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Fix It As Fast As You Find It & Remember to Love Learning

A quick post after seeing an article a friend of mine shared on LinkedIn. The article is a summary of a short podcast interview with Michael Dell. The podcast is called 5 Questions with Dan Schawbel Podcast.

In the podcast, Dell is asked what he has learned that he believes made him a better business person. His first response is “fix it as fast as you find it.” This seems so simple, but it’s so true. Pretty much every day in business, whether you are mostly a leader or mostly an individual contributor, something will come up that is a problem. Dell’s advice, which resonates with my own experience as well as my observations across many organizations, is to tackle it – right away.

Michael goes on to say you may, in fact probably will, botch it the first time around. And then you will learn, and make a next effort. But you have to keep moving forward. You cannot leave problems to fester, or leave them for someone else to deal with. You must be prepared to chart a solution course, and have difficult conversations as / if necessary.

He also talks about how a learning bias and curiosity are two traits he believes have helped him succeed. And two traits he looks for in new executives and employees. This topic came up in a recent conversation with a very successful tech entrepreneur friend of mine. He had gone through some tough challenges recently, and I could tell he was not in a great place. He was carrying a heavy burden and struggling. However, recently when I spoke to him he was in a completely reversed state. I asked him what had happened. He simply said “I remembered how much I like to learn…” Such a great thing to keep front of mind. Every day we have a chance to learn new things. And it is with that open posture toward learning, progress and evolution that one often finds a groove in which to make progress and glean more enjoyment out of life.

TDC Final Installment – #3

This is the third and last post in a series about Bill Campbell and the book Trillion Dollar Coach written by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle. Here are links to post1 and post2. In this post, I’ve tried to provide a handful of actionable takeaways on a few topics in hopes they may help you in your own leadership evolution. Like all coaching of this nature, the underlying concepts can be modified and applied to many situations.

As an aside, one of the things I have wrestled with (and lived through) personally is that in many smaller / growth oriented businesses you have to be both a doer and a leader. In other words, a player coach, sometimes heavily slanted toward player. This is not a simple situation as you have to balance these roles. Even CEOs of larger companies do not spend all of their time coaching. The conclusion is probably obvious – that is normal, and it’s ok. It simply means you have to think before your next interaction – what role and frame of mind should I be in for this conversation or interaction?

The CEO & Board Meetings

Bill worked a great deal with CEOs. While you may not be a CEO, these concepts can be modified for use in any situation of reporting out and communicating up in an organization. For CEOs, an important part of their role is working effectively with their Board. And it takes effort and thought to do it well, which I can tell you does not always happen. I have been in a lot of private company board meetings, and to be honest, many of them have been at best not as productive as they could be, and at worst completely dysfunctional. Here, I will focus on Bill’s perspective of the CEO’s role. A perspective I agree with.

Bill believed the CEO should manage board meetings. Ops, financial updates and other details must go out ahead of time, and the board must be given enough time to review them in advance. At the meeting, the CEO should assume the Board has reviewed the materials. I cannot tell you how many board meetings I have attended where the materials come out late / too close to the meeting, and / or sat through meetings in which the team just regurgitates what I and others have already reviewed. So get your team organized to get your materials out on time, assume your board has read them, and deliver the highlights that matter in the meeting.

For Bill, the agenda always started with a frank and open ops update. Succinctly, how is the company performing? What are the highlights and the lowlights? Your board needs to know how the company is doing. What is it doing well, and what is it not doing well? Interestingly, according to the book, he never sent the highlights section out in advance – or the board would obsess about the lowlights. I would add, that if there is a critical issue, problem, or crisis, the board meeting is NOT the time for the board to find out. You should strive to live by “good news travels fast, and bad news travels faster.” Other agenda items for Bill include financial and sales reports, product status updates and some key metrics around operational rigor (hiring, communications, marketing, etc.). Your actual agenda items will obviously be company specific.

Avoid Consensus, Facilitate Decisions, Focus on Immutable Truths

The book also spends a fair amount of real estate discussing Campbell’s philosophy on a manager’s role in decision making in an organization. In other posts I have explored some of Bill’s other fundamental maxims on a manger’s role, but here is a brief summary of an additional critical role – facilitating decision making and running decision making processes.

Campbell believed the best idea or the best solution was always the goal. Not consensus. In fact he hated consensus. As a leader, you must strive to ensure all perspectives are heard and considered, but that does not imply consensus. Debate is fine, but be careful about disagreements, particularly if they bleed into personal jabs. In business, there is always indecision, lack of clarity, and rarely a perfect answer. Bill drove his teams to focus on first principles, on immutable truths that are the foundation of the company, or of the product or service. If you keep bringing a decision making process back to focus through that lens, decisions are often easier. He also made sure to prioritize the right thing for the business. Every time – for the business, not an individual.

Get your 1:1s & Staff Meetings Right

As mentioned in a previous post, Bill often said that one of a leader’s key responsibilities was to try to ensure everyone was on the same page. Minor differences about what happened in a meeting, what next steps should be, or minor misunderstandings around goals and objectives can set an organization adrift toward muted progress or possibly disaster. So a big part of your 1:1s and your staff meetings is to ferret this out. Listen carefully to what is being said in response to questions, and try to make sure all are leaving on the same page. And then reinforce it. Over and over.

In 1:1s, he had a formula:

  • “Not so small talk” – he took an interest in, and cared about people and their lives. This matters to people.
  • Performance on Job Requirements – What is the person working on? Is there a crisis? How is it going? Can you help? Obviously, person, role and function specific, but you get the idea.
  • Peer-To-Peer Relationships – Campbell believed peer-to-peer relations were more important oftentimes than those above you. If you are not on the same page about priorities, can’t leverage cross-functional help via understanding their needs and priorities and do not have a personal relationship, you will be less effective and successful. And so will the team. As an aside, I have often asked executives “who among your functional peers do you talk with least?” and then ask them to spend time with that person proactively before the next meeting.
  • Managing & Leading Teams – Next, Campbell would check in on the team. Was direction being set clearly and reinforced constantly? Who needs course correction or guidance to make them better? Are your direct reports guiding / coaching their teams? Are they weeding out poor performers and bad apples? Are they hiring well?
  • Innovation – Bill tried to make sur teams made room for innovation. It can often slip as it tends to have a longer duration than the current crisis, but functional innovation helps organizations get better.

Finally, in his coaching sessions he was also fluid. He would sometimes walk in with a list of 5 topics and would ask the other party to do the same. The lists could be compared or merged. Or sometimes he might not even bring his out if it was clear the required coaching needed to focus on the executive’s list.

I would like to close this series with a thank you to the authors Eric Schmidt, Jonathan Rosenberg, and Alan Eagle. Additionally a thank you to Ben Horowitz who in various writings and at various times has discussed Campbell and his impact on his development and career. Someone like Bill Campbell often flies under the radar of a narrative about a successful company or executive, but leadership and coaching are roles that very few take to naturally. While we each develop our own style, there is a lot to be learned from Bill Campbell, and without this book, much of his wisdom would not be widely available. In the end, Bill cared about people and about teams. If we all just did a little more of that, I am convinced our lives would be richer in many ways.

Trillion Dollar Coach – Installment #2

In my last post, I introduced a few notes about one of my favorite books. Trillion Dollar Coach was written about Bill Campbell by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle. If you have never read the book, and aspire to be a strong manger or leader of teams, I could not recommend it more highly. Bill “coached” many of the top entrepreneurs in Silicon Valley. This after he was a CEO (both successful and failed) and a football coach (by wins and losses not a huge success). The lore is that many young buck CEOs would bristle at the idea of a “coach” to help them and their business succeed. That is until they met and worked with Bill.

You, As A Manager, Have To Think Like A Coach

You may not have the luxury of a coach, or a board member, investor or mentor who behaves like a coach. So you may have to figure it out on your own. In the world of Bill C, what were some of the things that he focused on and taught people?

  • As a Coach, you must work with individuals AND with the team to…
    • Smooth out tension
    • Continuously nurture community
    • Make sure all are aligned around a common vision and set of goals
  • You must strive to move beyond controlling – beyond evaluating, supervising, rewarding, punishing – and TOWARD a climate of communication, respect, feedback and trust. And you can do this all through thinking like a coach.

There are numerous places in the book where they point out one of Bill’s super skills. At every point in his career, Bill had a knack for identifying tensions among teammates and figuring out how to resolve them.

Learn To Ring Out Politics & Provide Feedback The Right Way

You cannot accomplish much in business, or in any type of organization, without a team. And whether you call it tension, or politics, or differences – interpersonal barriers between teammates are all obstacles to trust, communication and performance. Bill was well known for identifying those types of issues, bringing them out and helping to move past them. He would fill in the gaps in communication between people. As he sat in a meeting, if he observed someone not seeming to get what was being communicated, or not seeing the “why”, he would follow-up and fill in the gaps. This helped keep everyone on the same page.

He was positive, level headed and constructive. He would identify problems, but he stayed positive and would praise people, he would hug people. But he was always striving to get to the heart of the problem in a positive way.  He taught others to be constructive in their feedback and to focus immediately on what you are going to do about it. Not what happened and whose to blame, but rather what are we going to do about it. He was relentlessly positive. If people started to complain / bitch, he would wouldn’t let it go on too long. He’d let them get it out, and then redirect to identifying the issue, working toward a next step or solution, and then moving on.

Build Trust & Put The Team First

Reading between the lines, you can see that Bill strived to build trust in the organization. He viewed the world as a network of people, with trust at the center of effective collaboration and execution. A team in particular is a network set upon producing some kind of results. Individuals on that team will have relative strengths and weaknesses, and they must learn to trust one another if they have any chance of fulfilling their potential execution capability together. Trust is a currency that must be fostered. You have to be discrete, loyal, and you must keep your word. If the manager / leader acts this way – the team will catch on. And if they don’t, they must be addressed.

As a leader or manager, you have to strive to build a team that allows you to work the team first, not the problem. If you find yourself having to continuously roll up your sleeves and dive in to solve problems – somethings broken. Start by looking yourself in the mirror. Challenge yourself to work the team first, not the problem. Helping to identify the problem is important, but ask questions as a way of challenging the team, or the individual, to solve the problem themselves.

In installment #3, I will attempt to provide some more concrete tools from the book to help you lead and coach in Bill Campbell fashion.

Trillion Dollar Coach – Install #1

I have been a student of management, strategy, organizational culture, leadership, personnel development, etc. for almost as long as I can remember. Questions like “What causes one team or one company to win when another in the same space fails or is average?” have been a curiosity mission of mine since I was a teenager. I have read many, many books and have been fortunate enough to have worked with / in many organizations and with many different types of managers and leaders. Sometimes I stumble onto something and it truly resonates with me. Trillion Dollar Coach, written by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle about Bill Campbell, was a book that hit that mark.

Over the next several posts, I will highlight a few of the things that really hit me that I feel are important for anyone who wants to be the best coach and leader they can be. This book would be at the top of my list for anyone who wants to lead and manage a team. To me, it has become like an organizational leadership bible. I took notes in the book, consolidated them in an Evernote note and share it often. And every time I pick it up, I see some nuance I hadn’t before. I wish I would’ve had an opportunity to meet Bill, but I have met some leaders who seem to be unknowing apostles, and man are they special people. Now onto to installment #1.

Teams Come Together To Produce Results

That header may seem obvious. But often I have found we in the business world, in the private equity world, seem to strive to overcomplicate things. Truly gifted coaches / leaders / managers know this tenet intrinsically. In any organization, a team comes together to produce results. Period. All too often, teams come together and they are smart, they are nice to one another, they do lots of “things” – but they are not focused on producing results. And they don’t. As Bill often noted to his teams – it’s easy to get off track – but a good leader keeps their team focused on results. Constantly.

Get Everyone On The Same Page

Getting your team focused on results is critical. Getting them on the same page is just as critical. Every meeting, every email, every interaction is an opportunity to reinforce where you are trying to go and what the most important things are. What will lead to results. As anyone who has ever managed knows, people often need help staying on focus with how and where they should spend their precious time. Relentlessly using your interactions to make sure everyone is on the same page about what you are doing as a team or organization and why is critical. As I often tell teams I work with – it’s really hard to over communicate important messages like what we stand for, where we are going, and why.

You Are There To Get More Out Of Them Then They Could Accomplish On Their Own

This may seem obvious as well, but if you haven’t ever thought about what a leader, or manager, or coach does – why they exist – this IS the answer. You are there for one thing – to facilitate the team to get more and better results than they would without you. Period. If you frame your interactions, meetings, etc. with that in mind, you can start to lead like Bill.

That’s it for installment #1. I would argue if you write those down somewhere and read them at the beginning of every day, or every meeting – you will start to understand what a real leader of organizations is supposed to do.

Staying Connected Is YOUR Responsibility

There has been plenty written during the pandemic about the physical and mental health benefits of staying connected to others. Much of it based on research, studies, etc. However, the connectedness I am writing of here is a one degree of separation curated network. You know who these people are. People who when you get together on the phone, Zoom, in person, etc. time passes differently. Your mind and ideas are stretched, you feel a “deep” connection. People who you think to yourself “In a different career or life path, I could’ve worked really well with that person…we seem to resonate.” They may indeed be people you work with, or they may be your friends. They are more likely “close colleagues” you don’t see very often. Maybe once or twice a year, or every 18 months. During the pandemic, I have had a few personal learnings about this group.

First, I realized it’s my responsibility to stay connected to them. People get busy. They have a family, a job, plenty of friends. And oftentimes, these tangential collegial relationships slip through the cracks. A strategy I have been using in 2021 is one I call “Occasionally Occurring Catch Up Meetings…” At the end of each call or meeting, I tell the other person “As long as you don’t mind, I’ll calendar our next call sometime in the next couple days for 5 – 7 weeks out … we can always move it, cancel, etc.” It has kept me connected in a much better rhythm. I’ve used it with small groups as well.

Second, I am amazed at the power and positive-mojo of these interactions. Invariably, when updates are swapped and the conversation heads down a path, some rich kernel of information or some way in which one of us can help one another percolates up. That may seem obvious, but I am continuously amazed at the reverberating waves of positive energy that emanate from these discussions.

Here are a few additional thoughts to the extent you may want to try this. You must be willing to be vulnerable. Surface level, positive ego enhancing only comments about yourself will not elicit deep conversation. Second – sit down with a clean sheet of paper and make the list of who, and then take control of a more consistent rhythm. Set up the next meeting right away, and check a couple days in advance if it still works hen you get there. Your life, and I would argue the lives of your friends, stand to be richer as a result.

The Four Agreements

The inspiration from this post comes from Super Bowl LV played on February 7, 2021. Or rather, from the background of the winning QB, Tom Brady who was completing his first season with the Tampa Bay Buccaneers last Sunday. I’ve always been fascinated by the arc of Brady’s career. While many argue he has to be in the conversation for the GOAT, and others that he has been blessed with great owners, coaches, and teammates, most don’t remember his entre into the NFL.

Brady was drafted in the 6th round of the 2000 draft and was the 7th QB taken and 199th pick overall. There have been 308 QBs that have run the 40 in an NFL combine since his draft – and only 3 have run it slower than he did. So whether you like him or not, think he is the GOAT or not, he clearly has worked hard at being a success in his chosen career. And early in his career, Brady read a book titled The Four Agreements written by Don Miguel Ruiz. The book is short, but Brady claims to read it every couple of years and has indicated it has been a mantra for his life, having helped him immensely both personally and professionally.

The agreements themselves are simple: (1) Be impeccable with your word (2) Don’t take anything personally (3) Don’t make assumptions and (4) Always do your best. The book encourages us to work on ourselves and our thinking in these areas as a way to improve how we feel about ourselves, how we interact with others, and how we tackle our tasks and our world on a daily basis. So how can these concepts be applied to business? To investing in or operating a company? I recently offered the following in an internal memo to a company I am involved with:

  1. Be Impeccable With Your Word  Our customers and teammates expect each of us to do our jobs. To keep our word. Our customers want to place an order and then forget about it. It’s a great way to build trust with ourself, and with one another. If we each strive to do so, we can continue to succeed.
  2. Don’t Take Anything Personally  We all occasionally make mistakes. And sometimes those around us (either our teammates or our customers) are just having a bad day. Mistakes are to be learned from and hopefully not repeated, and if we can learn to not assume others questionable behaviors are directed at us, we can continue to succeed.
  3. Don’t Make Assumptions  None of us are mind readers. If you have a question, or if a customer or teammate has given you vague direction – or no direction – ask questions. By asking questions to clarify objectives and avoid mistakes, we can continue to succeed. Better to ask than to have to redo.
  4. Always Do Your Best  This one seems obvious. But the book reminds us this strongly intersects with the above agreements and can help quiet our internal judge. It also reminds us it is impossible to be “on” or perfect 100% of the time. We all occasionally stray, or are tired, or frustrated. But if we try to redirect and remind ourselves to do our best in the moment for ourselves, for our teammates and our customers, we can continue to succeed. Being accountable is the only way we can win as a team.

Each of you, and each of your roles, play an important part in our success as a team. And if we can keep these agreements in mind, we can continue to succeed.

Simply put, if it’s good enough for an athlete some consider the GOAT at one of the most challenging positions in football to succeed at over an extended period of time, maybe there’s something we can all take learn from those agreements.

The Arc of the Moral Universe is Long, but it Bends Toward Justice

The quote used as the title of this post – “The arc of the moral universe is long, but it bends toward justice” – is such a great MLK quote. While it would be true to say it’s my favorite MLK quote, I’m not well read enough on his work to really have that opinion. That said, you may recognize it as President Obama re-popularized this phrase during both his campaign and presidency. It supposedly meant so much to him, he had the quote inscribed into a rug in the Oval Office. So what, you may be asking, does this quote have to do with a blog post from an investor? Well if you’ll allow me some latitude, I’ll weave my own arc of how I got there.

I was fortunate on a recent vacation to actually be able to take some time and unplug. To read. To think. And to think about what I / we do, and what we want to do. Looking back at what we have done, and what I have done now for 20+ years of my career, those activities has been heavily focused on working with people and teams in an effort to help organizations grow and to (hopefully) create increasing enterprise values over time. It hasn’t always gone perfectly, in fact in some cases it hasn’t even gone well (well that’s not entirely true, it almost always goes well for some of the time, but over the duration there have been a few stinkers in the end…). And a big part of our fundamental first principal beliefs is that in order for a company or organization to grow – it has to be focused on growth oriented activities (e.g. strategic planning, hiring and retaining top talent, developing that talent, developing a strong culture, investing in change, innovation and growth, etc.). Most organizations are not focused on these activities.

So when I intersected this quote again recently, as excellent as it is, I noticed that people are quick to point out that on it’s own, it can be misleading. And I would agree with that. On it’s own, it seems to imply that the arc is bending whether people are leaning into making change or not. And to me it’s obvious, the arc is indeed always bending, but it doesn’t always bend towards justice, and it damn sure doesn’t bend towards justice all on its own over the long-term. In this way, a company’s growth is similar.

A company’s growth is not pre-determined just because it always used to grow, or because leadership thinks it should or will continue to grow. Growth requires work. Bending in the right direction requires work. In fact, in later speeches, Obama actually said: “The arc of the moral universe may bend towards justice, but it doesn’t bend on its own. To secure the gains this country has made requires constant vigilance, not complacency.” Amen – and it’s the same for the arc of a company or any other organization. If you aren’t focusing on growth and improvement, you’re likely evolving and bending in the wrong direction: toward decay, toward atrophy. You are not sitting still. Ever.

For some additional interesting (to me anyway) historical perspective, it turns out MLK cribbed the whole concept from a gent named Theodore Parker. Parker was around in the first half of the 19th century and was a Transcendentalist and Unitarian church minister. There’s another entire rat hole of Internet pages to click through to explore those concepts. Interesting stuff. Anyway, Parker, in speaking of his belief for the long-term success of the abolitionist movement, said “I do not pretend to understand the moral universe; the arc is a long one, my eye reaches but little ways; I cannot calculate the curve and complete the figure by the experience of sight; I can divine it by conscience. And from what I see I am sure it bends towards justice.” So it turns out that he, Obama, and MLK all indeed understood that you have to lean in to try and bend it the right way. What are you leaning into it with your company or organization and which direction is it bending?

Effectiveness is Doing the Right Things Well

The title quote – Effectiveness is Doing the Right Things Well – is a Peter Drucker statement taken from The Essential Drucker, a compilation of a series of his works. If you don’t know who Peter Drucker is and you’ve stumbled onto this blog, I hope you will go do some research. Here’s an article to start if you’re interested. He was a highly regarded and inquisitive business researcher and a prolific writer. In The Essential Drucker, he is asked what the most important concepts are from his 39 books spanning decades studying managers, strategy and business. And this is the quote he comes up with: “Effectiveness is Doing the Right Things Well.”

It sounds very Yoda like and over simplified. But in my own experience, those seven words encapsulate the nature and focus of the very best executives I’ve been fortunate enough to work with. It is incredibly simple in concept, but the real challenge is deciding what the right things are – and sticking with them – every day. That, in my opinion, is what separates the average from the good, and the good from the great. Being able to distill the right things – and there cannot be too many – and then drilling them, over and over, that is the secret of being effective. Being an effective manager of course requires making sure everyone knows what the right things are for their role or function. Making an organization succeed and produce more than the sum of its parts can happen no other way. Though I suppose you can indeed be efficient in many things and still not succeed – efficiency and effectiveness are very different. To succeed, you must be effective – and to do that, you MUST do those right things well. Therein is the art.

With the company’s of the size we typically get involved with, we often find the founder / owner often naturally seems to push certain of the right buttons, focuses on many of the right things – up to a point. And then the company in many cases stalls, or reaches a stasis. It’s a fine business, but it isn’t undergoing rapid growth or evolution any longer. And there’s nothing wrong with that. But without evolution, things often start the slow drift downward. And new set of things needs to become the right things to do well.

It’s the sides of the mountain which sustain life, not the top.

The title above is a quote from Robert Pirsig’s Zen and the Art of Motorcycle Maintenance: An Inquiry Into Values. A book I read for the first time two summers ago, and to which I return from time-to-time to see what I missed. Each time I learn something new.

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On a snowy Sunday in a coffee shop, I went out to see the last time I blogged, and I noticed it had been over a year. I contemplated chipping away at 4 or 5 posts and back dating them (a strategy I’ve used before : o ) but instead I decided to post anew, face the gap, and recognize sometimes you just need to keep pushing forward for Quality – a major topic in the modern philosophical novel by Pirsig.

During the year gap, there have been a number of personal and professional ups and downs, and a myriad of change – some initiated and some thrust upon us. At our firm, we sold a position in on of our companies, increased our position in another, and purchased the assets of a business out of a chapter 7 bankruptcy process.

The pursuit of investing as an independent sponsor is a flexible and unique existence – and it is also much more entrepreneurial than most styles of private equity. Particularly in our end of the economy where we tend to focus on businesses with $1 – $3 million of EBITDA. They are a unique project, and tend to require deeper involvement from investors if one is inclined to be active. We have been forced to be active sometimes out of necessity, and sometimes I’m sure when we didn’t need to be quite as active.

So this year, I will intend to choose topics to write about that focus here – on some of the unique aspects of investing in true “lower-middle market” – or small businesses – particularly when one is not using mostly their own capital. A component of our model we have for the foreseeable future. I will also write a bit about Entrepreneurship Through Acquisition – or “ETA” – a way operators can choose to pursue buying a business to run and grow. This is an emerging segment of small company PE that I am particularly interested we need more operations minded people trying to buy and grow companies in my opinion.

Check back through 2019 if you want, and feel free to reach out if you have anything you’d like to discuss in these areas. We enjoy connecting with like minded investors and operators – we always seem to learn from one another.

The Renaissance of HR

Most of the companies we meet and interact with are small businesses.  Most do not have HR execs, and many do not employ basic HR tools such as training, reviews, vacation policies, conduct policies, etc.  And among the Fortune 500, HR has often gotten short shrift and is sometimes viewed with disdain as a “compliance” function.  Case in point, a friend of mine who was a senior exec involved in a recent high profile public company corporate break-up told me the executives in charge of the transaction were negotiating over who would get “stuck” with the HR group.  However, from what I can tell, some organizations, the smarter ones in my opinion, are beginning to rethink the role of what has traditionally been called “human resources” within their organizations.

Progressive companies who value culture, who understand turnover of high performance people is expensive, and those who want to attract and retain the best and brightest are leading the charge.  “HR” can, and should be, much more than a compliance function.  Perhaps its the rise of the millennials, or just common sense in an ever changing global landscape where a great team can mean the difference between success and mediocrity (or failure…).  And like it or not, you cannot build a great team without building a culture that attracts and keeps great teammates.

As an example, I attended a conference at Northwestern University’s Kellogg School of Business last month where the SVP of People at Chobani, Grace Zuncic, participated on a panel.  She discussed their use of modern digital-based tools such as Everwise (mentors outside the company) and Bonusly (peer-to-peer recognition app) in their business.  Grace reports directly to the CEO, and is involved in strategic decisions well outside the realm of traditional “HR” – my point being it would be difficult to assess this role as one of a stuffy compliance only functional head.  Similarly, McDonald’s has both a Chief People Officer and a Chief Talent Officer – neither of whom could be confused with with compliance police, non-strategic folks.

I’m personally excited about this change.  Tools that help asses, attract, train, engage, excite and retain talented people, properly deployed, should help progressive organizations continue to grow and evolve.