What Exactly is a Thinking Partner Anyway?

 

“Wow! What a great question! I hadn’t thought of it that way before!”

Those words are unforgettable. I was sitting outside on my Santa Fe porch (or portal, as they say in the Land of Enchantment), with the southernmost end of the Rockies to my immediate north, the aspens beginning their seasonal migration from green to gold.

“Ooooh, that feels good,” I thought. To be the one to bring a fresh idea into a conversation with an expert felt really good. The result of that conversation and flash of insight: A book on innovations in architectural design.

From that point forward, I notice that flash of great joy whenever I just happen to say the thing that pops my client’s possibility thinking wide open. And then we walk together into new dimensions of expansive, brand-building, differentiating messaging. Almost 30 books have been born that way. So far.

Fast forward to August 2018. Now I’m in West Palm Beach, enjoying a few weeks poolside, clearing my mind after submitting my latest book manuscript. One afternoon, in the cool of the AC, I’m idly cruising around Linked In. I notice Susan J. Schmitt Winchester, the CHRO of Rockwell Automation at the time, had been checking out my profile. We already knew each other from a previous project, so I was curious to know what was on her mind.

“Hiya! What’s up?”

“I’ve just finished my first book manuscript. It’s taken me over 14 years to write it. I think I’m ready to sign with a publisher. I’m really excited about it!”

Against my set-in-stone practice of never reading manuscripts written by friends, I found myself saying, “Can I take a peek?”

Within minutes I’m sitting under the ceiling fan, laptop open on my sunburned knees, reading her harrowing memoir of having grown up in a setting of trauma, physical and emotional abuse. She wrote it unblinkingly. It was brave. It was strong. It was emotional. But then it kind of lost its shape halfway through. It began to shamble and wander. And it didn’t serve the reader. But, man alive, she said the hard things. All the true things that millions of people carry secretly in their hearts.

The next morning, I got back to her. And this is what I told her:

“If I were your reader, what I would want to know is this: How did someone with such a devastating, debilitating past become such a huge success in the corporate world?

With that one question, an epic partnership was created that significantly altered both our lives. Together we rewrote the book, now entitled Healing at Work, incorporating not only her own unique, beautifully expressed, experiences but also immense amounts of validated research. And, we believe, it has brought comfort, joy, self-acceptance and immediately actionable tools to thousands of readers, audience members, coaching and consulting clients.

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For Susan, she not only has a book that she’s consistently proud of, but she also has a platform that is uniquely hers. Through her writings, her speeches, online courses, her work as a thought leader, consultant and coach, she has brought a deep, profound, healing message to the world: Damaged is not doomed. And, now that we can understand the workings of neuroplasticity through her Healing at Work programs, we know that the workplace can actually be a venue of emotional healing.

(She was also lavishly praised by Jack Canfield who called Healing at Work one of the most important books he’s ever read.

To think that the August afternoon she was idly browsing Linked In at the same time I was, she was happy that her single goal of having a book was within sight. Heh. Surprise!

Surprise for me too. I didn’t have words for it at the time, but this is what I know now:  This is what thinking partners do.

We are a combination of Rick Rubin, Thomas Edison, Martha Stewart, and, let’s face it, a pinch of Rumpelstiltskin thrown in, now and then, for good measure (but we won’t tell anyone that part).

In collaboration with our clients, we take the original thinking/impulse/vague inspiration, inventory all the ingredients in their idea pantry, pull some resources out of our own warehouse, then recombine them to make the one-of-a-kind product that truly serves the end user (in this case, readers, clients, corporate leaders).

We help our clients create the organized ultimate deliverable or promise that will uniquely empower them to change the world.

Grandiose thinking? Maybe. But you aspire to be a thought leader standing on a solid platform of well-developed messaging. If you don’t want to change the world, even in some small way, why even bother?

So What Exactly is a Thinking Partner Anyway?

We help you identify, articulate and develop your core differentiating message so that you stand out. Not only among your colleagues and competitors, but also AI. When publishing is in our wheelhouse, we also help you strategize the packaging of all your messaging so that you can build your reputation of unique authority in all desirable formats. Some of which can be significant revenue generators for you.

We help you define your brand for yourself, and then articulate it for the world.

We help you organize your insights, experiences and observations into messaging and frameworks that establish you as the trusted authority on the subject. What do you want to stand for? Who is your ideal client, customer, reader, audience? What kind of client inquiry will you continue to be excited to receive five years from now?

We are on your side.

Together we are on the same side of spreading the message that relieves suffering or brings hope to the world. Your purpose and mission is our purpose and mission. We will even collaborate with you on the wording of your purpose and mission.

We ask the questions/make the suggestions that make you go, “Wow!”

It’s very likely that you are too close to your subject, or too emotionally attached to your approach, to be able to independently see other ways of doing the thing. The fresh ideas we bring to the table might be just what you need to get the party started.

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We don’t pussyfoot.

As true ideation collaborators, you need us to be your dance partner. Not your direct report. And sometimes we step on a toe or two. Quality thinking partners would never say, “That’s a stupid idea.” But if your home is in the C-suite, you might not be used to a thinking partner who listens respectfully and then says, “That’s good, but there might be an issue with that approach. Are you open to exploring other ways?” (Is that code for “that’s a stupid idea?” Maybe. But remember, we’re on your side.)

We bring our own essential skill sets and expertise to your table.

You are obviously the expert in your field. We are the experts in our field: Thought leadership development, platform building, and publishing.

We’re your lab rat.

We take on the roles of your readers and clients by proxy. If what you say doesn’t make sense to us, it won’t make sense to them. We’ll know what their next question to you would be. We can imagine the yeah-buts and objections and will wargame your responses with you. (New book ideas, speeches, articles, online courses, workshops, lead magnets emerge from these exercises.)

We know the people you need to know to get the job done.

We know the process flow chart. And we know who is at each station on that chart, who is trustworthy and what red flags to watch out for. (Hint: If you hear “custom coding” from a website developer, keep looking. Unless you’re building the landing module for the Mars expedition, it’s unlikely you’ll need custom coding.) We will do our best to stand between you and the hucksters and the BS-ery.

We help you make sure all your messaging combines and aligns to be a strategic asset, not just word count accumulation.

Are your concepts truly distinctive? Or would just this one little tweak make your message jump off the computer screen and land directly into the hearts and minds of your audience? Does your voice align with the emotional engagement you want your readers to feel? (Are you academic authoritative? Sage on stage? Or are you the friendly seatmate right there with your readers in the audience?)

We help you protect yourself.

We’re unlikely to be copyright or IP attorneys. But we can help you identify what steps you need to take to put the world on notice that you take your IP very seriously.

We connect unexpected dots that make your message pop with human originality.

Case in point: Before Susan and I teamed up to develop her Healing at Work message, there was no one who connected the latest research into neuroplasticity with emotional healing opportunities available at work. Psychological researchers such as Barbara Frederickson, Shawn Achor, Martin Seligman, and others, have investigated the benefits of positive emotions at work. And, of course, oodles (a technical term) of researchers have dedicated themselves to feeding the proposition that the workplace is where mental health goes to die.

But no one explicitly connected the workplace experience with neuropsychologically healing opportunities for adults whose childhoods were traumatized by addiction, violence, depression, emotional neglect, etc. Until Susan came along.

On top of that, for a while, Susan was the lone voice from the C-Suite, brave and generous enough to be willing to self-disclose her own traumatic story as a way to extend a hand of vulnerable commonality to her audience. More than once Susan (whose executive presence is impeccable) has had audience members come up to her after a speech to admit, “When I first saw you walk on stage, I thought ‘This woman and I have nothing in common.’ But when you told your story, I thought, ‘Oh my God…she’s me.'”

Dots connected.

“Do I come off as a know-it-all?” I once sincerely asked an early client who had dedicated the entire first phase of her young adult life single-mindedly focused on getting AOL launched.

Her kind and candid answer: “No, you come off as a know-a-lot.”

Okay, fair enough. I don’t know about my fellow professional thinking partners, but I can say this about myself: I walk through this world passively collecting random tidbits of fascin-alia like it’s cat hair on black slacks. My brain is Mary Poppins’ carpet bag. It’s a trait. Nothing to be proud of necessarily. But, if used properly, it’s definitely a super power to leverage in service of our clients.

We’re really good at creatively connecting seemingly unrelated dots and details that you might be too close to see. We know you so well that we spot those dots, consider the possibilities and share them with you, even when you’re no longer officially a client. We can’t help ourselves.

Recently I had a client who speaks movingly about his mother’s tea cup in his presentations, and in the book we were developing. From the entire set of china, it is the only survivor of multiple decades of daily use, washings, and slippery oopsies. To him, the story is a deeply sentimental moment featuring, well, just a tea cup. Until I came into his life.

“What’s the tea cup’s pattern?” I asked him during an interview to collect material for the book.

“I don’t know, it’s just a tea cup. Why?” he asked, clearly wanting to get on with things.

“Indulge me. Turn it upside down and tell me what the stamp says,” I responded.

“Uhm…it says Noritake. Mardi Gras.”

Okay. So now we have detail for the book. Readers can imagine a festive, exuberant pattern on the fragile, precious tea cup gently held in his mother’s aging hand. Lovely. If readers want to know what it looked like, they can google or grok it. And I believe that the client now shows a picture of the cup itself now as part of his speeches. So audiences get it right away.

Years pass. We are no longer officially engaged. Still we text from time to time. Just last week, I sent him a screenshot of a paragraph I had randomly run across discussing the definition of the Japanese word, noritake.

“Becoming excellence,”  with the emphasis on the concept of becoming.

He texted back something along the lines of, “Tell me more.”

I responded: “One of the major themes of your book is about becoming. And you mention your mother’s china set in the book, which happens to have been Noritake.”

Tea cup. Joyful pattern. Specificity. Imagery. Becoming.

Dots connected. Hoping that extra special, meaningful tidbit will find its way into his speeches in the future.

We save a lot of time.

While writing this piece, I double-checked with Susan to confirm how long it took her to write her original manuscript. Fourteen years. Was it time wasted? I wouldn’t say that. She needed to revisit her past and incorporate it into her understanding of who she had matured and healed to become. And that investment in time ultimately brought us together. But let’s be honest. Do you really want to see 14 years of your own wild and precious life in your rearview mirror, only to have an editor, publisher, or thinking partner say, “What your readers really want to know is…?”

Do You Need a Thinking Partner?

It seems counterintuitive to suggest to corporate leaders that maybe a thinking partner might add some richness, dimension and depth to their presence as thought leaders. When you have achieved the level of success where you have been handsomely rewarded and promoted for the quality of your thinking, why would you possibly need a thinking partner for the next stage of your brand and platform development?

Attorneys need their own attorneys. Therapists have their own therapists. Coaches hire coaches. Doctors don’t operate on themselves.

As a thought leader, you need (and deserve) to have your own companion on this journey of brand and platform development. Fresh ears, fresh eyes, fresh thinking. Fresh flashes of insight. Fresh wows!

And the fun of having a friend on the playground of your latest, most exciting, most inspiring thinking that will shape your future.

Doing it all by yourself is like laughing all by yourself. It’s just so much more satisfying (and fun) all around when you’re with your thinking companion.

Your #1 Talent Retention Threat Is Not What You Think It Is

Employers who want to attract, inspire, and retain their absolute best talent must connect with them on the playing field of their personal purpose in life. Help them see how what they do for you serves their big, epic, life-size sense of personal purpose and mission

“Have you ever watched The Profit?” my friend and financial advisor guru, Kate Stalter, president of Better Money Decisions, just caught me lazily waving my remote control in the general direction of the tv. I’m not a channel surfer, so she rightly figured that I would be open to some specific suggestions. And because she is one of the few people I know here in Santa Fe who is more likely to watch CNBC than a local access chat show about crystals and dreamcatchers, I’m open to her ideas.

The Profit, as it turns out, is not The Prophet (a step in the right direction right there). You probably know it. It features serial entrepreneur Marcus Lemonis, who takes on troubled small businesses and tries to set them to rights again. The drama is where he delivers hard emotional truths to company leaders and brave faces melt in a mudslide of tears.

While scrolling through the On Demand selection from past seasons, I spotted an episode that featured the founder of Farmgirl Flowers. Since I love the bouquets Farmgirl features in its Facebook ads, and since I’m, in fact, a girl, I said, “Let’s watch this one first!” And so we did.

Inside the first couple of minutes I went from “Oh that’s so cool!” to “Oh…that’s too bad.” Here’s why: The first moments of the story were about how a perfectly great employer lost a talented, hard-working, visionary, passionate employee because Farmgirl Flowers founder, Christina Stempel, needed to go somewhere where she could “actually do something good in the world.”

Yay for Farmgirl Flowers. Too bad for Stanford University. She had been Director of Alumni Relations and Campaign Outreach for Stanford’s law school. And to hear her tell her story just briefly on Episode 20 of Season 3 of The Profit, it would appear that Stanford might have failed to help her connect what she did there with “actually doing something good in the world.” So she turned to flowers.

I see it all the time. Fabulous organizations of all sorts spend hundreds of thousands of dollars on employee engagement initiatives but still lose their best talent. Why? Because they don’t help their employees connect what they do with helping make the world a better place – in the context of what’s essential to them. You know the story of the three masons, right? One mason says he makes bricks for a living. Cool. Another mason says he’s making a wall with the brick. Yeah, okay. The third mason points to the cathedral under construction and says, “I’m making that.” That third mason is going to be the one who sticks around for the long haul. You want that guy.

When your employees tell their friends what they do for a living, do they talk bricks? Or do they talk cathedrals? And if they talk cathedrals…is it the cathedral that actually resonates with them personally? How do you know for sure?

Here’s the core message of this article (in case you’re too busy to read the whole shebang…but if you stop here, you’ll miss an amazing video at the end):

Employers who want to attract, inspire, and retain their absolute best talent must connect with them on the playing field of their personal purpose in life. Help them see how what they do for you serves their big, epic, life-size sense of personal purpose and mission.

How do you crack that nut? You get them to open up by asking them the right questions in a safe, sincerely curious environment. One on one.

I get it. This approach isn’t as efficient as scores on spreadsheets (which are also essential, don’t get me wrong). But how efficient is it to lose hard-won talented individuals who are so passionate about doing something that makes a larger difference in the world that they will leave a cushy berth like Stanford, taking huge personal risks in the service of the vision and mission closest to their hearts? Aren’t these the people you would do almost anything to keep?

The Why That Makes Them Cry

“You suck!”

As much as I hate that expression, especially when it’s aimed at me, I have to say this is one of my top five favorite moments in my entire career of interviewing employees who love their work. I love it so much I have to repeatedly talk myself out of turning it into a ring tone for my phone. (It wouldn’t go over well if my phone rang while I’m standing in line, say, at the post office.)

“I promised myself I wouldn’t cry!,” said my interviewee, a manager at Rackspace, a managed cloud computing company outside of San Antonio. (I had already been at Rackspace for a couple of weeks, interviewing employees who love their work there. And word had gotten out that tissues were involved. Not that I intentionally go for the cheap emotional jugular, it just turns out that way sometimes.)

This choked-up outburst came after a few awkward moments of silence after I asked him a simple question, “When was the last time you were deeply proud to be a Racker?” He was so quiet for so long, I worried for a moment there that he was having trouble thinking of a time. As it happened, he was having trouble reclaiming some equanimity so he wouldn’t answer my question through a squeak of emotion.

And this was a moment of sweet satisfaction to me. Several years earlier, while I was living in Silicon Valley, a well-meaning CHRO of a household-name tech firm tried to warn me off this quixotic mission of capturing the sound of personal passion and purpose among the techies there.

“Really, Martha, these software engineer types aren’t interested in saving the world or helping humanity,” she said. “They just want to work hard on the next big thing, cash out, get rich, and be on to the next idea. It’s all about getting rich here.” Judging from the MSRP of the cars in the Whole Foods parking lot in Los Gatos, where I lived, I wondered if she was right. I was still new in town, driving a second-hand Saturn. What did I know?

So there I was a couple of years later, just being told I suck by this techie manager guy at Rackspace’s San Antonio headquarters. True, San Antonio isn’t Cupertino. But otherwise the conditions were the same – a global high-tech company just on the verge of going public. This manager was a transplanted Manhattanite. So it’s all about getting rich, right?

Nope. It was all about telling me the story he wanted to tell without breaking down into the humiliating guy-cry. The time he was the most proud of being a Racker, he said, was when his hard-working team of techies as a group told him they wanted to forego their budgeted summer blow-out and use the money instead to refurbish a nearby elementary school that was down at the heels. Instead of beer and brats, the money was spent on paint, push brooms, and potted plants. A hot, sweaty, filthy, San Antonio summer day that might otherwise have been celebrated rafting on the river was invested in making a public school bright, clean and cheerful for the incoming crowd of kids.

And here he is, months later, telling me how proud he is of his coworkers and their community spirit of sacrifice.

Afterwards, I walked back out to my car to drive back to my hotel. And I reflected back to my Silicon Valley CHRO friend and thought, “heh.” A little too smugly, I have to confess.

The Undeniable Big Three (and One Bonus)

“Come on, Martha, how many people in the U.S. do you think really like their work?” a skeptical reporter was trying to get me to validate this roadtrip I was about to embark on with statistics.

“It doesn’t matter,” I replied. “If there is only one, I want to find that person and find out what the deal is.” It was 1999, my first book was published, and I was about to hit the road. My mission: To interview ordinary Americans who love their jobs. My MO: To get the word out via national media, which ultimately landed a feature on NPR. Which, in turn, resulted in 4,000 emails in my inbox the morning after the program aired. From all over the country. With the same message: Pick me!

Over the years, since I launched that roadtrip, I have interviewed

  • A CHRO who, as a child, survived a Japanese concentration camp during WW2;
  • A young woman who thought she wanted to be a beautician until she discovered that her calling was taking care of homeless animals at the Asheville, NC, animal shelter;
  • A Columbus, OH, factory worker whose CEO turned his life around when he noticed the man didn’t know how to read and the pair began a company-sponsored school to teach others to read;
  • A Cuban secretary in Miami who dreamed of bringing his entire family across the water to the United States;
  • A Pixar executive who told the story of how the entire company rallied around one employee whose baby was in critical condition at the hospital;
  • The PR executive at Chicago’s Ravinia Music Festival who told the story of how he dreamed of being part of the wonderful world of music as an impoverished kid who would take multiple city buses to get to the park so he could lie on the grass and let the music wash over him. The path he engineered to get his adult self into the Ravinia world threw up barriers at every turn (come to find out, the music world didn’t need another earnest but so-so trombonist). But all his random, make-ends-meet-while-I-keep-my-dream-alive, survival steps ultimately led him there as the PR person;
  • A young Chinese woman who found work at a Pasadena-based consumer company as a way to escape a government that would ignite the massacre at Tiananman Square;
  • A Muslim security expert in Silicon Valley who took the advice of his Secret Service friends and changed his name after 9/11 so he could stay in his profession. The name he chose, he said, reflects the peaceful joining of the world’s three largest religions. Why? Because he loved his work. And he wanted it to count for something.
  • The hospital parking lot attendant in Boise who loves his work because he knows his friendly, upbeat welcome sets the tone for anxiety-ridden patients who are arriving, not knowing what the day will bring;
  • A hairdresser in Hawaii whose proudest moment was when she helped an abused woman restore her appearance. And this stylist told me that it wasn’t the new do that made her proud of her work. It was the fact that she knew that this woman would be able to proudly appear in family photos and for generations afterward, people would see her picture and tell the story about how this heroic woman prevailed against the most violent of circumstances.

So. Do any single one of these people I interview rave on about their salary, stock options, retirement benefits, health care, dental, or preferred parking space?

Nope.

This is what they talk about.

I love my work because it:

Relieves pain.

Restores hope.

Brings beauty to the world.

That’s it.

Well, there’s one more: “I love my work because it helps me love my life. I see now how all the twists and turns of my life have brought me here. And it all makes sense.”

I think back on Farmgirl Flowers’ entrepreneurial founder and wonder if anyone at the Stanford University law school took the time to help her see that the funds she was raising might have relieved someone’s pain, restored someone’s hope, or brought beauty into someone’s world. And if the law school had, might she have stayed because she was “actually doing good in the world?”

Well, flowers are nice, too.

 

What Difference Do You Want to Make Through Your Work?

If you’re tempted to say, “Yeah but, my people are different…” think about your own career/life journey. You want to be able to look back on your career days and be able to say, “Yeah…I made a difference in ways that spoke from my heart.” Come on. I know you do. So do your people.

In her poem, The Summer Day, Mary Oliver wrote the hit-between-the-eyes challenge line:

“Tell me, what is it you plan to do with your one wild and precious life?”

As a friend of mine told me the other day, “We’re all burning daylight.” The more in touch we are with our unique life’s purpose, the more acutely aware we are when our jobs do or don’t help us serve that purpose. And the more desperate we are to not waste our lives doing work that doesn’t speak to us.

The pressure to move on rises when we just can’t connect what we do with our heart’s urgings. And the days, weeks, months, years are getting away from us.

If you’re reading this piece – especially all the way down to the end – I’m assuming you’re in leadership and you have people. Recognize that each one of them is pursuing their own epic, heroic mission in life. Give them the chance to tell you what it is. Give them the chance to connect their personal life’s purpose with the work they do for you every day.

What’s in it for you? You will keep that precious talent. Which means that you don’t have to spend your time searching for their replacements.

And then you can use that time investing your own wild and precious life in serving your own life’s purpose.

About Martha I. Finney: In addition to writing books on employee engagement, career management and leadership, Martha also helps companies build authentic cultures of employee passion and purpose through her one-on-one interviews and her small group workshop, Career Landscapes.

Learn more about how to bring Martha to your company to capture the authentic voices and stories of employee passion. Contact me at Martha@marthafinney.com

 

Career Lessons the CIA Teaches Kids

 

“….and so, your father works for the CIA….” At least that’s what I think he said. But at that point, my ears were ringing with gauzy confusion. And I figured that the best thing to do was nod respectfully and wait until I got home to double-check with Dad. I could pretty much ask him anything. I might not get an answer I understood. But I assumed most kids didn’t fully understand what their parents did for a living anyway.

It was my 16th birthday, and I had already endured some good natured ribbing about learning a new “fact of life” on the school bus from the older kids who also lived on the Army base in cookie-cutter ranch houses that looked identical to my house I shared with my father, a fresh widower just home from a 3-year tour in Saigon. It was just he and I in that little house – my older brother off at college. And there was no laptop at home to do any private googling – which wouldn’t have offered up any useful intelligence anyway, if either laptop or Google had existed back then. It still doesn’t, at least as regards my father, who looked more like Professor Bunsen Honeydew than Sean Connery.

The acronym CIA wasn’t an unfamiliar one. He had already taken me to its headquarters in Langley, VA. In retrospect, I see now that it might have been a test run to see if I was going to act like a jerk as we crossed the iconic floor mosaic of the eagle and the wall of nameless stars, each one indicating the ultimate sacrifice of an operative in service of his country. I must have passed the good behavior test. (Now that I think about it, there was also that time at a restaurant in Spain, where my father kept repeating sotto voce, “Don’t turn around.” He always sat at restaurant tables in the chair that allowed him to keep an eye on the whole dining room. But this was the only time he kept repeating the same instruction about eyes forward.)

The next phase of my Sweet 16 ritual was this private conversation with the base’s civilian chief of security, who I only knew as the father of my friend who tried unsuccessfully to teach me how to canoe on a pond at the end of our street. (Dad and I weren’t exactly athletic. We were readers. A detail that actually does figure later into this story. The only upper-arm strength, coordination, and stamina we needed was enough to hold a book upright in our laps.) All his coworkers were, to me, my friends’ dads. And until that day, they all seemed to know something I didn’t.

Yes, that night my father confirmed what I thought I heard from my friend’s dad. Yes, the whole base is a CIA base. And yes, that’s why there are so many civilians living on it with a relatively small contingent of uniformed soldiers guarding it. This is where the senior case officers (not “spies,” by the way) come in, frequently after high-pressure assignments that involve hair-trigger world conflict and guns, spend a few years reuniting with their families, decompressing, and teaching what they learned in the field to incoming groups of new case officers. And yes, I’m expected to keep my trap shut at school. It’s a matter of national security. Okay? Okay.

So I grew up watching my one career role model dedicate his life and his family to a larger-than-life mission that entertained no questions, like “How was your day at the office?” Or even, “What’s your new phone number?” His devotion to his work and the fate of the nation played a major part in my mother’s early death. That devotion also explained why I moved 13 times in the first 13 years of my life. And why Cold War Era hot spots, such as Vienna, Berlin, Mexico City, Miami, and Madrid show up in my family’s list of home addresses.

That devotion, as wordless as it was, was also my most significant influence on my own career choice. Whatever I chose to do, I grew up just believing in as much as I believed in air, simply had to be so compelling and all-absorbing, nothing less was even thinkable.

CIA Career Lesson 1: Love your work so much that its mission eclipses almost everything else that might compete for your attention and loyalty.

Loyalty is a Myth

As I staggered through a checkered college career…painfully approaching a dubious graduation day, my father’s only advice was, “Work for the government, it’s recession proof.” He thought a career with the federal government was an unbreakable contract. No offense to current Federal employees who might be reading this today, but to my narrow mind in those days, “government work,” brought to mind soul-sucking cubicles; day-after-lifelong-day of standing in Washington, DC, weather waiting for the Metro bus; rigidly enforced promotion schedules and pay bands with ceilings so hard you could actually hurt your head. The very thought of that kind of career made me want to chew my paw off.

“No thanks, I’ll take my chances,” I would say, which would baffle him. A reaction that, in turn, continues to baffle me, because all these years later, he actually had the riskiest job of them all.

His job may have been recession proof but it wasn’t idiot proof.

He got fired. While on assignment. In Mexico City. One of these days, I’d like to see a movie where James Bond gets a pink slip like my father did. Right in the middle of an operation.

He wasn’t alone in this firing. The C-Suite of the Agency – those temporary guys who come in and out at the whim of the president, who is also temporary – had looked into the future and saw that the future of intelligence gathering was “signals intelligence (SIGINT)” not depending on the skills, knowledge, intuition, finesse, wisdom, perspective of blood-and-guts human beings (HUMINT). And so, Temporary Guy by the name of Stansfield Turner initiated the Halloween Massacre, in which 200 of my father’s peers were fired as abruptly as he was.

From all over the world, they were called back home to Langley. There they met a team of truly unfortunate outplacement consultants whose job it was to help them enter the unfamiliar private sector, in a terrible economy, with much-redacted resumes and career stories these guys really couldn’t tell. Not fully, at any rate.

“You seem angry,” said the hapless outplacement consultant with my dad’s file under his fingertips. “You’re damn straight,” my dad replied. And with that, he stood up, left the room, walked past the stars, across the eagle, out the building and never returned. It would be another 15 years before “outplacement consulting” would be uttered in my family’s home. I would be the one to bring it into the house the next time.

Just like that, almost all the seasoned case officers were removed from the ranks like the scraping of nutrient-rich topsoil. Years later, while I was interviewing the agency’s chief covert officer about what happened, he observed that the CIA’s long-term prospects were devastated with the one sweep of the org scythe because the nation’s best high-performing, high-potential college graduates could tell at a glance there was no one to apprentice to. And so, for several decades, the brain trust quality of the Agency took a precipitous tumble. It has been said that there is a direct connection between the Halloween Massacre and the massacre that took place on September 11, 2001.

CIA Career Lesson 2:There is no loyalty. That’s not bad. That’s not good. It just is. Have a resume that doesn’t need to be redacted. Choose a career you can actually talk about. And assume nothing.

“It’s An Attractive Offer, But I’ll Pass”

Smart kids know to take advantage of their parents’ connections to get their first step on their career ladder. If they can. Being self-made is wonderful. But why not take the advantage of it’s-who-you-know, if it comes your way? One conceivable reason in my particular case: The neighbors might think you’re a call girl.

I graduated from college. I decided to move up to Manhattan to have my first grown-up adventure. I snagged a sweet apartment in a West Village brownstone, built in the 1800s, with a cast-iron tub, and a kitchen so small that I used the ironing board as a counter for chopping. It also had a fireplace; and I still feel bad about the fact I didn’t know about opening the flue. I slept on a mattress that a friend found discarded on the sidewalk. And I can’t remember where I got the desk, which doubled as the dining room table. This was no Nora Ephron movie, and I was no Meg Ryan.

My father thought that maybe his connections might help set me up with a sweeter deal.

“How would you like to run a safe house?” he casually asked me, quietly in a loud Greek restaurant closer to the East Village. Anyone watching us would have thought he had said, “Pass the souvlaki.” He still had friends on the inside, and they offered to get his crazy daughter set up in better digs.

Again, I did what I always do when befuddled: I waited quietly for clarity.

“It’s a beautiful apartment in a doorman building in the Upper East Side. You can live there for free. There are just a few catches,” he added.

“First: You have to keep the place clean and tidy for no-advance-notice drop-ins. Second: You have to be prepared to leave at a moment’s notice, any time day or night. There will be people you won’t know who will need to be let in. Third: You can’t write while working this assignment.”

Well, I am a writer. I’ve been a writer since I was 8 and read Charlotte’s Web. But who am I kidding? It was Catch #1 that I knew I wouldn’t be able to live up to. But Catch #2 was enough to make even my dad see that this wasn’t a good idea. But I still had to spell it out for him.

Here I would be, 22 years old, living in an Upper East Side apartment. By myself. With sketchy gentleman callers coming in day and night. Whatever would the neighbors think?

Plus I had a boyfriend. He was a reporter. And he didn’t appreciate secrets. Snagging an exclusive story about a safe house in the middle of Manhattan would have been a break-out career move for this boy reporter. A sudden move uptown, with no required safety deposit to speak of, and with strange in-and-out habits would have driven him to relentless questioning. I’ve never been a good liar; and he was already trying my patience in a big way. On the other hand, if all this went on under his nose and he found out about it only later, what would that have done to his professional confidence?

So I said no. And I continued to sleep on the mattress just long enough to finally decide to break up with the guy and head back home to McLean.

CIA Career Lesson 3:  We are all paid to keep our employer’s secrets to some degree. Just make sure that those secrets don’t destroy your personal reputation, create deal-breaking holes in your resume, or slam doors on your future options. (And don’t take a job that will make you look like a hoe.)

The Tree and Its Apple

“You know what? You’re doing exactly what your father did.” It was Steve Harrison, founder of the outplacement firm, Lee Hecht Harrison, who made me see what was in front of me all the time. We met while sitting next to each other in the back of a hotel ballroom at a Fortune Magazine leadership conference right after 9/11. I was making snarky comments about the self-impressed speaker, and he was laughing. Politely, probably. As we got to know each other better, I filled him in on the details, which I could speak about more freely by that time.

In classic outplacement counselor style, he connected dots and found the pattern:

“Think about it….What you do is you enter someone’s life, make friends quickly, establish trust and rapport, ask people questions designed to inspire them to relax, open up and say surprising things. And then you disappear again.”

Huh.

Actually, that pretty much sums up what I do for a living. It’s more complicated than that, of course. But you can say the same thing about what my dad did. And it was more complicated than that for him too. For starters, in his line of work, guns were involved occasionally. With me it’s the frustration of a missed phone appointment. Or an exploding printer cartridge. For me, the outcome of my labors is a new business book. For him, the outcome was the fate of one or more nations. But our job description and skill sets were exactly the same. (Only mine don’t involve quite so much prevarication.)

CIA Career Lesson 4: If we’re observant and watch our role models closely over time, we can pick up truly valuable, differentiating transferrable skills that support us as we pursue our own passion.

 

The Apple Helps the Tree

“Dad’s died. Call me.”

My brother wrote a gentler email than that, to be fair. But still that’s how I found out. I had just spent a fabulous evening with my favorite New York publisher. A dinner and a Broadway musical. I had flown in from California to give a lunch speech before relaxing with my friend. A tummy full of incomparable Italian, a slight buzz brought on by wine and the show’s stickiest tune, “Why Oh Why Ohio?” Key card in the hotel room door. Bed freshly turned down. I open my laptop, which by now existed, and this was the email that greeted me.

The next morning I was on Amtrak headed down to the DC area. And the full following month was devoted to cleaning out his apartment. I had plenty of time because it would be a full month before Arlington National Cemetery could accommodate our small family and the urn my dad had requested because caskets were coming in at an unprecedented rate from Iraq and Afghanistan.

I spent that time flopped on my stomach on the floor flipping through his files of correspondence. For a girl who grew up knowing that even “How was your day?” might net her a half-truth or no answer at all, so better not to ask, going through her father’s private papers felt more like safe-cracking. He was a prolific letter writer. Even as a teenager he typed his letters on carbon paper so he could keep a copy always. I was glad to have the full month to get through the paperwork.

A letter to his own father, dated 1936, made my eyes fly open. “I want to be a book author, just like you,” he wrote to his father, who had put Prentice Hall on the map with his set of scathingly fascinating books on accounting. A. Book. Author. Just. Like. You.

A book author just like me, too. Grandfather. Father. Daughter. The torch was passed.

His book, Spymaster, My Life in the CIA, which he wrote with his former CIA boss and best friend, wasn’t out yet. But he died knowing that it was due to come out inside the following year. Manuscript was finished. Now we waited for the CIA to give its blessing.

To quote the old Hamburger Helper commercial: I had helped. My brother edited the manuscript that my father had labored over during the last 10 years of his life. And one day while we were all quietly sitting in his living room, with books on our respective laps, I said to my father, “You do know, right, that I have contacts in publishing.”

He looked up from his book, as he had over years of gazing at a silly teenager, a bad college student who wasn’t working at her potential, the young woman who could probably do better than that New York boyfriend, the freelance writer who exasperatingly turned her nose up at steady jobs and daily Metro bus rides.

Here, sitting in his living room, looking remarkably like his daughter, was someone who, with a single phone call, could get him the attention of a literary agent, who would, in turn get him the attention of a publisher that respected the CIA’s place in history and wouldn’t butcher the story. That was a very specific order, that under normal circumstances would typically take months, if not years, to fill: Two unknown (I mean, really unknown) writers shopping around a book with an unpopular topic. None of us knew that both of them would be dead by the time the book would come out. So that single phone call that I was able to make on my father’s behalf was more valuable than we could have known.

While we waited for the many phases of book publishing to do their thing, back surgery was on his agenda. Which went as expected. Two nights later he was confidently transferred to a convalescent center to finish his recovery. According to the night nurse there, his last words were, “I’ll be fine.”

Just a handful of days later, I’m belly-flopped on his carpet tenderly lifting tissue paper carbon copies, one after the other. And I find the letter.

His teenage wish came true. And he died knowing that it would. Which really was all that mattered as far as I was concerned.

My brother and I still get checks from the publisher, 15 years later.

As I write this, I wonder how generations influence each other in their life’s work, whether they know it or not. One friend, who is a CHRO of a major global company, thinks of the influence her father had on her. He was a minister. Another friend, who is a business and finance writer, introduced me to her father this summer. He was a corporate communications executive.

We’re about to enter the season when families come together from great distances, seeing each other for perhaps the first time in a long time. If you’re lucky enough to sit at a table with two or more generations in it, play a little game. Do what Steve Harrison did for me and connect the dots.

You might be amazed at the patterns that emerge.

Your Best Employee Engagement Tips Come From Your Sales Department

Employee engagement is the name of the game as we dive into 2018. Talent retention is your priority. And maybe, if there must be great talent on the move, let them be someone else’s and you can snap them up too.  (You know that carnival machine with blowing dollar bills? That’s what I’m picturing right now, only in this case those bills are Grade A resumes. And you’re the one wildly grabbing at them as they flutter by.)

Employee engagement equals high talent retention. You traditionally tap into your HR team and corporate communications geniuses to develop your employee engagement initiative.  It’s time to bring a new corporate player to the talent retention table: Your sales stars.

What is employee engagement if it’s not an ongoing sales discussion between your company and your cherished talent?  You might think that you’re the buyer, but actually they are. They’re purchasing the opportunity to build a meaningful career with the currency of their time, efforts, and expertise.  And you want to keep them as your customer. It’s a transaction. A powerful, relationship-based transaction. But a transaction all the same. It’s about the emotional resonance of finding a need and filling it.  Who does that full time? Your sales stars.

So it follows that they will have some game-changing insights into how to keep your best customers coming back for more. Let’s dig in.

It’s not about what your product can do, it’s about what it can do for your customer.

In this case your product is the career development opportunity you’re extending to your prospective customers (your current and future employees). Some companies have a name-brand cachet that is enough to cause a buyer to say yes regardless of the financial consideration (I’m writing this article on a spendy MacBook Pro that I can’t even expense, believe me, I know; just gotta have it).  What else can you bundle into your product offering that appeals directly to your prospects’ self-interest and unmet needs? Be specific. Be unique. Be better than your competitor.

Selling is more about listening than talking.

Every sales star knows that true prospect engagement happens when they patiently listen to what their customers need, fear, and dream about. Your conventional engagement survey is a good start, but it’s only a start. Think about it: When was the last time you bought a car or a house because you filled out a survey? True engagement happens when true emotional and intellectual connections happen. That can only come about when your prospects feel truly heard and that their needs are specifically met after an original, authentic conversation is had.

The first sale is just the beginning. The real profits come with follow-up sales. 

Okay, so you got the first order, which, in your case, would be the yes to the job offer or renewed contract.  Great! Now what?  Every day that your employees return to work and invest their best efforts and energy, they’re actually placing a new order with your company. This is where you really start hauling in the profits.  Sales stars know it’s much cheaper to keep existing customers than open up new accounts.  You know that too. Look at your recruitment costs. The fortune is in the follow-up, as sales trainers will tell you. Sell your already sold customers.

Differentiation elevates the relationship above financial negotiation.

I have spent most of my career interviewing employees who love their work. You know what? No one talks about their great paycheck. They all talk about how extraordinary their lives are as a result of their relationship with their company.  It’s about meaning, relevance, the people they work with, how they’re treated, how esteemed their organization is in their marketplace. That’s differentiation.  Differentiation sells – by the passion, not by the pound.

People stories are better than any product brochure.

Consider the typical car commercial. You never see a person standing in front of the camera holding up the car brochure, and pointing to page after page of text.  You see emotional stories of people just like your prospects enjoying the car in precisely the way the car maker wants that car enjoyed.  Driving across snowy tundras, cruising down the Pacific Coast Highway (my personal favorite), surprising mom with a big red bow (doesn’t anyone really do that? Not in my world; except among my successful network marketer friends who routinely bring home a new Lexus year after year. A bow comes with.)

Now consider your careers tab.  With all the passion and stories that are just waiting to spill out of the hearts of employees who love their work (I know, I catch them for a living), why wouldn’t you feature the exuberance of your current customers as you’re trying to appeal to new prospects? In the marketing world, it’s called social proof.  It’s so much more compelling for prospects to hear about how wonderful your company is from people just like them in authentically passionate and transformative ways, than to hear about how great your company is from you. Or from a highly polished corporate pitch that’s been vetted and packaged in a corporate vacuum.

As the HR leader in charge of attracting and keeping the best talent your market has to offer, keep going to those employee engagement conferences.  But keep in mind that you are also your organization’s most important sales executive.  And you’re selling your company’s most important product! Perhaps it’s time to pick up a few tips from the sales department.

Little Hinges Part One: Essential A-Ha’s That Can Swing Your Second Phase Career Wide Open

There are a few sentences, movie lines, and aphorisms that ring my bell. When, for instance, Liam Neeson says, “I have a very particular set of skills, skills that I have acquired over a very long career,” that just sings to the career geek in me. He could be talking about cleaning out the gutters, for all I care. I just love how he calmly inventories himself and what he can bring to the situation. We know as the story unfolds that his adversaries will regret underestimating his resolve to get the job done. Heh.

Another line, another movie, has an entirely different effect. Dennis Quaid sweeps Ellen Barkin into his arms in The Big Easy and says, “Your luck is about to change, chere.” Well. That just makes me want to slide off my seat like one of Salvador Dali’s melty clocks. That is the most swoonable line in movie history, if you ask me.

Ooh la la!

The third sentence isn’t a movie line (at least I don’t think so). It’s an aphorism that just sparkles and bristles with embedded possibility:

“Little hinges swing big doors.”

The older we get, the more acutely aware we are that time is running out for acquiring new particular skill sets that require a very long career to refine. We know better than to seek out quick fixes, but at the same time, time’s a-wastin’. So the wise approach is to make fresh use of our already established sets of resources. One of those resources happens to be our life-acquired wisdom – assuming we’ve managed to accumulate any over time.

Wisdom is our most precious little hinge. Little a-ha’s, insights, distinctions we’ve gathered that might have seemed so inconsequential at the moment they come to us that we shrug and move on with our day. But if we stop and take note of them as they occur to us, they can change everything for us down the road.

In other words:  Don’t live harder, live smarter.

Here are a few little hinges that I’ve picked up along the way. Thought I’d pass them on to you (the list is long, so this is Part One):

1. You’re not the person you decided you were 30 years ago.

People – usually our parents — start telling us who we are before we can even tie our shoes. (George Clooney recently called his infant son a little thug. Who does that?)

Our earliest self-definitions come through the lens of our parents’ own self-esteem. Lucky is the kid whose parents like themselves and each other. Then we eventually take on the job of self-definer, carrying the ball farther down life’s field. Regardless of the start we had, things tend to change in 30 years or more. We change. Hopefully for the better. It would be a good idea to sit down and inventory your beliefs about yourself and your place in the world. You might find that somewhere along the line you’ve changed your mind. And you’re liking yourself – and the world – even better, now that you’ve been around a while, forming your own opinions.

2. Sooner or later you’re going to have to start graduating yourself.

Beyond the official, formal phases of life and rites of passage (school graduation, “flying up” if you’re in Girl Scouts, marriage, kids, etc.) there are mini passages that you have to usher yourself through. Learning that standing up for yourself doesn’t necessarily mean you’re making the other guy the bad guy. Learning how to negotiate. Learning that it’s actually okay to talk to strangers – some of them at least. Learning that there was no such thing as “your permanent record” that you were threatened with as a kid (but there probably is one now). Learning that “because I want to,” is a good enough reason. Learning that most times you owe an explanation to no one.

3. If an adversary doesn’t fight fair, drop your end of the struggle. 

One of the very few benefits that have emerged from this divisive season where it seems that every American is involved in the political argument is that more of us have become acquainted with Saul Alinsky’s Rules for Radicals. These are 13 rules of engagement designed to give combatants the upper hand in winning any argument or influencing a social movement. When you know the 13 rules, trying to have a reasonable conversation with an ideologue is like playing Bingo with one of those big markers.  Yup, there’s Rule 5 in play. And now we have Rule 12. Check. Oh!  There’s Rule 8!  Bingo!

It’s a passive aggressive, infuriating, mind — uhm — game. The only long-term benefit of these kinds of encounters is that you quickly realize that this is someone to cross off your list of friends.

Sometimes the best way to have the last word is to simply walk away. Choose the arguments to pursue and which ones to drop. Is your counterpart speaking with you respectfully and in good faith? Or is that person putting you in a defensive, unstable, no-win, even shame-based, position? When you start to feel that way, you’ve got yourself an Alinsky-ite in action. (They may never have even heard of Saul Alinsky. Doesn’t matter. They’ve picked up that approach to arguing somewhere in their lives. And you know when you spot it, they’re not about achieving mutual understanding. They’re about dominating you through discourse.)

Just walk away. You’ve won just for being the better human being.

4. It’s unseemly to compete with the younger generations.

One Sunday afternoon after one of those Northern California brunches, while driving around Oakland with a much younger colleague, she suddenly blurted out from nowhere: “Things would open up for us much more if you guys would just retire.” Well, that was weird. We aren’t even in the same profession. So, frankly, it felt a little hostile. It was my first hint that in her eyes, Baby Boomers and Gen Xers have become like party guests who just won’t go home, no matter how obvious the yawns of the Gen Yers and the industrious clearing of the plates and straightening the furniture.

That’s not true, of course. But perception does count for something.  In the meantime, older job seekers are complaining that they can’t compete with the Millennials for the opportunities out there. Well, maybe we shouldn’t. Some employers just want skill sets and will happily forfeit experience for the sake of their compensation budget. They still need your wisdom though. Figure out how to market that. (Hint: Consulting. If you say, “Oh but I can’t sell, I hate selling,” see Number 1 above. Yes, you can. Learn to love it. It’s actually deeply rewarding when you realize it’s about service.)

5. You know more about buying your services than your prospects do.

They need your help here too. Twice this past year I was approached by wonderful would-be clients who thought they wanted a particular thing from me to help them achieve a goal. But it turned out that once I found out what solutions they were going after, I was able to consult them into wanting something else from me instead. The fact that the financial value of the changed project profile was substantially increased is just a happy coincidence.

This is what separates us from being mere order takers: The awareness that our prospective clients think they have the solution, and they just want someone to make it happen. The first thing we can do for our clients is find out what it is they’re going after ultimately. And consult them into seeing a better path toward a much better outcome. This is how you can monetize your wisdom.

6. You can (and should) still learn new tricks.

Books are a wonderful thing. I like books. They are my favorite. I’ve mentioned the book, How to Pitch Anything, in this blog before. I read it less than two months ago. Because of one distinction I picked up in that book, I turned a conversation about freelance blog writing (which I don’t do anyway) into a six-figure engagement based on a transformed vision. And the client gets what she wanted all along.

Blend new skills with the deep resonance of your time-acquired wisdom and new self-respect for your stature as the wise guide. Suddenly things just look different.

And your luck will change.