WorkPuzzle

When You Can't Predict Talent; Foster It

While we make our living by assisting our clients through the murky waters of predicting a candidate's future performance, we've learned an important lesson:  there are always exceptions to every sourcing profile, pre-screening process, and well-intentioned interview.  And these exceptions come in every shape and size--good, bad or indifferent.  

So, if you can't always predict who is going to be successful, what can you, as a manager, do to foster talent?  Margaret Heffernan, an entrepreneur and author, explains how she was able to create an environment where those whom she selected to work for her were able to thrive.  

Margaret explains that it wasn’t so much her innate ability to see and select talent, but rather her ability to create the conditions in which her staff could grow.  So what were those conditions?  

An open atmosphere.  Every team Margaret ever ran had been profoundly democratic—which is to say that any good idea got attention.  She never cared about status, except in disliking those who did.  She took in good ideas from anywhere for anything...from making the lunch room more pleasant to improving the core technology.  Ideas didn't have to fight their way through a structure.  They could be blurted out.

Extravagant diversity.  It wasn't just that they employed Russians, Taiwanese, Indians, Americans, Brits, and Italians.  Their youngest employee was eighteen and the oldest was 68.  They'd worked in different countries, states and industries.  Some demonstrated enormous emotional intelligence; some had virtually none.  

Time didn't matter.  She never cared when the work got done—as long as it did get done and in a way that didn’t cause co-workers undue inconvenience.  Hours are not what count; productivity is.  The same applied to maternity, paternity, and family leave.  Individuals figured out what worked for them, and for their families—and that worked for the business.  Too many companies seem to feel they have to fight for priority over family life and in that jealous feud, vast amounts of energy and goodwill are dissipated.

Stretch goals were just the start.  Almost everything her team tackled was hard.  And if they cracked it, work got harder.  They liked big challenges and cheered anyone who met them.  People coming in for interviews witnessed that the company was fun, but not an easy option.  

Sure, you can see great potential and talent as you have candidates sit before you during interviews, but even the most talented people need an environment where they can grow.  This is not only true for hiring, but most certainly for retention.  One of our tenets is that people look less at compensation in career choices and more at where they feel they will fit and flourish.  Creating and showcasing that environment will draw talent to you, and keep it there.

Inevitably, you will hire a few exceptionally creative individuals who may then attract others like themselves.  “But none of that will matter if the work itself isn’t joyful and hard.  It may sound like a contradiction, but doing great work is hard—that's why great people love it.”

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Editor's Note: Lee Gray is the Senior Account Manager at Tidemark Inc. Lee is a guest contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Are you a Trusted Leader?

Leaders who can be trusted have a tremendous impact on those they influence.  Trust is certainly a part of the "level 5 leader" that Jim Collins refers to in "Good to Great."  

In a recent article, Dan McCarthy lists...The 20 signs that you can't be trusted as a Leader:

"Are you a trustworthy leader?  Take the assessment below.  Sure, everybody may do a few of these now and then.  However, if there’s a consistent pattern of multiple behaviors, then I’d say there’s a serious issue of trustworthiness.

1. You don’t do what you said you were going to do.
2. You over-promise and under-deliver.
3. You’re unpredictable and inconsistent.
4. You always seem to have a hidden agenda.
5. You’ll agree just to avoid conflict.
6. You never share anything personal about yourself.
7. You never seem to finish anything you start.
8. You have a reputation that says you can’t be trusted.
9. You’re never willing to take a stand.
10. You won’t listen.
11. You don’t seem interested in what’s important to others.
12. You gossip about other people and disclose confidential information.
13. You make decisions but don’t explain how and why you made the decision.
14. You often change your plans or mind and don’t tell others about it or explain why.
15. You come across as uncompassionate and insensitive.
16. You won’t admit your mistakes or acknowledge your weaknesses.
17. You misrepresent other’s views.
18. You’ll say anything to achieve your objectives and results.
19. You sugarcoat the truth.
20. You see others as a threat when they are successful or come up with good ideas."

And here are some quotes that you might enjoy: 

“Trust is the lubrication that makes it possible for organizations to work.” - Leadership Guru, Warren Bennis

“In leadership, there are no words more important than trust.  In any organization, trust must be developed among every member of the team if success is going to be achieved.” - Duke Basketball Head Coach, Mike Krzyzewski 

“The lion and the calf shall lie down together but the calf won’t get much sleep.” - Woody Allen

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Assessing the Real Problem

In my practice as a clinical psychologist, it has become clear to me that the initial problem reported at the first meeting rarely turns out to be the REAL problem.  In well over 35,000 hours of psychotherapy and individual evaluations I've found that, more often than not, the "presenting problem" turns out to be an external symptom of a deeper underlying problem.  I learned early on that deciphering the underlying problem is the key to alleviating the symptoms, disorder, or pain.

Within our own business, and certainly within the realm of recruiting, we witness the same scenario.  Humans are incredibly stubborn, short-sighted, committed to their biases and unable to assess their own blind spots.  Because of this blindness we need the input of others.  We need fresh eyes.  We need experts who know how to see through the symptoms and locate the core roadblocks. 

In order for an organization or office to flourish, the leader must be humble enough to actively be on the watch for what they might be missing.  They need to seek out their blind spots.  They should welcome critique.  Even Jim Collins found the best leaders to be "humble" in his well-known book, "Good to Great."  

Humility can be seen in several characteristics.  One that Ben and I have noticed is that humble leaders ask questions...lots of them.  They always want to know..."What's going on out there?  What could I be missing?" 

When leaders are humble, they demonstrate a greater tendency to actively search for the "real problem," rather than trying to fix the superficial symptoms...or worse yet, ignoring the symptoms all together.  Humble leaders don't experience a mistake or a failure in the company as an insult to their ego.  Because of this, they are free to self-examine and improve.  Companies and offices with this kind of leadership are the ones that thrive. 

In the next edition, I'll share some characteristics of poor leaders. 

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

How to be Fully Engaged

We, at Tidemark (and I, personally), are in the process of trying to simplify our daily workflow.  The purpose of this exercise is to free ourselves from extraneous, unproductive tasks, and replace them with more critical, strategically driven tasks, as well as free up time to think, imagine, and innovate.  This exercise has already taken an enormous amount of thought, and is likely to take even more.  But I'm optimistic that the end product will be worth it. 

I can already begin to imagine a more productive workday, where each task is laid out the night before; where I keep track of the time that I spend on each task (using the Toggl App); where I delegate tasks that should be done by someone else; and where I am freed up to research and develop new ideas.  

Our quest to achieve efficiency while maintaining the excellence in productivity that our clients have come to expect, has caused me to research and listen to experts, on ways that this can be done.  While I have written extensively on a number of research supported ways to improve engagement on a personal level, the following is a valuable exercise that we’ve found helpful for our staff. 

1. We re-worked and re-affirmed our key strategies for the next year.
2. We named three critical tasks that support these strategies.
3. We had everyone in the organization memorize these tasks so that they can improve anything that supports these objectives, and exclude the things that do not support the objectives.

Another exercise that I am personally integrating into the mix was found in the article “The Magic of Doing One Thing at a Time.” 

The author recommends being fully engaged at each moment rather than attempting to juggle several duties throughout the day.  I am fully committed to giving this a try.  The following are suggestions that I am most likely going to experiment with.  

“It's also up to individuals to set their own boundaries.  Consider these three behaviors for yourself:

1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time.  If possible, work in a private space during this period, or with sound-reducing earphones.  Finally, resist every impulse to distraction, knowing that you have a designated stopping point.  The more absorbed you can get, the more productive you'll be.  When you're done, take at least a few minutes to renew.

2. Establish regular, scheduled times to think more long term, creatively, or strategically.  If you don't, you'll constantly succumb to the tyranny of the urgent.  Also, find a different environment in which to do this activity — preferably one that's relaxed and conducive to open-ended thinking.

3. Take real and regular vacations.  Real means that when you're off, you're truly disconnecting from work.  Regular means several times a year if possible, even if some are only two or three days added to a weekend.  The research strongly suggests that you'll be far healthier if you take all of your vacation time, and more productive overall.

A single principle lies at the heart of all these suggestions.  When you're engaged at work, fully engage, for defined periods of time.  When you're renewing, truly renew.” 

Just like our garages need a spring cleaning, by ridding ourselves of items that have become cluttering, so too our work lives require occassional cleaning to optimize talent, efficiencies, and focus.

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

New Research: Transitioning to a Real Estate Career Could Save Your Life?

As you may know, our company closely follows the recruiting trends in the real estate industry.  Even though we are starting to see signs of recovery among many of our clients, it is still a challenge to get high quality “new to real estate” candidates to seriously consider becoming an agent in today’s market. 

One of the metrics we use to track this trend is the amount of advertising dollars it takes to source an individual candidate.  We track this metric across more that 30 metropolitan areas in the United States and eventually arrive at a “cost per candidate” average (aggregate) for the whole country.  

In 2011, this cost per candidate average rose steadily over the entire year.  After evaluating a number of marketing process variables (ex. # of ads, frequency of postings, ad content, etc.), it became clear that the elephant in the room was the constant negative dialog that the public is fed concerning the state of the real estate market by media sources. 

As a result, the default mode of thinking for most people in our society is that the real estate industry is not the place to find exciting and lucrative career opportunities. We're flying into a head wind.

So, here’s an important question:  How do you counter this type of thinking?  This is something we ponder every day as we fight the advertising and sourcing battles.  But, it is also a question you should be considering if you are going to successfully interview and guide a high-quality candidate through the hiring process. 

To win your battles, I would suggest that your best weapon is creativity.  To break people out of their status quo thinking, you’ll need to challenge their assumptions and help them see their careers from a new perspective.    

I ran across one example of this type of thinking earlier this week that I thought was worth sharing. 

This idea comes from Issie Lapowsky, a free-lance writer who discovered some research recently conducted by professors at Louisiana State University and Baylor University.  The research centers on the health benefits individuals experience by starting and managing a microbusiness (a business with less than five employees). 

By examining data from more than 3,000 counties in the United States, the researchers documented the number of microbusinesses per 10,000 residents in each county.  Then, they compared Center for Disease Control and Prevention health data to the same study groups.  

Their findings revealed a strong correlation between the health and well-being of citizens in those counties that had high percentages of microbusinesses.  More specifically, compared to national averages, mortality rates were up to 55% lower, obesity rates were up to 63% lower, and diabetes rates were up to 55% lower in those counties that had high numbers of microbusinesses. 

Check out the embedded info graphic to learn more (click on the graphic to see a larger version of the graphic):

Becoming a real estate agent is, in essence, starting and managing a microbusiness.  During an interview, the argument could be made that choosing an non-traditional career field like real estate leads to a lifestyle that is not only more financially advantageous, but also beneficial to a person’s health and physical well-being. 

This line of reasoning may sound a little crazy on the surface, but people spend billions of dollars each year trying to better their health.  And, many people are stuck in jobs that carry serious health risks (extensive travel, high stress, long commutes, sedentary work conditions, etc.).    

Could starting a microbusiness in the real estate industry be part of a healthy lifestyle that a candidate is striving to obtain?  Of course it could.  And, by successfully making this argument, you’ve moved the focus of the employment dialog away from the script the media so relentlessly repeats. 

This is just one example of how creativity is going to be necessary in order to increase our recruiting batting average.  I believe you should have four or five of these types of “alternative arguments” at your disposal when you’re talking with a candidate.  As you listen to a candidate’s story during the interview, be ready to creatively match non-traditional benefits to the candidate’s pain.  

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

5 Reasons You Need to Connect Face-to-Face with Your Clients

As I mentioned in our last discussion, Dave and I spent some time at a couple of national real estate conferences in March.  Each year, our company puts together a marketing and account management plan and there is usually some dialog among the partners concerning the benefit of such events. 

Attending a national conference means taking time away from our normal business activities, which produce the revenue for our company.  In addition, since no one in their right mind would schedule a spring time conference anywhere close to Seattle, there is the travel expense and inconvenience of uprooting for a few days to get to the conference location. 

So, why do we participate in these events?  Because we’ve come to the conclusion that there is an intrinsic value in connecting with our clients, face-to-face, as often as possible.  We’ve learned (in our business) that there is nothing that can replace this valuable interaction, and it’s worth the investment. 

Until recently, I thought this was something unique to our type of business.  But, as I’ve read more on this topic, I’ve found it is a common thread in the success of most companies.  And, I would suspect it is a necessity for a real estate manager as well. 

René Shimada Siegel, Founder of High Tech Connect, articulated some the benefits of face-to-face meetings in a recent article in Inc. Magazine.  Here is how she boiled down the topic: 

“No matter what industry we’re in, we’re all in the people business.  We’ll only be successful if we really get to know our customers and colleagues.  Many of my clients are so busy that they now prefer texting to even emails or calls.  

Skype, WebEx and audio calls are convenient and create the illusion we’re actually having a meeting -- but nothing beats the power of a truly personal, face-to-face connection.  What can you learn from an in-person meeting that you can’t from a virtual one?  

1. You're off the record.  Many of my clients work in cubes and can’t have private telephone conversations with me or anyone else.  This means that when I talk to them on the phone, I might not get to hear the most important information they can share:  the unique team dynamics, the executive’s personality quirks, etc.  Over sushi or a latte or a walk around the block, my clients can let me know more -- with more color -- than they can over the telephone or in an email.   
2. Make use of not-so-small talk.  Most business conversations are focused on solving a problem quickly and efficiently, while business relationships are built when people take the time to share and learn more about each other.  That happens more naturally in person than over the phone or in an email.  What cements a bond between people?  Small talk about a favorite team, passion for pecan pie, parenting challenges, and the other bits and pieces that make us unique and interesting.  
3. Make an impression.  I bought a new handbag.  It’s faux ostrich and it’s pink.  Really pink.  I’ve received compliments on it from every woman (and one man) I’ve met with in the past two weeks.  I had worried it was perhaps not professional enough for business.  But the style and color were bold, “spring-y” and made me smile.  Who knew my $60 knock-off handbag would be such a great conversation starter and deliver such a strong personal statement?  How do you do that over Skype?  
4. Read the body language.  Facial expressions often communicate so much more than words.  We host consultant coffees and invite a handful of independent consultants to our office in order to better understand the nuances of each professional in a relaxed setting.  We need to know what isn’t on the resume that makes each person unique.  In their eyes and in their body language, we can see confidence, empathy, fear, friendliness or sincerity.  That ability to “read” a candidate beyond their keywords is a huge competitive advantage for us.  
5. Learn where the action is.  I find out so much when I visit one of my clients in their office.  Is the lobby bright and inviting with recent accolades proudly displayed?  Do employees seem happy?  Is there free juice and healthy snacks in the cafeteria?  Brand new Herman Miller chairs in the conference room?  Is everyone moving in slow motion or is there a palpable buzz?  The environment speaks volumes and may factor into your business proposal or plan.  By understanding company dynamics, we can communicate more effectively to meet their needs.” 

As the use of technology continues to evolve in the real estate industry, don’t completely give in to the siren’s call.  Meeting with your agents face-to-face and encouraging them to meet with their clients face-to-face, is something that cannot be replaced.

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

What Mosquitoes Can Teach You About Recruiting

I’ve had the opportunity to attend a couple of national conferences in March, so I’ve been traveling more than normal.  During these times, I tend to be more of an eclectic reader.  Whether I’m waiting in the airport, sitting in a hotel lobby, or passing time while the plane climbs to 10,000 feet so computers can be used, there seems to be odd material that catches my eye, and I’m drawn in. 

One of the most interesting articles I read this week was on the progress that has been recently made in the fight to eradicate the world of malaria.  I know this may be a stretch, but I believe some of these new discoveries may also help you with recruiting.  Hang in there on this line of thought—I think you’ll enjoy it. 

As you probably know, malaria is a devastating disease that kills hundreds of thousands of people each year, and is primarily transmitted through mosquitoes.  This pesky little insect is a most difficult adversary because of its size, propensity to breed, and persistence.   

For years, the strategy for combating malaria-carrying mosquitoes has been the extensive use of spray-based insecticides.  This method is problematic because it’s difficult to get a mosquito to stay in one place so it can be sprayed.  In turn, there are lots of environmental problems and health side effects with “carpet-bombing” large geographies with high-powered insecticides. 

However, for many years, researchers have been stuck in the spray-based insecticide paradigm with the focus on finding ways to minimize collateral damage.  This has been frustrating work, and only incremental progress toward eradicating the disease has been achieved.  The large majority of scientists working on the problem were stuck—until recently. 

Enter the Bill and Melinda Gates Foundation... One of the foundation’s goals was to eradicate malaria, but to do so they quickly found they needed to challenge some of the basic assumptions that were restricting creativity.  More specifically, the researchers zeroed in on the belief that a mosquito needs blood in order to live. 

While this is true, it is only partially true.  It turns out that only female mosquitoes are cause for concern.  A mosquito “bite” is actually a process where the little pest injects two small tubes into its victim.  One tube delivers an enzyme that inhibits blood from clotting (this is what is left behind and causes itching) and the other tube sucks out the blood.  The borrowed blood is then used by the female to develop her eggs. 

So, why is this assumption that mosquitoes need blood in order to survive an erroneous assumption?  Because mosquitoes need blood in order to reproduce.  They need glucose (sugar) in order to survive.  Once researchers made this distinction, the creative juices started to flow. 

The strategy for insecticide use is now being inverted.  Instead of carpet-bombing with insecticide,  mosquitoes are “baited” with glucose stations.  The glucose containers in these stations are then laced with insecticide.  The mosquitoes kill themselves as they naturally respond to their most basic need. 

What’s even more interesting is that most of the research on this method was conducted more than 20 years ago.  The lead researchers were two medical entomologists from the Hebrew University in Jerusalem.  When asked why these methodologies were not used earlier, the professors said that no one had an interest, until the Gates Foundation got involved.  The rest of the world was blinded by the “blood needed to survive” paradigm. 

So, how does this apply to recruiting?  I believe that many hiring managers in the real estate industry think that real estate agents need money and broker-provided services in order to survive.  This belief leads to a focus on such things as commission-splits, feature/benefits checklists, technology platforms, and other such tit-for-tat items that often soak up the attention in a recruiting discussion. 

Of course, real estate agents need these things in order to grow their business (reproduce) and eventually flourish.  But, they don’t need these things in order to survive.

There is something more organic that you may have been missing… 

Real estate agents need relationships in order to survive.

Let that statement sink in.  If real estate agents are not able to develop and maintain a substantial set of credible professional and personal relationships, they will die.  No amount of broker provided services can compensate for this deficiency, and the best commission splits in the world will amount to nothing.  

Maybe a set of improved recruiting strategies (especially experienced agent recruiting strategies) will be hatched if this principle becomes your new starting point.  

Like the malaria researchers, you may find yourself with a renewed sense of creativity that lifts you above the most commonly used experienced agent recruiting strategies.  These ingrained strategies, I am often told by our clients, are producing diminished results and are very difficult to find the motivation to sustain. 

Most hiring managers still use a “carpet-bombing” approach of promotional activities with the hope to capture a few new recruits along the way.  The holy grail of recruiting is getting to a place where you can attract competitive agents to your business.  Even a mosquito can’t resist this!

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

3 Tips to Become a Better Speaker

Most of you who read our blog are frequently called on to speak to an audience.  Whether it's the agents you supervise and train, or the company you run, you’re called to motivate people through your words and what you have to say.

I speak to groups, both large and small, fairly often and must confess that I frequently trap myself with the erroneous idea that I have to convey as much information as possible with what little time I’ve been given.  When I fall into this trap, things don’t go well.  Often times, when I have little time to prepare, I force myself to drill down to a central truth and wind up driving home knowledge in a more inspiring way.

This faulty strategy of public speaking is exposed in a recent article by Daniel Pink, where Pink offers up three tips to help us better prepare for our TED presentations.  While few of us aspire to speak publicly at this level, the tips Pink discusses offer a much better alternative for all of us, regardless of the level of public speaking we do:

"1. Prepare . . . but not too much.

These days, very few TED speakers arrive unprepared and just try to wing their presentations.  That’s great.  Preparing is a sign of respect for your audience — and the only way to wrangle your ideas inside an 18- or 9-minute fence.  But lately I’ve seen a handful of people who were too prepared and too rehearsed.  Their presentations were so heavily shellacked that they seemed inauthentic; their ideas suffocated under all that varnish.  Remember:  Human beings, despite their imperfections (and sometimes because of their imperfections), are far more persuasive than expertly-tuned presentation robots.

2. Say something important.

There’s a big difference between saying some important things and saying something important.  Your goal isn’t to demonstrate how much you know or to catalog your many insights, but to leave the audience with one idea to ponder — or better, one step to take.   When people hear some important things, their heads nod.  When they hear something important, their souls stir, their brains engage, and their bodies prepare to act.

3. Say it like yourself.

Don’t mimic someone else’s style or conform to what you think is a particular 'TED way' of presenting.  That’s boring, banal, and backward.  Don’t try to be the next Ken Robinson or the next Jill Bolte Taylor.  Be the first you."

Keep the above tips in mind the next time you speak to a group, and please let me know how it goes...

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

Burgers and Fish: The Meat of your Business

Here in Seattle, we’ve been enduring a very rough winter that seems to have no end in sight.  I am currently watching snow fall as I write this.  One of the primary reasons for my impatience for a warm spring is the continued delayed chance to visit my two favorite places in Seattle:  Dick's Burgers and Pike Place Fish Market.  (Be patient and you’ll learn why this relates to your company and office...)

It occurred to me that I am certainly not the only one who has aligned my allegiance to both of these establishments.  Not only does nearly every Seattleite venture to both Dick's and Pike Place Fish Market, but so does the rest of the world.  You might not have heard about Dick's, but most visitors venture there for lunch or dinner, as steered by the natives.  Dick's is so Iconic that Sir Mix-a-Lot refers to Dick's on his song “Posse on Broadway,” Jennifer Aniston can be seen holding a Dick's bag on “Love Happens,” and in the song “Little Indian Princess,” the band, The Presidents of the United States, mentions wanting to "spend my loose change on a fist-sized ice cream cone at Dick's." 

Here are two companies where innovation will not be found among any of their company values.  Here is what Wikipedia says about Dick's:

“The simple menu has changed little over time.  It features fast-food staples, such as hamburgers, hand-cut french fries, and individually made milkshakes.  Dick's is particularly well known for the "Dick's Special," which includes lettuce, mayonnaise, and chopped pickles; and the "Dick's Deluxe," a quarter-pound version of the Special, with cheese.  Cashiers do not accept variations on the burger's preparation, or omissions such as asking for the burger without lettuce, but will serve the Deluxe without cheese.  Of the six locations, all but the Queen Anne location are without customer seating.  Each Dick's location only accepts cash; there are no ways to use electronic forms of payment.”

The Pike Place Market's flying fish counter is similar.  This is a business that brings in fresh ice and fish every day, cleans the fish, keeps ice on them all day, sets up the presentation, and cleans up every night, seven days a week, 365 days per year.  It’s a pretty simple business, and could be boring.  How do they maintain their focus?

How do both of these “boring” businesses keep people coming back?  Sure, for the Fish Market, it might have something to do with the entertainment inherent in throwing the fish across the heads of innocent bystanders, but I believe it is much more than this. 

I have had the pleasure of meeting and listening to the founder of Dick's, Dick Spady, tell his story.  One of the key features of his character that shines through in all that he says is his tenacious adherence to a specific way of doing business...“The right way, every day.”  He is so adamant about work ethic among employees, for example, that when employees call in sick, he personally calls each to ask how they are doing.  He then tells them how much they are needed for “our” organization to continue the great tradition of delivering thousands of burgers each day with a smile to eager customers.  

You’d think that employees would not appreciate that kind of accountability, but that's not the case.  I once met an ex-employee of Dick's who had a “Dick's” tattoo on her upper arm in memory of “the greatest place [she] ever worked.” 

To me, these icons of Seattle are great reminders of what great businesses are made of:  Visions and values that are engrained, not only in the beliefs, but more importantly in the behavior of each of its team members.  So what does your business or your office believe in?  Does that translate to every customer experience?  Do you hold people accountable to the company beliefs? 

“We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly.”  -Aristotle

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Editor's Note: This article was written by Dr. David Mashburn. Dave is a Clinical and Consulting Psychologist, a Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.

UNDERSTANDING THE PINTEREST PHENOMENON—Part 2

So, have you had a chance to check out Pinterest?  If you’re like a lot people, maybe you got sucked in and spent more time on the site than you intended! 

To finish up the discussion we started last week, I’ll restate the question that I left unanswered: 

How can the Pinterest insights be used in your business? 

First, I’m not suggesting that your company establish a Pinterest account and start trying to use this avenue to accomplish various business objectives (marketing, recruiting, band building, etc.).  Instead, I’m proposing that we try to learn from their methodologies.   

I know that most real estate companies are already participating in various social networking initiatives.  Much of the involvement is early stage and there is much to learn as we all try to make these venues produce results.  So, what has Pinterest figured out, and how can you apply some of the lessons to your social networking efforts? 

Here are some ideas that came to mind as I pondered this question. 

1.  There is a difference between congregating around interest and congregating around relationship. 

Pinterest teaches us that there can be an appropriate (and sometimes necessary) separation between my interests and my relationships.  The personal nature of information that I share with family and friends is not interesting to most people.  

People seem to open up a little more on-line when they are communicating about their interests.  In doing so, there is more diversity in the types of people who can connect around a topic of shared interest.   

2.  Business more naturally connects with interest. 

You’ve probably heard the old saying:  People hate to be sold, but love to buy.  When there is a common interest that a group of people congregate around, it is natural for people to talk about the products and services they use to support that interest. 

However, it’s usually awkward to first have a relationship with someone based on a personal connection (ex. alumni of the same high school), and then have a conversation about a product or service.  I’m not saying that this never happens, but it quickly raises on-line privacy concerns for most people; Many people feel that a relational interest is being contrived for a business objective.  

3.  People are drawn to pictures.   

Pinterest didn’t discover this phenomenon, but they’ve certainly mastered its application.  There is something magnetic about an interesting picture. 

For example, one of my business partners has a 24-year old daughter who lives in New York City and works for a publishing company.  Now, I’m not overly interested in the publishing industry or the daily life of a young female who lives on the other side of the country.  But, this young woman takes incredible pictures. 

She writes a blog about what she calls her wonderful adventure in New York City.  My wife and I will occasionally pop on her blog with the purpose of seeing what cool pictures Heather has posted this week.  There is something very captivating about a person who has a passion and captures it with pictures. 

4.  Facebook and Twitter may get you where you want to go. 

There is a bunch of discussion among real estate companies in the last year or so about using Facebook and Twitter as avenues for promoting business interests.  The thought is that they are the largest and most prominent social networks, so it only makes sense to attempt to leverage their large membership bases. 

Pinterest may be teaching us something different—it is a social networking site that does just one thing really well.  For many real estate companies, it may be worth considering this idea as well.     

Can you really successfully compete in the Facebook arena, or would it make more sense to consider some less prominent social networking sites, or even create your own network?  For example, the music industry has largely benefited from the second of these options.  

Bottom line:  There is a lot left to learn when it comes to on-line social networking.  When a site like Pinterest scores a huge hit, it’s worth paying attention and trying to figure out what they’ve discovered.   

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Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.