by Fronetics | Dec 11, 2013 | Blog, Leadership, Strategy, Talent
Source: CrossFit Full Potential
CrossFitters recognize that good outcomes only come with hard work, and lots of it. For that reason, it generally attracts people who are willing to make sacrifices and go the extra mile to get results both in the gym and at work.
If you want to hire top performers who have staying power hire people who do CrossFit. Here are eight reasons why CrossFitters make great employees.
1. They are able to work with a variety of people
In business it is essential to be able to work with a variety of different people – people within different departments, at different levels within the company, even across various industries. However, many employees don’t have this capability and they fall flat. CrossFitters excel in this area. On a typical day a CrossFit class is comprised of people who have attended just one class and people who have been religiously attending CrossFit for several years, ex-Marines, pregnant women, people in their 20’s, and people in their 70s. There are people who have been athletes their whole life and people for whom CrossFit is their first foray into an active lifestyle. Because there are such a variety of people at CrossFit, when team or partner work comes into play it is essential to, seamlessly, be able to work with anyone and everyone.
2. They are willing to try new things
Business is ever evolving. In order to stay competitive it is essential that your business is willing to try new things, to be inventive, to be creative, and to be able to be willing to change. An employee who is unwilling to try new things becomes a barrier to change and to the evolution of your company. CrossFit is about trying new things and not getting bogged down with routine; CrossFitters train to be ready for the “unknown and unknowable.”
3. They are willing to go beyond their comfort zone
A step beyond trying new things is stepping outside of the comfort zone. Going beyond the comfort zone involves risk and can lead to failure. Because of this, many employees are unwilling to go beyond their comfort zone. However, employees who are willing to take this leap are typically those who bring creativity, drive, and innovation to the company. CrossFit encourages people to go beyond their comfort zone and, by nature, the majority of CrossFitters leap at this chance.
4. They can recognize their limits
Everyone has their limits. An employee who is able to recognize his or her limits is much more effective and efficient than an employee who cannot recognize their limits. If your employee knows the right time to ask for help your guidance you are lucky. CrossFitters are adept at knowing their limits; in CrossFit knowing your limits is essential in that going beyond can result in injury.
5. They are willing to tackle seemingly insurmountable problems
Many employees tackle the small problems and leave the big ones alone hoping someone else will take them on. Or, even worse, some employees are so focused on the small problems they don’t even notice that there are bigger problems which need to be addressed. Each workout of the day (WOD) presents seemingly insurmountable problems. That CrossFitters choose to do an activity which consistently presents participants with seemingly insurmountable problems tells you a lot about the drive of CrossFitters.
6. They like challenge
Employees who like to play it safe and easy are not going to be top performers. If you want top performers, look for employees who embrace challenge. CrossFitters embrace challenge. For example, a couple weeks ago the WOD was to, as a team of three, deadlift 25,000 pounds. My team was comprised of an ex-professional hockey player, a woman in her 30’s who was relatively new to CrossFit, and me (5’1” and not easily mistaken for the world’s strongest woman). Faced with a big challenge and a diverse team (see #1) – we dove in…headfirst.
7. They work hard
Dan Vadala, business consultant and owner of CrossFit Full Potential, describes the work ethic of CrossFitters: “CrossFitters recognize that good outcomes only come with hard work, and lots of it. For that reason, it generally attracts people who are willing to make sacrifices and go the extra mile to get results both in the gym and at work.” Moreover, Vadala notes that he sees positive transformations in those who do CrossFit: “CrossFit has the capacity to transform people into the types of performers and self-starters that employers are finding harder and harder to recruit.”
8. They are supportive
A good employee will support others through the good and the bad. A supportive employee will be the first to recognize their peers for a job well done, and be the first to provide guidance to those who appear to be struggling. A supportive employee is good for morale and good for your company. CrossFitters are a supportive bunch. I have never participated in another activity in which there has been so much support from so many people. “Nice work!”, and “Well done!” is heard over and over again as are little tidbits of information such as “That looks great, but if you try moving your grip a little you’ll be amazed by what you can do.”
by Fronetics | Nov 25, 2013 | Blog, Marketing, Social Media, Strategy, Talent
First impressions are no longer face to face. Rather, a first impression is now comprised of information which can be gathered via a quick search of the Internet. A first impression can be, for example, inclusive of your LinkedIn and Facebook pages, your personal blog, your Instagram page, your Twitter account, your Klout score, your pins on Pinterest, and anything else that may have made itself onto the Internet. Because of this, that 7 seconds you used to have to make a first impression when you enter the room is gone – chances are that the first impression was made long before you arrived. The reality is that when you walk into that room you are likely being evaluated against the first impression that was made prior to your arrival.
In today’s world you are a brand. Like it or not, if you want to be successful you need to not only recognize this reality, but you also need to take steps to build and enhance your brand. Here is how to brand yourself.
1. Define your brand
In short, a brand is a story. What is your story? Take the time to sit down and look at where you have been and where you are. Where you want to be? What is your skill set? What experiences do you have? How are you unique? Take all of this information and knowledge and define your brand – define your story. Be clear, be concise, and be direct. If you can’t define you as a brand in a sentence or two, you have lost an opportunity.
2. Take stock
What information is “out there”? Start by making a list of all the social media accounts you have – even if you no longer actively use them
Next, Google yourself. What do you find? As G.I. Joe says, “Knowing is half the battle.”
3. Define a strategy
At this point you have a brand and you know what information about your brand is publicly available. Is the information enhancing or hurting your brand? What steps can you take to strengthen your brand? For example, should you adjust your privacy settings on some of your accounts so that personal information and exploits are not available for all to see? Does your LinkedIn page need to be updated? If you don’t take the time to define your strategy you will not be able to execute it effectively.
4. Take action
Frank Cavallaro recently wrote about moving from strategy to execution. He wrote: “Strategy is about making choices. Execution is about getting down and dirty so that those choices can produce results.” Don’t stop at creating the strategy – execute. And remember, the Internet is not static. What information about you has been added? Furthermore, it is important to periodically look at your brand. Is it still representative of where are and where you want to be? If not, take the time to re-brand yourself.
When you take the time to brand yourself you have the opportunity to define that first impression.
by Elizabeth Hines | Nov 19, 2013 | Blog, Leadership, Strategy, Talent
Career Builder identified Supply Chain Manager as a Top Growth Job for 2013. Why did supply chain manager make the short list (just 18 jobs made the list)? Supply chain manager has experienced an 8 percent job growth since 2010 and there is just one active candidate for every five posted jobs. Colleges and universities have recognized the demand – and opportunity. The Wall Street Journal recently reported that supply chain management is the “hot new MBA” and that “more than a half-dozen universities have recently introduced undergraduate majors, M.B.A. concentrations and even entire degree programs dedicated to procurement, inventory management and global supply-chain strategy.”
Finding the right person for a job opening is essential. Hiring the wrong person is a costly mistake not only financially, but also in terms of team morale and productivity. Given the demand for supply chain talent, the dearth of experienced talent, and an increasing number of newly graduated talent entering the job market – how do you find and hire the right person? Here are a few tips on how to hire.
Look across the industry
Look across the industry and identify individuals who are a good match to your company and the role.
Look within the company
Look inside your company. Is there someone who would thrive in a new role – even if the role is outside of their current field?
Look outside the industry
While this may seem counter intuitive, bringing in a talented professional from outside the industry could provide the fresh ideas and insight that your company.
Work with colleges and universities
Develop a relationship with colleges and universities. Work with the schools to identify upcoming or recent graduates who are/were stars. Another option is to establish an internship program with a school.
Work with a strategic advisory firm
Working with a strategic advisory firm is an option as well. This type of partnership, such as the ones I build with our clients, can make identifying the right talent for the right position easier. An advisory firm often has the pulse on where the most talented people are in the supply chain and logistics industry. This type of partner can launch a successful candidate search process, get new hires up and running, and help retain talent for the long run.
Be creative and have vision
Throughout the hiring process remember that creativity and vision are key.
Offer an out
Here is a great example of offering an out. Zappos pays new employees to quit. You read that right – the company pays new employees to quit their jobs. Once new employees have completed their 4 wee training program they are given “The Offer.” That is, they can choose to remain with the company or quit. If they choose to quit they will be paid for the time they worked and given an additional $3,000. The employee has 24 hours to decide. Why does the company do this? If the employee is not happy in the new position and not committed, it makes sense for both parties to cut and run.
by Elizabeth Hines | Sep 17, 2013 | Blog, Leadership, Strategy, Talent
Last week Jason Seiken wrote a post for the HBR Blog Network on the necessity of failure for success. The post, How I Got My Team To Fail More, described his efforts at PBS to create an entrepreneurial culture by requiring members of the digital team to fail. Seiken wrote:
“Soon after arriving at PBS, I called the digital team into a conference room and announced we were ripping up everyone’s annual performance goals and adding a new metric.
Failure.
With a twist: ‘If you don’t fail enough times during the coming year,’ I told every staffer, ‘you’ll be downgraded.’
Because if you’re not failing enough, you’re playing it safe.
The idea was to deliver a clear message: Move fast. Iterate fast. Be entrepreneurial. Don’t be afraid that if you stretch and sprint you might break things. Executive leadership has your back.”
It has been five years since Seiken first introduced the failure metric to PBS. During that period unique visitors to PBS.org have doubled, and in each of the first seven months of 2013 PBS.org has been the most-visited network TV site (beating out ABC, CBS, NBC, and Fox). Additionally, video views on PBS.org and PBS.org’s mobile platforms have risen 11,200 percent.
Was requiring failure the key to success? Not all those who read the post believed that requiring failure was the secret to success. Rather, many readers suggested that the creation of a culture of innovation, one supported by executive leadership, which was the inflection point for success.
The idea that innovation in business or an entrepreneurial culture is brought about by leadership is one put forth by many including Robert J. Herbold. In his book What’s Holding You Back: 10 Bold Steps that Define Gutsy Leaders, Herbold submits that it is the responsibility of a leader to establish a culture of innovation. That is, a leader must communicate a goal of innovation to his/her employees; encourage employees to aspire to innovation; reward innovation; and instill a sense of urgency.
I see innovation and entrepreneurism as the goal and not failure. For this reason I believe the focus should not be on failure, but instead should be establishing a culture which supports innovation. Yes risk-taking and failure are likely components of innovation, but they are just that – components. “Requiring failure” may be sexy, but I believe supporting innovation is more likely to be the game changer.
What do you think? Is failure a requirement for success? Should leadership focus on encouraging failure?
by Elizabeth Hines | Sep 4, 2013 | Blog, Leadership, Strategy, Talent
Let’s face it, meetings can suck. A poorly planned and executed meeting is a waste of time and money, and it can be demoralizing. Meetings shouldn’t be like this. Here are nine tips on how to plan and how to run an effective meeting.
1. Purpose
Every meeting should have a purpose. Meetings are often set up to happen on a reoccurring basis. The reality is that many times these meetings take place solely because they are in our calendars. If there is no reason to hold the weekly meeting this Wednesday, cancel it.
2. Focus
Have a clearly defined singular focus. Having a clearly defined singular focus keeps the meeting on track. If a meeting has more than one focus it is likely that one issue will be covered in far greater detail than the other, that the meeting will get off track, and/or none of the issues will be adequately addressed.
3. Prepare
Do your homework. Prior to every meeting make sure you have read anything you should have read and that you have completed any tasks that you should have completed. Additionally, know the lay of the land. For example, if the meeting is about the company budget and your employees are anxious over budget cuts – know this and be prepared to address your employees’ anxieties.
4. Invite
Invite those who should attend and do not invite people who should not be there. For example, if the focus of the meeting is sales, make sure you invite the sales team. Another example, if the focus of the meeting is the performance of your HR team, don’t invite your research and development team.
5. Leverage technology
Technology abounds and it should be utilized. Getting everyone in the same room is no longer necessary. Take advantage of technology such as Speek, Skype, and GoToMeeting.
6. Communicate
An effective meeting is not a place for you to download or transfer information. If you present information a manner that speaks to attendees you will motivate your employees and create buy-in. (The Heart of Change by Jon Kotter and Dan Cohen is a great resource on effective communication.)
7. Time management
Create an agenda and stick to it. Start the meeting on time and end the meeting on time. A meeting that is scheduled for 10:00-11:00 should not run from 10:15 to 11:15. Furthermore, if a meeting is scheduled for 1 hour, the meeting should last one hour or less (no need to try and fill the last 15 minutes if the agenda has been covered).
8. Facilitate
A meeting needs a leader. If it is your meeting – lead. Leading does not mean speaking at people for an hour; instead it means facilitating the agenda. For example, if an important but off-topic issue is raised during the meeting – don’t allow the meeting to go off on a tangent. Instead, acknowledge the importance of the issue and establish a time to address the particular issue. Handled correctly, your employees will not view this as blowing off their input, but rather they will value the fact that you will allot the necessary time to the issue.
Facilitating the meeting also means not allowing one person to monopolize the meeting. Give everyone the opportunity to provide input, and speak up if the agenda is being hijacked.
9. Action
At the end of the meeting review the action items. Make sure the right people are put in charge of each item, that they know what they need to do, and that they know when the task needs to be completed.
