to know that their work is contributing to something bigger than the task at hand,” say Dorsey and Villa.

Equity, diversity and inclusion is table stakes for Gen Z. Declarations and noble intentions won’t impress them. They expect to join a diverse and inclusive workplace.   

If you’re the boss, drop the stiff and formal pontificating and go with candid, authentic and personal communications. Get comfortable talking on camera because 20-somethings would rather watch you on their smartphones then sit and suffer through an all-staff town hall. But know that they want your recognition for a job well done delivered in person.

Genuinely care about your Gen Z employees, mentor them, offer retirement matching (they’re already saving for their golden years) and invest in their professional development from day one.  Do this and Gen Z will be your best recruiters. They’ll go on social media and tell the world that you’re a great place to work. But they’ll also let everyone know if you treat people badly and you’re a lousy employer. Positive online reviews are essential because Generation Z looks for jobs the same way they shop.

Here’s the key takeaway for employers. Gen Z really wants to work and they’ll take whatever job you have if you just give them a chance. “They want to work hard,” say Dorsey and Villa. “Gen Z can make great employees. They want to work for a stable company (it’s true: they’re not all ditching traditional work for the gig economy). They don’t all want to be YouTube stars – many want actual jobs, and they want to grow within their company.”

Employers got caught off guard when Millennials joined the workforce. Dorsey and Villa have the research to help organizations get it right with Generation Z. “This generation is bringing a new worldview, talent and energy that can bring out the best in each of us. Yes, they are different. But in that difference is tremendous possibility if we take the time to understand them.”

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton, has reviewed business books for the Hamilton Spectator since 1999 and is the proud dad to two amazing Gen Zers.

Job one for leaders – find and keep stunning colleagues & part ways with everyone else (review of Reed Hastings No Rules Rules)

Because it’s been a terrible, horrible, no good and very bad year, imagine if your entire team announces they’re jumping ship.

Who do you persuade to stay? And who do you help pack up and send on their way?

At Netflix, managers call this the keeper test.

You’re a keeper if you’re exceptionally creative, do loads of great work, love your job and play well with others. In exchange, you’re well-paid and treated like a grown-up.

If you’re a jerk, slacker or a sweet person who’s a non-stellar employee, you get a generous severance package. Your departure frees up a spot for a new hire who’ll add to Netflix’s talent density. 

“Your number one goal as a leader is to develop a work environment consisting exclusively of stunning colleagues,” says Netflix CEO and No Rules Rules: Netflix and the Culture of Reinvention co-author Reed Hastings.

“For top performers, a great workplace isn’t about a lavish office, a beautiful gym or a free sushi lunch. It’s about the joy of being surrounded by people who are both talented and collaborative. People who can help you be better. When every member is excellent, performance spirals upward as employees learn from and motivate one another.”

Combining top talent with a commitment to candor and honesty always lets you rip most of the pages out of your creativity-killing and initiative-stifling employee handbook. The thinner the book, the better your chances of unleashing your team’s entrepreneurial spirit and ability to move fast.

“If you build an organization made up of high performers, you can eliminate most controls,” says Hastings. “The denser the talent, the greater the freedom you can offer. At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules.”

It’s been a winning formula for Netflix.

Hastings and his business partner once tried to sell Netflix to Blockbuster for $50 million. At the time, Blockbuster was a $9 billion company.

“Blockbuster held all the aces,” says Hastings. “They had the brand, the power, the resources, and the vision. Blockbuster had us beat hands down. It was not obvious at the time, even to me, but we had one thing that Blockbuster did not: a culture that valued people over process, emphasized innovation over efficiency, and had very few controls. Our culture has allowed us to continually grow and change as the world, and our members’ needs, have likewise morphed around us.”

Blockbuster declared bankruptcy in 2010 and shuttered more than 9,000 stores (the last remaining store is in Bend, Oregon which you can book through Airbnb for all-night, back to the 90s slumber parties). Today, Netflix has just shy of 170 million subscribers in 190 countries. A stock price that started at $1 hit $350 in 2019. The company runs its own studio and streams award-winning original content. Netflix ranks as America’s most highly regarded company and it’s where tech workers say they’d most like a job.

“Netflix is different,” says Hastings. “We have a culture where ‘no rules’ rules. Once you start developing this type of culture, a virtuous cycle kicks in. Removing controls creates a culture of freedom and responsibility which attracts top talent and makes possible even fewer controls. All this takes you to a level of speed and innovation that most companies can’t match.”

Hastings asked Erin Meyer, an INSEAD business school professor and author of The Culture Map, to take an impartial look at Netflix’s culture, interview hundreds of current and former employees and help write No Rules Rules. “In most organizations, people join the dots the same way that everyone else does and always has done,” says Meyer. “This preserves the status quo. But one day someone comes along and connects the dots in a different way, which leads to an entirely different understanding of the world. That’s what happened at Netflix.”

So while binge-watching Netflix over the weekend, think about who on your team you’d fight hard to keep. Assembling a team of stunning colleagues is your first dot.

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

27 years in public relations turned into a 30-minute early morning walk & talk

If you’ve reached the end of Netflix, you can watch me talk about public relations while wandering through the woods for 30 minutes.

Prof Wayne Aubert asked if I’d offer up some wisdom for Advertising students in an upcoming class. So I turned 27 years of working in PR into a half-hour stream of consciousness (with just 15 minutes worth of filler & origin story).

Rather than record a lecture from the basement bunker / home office / spare bedroom, I went for an early morning walk & talk.

I made the case for why introverts can excel at PR, what I enjoy most & least about PR, the core foundational skill for PR pros plus some thoughts on crisis comms, media relations, social media, how to land a job, a couple shout-outs for Professor Aubert but no war stories.