It may seem like I want to discuss hiring people...

Like with most things we get better the more we do something, and for me I became rather good at hiring people. In the beginning there was a learning curve and there was the ever-lurking spectre of making the wrong decision, but with some good hires made, lessons learned, and a process in place, over time there were very few that I look back on with any regret.

You might think I'm about to offer perspective on hiring, but you would be wrong. And although the following is about a hiring situation, you would still be wrong.

Like any good hiring situation, there is a hiring manager and an interview team to help onboard the best possible candidate. Depending on the size of the organization there is most likely HR support and maybe even a Talent Acquisition team to help find possible candidates. Most interview processes involve a number of rounds that result in two or three possible choices; from there a decision needs to be made. As I reflect on a specific hiring situation, we had done all the interviewing and had boiled it down to two candidates; a debriefing meeting had been called to get everyone's insights, thoughts and opinions — This is particularly important because it ensures the best decision is made. The team's feedback was split regarding who the best candidate was, and one person in particular was very vocal regarding who needed to be hired and how it was really the only choice. Finally I looked at the phone (it was a conference call) and simply asked, "Who owns the hiring decision?"  After a moment, a voice sheepishly spoke up and said that the hiring manager did. With that clarified, I thanked everyone for their input, and told them I would make my decision by the end of the day.

And there you have it, what this is really about is Ownership. 

And why the need to write 313 words before I mention "Ownership"? Mostly because when you boil it all down there are really only two points to be made about ownership, and it wouldn't have been much of a read.

If you want to accomplish anything you need to have an Owner (Full Stop)

There can only be one Owner (Full Stop) 

I suppose we could also look to this famous saying to offer insight into what I have said — A camel is a horse designed by committee. And the reason is that although the camel is a magnificent animal, we all know if there had been an owner it would have been a horse.

iamgpe

Behind the curtain of an opportunity...

Recently I've found myself involved in a number of conversations regarding opportunities and opportunity management — What they are, how to find them, and how do you manage opportunities to reality. If you are in Sales and Marketing you're most likely aware of the real science behind lead generation and opportunity management: an area of business interest is defined, activities to build customer connection and customer interest are created, and finally a process to realize that interest (or lead) in the form of a sale.

Classically depicted as a funnel to illustrate the progression of leads through opportunities to a final win or a loss, this process can range from something relatively simple to extremely elaborate; more often than not it also becomes an important metric to indicate marketing and sales activity, as well as a component of the forecasting activity. It is a core consideration for anyone in the commercial function, and particularly if you are responsible for a revenue target.

The Sales and Marketing opportunity funnel is a nice illustration of something very fundamental when considering opportunities of any nature... opportunities are not the result of wishing or dreaming but a result of doing — There is nothing passive about an opportunity. Only action will find an opportunity and only action will make it real. This is why I like the illustration of the opportunity funnel because it's a tangible reminder that nothing moves through the funnel unless there is action.

Behind the curtain of any opportunity is work (sometimes very hard work), and the rest is just process and administration... which I will say is a very nice check and balance to ensure you know what is working and what is not. I suppose there are those opportunities that come your way, but I suspect if you really look at it you will see it's the result of working really hard to put yourself in the way.

There is no short cut when it comes to making opportunities real.

iamgpe

Perception isn't the only thing that commands reality...

I will go out on a limb and assume almost everyone has heard the saying "Perception is reality".

Simply put, this reminds us that the reality of something can be highly influenced by people's perceptions, and that reality is more than just something absolute — Sure perception and reality are aligned when looking at what will happen if you fall off a ladder... but what about the success of your current politician; what is the reality of that?

Hmmmm, this is about to become more of a philosophically charged segue than I anticipated but I think I can head it off before we go down a deep dark bunny hole — As much as perception can command reality, so can expectation. There you have it, not the smoothest transition, but a transition none the less.

Expectation: A case in point — 

A meeting is held and it is decided that someone will finish a task by Friday. An expectation is created.

Because very few things exist in isolation, the task will allow further things to be done on the following Monday, which in turn will allow for activity on the Tuesday, Wednesday, et cetera... all of which is built on what was to be done the previous Friday. More often than not, advanced preparation is taking place in anticipation of the expectation; real work is being done and reality is being created due to this expectation. If the Friday task is completed then reality continues, but if it is not, reality is compromised and generally people aren't happy.

This is a very simple and linear example, and although we know the real world meanders much more, I don't think this makes the point any less valid. 

Expectations, once created are very real, and once created, need to be met. If they are not met, more often than not there are negative consequences that are also very real; another reality that expectations command I suppose. Theoretically speaking all expectations can be influenced, but in reality there are some you will have influence on, while others are thrust on you and influence is unlikely. 

For those expectations thrust on you —

• Understand if you have any influence on the expectations (and if so, try to influence them).
• Understand the objectives behind the expectations.
• Understand the expectations in detail, including the context and the timeframes involved.
• Ensure you discuss and review resources needed.
• Clearly understand the impact of not meeting expectations.
• Work really, really hard to meet the expectations you have been given.

For those expectations you can influence see above, as well as —

• Engage in the development of the expectations... don't miss the opportunity to influence and even set expectations.
• Remember Murphy's Law... work a "hedge" into any schedules and deadlines because you never know what will happen.
• Remember the very popular motto, "Under promise, and over deliver".

And remember, if you are the one asked to set the date for the expectation, whatever you do, don't miss it — That is just adding insult to injury,

iamgpe