Behold! The Remote Worker Renaissance is Here.

We’re past the early adopter stage. The tide has turned. And it’s coming your way. It’s time to embrace remote workers!

“We Don’t Do Remote”

I know. There are some of you that say you just can’t go remote. There is too much important chatter and information exchanged in the office. An employee out of the office doesn't form relationships they need to get information to do their job, and they aren’t able to collaborate as effectively as on-site workers. Remote employees also miss the level of contact with others they get in the office and the feeling of being part of the team. There is too much culture and shared experience remote workers miss out on. People in seats in the office also makes it easier to see them working. Tom Peters, the speaker and business management expert, talked about the important of Management By Walking Around (MBWA). Some managers struggle to monitor performance when they can't see their employee.

Get over it people!  These are real concerns, but they can be overcome!  They also don’t outweigh the benefits of remote work (for employer and company).

Talented Employees Want It

More and more people want remote work. Gallop has consistently found that flexible and work-from-home opportunities play a major role in an employee's decision to take or leave a job. (I had this awesome link to support this with data but it's dead so you can check this out instead or refer to the dozens of other pieces about this out there). There is less time commuting - which often means more time for family, friends and hobbies. This is Work - Life balance, and is connected to lower absenteeism, less stress, and more happiness. It also can save a lot of money. The flexibility to work in pajamas, to plan your day and activities better, be more available to family in an emergency, or to work from different locations has massive appeal. Employees also enjoy being able to prioritize and plan their work, with less interruptions.

Companies Benefit Big Too

For the company, there can be significantly less cost associated with office space overhead (even when remote options are offered just some of the time, but certainly when a team member is 100% remote). Many companies subsidize commuting costs, which can offer another savings. Companies are also doing their part to cut traffic congestion and save the environment. Remote workers are more efficient and productive, being able to find focus when they work best, less distracted by coworkers, and have a higher availability. A Deloitte survey shows remote work is strongly linked to performance and employee retention. Remote workers scored higher on every other category measured about their work (loyalty, morale, you name it). Perhaps most importantly, the cost of salaries and time to hire can be drastically reduced when you are not limited to a geographical area. Talent in some parts of the country is cheaper than others, and many employees report willing to work for less in order to be remote.  Even if it's only to compete in the war for talent, companies need to find ways to provide successful remote working arrangements.

If you haven't already, it’s time to open your mind and consider making remote options work. Time and tide wait for no one.

I have to hire! 6 Basics to hire without a recruiter.

Many of us don’t have the luxury of passing hiring needs to a recruiter. The team isn’t big enough, we don’t have the budget, and we can do it ourselves. But, what a pain! So many resumes and so many mismatches out there. Here are some tips to make the process easier.

1) Get a clear picture of the role. Stop! Take time to really understand and document the hiring need. Meet with the hiring manager (or sit with yourself) and the people who will work with the new hire. Capture what the role will accomplish in the next year to be considered successful. What tools will they use and who will they interact with? Why would the right candidate want this job? Will it be a career move, will they be shaping a new product, is there an exciting new tool they can work on, or will they work with a notable team they can learn from? Create a job posting with this information. DON’T list every detail (e.g. must be a good communicator, do projects as assigned). Come on now! Of course you’ll consider those things, but sharpen your posting down to the bare bones of what really matters. DO keep it short, snappy and focus on what's in it for them. DO take time to do this. Very few people spend time here, but it makes for a much more efficient resume review and interview process.

2) Nail down the interview team. Understand clearly who will be interviewing the candidates and when that will happen. Get the interview team together to confirm their roles and what each of them will be looking for. Come to an agreement on the top 3-5 factors you will assess. It's much better to learn this at the beginning of the process, rather than after you've sorted through 100 profiles.

3) Create a filter.  For many roles, it makes sense to put a filtering question right in the job post. "As a product manager, tell me about a time you had to say ‘no’ to a new feature and you explained that decision to stakeholders" or “Please tell me what you built during your last Java project and your role on the team.” Be creative. The filter doesn’t have to be used to assess the candidates, it could just be including specific words in the subject line. Requesting anything merely separate those who read your posting and want the role, from those who are spamming their resume everywhere. You can also indicate that you’ll only respond to applicants that comply with your request.

4) Post the job. Pretend you are the ideal applicant, and do a web search for a new job. What sites do you gravitate to? Maybe it's LinkedIn or Glassdoor, but perhaps there is a niche job board, or forum, where you can be contributing, meeting people or posting the role. Post your role, and refresh it every so often.

5) Use templates. Create a template email you can use to reject candidates that don’t have the right skills and experiences. Let them know you appreciate learning about their interest, but didn’t see a specific crucial skill on their resume. Encourage them to tell you if you are wrong. This takes a second, can help get relevant info if it’s out there, and closes the application loop. Importantly, this creates a good candidate experience and positive feeling about your company (your employment brand) - which is the right thing to do.

You can also use a template to get more info on ‘maybe’ candidates. Thank them, tell them you are interested, and ask for more info about why they are leaving, how they fit on the team, their role on a project, etc… This can give you the info to move them in or out of the process, without  taking a lot of time.

Finally, use a template for interviewing candidates. Have a question for each assessment factor the interview team agreed to, and use those questions to guide your interview.

6) Always Be Recruiting. Ask others on your team if they know someone for the job. Tell your neighbors and your contacts at other companies about the role you are looking for. You never know where that candidate is, and talking to others helps make them ambassadors for your cause. It’s important to remember, referrals are easier to onboard, tend to be better performers, and stay longer.

Email matt [at] hitolabs dot com if you have questions, need some help with your templates, or have any comments! Good luck!

You're quitting? I'll pay you more to stay!

As an HR Leader, I once had a key employee tell me about her dissatisfaction with her role and the desire to leave the company.  Without thinking much, almost instinctively, I told her about other companies I knew with open roles matching her skill set she might like, and actually made an introduction to one of them. We went to an Open House at this company together. 

I wanted her to be happy, progressing in her career and to feel rewarded. I suppose I don't want to work with people that I know aren't happy. I also wanted to support her.  By genuinely listening and trying to help her, I believe I became an ally and could help address her concerns at work. She could explore her options and learn more about her desires and current situation and solutions. She didn't quit. I've since moved on, but she's stayed at the company, worked her way up, and is currently leading the department. 

I don't belief a counter offer is a good practice. No company or team should be hamstrung by one person. Business operations should be able to adjust to a loss on the team. Perhaps there are work conditions that are driving the employee away that you can address, but throwing more money at the problem won't fix things. 

If an employee is willing to leave, or threaten to leave, they'll likely do it again. More money can delay the problem, but the true lure that drove those employees away will come back around again.

Respond to Applicants!

We have 100's of candidates apply for each position we open. I have a tough time reviewing all of the resumes and doing the rest of my job as well.  I'm not perfect, but I do try hard to get back to every applicant. I think many employers just don't do it. I'd imagine they think it's unpleasant and a time consuming task that doesn't offer much return. But, it's worth it to step up your game. It is time to invest in replying to every applicant you get. Here is why...

Just last week I had a couple fruitful interactions with applicants during the rejection process. I got this from a prospective intern;

Thanks a lot for getting back in touch. I have spoken to other companies who have decided that I was not right for them this summer and they informed me of this by just never getting back in touch with me. So I really appreciate your email.

The intern wasn't right initially but in I've learned more in subsequent exchanges that might make him a good fit. If not this year, it will be next year! Furthermore, he is helping make an arrangement with his school program that could serve as a funnel for our internship program. Another unsuccessful applicant passed along a friend of hers that is a better match who is also considering a new job.

Yes, responding to every applicant is overwhelming and seemingly impractical, especially when a large percentage of applicants are irrelevant and just spamming their resume to employers. However, you can use a (free) ATS Applicant Tracking System  to take care of this for you. I generally have a template decline email reiterating the key aspects of the job, explaining that we've had lots of applicants, they weren't the best fit, and that we wish them good luck. Boom, you write it once and use it over and over with a click of the finger as you review resumes. It also gives applicants a chance to get back to you if they are tenacious, and actually do fit the job well.

Reply to the people wanting to be part of your team. It's practical - you might find a match after all. It's branding, it's manners, it's relationship building! Try it. You might like it. 

Give People Nothing to Regret

I went to see Marissa Mayer at 92Y last night the other night.

It was a good event. I left feeling somewhat inspired, and a bit curious if the picture perfect childhood and range of ideal opportunities truly did unfold in front of her as she indicates. I'm sure she is brilliant and I'm sure she works hard ... so ... ok ...sure.

She has lots of good tales, quotes and take aways - "It's not what you think, but how you think." But what stuck with me most, as did it with others, was her nod to dealing with burnout.

Marissa claims people don't get burnt out from working too much. Rather, they get resentful. They resent not exercising, or missing a family dinner, or insert your *thing* here.

Thinking it over and talking with friends, this resonates loudly. If you are missing aspects of what is important to you in your life, you lose sight of why you do what you do. When work prevents employees from doing those important things, they resent, they detach, they want to

To counter this, know your people and listen keenly to what they need out of life - and address it. Marissa found that 1:00 am phone calls to China were absolutely fine with a working Mom on her team - what the Mom needed however was to arrive at her kid's recitals on time. Maybe one of your star performers is in a sports league and is bummed that he misses the early games.

Find the *thing* in the lives of your employees that might cause resentment, that make employees question their priorities - and help them to address it. It will lead to more fulfilled and focused work ... and less burnout.

Work Happy to Happier Work

I recently say a TED Talk by Shawn Achor, a Harvard grad and lecturer. He talks about Positive Psychology - and uses a bit of science to illustrate how being happy can create a better workplace and more success. Oh, and happiness.

Our surroundings create our reality. Achor claims external conditions we bring with us to a situation (like our family conditions or bank account status, etc...) only determine 10% of what we perceive as happiness. The majority 90% of our 'happiness' comes from how we process things - and this is not predetermined. We can control this.

We can see this translated into the workplace. Shawn's research shows that only 25% of job success is predicted by IQ. 75% of job successes are determined by optimism levels, social support, and ability to see stress as a challenge instead of a threat.

When we are positive, dopamine flows into our brain causing a feeling of happiness, but also turning on learning centers - helping us to perform better. We are more intelligent, creative, and energetic.

Achor pointed to studies that asked people to report their condition, either 'positive', 'negative', 'neutral' or 'stressed'. He noted that when we are 'positive' our brain is 31% more productive than when we are negative, neutral or stressed. When in a positive state, sales achievement is increased by 37% and the accuracy of doctor's diagnosis increased by 19%. Every business outcome measured increases with people reporting a positive state. Productivity is superior, people are more resilient, there is less burnout and less turnover.

What can we do to get there? How can we be more positive in the present? Achor posits it takes only 2 minutes a day, for 21 days, in order for our brain to recognize and focus on the positive benefits from this behavior, and retain and use it going forward. Here are some suggestions to get started;

• Journal. Write down 3 new things you are grateful for each day. Write 1 positive experience in the last day.
• Exercise. When the body matters, the mind matters.
• Meditate. It can help us focus and be aware of single tasks.
• Do Acts of Kindess. Write one positive email praising someone in your professional/personal network.

It all sounds a bit simple (and perhaps corny?). Say something nice and get 30% better sales? Well, it seems worth a try. Just for the dopamine rush it's worth it. Worse case scenario you are nice and someone is a bit happier. It's also about being happy yourself. We tend to be very good at delaying gratification and moving our marker for success a bit further away. Enjoy the moment. Be positive.

Recruiting: The Dating Game

It seems the recruiting scene is bubbling in New York. Recently, I hear much more of people offering jobs than looking for them.

Technical co-founders are particularly in demand. A recruiter friend said they don't even attempt technical co-founder hires. It's not just about screening for skill sets and relevant experiences. Co-founders can be like spouses - with personalities, emotions and motivations all being major factors. It can get very complicated. You have to be a million dollar matchmaker to pull this off - it's just not worth it.

It's certainly not new. The last couple years top medical schools have started looking beyond just grades and scores and placing a huge on interpersonal and communication skills. As part of this, applicants must participate in a 'speed dating' process, rotating through a serious of 10 minute interviews. The financial services industry did their own invite-only 'Minute to Spin It' recruiting event. This type of event puts applicants in a social setting. It also showcases how companies are open to new and creative ideas.

There seem to be some good advantges to this format. If you thought of recruiting more like dating, what would you do differently? Flowers on the first date? Would you tell them about your crazy parents, or wait till the second or third date? Would you be more attuned to personality fit than you are now? Is it something you are willing to try?

You are what you learn. If all you know is how to be a gang member, that's what you'll be, at least until you learn something else. If you go to law school, you'll see the world as a competition. If you study engineering, you'll start to see the world as a complicated machine that needs tweaking. A person changes at a fundamental level as he or she merges with a particular field of knowledge. If you don't like who you are, you have the option of learning until you become someone else. There's almost nothing you can't learn your way out of. If you don't like who you are, you have the option of learning until you become someone else. Life is like a jail with an unlocked, heavy door. You're free the minute you realize the door will open if you simply lean into it.

Scott Adams in Dilbert.com

Scheduling 2012 Holidays

There is interesting stuff in this post, I promise! But first, The Basics: how many Holidays should you give and which ones?

For the first piece of the puzzle, I would consider eight (8) or nine (9) days as the average number of paid Holidays given in the U.S. I like nine as an average because it seems more companies I've worked with fall here, but a more recent report lists an average of eight. Obviously, there is room for interpretation and you can find lots of different stats, and variances across industries.

Next, I'm usually guided by the 2012 Federal Holiday schedule.

Monday, January 2*	New Year's Day
Monday, January 16	Birthday of Martin Luther King, Jr.
Monday, February 20	Washington's Birthday/President's Day
Monday, May 28	Memorial Day
Wednesday, July 4	Independence Day
Monday, September 3	Labor Day
Monday, October 8	Columbus Day
Monday, November 12*	Veterans Day
Thursday, November 22	Thanksgiving Day
Tuesday, December 25	Christmas Day

* Typically, when the legal public holiday falls on Sunday, the following Monday is treated as a holiday for pay and leave purposes. Boom.

The Intermediates:
Your Holidays are part of you total benefit package. Consider your employee population, and other vacation, sick and benefits as you set your Holiday schedule.

And dude, don't forget to give the Friday after Thanksgiving off! Eating all that turkey and then having to come into work the next day when your friends don't have to would be memorably bad!

Consider the concept offering Floating Holidays, extra paid leave days to be designated by the employee. They're cool! Some folks would rather not recognize Columbus Day and might instead like to have their Birthday off or a Religious Holiday.

If you go this route, I'd start with at least the big six holidays (New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, and Christmas. (Big seven if you add the day after Thanksgiving). Many private business often observe only these days, and most everyone else has them, so they are good days to start with.

Floating Holiday Warning: Employees can be bummed that they have less official days off than their peers. It's easy to forget they have a Floating Holiday instead of Columbus Day, for example. At these times, it makes the benefit of Floating Holidays feel more like a lack of benefits. Communication, like sharing a Benefits Summary Sheet could help this. Floating days might pose a burden to schedule or productivity, if people are out at random days, instead of all at once. You might also be obligated to track floating days as earned and accrued time off.

Overall, keep in mind that paid Holidays is not something that is required by law, but rather is something offered by the employer to attract and retain employees. So, as much as your business can bear, be generous. Are your Holidays in accord with your overall HR strategy? Is your Holiday offering appealing? Do employees have related gripes? Frequently review your policy and change it if you need to.

A Great Recruiting Program

There are many ways to grow your team quickly, or simply to attract great talent. Let's take a quick look at Atlassian for some tips. Atlassian is a fast growing software development company planning to grow from 250 to 500 in the next few years. They've ramped up the team before and they know how to put some love and care into a recruiting program.

• First, take note - their website's career page and job descriptions are approachable, casual, and fun. It looks like they value the page and put some time and thought there. They list being 'open and transparent' as the #1 reason why people would want to work. That is significant by itself. To me, it signals they recognize why people really work: to really be part of something bigger, to be engaged in work, etc...

• A beefy referral program. To ramp up the team, they will shell out $10,000 for an internal referral and $2,000 for referrals from outside the company.

• They have parties and beer carts and that stuff.

• How about a weeks vacation before you start? Yeah. they do that. Sounds nice.

• Having a limo pick you up at the airport when you arrive into town, sending you on a hiking tour, and out to a nice lunch with your partner to start things off.

• Make staffing agencies work for you efficiently! Atlassian came up with a very clever idea to drive better performance from staffing agencies while significantly reducing the amount of time involved managing the process. They created a 'bounty'. Any agency can submit resumes for open jobs, but they can only send in 4 candidates. IF Atlassian hires one of the candidates, they will continue to do business with the agency. If they don't use any of the 4, they won't work with the agency again. You can imagine the agencies scrutinizing candidates before sending them along. Brilliant. Good for the company and good for the (good) agencies.

• When the new employee starts, they get a T-shirt, some chocolate, pen and paper, computer and chair set with workstation and user accounts set up in advance. And a welcome card. That's enough to make them brag to friends.

There are lots of different ways you can attract great talent. What are you doing?

Don't Forget Your Daily Impact

Startups face crucial decisions everyday. What projects will you take, who will work on them, where should resources be allocated, and when is it alright to stray from previously agreed upon strategy?

During all of this, many of us forget the impact each employee can have. It's easy to see the CEO's decision making power. We might see a how a project manager tackles a problem. But we don't always see the power every person brings with them each day to work.

Understand your daily impact and foster employees to bring their power to the organization.

Creating an environment where each person knows they change the course of business is exciting. There are new ideas and new momentum. It increases the chance people will step up and deliver.

As a leader, do you find easy opportunities to allow people to speak up? How often are your actions squashing new ideas? How are you harnessing and directing energy and ideas?

Your Employees Work Magic You Don't Know About...

I always listen to This American Life on NPR. Not long ago they reran a story that reminded me of people and process and how easy it is to under-appreciate all the dynamics that makes your business tick.

The story was about the Vienna Beef sausage company of Chicago, who made an excellent product and were a company on the grow. To handle their growth, they even moved to a bigger and better facility on the Northside.

Once they moved, the sausages weren't the same. It was the same recipe and the same process, but they didn't the same deep red color nor the snap and smokiness that made the dogs so popular.

Everyone knew it. For a year and a half after the move people pontificated about the reasons - was it the water? The new equipment?

No. It was Irving. Employees at the new plant remembered Irving, who did not move with the company to the Northside. His job, at the old plant, was to transport the sausages from the cold room, through a maze of hallways, through the boiler room, up the elevator, and to the smokehouse. Turns out, the sausages would warm up in the half hour trip. The new efficient facility didn't allow for this step. But it was the secret sauce! They have since fixed the issue, with a high-tech Irving Room to replicate his walk.

Are you sure you know what makes you successful? You usually don't get to see it as clearly as Vienna Beef. Don't forget the forces working beyond your spreadsheets, your process, and your equipment. Take some time to Manage By Wandering Around.

HR with an Iterative Approach

Too often, human resources initiatives are seen as locked in stone. Policies are set and often forgotten. "That's how we do things around here." HR practices become blockades to how people can operate in the organization - and how effective the human resources function is. Sure, there may be reasons why you have stifling policies and procedures in place - but you should be able to easily explain these reasons, why they are important to employees and the organization, and embrace the opportunity to change them.

Software improves with each release. Product offerings, financial targets, and customers profiles all seem to be more dynamic than human resource initiatives. They change with new pieces of information. With each failure and success.

So should your HR practices.

Does the incentive plan drive cooperative behaviors? Does your health plan provide good utility to employees and make financial sense? Do performance reviews impact performance and do you use them to guide decisions down the road? How do you post jobs and interview? Can employees work from home?

Whenever appropriate, examine the purpose of the policy and the behavior it produces. Is it reinforcing the beneficial behavior? Does it produce negative outcomes? Is it necessary? Can it be simplified, clarified, or improved?

Get Out of the Office

I, like many people, have an unhealthy fancy for Zappos. More than two years ago, IreadthisInc. article with, Zappos CEO Tony Hsieh. , and learned Manager's at Zappos "are now required to spend 10 percent to 20 percent of their time goofing off with the people they manage". Fantastic!

This doesn't have to be anywhere near 20 percent (we can't all be best in class like Zappos). "It's just kind of a random number we made up," Hsieh concedes. "But part of the way you build company culture is hanging out outside of the office."

A requirement to spend time away from work is not only fun, but provides the essential building blocks of better business. It's a chance to build team cohesion, share what's going on (in work and personal lives), casually brainstorm, share aspirations, and openly recognize and appreciate.

It sounds a good deal like Management By Wandering Around (MBWA), suggested by consulting heavyweight, Tom Peters. Unstructured get-togethers provide a way of staying directly in touch with the folks who do the work - it's an essential aspect of 'excellence' in organizations.

So, with the goal of improving your business and productivity, focus on getting out there and enjoying the world. Go to a major league game, go river rafting, paint balling, visit a museum or sit at a beer garden.

Employees will appreciate a space between stretches of working. They might find inspiration, relaxation, or perhaps learn something that can positively affect their work. It will also become a perk of the job and a positive part of your culture.

Plus One for Telecommuting!

I've seen great, and not-so-great, work from employees working away from the office. Actually, I've seen the same from employees working from the office. Telecommuting in and of itself is not the issue.

This means it's time to take another look at your applicant pool, without the focus on working from the office.

I know I've gone different ways on this in the past .... I do feel there are real merits to sitting in the same space, hearing what people are kvetching about, seeing how people react when certain projects or deadlines are mentioned, and seeing who is getting what information, for example. People connect in a visceral way in meatspace.

However, especially in this job market, its time to consider that the problem might be more about management and less where people are sitting.

Current applicants shouldn't all now expect to work from home! But, we do walk the walk. We have an employee that physically comes into the office just 2 days a week. Another that works in the office weeks at a time, and then will work from another state for a couple weeks. Still another works full time from Japan.

Fact: these employees are very talented and can deliver value with this relationship.

Instead of focusing on finding people who can work out of your office, focus on finding the best person for the job. Yes, some jobs need to be done in the office. But, keep an open mind. Try to focus on connecting to remote employees in new ways. It's easy to have employees attend meetings virtually. Set up a monitor and speakers for a virtual head. Concentrate more on communicating and setting and managing expectations and deliverables.

Share Information

An easy way to massively increase ownership (a recent theme for me) is to share information - to communicate more and communicate better. Share information about the company, where it's headed, current and future challenges, customer prospects, product direction, and your thoughts about how employees' efforts fit in.

When people feel part of the bigger picture, they feel more valuable. It creates meaning to see how their work contributes to a better result for customers or a better product. Seeing where they fit in something bigger drastically increases the effort and creativity of employees - they see what needs to be done and own a piece of the puzzle that is needed to get there.

On the flip side, a lack of information is the same as saying "There's no need for you to know this. Your work exists in isolation, and doesn't matter that much."

In a void of information employees speculate - they fill in the blanks. Chances are very good their imagination is worse (or better) than reality. In both case, they are not focused on your vision and are being set up for disappointment.

Enough of the gloom and doom. 'If I take more time to share information, what's in it for me?' you ask. In the process of sharing information, you get information back. Your team is the front line troops with a granular look at problems and solutions. You see the company as if you are looking at a city from an helicopter. Your employees are in the streets amongst the buildings. They are the ones with insight and awareness of the side streets and back alleys, the pros and cons of your vision and direction, and the ones who will be doing the hand-to-hand combat needed to get you to the next step. Sharing information from each of your viewpoints works in a complimentary fashion.

Take the time to share information. Do daily chats, maybe weekly group meetings, off-site strategy discussions, and have public customer/product whiteboards. Make it part of your everyday process. Make it a priority.

When has a concerted effort of sharing information paid off for you? When has it failed? What is the best way you've found to give and get company info?

Make the Naysayers Own It

I was just thinking how powerful it could be to give ultimate ownership to someone that shows initiative and passion for their job. It still sounds like a good idea. But how about giving ownership to someone who doesn't like how things are operating?

Recently, a mom at my kids preschool caused a ruckus. She thought parent-teacher conferences should be held in the early am, felt the music was too loud and lights too bright at nap time, and was upset that her toddler wasn't spoon-fed. The mother did not address any official at the school about these grievances, but instead created an online group for concerned parents to discuss.

The leaders at the school soon learned about this mother and her concerns. First, they asked her to discuss her issues with staff and allow a chance for them to be addressed as an organization. Then, in what I see as a mature and innovative move, they asked her to join the school's Board.

Why not take the biggest critics, the most vocal opponents, and make them the owners of the very process they have a problem with? Wouldn't a fox know best how to protect the hen house?

A leader would still have to provide guidelines, support, resources, and (maybe a bit more than normal) monitor as they would for any 'owner.' But I see a questioning of the status quo that might be helpful and a possible resolution that could be supported unanimously.

My guess is this mother would argue her child won't get nourishment unless they are spoon-fed. And my hope is that others would help her see that preschool is a time to learn to grow up. A time to learn that if you are hungry you can't always rely on being spoon-fed.

For someone who finds problems, making them responsible for a successful resolution could drive the best results. Maybe this means changing what is accepted. Maybe this means this person discovers the path to success is different than they imagined, becoming a new advocate and eliminating resistance. Maybe they don't like these options and leave. All good results I say.

What problems to you see with this plan? I don't know yet what will happen with our school board, or with music at nap times - but my kids seem to be eating fine by themselves.

How to Give Ownership

My last post talked about the value of making your employees 'owners'. It's clear why this is good for everyone, but how do you give ownership?

Agree on the tasks/functions to be passed off. Hire smart people and maintain real connections with them. Find areas of their work and of their interest and officially relinquish 'authority' in that area. Give them real guidelines for what you consider them responsible for. Don't fake giving ownership. Pass along real concerns, real parameters and authority to control the situation.

Demonstrate commitment and support. Create a simple owner board in the office or use an online tool. Direct others to these owners - until people go to them on their own. Defer to the 'owners' - listen and consult with owners who make it happen. Don't get involved in making it happen. Finally, deliver the resources necessary to be successful, like budgets and new hires.

Regular feedback. Meet regularly to hear the plans of your owners, to guide and to ensure their activities are connected to company goals and priorities. Give them feedback and suggestions. This takes work - planning, time and real thought, but should pay for itself many times over. Follow up again, encourage and correct. Ask for regular progress reports and ask for impediments to their success. Intervene and arrange for training where it is needed and wanted.

Hold these owners accountable. Have time frames and expectations for your owners and stick to your guns. If an owner doesn't get the job done, move them out of ownership gracefully. When your employees demonstrate successful ownership, reward them with praise publicly and financially wherever appropriate.

BOOM. I think that sounds easy. People thrive when they have a sense of purpose in their job and a feeling of accomplishment. Giving employees true responsibility and ownership lifts them, and ultimately helps you get things done, too! Have you been successful at wholeheartedly delegating? Had any trouble with it?

Make Employees Owners

It's likely your start-up has work to be done than there are employees to do it. It's time to delegate big portions of your business. Transfer the time you spend doing tasks to empowering your team to OWN these areas. Find an owner for everything.

Have you ever gone down to the drugstore to buy a light bulb to replace the one that burned out in your hotel room?

Or washed and waxed a rental car before returning it?

As Jim Haudan points out in the The Art of Engagement, people don't take care of what they don't own.

Ownership engages employees, creating more self-motivated, willing, committed and satisfied people than their (non-engaged, non-owner) counterparts. It's an obvious productivity boost. Ownership will enable more quality work to get done, build the foundation your company needs to scale, and will free you from needing to get your fingers in everything.

I realize this post does not offer instruction of how to make owners of everything, but rather is a philosophical call to arms. Do you see the value of empowering your employees? What steps do you take to make them owners? What stops you?