Last week I trekked up to my undergraduate Alma mater to address students who were being honored for earning a 3.8 or higher GPA. With the intent of not crushing this group of overachievers, I tried to explain that their GPAs don’t really matter outside of college.
It was a bit of a risk, but everything I said was from the heart. And it was also a chance for me to talk about my mentor, Don Harley, who had an incredible impact on my transition from college to career.
A big thanks to the folks at UNH who asked me to speak -- An even bigger thanks to the students who took the time to listen. I really hope that some of it resonated.
And to my ol' partner-in-crime and fellow UNH alumni, Susan Basas, you were (as usual) invaluable in helping to organize my thoughts.
Fifteen years ago, the book First Break All The Rules, had a profound impact on me as a relatively green people manager – responsible, in part, for the career development of others.
Among the invaluable lessons in the book was one section “Keep the focus on outcomes” that became my greatest take-away. “Strong companies become experts in the destination and give the individual the thrill of the journey.” Employees don’t want to be controlled – they want to be empowered. This was particularly formative in my own growth as a manager.
Last week, the former chief talent officer for Netflix, Patty McCord, provided more color in a Harvard Business Review piece about a PowerPoint she (and Reed Hastings) penned that explained the performance culture at Netflix – a slide deck that got a ton of buzz in 2013.
There’s some ridiculously great stuff in the HBR piece (as well as the PowerPoint) –One thing in particular jumped out at me: Context, not control: “The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people.”
Whether also inspired by Buckingham & Coffman’s book or simply lessons Patty learned on her own, it’s a poignant affirmation on the importance of this kind of management culture – especially as we begin a fresh new year…
I spoke about the
profound impact that my mentor, Don Harley, had on me both as a student and in
life after graduation and how he expressed, at the time, that “now” (as a student leader) is the time to
take risks as the consequences of failure are nil. As students we didn’t
have mortgages to pay or families to feed – so we could be that much more
daring, bold, and courageous – and in the process learn and grow more in a
short concentrated burst of time than we would at any other stage in our lives.
If there was one
take away that I hope everyone left the event with was that being actively
involved in student run organizations (in my case the Student Senate) andhaving a mentor as a trusted guide
was, for me, an incredible jumpstart into the world I’d be facing beyond campus
– it was essentially leadership boot camp.
Back in 2003 &
2005 I shared some of my lessons learned at UNH’s Student Senate orientation. I
didn’t speak about these on Thursday but dug them up off my old laptop. Here they are:
It’s not about formal power - It’s about influence.
We spend so much time and energy agonizing over
organizational structures, reporting relationships, job descriptions, and
titles. But the only power that matters is the ability to influence others. And the power of influence can only come from
you through the relationships you foster. While your title might open a door or
two, people ultimately follow leaders who they truly believe in.
Money is always limited - Get used to making tradeoffs. Getting things done requires constant compromises. Resources
are always scarce and “bandwidth” is always low. Those who are tenacious, can
creatively think quickly on their feet, great at triage + prioritization, and
can stay focused on the ultimate goal are usually the ones first to the finish
line.
Politics are everywhere - Learn to be politically savvy. In every organization, there are those who will say or do
anything to further their own agendas. Take the high road, stay far away from
organizational gossip, don’t assume trust – and constantly deliver outstanding
work. Your career will be that much more fulfilling if you have a mentor who inherently
believes in you and always has your back.
There is no autopilot - “Drivers Wanted.”
Getting things done requires an entrepreneurial spirit. Ambition
doesn’t always equate to action. Leaders are inherently wired to want so badly
to get things done that they’re willing make the sacrifices necessary to reach
the goal. You’re not going to look back on your college days and wished you’d
partied more.
Student Senate isn’t a resume builder - It’s a skill builder.
Some students join organizations to bolster their resume.
Employers don’t care about what student clubs you belonged to; they care about
the skills that you can offer them. Use every moment as a learning opportunity
to grow your skills so you can demonstrate leadership at the entry-level.
Of course it’s tough - That’s what separates you from the rest.
From Don Harley: “Leaders
always work harder and longer; they endure more frustration; they receive more
criticism. Harry Truman said: ‘If you can’t stand the heat, get out of the
kitchen.’ The beauty of [UNH Student Organizations] is that they begin
(only begin) to teach you how hot it can be in the kitchen.”
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Updated 2/18 - After I spoke, UNH students Aidan King '14 and Sam Nute '13 asked a couple (really good) questions for this video they produced (also embedded above). It was Aidan's question (after the fact) that prompted me to write this post in the first place. And the more thorough answer to Sam's question (which really got me thinking) could be a whole other blog post in itself. Challenge accepted! Stay tuned... ;-)
