Review: Six ideas worth considering for your career, company and community in 2017

This review first ran in the Jan. 11 edition of The Hamilton Spectator.

Here are six ideas worth considering in the new year, pulled from some my favourite business book reviews in 2016.

deep workTake an unannounced social media sabbatical.  You won’t miss much. And we really won’t miss your daily musings, deep thoughts, witty observations and running social commentary. Once free of Facebook, Instagram and Twitter, you’ll suddenly have more time to focus on what’s actually important. “A commitment to deep work is not a moral stance and it’s not a philosophical statement,” says Cal Newport, author of Deep Work: Rules For Focused Success in a Distracted World. “It is instead a pragmatic recognition that the ability to concentrate is a skill that gets valuable things done.  Deep work is necessary to wring every last drop of value out of your current intellectual capacity. To succeed, you have to produce the absolute best stuff you’re capable of producing – a task that requires depth.”

hug-your-hatersWhile taking a break from oversharing on social media, start paying attention to what’s being said online about your business. Customer service is now a spectator sport thanks to review sites like Yelp, OpenTable and TripAdvisor. We’re watching to see how you respond to complaints posted online. And we’re blown away when a company responds to our complaints and goes above and beyond what we expected. “In today’s world, meaningful differences between businesses are rarely rooted in price or product, but instead in customer experience,” says Jay Baer, author of Hug Your Haters: How to Embrace Complaints and Keep Your Customers. “Hugging your haters gives you the chance to turn lemons into lemonade, morph bad news into good and keep the customers you already have. So few companies hug their haters that those that make the commitment are almost automatically differentiated and noteworthy when compared to their competitors.”

snowblowersIf you’re in a leadership role, try talking less amongst yourselves behind closed doors and start listening more to your frontline staff. They likely know the solutions to whatever problems you’re wrestling with and other issues that aren’t even on your radar yet. They have a very clear sense of what’s working, what’s not and how things could work even better. “The answer to unleashing the power of your team – and to delighting your customers – lies outside the conference room,” says Steven Goldstein, author of Why Are There Snowblowers in Miami? Transform Your Business Using The Five Principles of Engagement. “It is astounding how much valuable information can be obtained by simply talking to the people who really know the everyday inner workings of the company.”

no fearStart encouraging your children to follow their passion even if it doesn’t lead into law or medicine. And never tell your kids to quit dreaming, get practical and settle for a real career that they may eventually learn to like. Even telling your kids to have a plan B in case their big dreams doen’t pan out is not helpful advice.“Since we are protective of our children, why would we send them on a blood-sucking and soul-destroying path?” asks Larry Smith, a University of Waterloo professor and author of No Fears, No Excuses.  “The grown-up world is where talent goes to die. The rules are clear: do what you are told and you get paid; work to live on the weekend and dread Monday; look forward to retirement and hope you do not end up dreading that as well; expect that pleasure or satisfaction in the work is an uncommon bonus.”

work rulesTake a good chunk of your training budget and spend it instead on recruitment. Run your own in-house search firm, give bonuses to employees who make successful referrals and pay a premium for top talent. When you hire the right people, you don’t need to invest as much in soft skill training and development. “The presence of a huge training budget is not evidence that you’re investing in your people,” says Google VP Laszlo Bock, author of Work Rules. “It’s evidence that you failed to hire the right people to begin with. Refocusing your resources on hiring better will have a higher return than almost any training program you can develop.”

human-city-1Start loving the suburbs. To sustain Hamilton’s momentum, we need densification downtown and growth on our suburban boundaries. Like every generation before them, many of the young professionals we’re courting will eventually outgrow their one-bedroom condos in the heart of the city and dream of single family homes with front porches, back decks and driveways. They’ll look elsewhere if they can’t find, or afford, a home to raise their kids in Hamilton. “In reality, for most residents of cities, life is not about engaging the urban ‘entertainment machine’ or enjoying the most spectacular views from a high-rise tower,” says Joel Kotkin, author of The Human City: Urbanism for the Rest of Us. “To them, the goal is to achieve residence in a small home in a modest neighbourhood, whether in a suburb or in the city, where children can be raised and also where, of increasing importance, seniors can grow old amid familiar places and faces. Cities with few children and families will prove fundamentally unsustainable, deprived of a base from which they can draw new workers and consumers, as well as critical sources of both parental motivation and youthful innovation.”

Jay Robb serves as director of communications for Mohawk College and has reviewed business books for The Hamilton Spectator since 1999.

Review: Work Rules! by Laszlo Bock

work rulesThis review first ran in the Jan. 4th edition of The Hamilton Spectator.

Work Rules: Insights From Inside Google That Will Transform How You Live and Lead

By Laszlo Bock

Hachette Book Group


Hoping to hire some all-star talent in 2016?

Be prepared to spend some serious money on recruitment.

And where will you come up with the cash to find and sign the best and brightest?

Google’s senior vice president of People Operations recommends raiding your training and development budget.

“The presence of a huge training budget is not evidence that you’re investing in your people,” says VP Laszlo Bock, author of Work Rules. “It’s evidence that you failed to hire the right people to begin with. Refocusing your resources on hiring better will have a higher return than almost any training program you can develop.”

Google front-loads its investment in people, says Bock. “The majority of our time and money spent on people is invested in attracting, assessing and cultivating new hires. If we are better able to select people up front, that means we have less work to do with them once they are hired.”

Google pays bonuses to employees who make successful referrals.  “In the early days and for many years, our best source of candidates was referrals from existing employees.” While the bonuses are generous, it turns out employees refer friends and colleagues for intrinsic reasons. They love their work and want others to experience it too.

Google also runs its own search firm. Staff who once spent their days screening resumes and scheduling interviews now proactively search for candidates. Google recognized that the best people aren’t looking for you or a new job. You need to find them.

“Hundreds of brilliant recruiters find and cultivate these individuals over time – sometimes over years,” says Bock. “Our in-house search firm finds more than half of our hires each year, at a cost far lower than using outside firms, with deeper insight into the market, and while providing candidates with a warmer, more intimate experience.”

Once you land your all-stars, be prepared to pay unfairly. Make compensation commensurate with contributions. “Your best people are better than you think, and worth more than you pay them,” says Bock. “If your best performer is generating 10 times as much impact as an average performer, they shouldn’t necessarily get 10 times the reward but I’d wager they should get at least five times the reward.”

Also enlist your high performers to train your low performers. “I promise you that in your organization there are people who are expert on every facet of what you do, or at least expert enough that they can teach others.”

Bock says your in-house trainers will understand your company and your customers better than any consultant or academic.  “It is generally far better to learn from people who are doing the work today, who can answer deeper questions and draw on current, real-life examples.  They understand your context better, they are always available to provide immediate feedback and they are mostly free.”

Free is a recurring theme in Bock’s playbook for building better organizations. The majority of Google’s people programs cost the company next to nothing or nothing at all. These programs have helped Google earn more than 100 awards as a top employer. FORTUNE magazine has named Google the best company to work for in the U.S. a record five times.

“The secrets of Google’s people success can be replicated in organizations large and small, by individuals and CEOs,” says Bock. “Not every company will be able to duplicate perks like free meals, but everyone can duplicate what makes Google great.”

And that greatness can help your organization recruit an unfair share of top talent in 2016.