WorkPuzzle

Attracting Younger Agents: Part 3

In the last edition I summarized comments from several of you regarding the dilemma of whether to concentrate efforts on hiring older (38+ yrs) or younger (21-35 yrs) agents.  Everyone agrees that there needs to be diversity in age represented, but there are definitely strong opinions that are approximately split down the middle, with a slight edge in the favor of focusing most of one's efforts on younger agents. 

Being a relatively new observer of this industry (five years), I may need your help deciphering the core logic behind these stances, but let me take a whack at it...

Much of the discussion may hinge on the differences in the model pertaining to the actual work of the agent. That is: What makes someone successful?  This difference can be deeply ingrained (perhaps rightfully so) and represents the historic culture of the organization; including the hiring, the training, the tools, the systems, the managers, and perhaps even the expectations, as well as the culture of your region.

One side can be described as the more traditional model.  The traditional model is clearly a networking strategy.  The networking strategy relies heavily on the circle of influence, and as such, requires that agents have a large circle of influence with individuals who want to buy or sell homes.  An extension of this belief is that the optimum age preference for this group would probably be 35-55.  The further belief, is that from within this group, it is much easier to choose a top performer, as they come with a proven track record of success or have raised their children well, while coaching soccer, running the PTA and serving on their local church board of elders.

The other side is focused on developing and training new talent.  This side appears to want to simultaneously shape the younger talent into the habits around systems that they want to instill, while encouraging this group to connect with their generation in ways that are innovative and fits their style and geographic region.  This side wants to capitalize on the e-lead innovations and social network strategies.

Both models, if executed with clear dedication, probably work well.  But, in my opinion, we must consider the home buyer.  What do they want?  What a home buyer wants in the Midwest may be different than what a home buyer wants on the west coast.  I know, when we studied a company in Seattle, there were clearly both types of agents working:  Traditional and E-Lead. The CCI assessment captured and defined both profiles among their top performers.  This market demanded both.

But, what if we assume for a moment (as some do), that buyers want to deal with someone in their age bracket?

Here are some facts from the American Housing Survey (AHS):

• The typical age of home buyers has remained at 39 years of age since 2007.
• However, when looking closer there are differences among first-time home buyers and repeat home buyers.
• The age of first-time home buyers fluctuates with household affordability.  From 2003 to 2006, during the housing boom, younger buyers had a more difficult time entering the market and the typical age rose to 32.  In 2007, the typical age of first-time home buyers fell to 31, and from 2008 to 2010 the typical age has remained at 30.
• Among repeat buyers the story is different.  When many markets became buyer’s markets, current home owners stayed in their homes longer, putting off selling and moving to a different home.  This affected not only tenure in home, but the typical age of repeat buyers.  Repeat buyers increased in age steadily on an annual basis from 41 in 2001 to 49 in 2010. 

The youthful section of this chart seems to dictate that at the very least one should seriously consider hiring a representative sample of younger agents.  In fact the "median" never really tells the story like the average does.  Dig deeper and you find that two-thirds of the first time householders were under age 35 while less than 5 percent of these householders were over age 55.

But here is another thought. Allow me to kick around an idea... What if there is an entirely different model for training the next generation of agents?  What if there is a model where age doesn't matter...where only talent, eagerness, willingness to learn, motivation and execution matter?  I have a 26 year old son who sells in an industry where he is calling on and selling to much older adults.  In addition, one of his 28 year old friends sells business insurance.  Both young men are very successful, selling to much older adults.  The list can go on... Pharmaceutical sales people are usually young and call on doctors, who may be much older. 

Or consider 25 year old Josh Flagg and his young, very successful Realtor buddies who are featured in "Million Dollar Listing" on the Bravo network.  He can't relying solely on circle of influence.

Why does the Real Estate Industry generally ignore this age group?

One of the complaints that has been shared with me regarding hiring younger people is that they have no savings to rely on to get them through the first few months.  The argument is that, "Older adults have more financial stability to get started."  They say, "There isn't a proven track record..."

But, where older adults also have a mortgage, insurance, car payments, kids to support, and expensive habits, young people have little of this, young people can live with their parents or don't mind living in a dump to get by temporarily.  Historically, in most professions outside of real estate, young people have more tolerance for risk, more energy and motivation, fewer fears, and need less security.

These are just thoughts that were stirred up from the discussion.  But I urge you to be thinking about the following:  Is there something about the traditional real estate mentality that seems to miss out on capturing the imagination of this group?  Is there something about the average real estate manager that doesn't appeal to the best and brightest young people?

Here is my usual and customary belief about all industries:  The brightest talent does exist in all age groups.  And when you get them, they'll succeed.  The question is... are you set up to attract and keep them?

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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.

Attracting Younger Agents: Part 2

In the last edition, titled "Three Timeless Time Management Ideas," you might have noticed that the video was not related to the topic.  I apologize.  Please refer back to WorkPuzzle.com to see the video originally intended.

Now back to today's subject:  Responses to Appealing To Younger Agents, Part 1 (posted a week ago) generated stronger opinions than I've seen from any previous blog entry that I can recall.  All the feedback I've received comes from industry professionals who've witnessed the evolution of the real estate industry, far before I dipped my toe into the mix.  It certainly seems to be a topic of interest and worthy of serious discussion.

The responses seem to be split down the middle.  One group believes that recruiting a younger candidate mix must be taken very seriously, and actively pursued.  The other side makes a credible argument for continuing the way the industry always has...sticking to primarily recruiting and hiring older (38+ yr olds) candidates. 

  Let's first consider the second group.  Here's the well thought out argument: Real estate has traditionally attracted people in their second careers, or individuals whose spouses have a steady income and who already have school-aged children.  This population has garnered a network of friends, has a history of success, and doesn't need as much hand holding to get things moving.  Scott Nelson (CEO of Comey and Shepherd in Cincinnati) referred to this as "..relying on fundamental human behavior rather than embracing a so-called trend too quickly."  Having witnessed the real estate industry first hand since he was a child, he says, "My belief in business is that we can make as many mistakes by moving too slowly to embrace new things as we can by moving too fast."

Additionally, this camp is also concerned about younger people having the financial means to begin a full-commission sales job.  Many believe that the older, more experienced agents, have the means and motivation to work well in the industry.

On the flip side, others believe that hiring younger people should be a top priority in order to fill in the gap that was left when the easy money dried up.  Easy money in the last real estate "up" cycle, they argue, attracted non-committed younger people who weren't really in it to do good work.  The veterans hung in there and as a result the age average shot up as the less effective bailed in droves.

These people believe that younger people are attracted to working in a more mobile way, either from home or from Starbucks, and want to come into an office less often.  Ironically, despite the need for mobility, some in this group believe that younger people like to work in teams and with more reciprocal work, rather than as lone rangers.

Rod Eller of Prudential Carolinas actually introduced us to some of his younger agents (approximately early 30's).  The agents in this cohort, he says, have been some of the most productive since last November.  He says, "It seems the older agents almost packed up shop over the winter.  Most of the production has come from the younger...and newer agents in the last four months." 

Another thoughtful response I received is that, "Younger agents are looking for a blend of the old with the new, and a culture that gives them flexibility and understanding.  They want a manager and company that teaches them how to sell, but shows them that there's no bad way to generate a lead - go ahead and use technology or old fashioned shoe leather - as long as you are generating!"  This person goes on to say, "I found the younger agents are also attracted to stability.  They may be willing to take a risk getting into this business, IF they know that other young agents are finding success in your company ahead of them."

Before I elaborate on my thoughts, let me first describe what has stood out to me most in the above responses:  It is apparent that what counts most is a having a thoughtful and somewhat definite philosophy, and a plan.  Only then can you execute and maintain your position as a dominant player in your market.  If you operate your plan while knowing the trends and carefully weighing all alternatives, you'll probably be in good shape.

I know that I promised you my thoughts about this, but addressing them today will make this blog twice as long as it usually is, so I'll chime in next edition.  Having read the varying opinions, appearing to be sliced down the middle, it's going to take me a few days to digest it all and deliver some independent thoughts.  In the meantime, be sure to write me if you have anything additional to add.  Thanks for your responses - They have been very helpful!

Editor's Note:  A correction was made to the video segment of our previous blog posting.  To revisit the article, please go to http://www.workpuzzle.com/workpuzzle/2011/03/three-timeless-time-management-ideas.html

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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.

Three Timeless Time Management Ideas

I know that many of you are expecting another blog about "attracting younger agents," but I am waiting for more responses to my call for input first.  I'll follow up next time...

For some reason, I have had difficulty prioritizing my time to get the most out of the last few weeks.  Over the past couple of years, I have used several systems to help with this, but occasionally I feel the need to find something new to help me organize and shake things up a bit.  I'll share with you an old system that I have used in the past, and two new ones I came across this past week in my blog reading (one from Dan Foster's blog).

The old system is modeled after Steven Covey's book- First Things First.  It is based on a simple four quadrant matrix where you have to categorize "Urgent" vs. "Non-Urgent" tasks, and "Important" vs. "Non-Important" tasks.

The Urgent/Important tasks of the week go straight to the top of your to-do list.  These are the tasks that are not only very important to you, but should be done now (or regularly).  These are the tasks that impact your life or your business greatly.  This list should include activities that build and drive your values, your family, and your business.  These are the items that will define you in the future.

The Non-Urgent/Important tasks are those that are equally valuable, but can wait, and don't have to be done regularly.  More on this later...

The Urgent/Non-Important tasks are those that may appear to beckon your attention, yet don't come close to competing with the "important" tasks.  These tasks can be difficult to determine.  They may be the fires that people bring you that perhaps distract you from the real work to be done.  For real estate managers, they might be some of the deal doctoring that could be delegated to someone else, freeing you to do the work that impacts the bottom line, like recruiting.

And lastly the Non-Urgent/Non-Important tasks are those that should be dropped off your list.  Last week I was on the verge of beginning a task that might have ended up being a daily series of these blogs, only on Twitter.  Now, for some, Twitter may fit into a more important or urgent category (or both)...perhaps it is their way of connecting with their young audience or marketing their services.  But, after reading that only 1% of Americans are using Twitter and that most of them are under the age of 30...for me, it doesn't make sense.  For others, it might.  Just make sure it does!  And when it does, where does it fit in the above categories?

And now for the new systems... The first one comes from CEO, Scott Belsky, who reminds us that with most priority systems, like the one above, we can easily exclude the most important priority:  Finding Adequate time to invest in thinking creatively about the future.  Watch this video for insight into this often forgotten practice.

Scott Belsky: Is It Urgent, Or Is It Important? from 99% on Vimeo.

This next system is shared by Dan Foster, Manager at Prudential NW in Portland.  His system takes more time, but may be worth the work.

Track how you spend your time.  Spend 3-5 days recording everything you do in 15 minute increments.  Sounds terrible, and to be honest, it is.  Stick with it though.

1. Identify your high and low payoff activities.  From your list, assess each of your activities and identify them as either HIGH PAYOFF or LOW PAYOFF.  You should have anywhere from 3-7 high payoff activities, depending on your role with your company.
2. Create your perfect week.  Take a blank weekly calendar and write out your perfect schedule for a week.
3. Delegate the low payoff activities.  Assemble the activities that did not make it into your perfect week and that you consider low-payoff activities and delegate them to someone else.
4. Communicate your schedule.  It is extremely important that you let your clients, team, and family know about your new schedule and priority management plan.  People will respect your time if they see you value it.  Post your schedule, the hours you are available, and when you are completely unavailable.
5. Practice delivering solution based “No” responses.  My high payoff activities become non-negotiable appointments on my calendar.  If someone wants to meet during the time I have a high payoff activity scheduled, I tell them “No, I can’t meet with you then, but I can at ________ or at ________.  Which of these two times works best for you?”  This is a solution based “No” response and people prefer it to a simple “No, I can’t,” or “No, I’m busy then."
6. Review your plan.  Your new plan should be reviewed daily for the first 30 days.  After that, a weekly review is ideal.  Shift activities to different time slots if needed during this review.  Assess your energy level at certain times of the day and determine what level is required for you to deliver maximum results.  Make adjustments and re-engage the next week.

There is value and wisdom in using various systems and integrating them as they make sense and as your business evolves.  I have already performed a review of my own calendar and to-do list...now it's your turn!

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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.

Appealing to Younger Agents

A recent Real Trends article hammered home what many of us have suspected for quite some time...that the real estate agent population is aging.  In their article "Younger Sales Professionals Leaving the Industry in Droves" they go a step further, telling us that, not only are they difficult to attract, but that these younger agents are also difficult to retain:

"When viewed only by median age, the change has not seemed severe:  The median age went from 52 (in 2004) to 51 (in 2006) to 54 (in 2009).  This is noticeable, but most haven’t seemed to react too much over it (though it’s hard not to note that in the recent three-year period the median age increased by three years, which essentially says that the whole group just stayed the same and aged together – this alone is revealing).  

Based on our calculations, the number of sales professionals under the age of 35 has dropped from 149,000 to 101,000 (down 32%).  Over the same period, the number of sales professionals 35 to 44 has dropped from 272,000 to 156,000 (43% down); those 45 to 54 have dropped from 407,000 to 301,000 (26% down).  At the same time, the 55-and-over group has virtually held steady (going from 557,000 to 545,000).  In other words, we lost 164,000 Gen X’ers and Millennials in a three-year period (nearly 40% of what they were)."  (Real Trends Volume March 2011, XXV, Number 3)

Their explanation of this trend is fairly straight forward and I believe it is right on target.  They say:

"If we focus on the 35 to 44 group, which represented 20% of the total agent population in both 2004 and 2006 but only 14% today, we know that this generation had never experienced a down market before this one (after all, they were all in their thirties five years ago, and age 25 to 34 a decade ago).  It would seem that this group hit the wall and struggled to make ends meet just as they were moving to an age when one normally settles down and focuses on a long-term career.  They were brought into the business at a time when the industry was largely focused, from NAR right down through the individual brokerages, on expanding rosters to higher profits by recruiting, recruiting, and recruiting.  With some exceptions, similar energies were generally not put into training during this time.  Bad habits were formed, “easy money” was made by many thanks to a booming market, and too little was done to prepare for a shifting weather pattern.  When the downturn in the housing market went from bad to historic, it’s no wonder that many in this generation were not prepared to handle the jolt."

Real Trends' solution to the problems, however, seems a bit short-sided to me.  They recommend bringing younger candidates into today's rental market.  Not a entirely bad idea, but, I see the problem of attracting and retaining young talent to be much more complex than that very simple solution.

Before publishing some of my own thoughts about this trend, I would greatly appreciate hearing from some of our readers.  So, in the next day or so, please let me know what you think.  In the meantime, I'll write my thoughts out...and I'll be ready to add yours in the next edition.

You can send them by email or respond to this blog.  Thanks!

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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.

Social Networking and Recruiting: 7 Guidelines for What to Share on Facebook

Yesterday, I pointed out that sharing too much in your social networks (quantity) is annoying to those who interact with you online.  It is a good way to get relegated to the spam box or simply turned off.  It is better to thoughtfully select the things you share (quality), and post less often.

The risk of taking this approach is that you may come across as shallow or having an agenda that is self-serving.  Having a clear focus can produce its own set of casualties. This is the classic problem with politics, advertising, marketing, branding, social media and recruiting.  Is there a middle ground that is just right?  I think so, and that place is called authenticity.

To help us understand authenticity, I'd like to share part of an article written by Heather Bussing.  Heather is an employment and business attorney who recently wrote Does Authenticity Make My Butt Look Big? In the article, she lays out some very helpful guidelines regarding what is appropriate to share professionally in social networks:

"I’ve been listening to sessions on employment branding at the Tru London conference.  The overall consensus is that companies should be more 'authentic'  But what does that really mean?  And how do you do it?  Asking yourself if you are being authentic enough is like asking if your what you're wearing makes your butt look big.  The questions are equally narcissistic and no one is going to tell you the truth.  (By the way, transparency always makes your butt look big.) 

 
To work on being more 'authentic' is to preclude the very possibility of authenticity.  Authenticity is not a destination.  It’s part of the sweat you work up taking a good hard run at life.  There is no way to 'be' authentic.  Authenticity is inherent in just being.  This is because being authentic is just being yourself.  If you are comfortable in your own skin, you will be authentic without trying.

For some, being authentic means revealing personal information.  For others, it means demonstrating their quirks and foibles to seem more human.  Still others want to be clearer in their communications and say exactly what they mean.  These things don’t always work, nor do they demonstrate authenticity.  The whole point of authenticity is credibility.  When we say someone is authentic it means that they are not fake, they are true and you can believe them.  As Jean Giraudeaux once said:

'The secret of success is sincerity.  Once you can fake that you’ve got it made.'

But,the reverse is also true:

'A little sincerity is a dangerous thing, and a great deal of it is absolutely fatal'            - Oscar Wilde.
 
So the key is to be yourself but stay focused on your purpose, audience and topic.  Here are some practical tips I’ve learned as a trial lawyer on where to draw the line with your genuine, sincere, authenticity:

1. Avoid TMI:  Too Much Information is not the same as being authentic.  People don’t want to know about your medical conditions, particularly anything involving a rash or oozing.  They also don’t want to know about the toilet training of your children, how you cured smelly feet or other such personal information.
2. Avoid Public Heartfelt Disclosures:  It absolutely works in private and is essential to close relationships.  Most people are really uncomfortable with that level of disclosure with people they don’t know.  So avoid public discussion in business or professional settings of the epiphanies you had in therapy, church, a personal discussion with your spouse, or any combination thereof.
3. Self deprecation only works if it’s funny.  Irony doesn’t come through in writing unless you are a really talented writer with room for context.  Even adding an emoticon just doesn’t cut it.  If you say, 'I’m such an idiot,'  people will just think you’re an idiot.  On the other hand, you can push the line a lot farther if it’s funny.
4. Be your 'professional' self.  Put things out there you would share with a new boss or colleague.  If it’s someone who would get less than 70% on your Facebook How well do you know me quiz, it’s probably TMI.
5. Do not post anything online out of anger, fear, after more than one drink, or after 10 pm, whichever comes first.
6. Righteous indignation, no matter how passionate and heartfelt, always comes off closer to raving lunatic.
7. If you are uncomfortable, you’ll never pull it off.  Don’t even try to overcome it.  So just be uncomfortable and move on.  It will pass as soon as you let it.

The real key to communicating authentically is understanding what you are saying really well, then saying it as clearly and simply as possible.  This takes a lot more work and a lot more time than knocking off a few lines at the keyboard or flying by the seat of your pants.  It often requires editing, polishing, feedback and rethinking—all things that are often absent in online publishing."  

Bottom line:  Authenticity is both knowing what you are talking about and saying it really well.  The power of social networks--as a viable recruiting and business tool--will not be realized until we learn this lesson.

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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.

Social Networking and Recruiting: Stop the Social Vomiting

Dave and I had the opportunity to attend two national real estate conferences last week in San Diego and Las Vegas.  While we attempt to stay connected with our clients year-round, there is nothing that replaces making the personal, face-to-face connections that happen at these types of venues.

I'm always amazed at how much we learn by talking with those who run businesses on a day-to-day basis.  The school of real life is a relentless taskmaster, but a faithful teacher of truth.  Gleaning these truths from our interactions and passing them on to those who read WorkPuzzle is one of the things I enjoy most about my job.

One area that remains to be of keen interest among many owners and first level managers is the topic of social networking as it applies to recruiting.  It would seem that this arena has so much potential, but the benefits have been very difficult to capture, measure, and scale.  We're really in the infancy of how social networking can be used to benefit the recruiting process.

Of course, the only way to learn is to experiment.  And many of these "experiments" have produced disasterous results.  In fact, there is a trend emerging where candidates are pushing back on clumsy attempts to use social networking for recruiting.  I've read several articles in the last week or so on what NOT to do when trying to promote your employment brand and recruit in the social networking arena. 

One of the best articles was written by Kathy Rapp, the Managing Director of hrQ.  Kathy recently took three months of maternity leave and was able to use that time to be a third party observer of the social networking state of affairs.  Here is what she noticed:

"I can't tell you how many people I've now hidden or turned-off because of the immense amount of social vomiting they do on a daily basis.  You know what I'm talking about.  There were those who continuously self-promote; those who posted every semi-humorous you-tube video of commercials, bands or cats; or those who simply retweeted everything they could without a single comment as to why I should take time to click on the link.

On the flip side were people who were extremely thoughtful in their posts, blogs or commentary.  Those who produced informative reads or insights that made me want to learn more.  I really, really came to appreciate the QUALITY of the communication.

When you are trying to establish your personal brand, company presence, networking reach, or just responding to a post, remember quality over quantity.  While I may know your name because of the number of tweets you are tied to, if I associate your name with 'annoying' I doubt it is the message you want to deliver.

An example of a company that gets the quality concept: HomeAway.  Two years ago they jumped off a big cliff and produced a Super Bowl ad with the much talked about return of Clark and the Griswold family.  This year, it was the introduction of the Ministry of Detourism.

They've tiptoed into other social media realms, and as such whenever I see the clever blue birdhouse, I tend to read what has been posted.  Excellent example of company branding that emphasizes quality communication over quantity, which also happens to be one of the concepts they are selling to their customers."

Take an inventory of what you're sharing on your social networks.  Are you guilty of a little "social vomiting" of your own?  I hope not, but it sometimes is difficult to tell what's inappropriate to share.  It's a little like trying to figure out if you have bad breath--you may not be able to tell, and others are uncomfortable letting you know.  Next time, I'll cover some guidelines on what is appropriate to share and how you can turn your social network into a professional asset. 

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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.

An Assignment to Daydream

Over the past two weeks, I have come to an interesting conclusion...and here it is:  Daydreaming works.
 
I stumbled onto this phenomenon somewhat randomly.  You see, I tend to be one of those people who is typically DOING something...all of the time.  And if I'm not doing something, I'm listening to something, or reading something, or emailing someone, or, oh yeah...skiing.  Does this sound familiar?  Many of us who tend to be driven, and entrepreneurial by nature, are like this.

Two weeks ago, I decided to turn off my radio indefinitely while driving in the car.  However, my initial purpose for this radio boycott project wasn't to daydream, rather it was to be more mindful about strengthening my prayer life.  I figured that the time that I wasted in the car could be spent in prayer instead of mindless Classic Rock. 

But, as we all know, the mind has the propensity to drift.  For the first few days of the exercise, I attempted to fight this off and stick to the plan.  However, on the third or fourth day, I decided to let my mind wander and see what happened.  The result?  I ended up developing and further perfecting some interesting ideas for our business at Tidemark.  While these ideas may not be earth-shattering, they have certainly helped to make my work this week more purposeful and productive.  Having had this experience, I decided to do some investigating on the subject of daydreaming, and turned up a great deal of research on the topic.

Amy Fries writes (Psychology Today):

"Admit it.  When do you get your best ideas?  When you're sitting at your desk striving for an answer, or when you're doing something off-task like driving, walking, or puttering around the house?

On the surface, daydreaming seems like the antithesis of 'work,' yet it's truly at the core of our most important type of productivity--creative problem-solving.  That's why some of the most innovative companies in the world feature programs that give key employees the time and space to think creatively, i.e. daydream--Google offers a 20% program, 3M has a 15% program, and Gore & Associates (Gore-Tex, etc.) features 'dabble time.'  All three companies credit these programs as the source of their most successful products.

While many of us can see the relationship between daydreaming and creativity in the arts and even science, we've been slower to come around to its usefulness in business.  Say the word 'visionary' however, and we understand how having a vision--a mental image or plan--can help someone start a breakthrough company or service.

Yes, I know.  All the work and focus must follow to have an idea come to fruition.  But the original idea and the motivation to fulfill that idea are birthed in a daydreaming state, and we do our most creative problem-solving when the mind wanders.  While daydreaming, we can:

1. Envision - Model and simulate in our mind's eye 
2. Think uncensored thoughts - Necessary for originality
3. Free associate - Make random connections and come up with novel solutions
4. Tap into the most complex regions of the brain "

Amy goes on to say that encouraging your team to be creative and daydream starts with the way you talk to your team:

• "Ask 'what if' questions and encourage speculative thinking.
• Accept risk and a certain amount of failure.  I believe it was Edison who said 'to have one good idea, have a lot of them.'
• Provide a forum for idea sharing and give feedback. 
• Get rid of your old-school ideas about daydreaming, and start doing it. Go ahead--I'm giving you permission.  Among the many benefits of daydreaming-it's fun, and we can all use some of that."

I'll go out on a limb and say that it will be the teams who exercise the most creativity in all of their key strategies, who will begin or continue to dominate their market...not to mention, be more fun to work for.

And in case your concerned...yes, I am still praying too.

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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.

The Case Against Passion

There are two frequently used words that tend to make my blood boil:  (1) issues, as in, "She is dealing with some issues;" and (2) passion, as in, "Pursue your passion."  Now, it's not that I never say these words, but, because they are overused, they have almost lost their meaning.  This is especially true when it comes to the way the concept of "passion" is used to find one's calling in life.

A great deal of the obsession around the concept of passion has to do with America's obsession with being happy.  If you haven't figured it out by reading my articles by now, I'll tell you that the science is fairly clear:  The happiest people are not the ones who are actively pursuing happiness.  They receive it as a bi-product of doing the right things every day to build a life of meaning and purpose, contributing towards something much greater than themselves.

Why is this topic important to a recruiter?  Read the following words from Daniel Pink's recent article "Think Tank: Ever Felt Like Your Job Isn't What You Were Born To Do?  You're Not Alone, And You'll See Why."

"When we find ourselves in the midst of a career change or feel a dull sense that what we're doing now isn't what we should be doing forever, our friends and families – along with every mentor, advisor, and consultant – will smile knowingly, lean in tenderly, and pose this question:  Tell me, what's your passion?  The idea is that if we simply acknowledge what fires our soul, if we just pull out our metaphysical arthroscope and examine our hearts, the path will reveal itself.  With a voice that quavers in expectation and an inflection that italicises the final word – they ask us again, 'What's your passion?'

Ladies and gentlemen, I detest that question.

When someone poses it to me, my innards tighten.  My vocabulary becomes a palette of aahs and ums.  My chest wells with the urge to flee.

Oh my.  The answer better be amazing – not some fumbling, feeble reply.  But I know the responses I've formed in my head aren't especially good.  Worse, they're probably not even accurate.  And I'm not alone.

So, as the economy comes back, and people begin pondering new opportunities, maybe we can take a break from this daunting and distracting question and ask a far more productive, one:  What do you do?

I learned the wisdom of this alternative from Gretchen Rubin, who lives and works in New York City.  After graduating from law school in the early 1990s, Rubin served as a law clerk for the US Supreme Court.  This job is perhaps the sweetest plum in the American legal orchard.  It practically guarantees a career of high-level positions in law firms and government.

But during her stint, Rubin's eyes wandered away from the law.

'When I had free time, I never wanted to talk about cases or read law journals, the way my fellow clerks did.  Instead, I spent hours reading, taking notes and writing my observations about the worldly passions – power, money, fame and sex,' Rubin says.

'Finally, I realized -- Hey, I'm writing a book.  And it dawned on me that some people write books for a living.  This project didn't have to be my hobby; it could be my job.'

She wrote her first book – Power Money Fame Sex:  A User's Guide – and soon she realized that she wasn't a lawyer.  She was a writer.  Now she has four books to her name, including her latest, The Happiness Project.

Rubin might have felt an occasional bolt of passion while writing.  But that didn't offer much guidance.  Instead, she took a step back and watched what she did.

Emma Jones is the founder of Enterprise Nation, a London company that supports small businesses.  She has discovered that people who notice what they do when nobody is watching them, or even paying them, often end up as entrepreneurs.

As it happens, I can testify to the power of de-emphasizing passion and re-emphasizing doing.  Beginning about two decades ago, I worked in some very demanding, intensely stressful jobs in American politics and government. But throughout – on the side, usually for no money – I wrote magazine articles about business and work, and formulated ideas for books.  At one level, it was foolish.  I lost sleep, sacrificed leisure, and probably distracted myself from my paid employment.

But after many years, it finally hit me:  This – not politics – is what I did.  And now, as a result, that's what I do.

Am I passionate about it?  Sure, I guess.  Maybe.  Some days.  But passion isn't something I much ponder.  I'm too busy doing what I do."

Having pondered the above, do you have any ideas how your interviews might change in the future?  Certainly don't throw candidates out of your office for using the word "passion."  But, do drill down more thoroughly on how the candidates spend their free time.  They may not even think to tell you much of the really interesting stuff...stuff like: "I basically like talking to my friends 24/7 and have about 1,000 phone numbers of people I stay in contact with..." or ... "I spend a great deal of time on the computer, following stories, stats, information..."

In either case, you can use that information to better coach those candidates on how to turn what they do into a more personally derived business plan that resonates with what they already do, naturally.

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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.

Curiosity: Three Ways to Refresh Your Outlook as a Leader

While reviewing a recent blog entry by Daniel Pink, I stumbled across the work of Dr. Todd Kashdan, a professor at George Mason University.  Dr. Kashdan is the Director of the Laboratory for the Study of Social Anxiety, Character Strengths, and Related Phenomena.

I know that’s kind of a mouthful (how would you like to introduce yourself at a party with this as your job title?), so here is some more detail on what his group actually does:

"The Laboratory for the Study of Social Anxiety, Character Strengths, and Related Phenomena is committed to conducting basic research to better understand the nature of social anxiety and positive psychological processes (e.g., curiosity, gratitude, mindfulness, savoring, purposeful living) and applying this knowledge to better people's lives….  We are focused on discovering, applying, and sharing psychological knowledge to better understand components of human functioning, improve the treatment of psychological problems, enhance well-being and character strengths, and promote this work at the individual and societal level."

Isn’t this a great purpose statement for Dr. Kashdan’s work?  He seems to be working (from a research perspective) on the issues that many of us would consider critical for developing thriving relationships and experiencing a consistent sense of well-being.

I look forward to exploring more of his published work, but I thought I’d give you a little taste of what I’ve already discovered.  One of the topics he tends to focus on is the “positive psychological process” of curiosity. Here is a summary of Daniel Pink's recent interview with Dr. Kashdan regarding the topic of curiosity:

1. Thrive on uncertainty.  We rarely look forward to the tension that accompanies uncertainty, but research shows that these feelings lead to the most intense and longest-lasting positive experiences.  New and uncertain activities make people happier and create more meaning than familiar routines.  Re-train your brain to benefit from the pleasures of surprise and uncertainty.  And do the same for people around you.  For instance, every week, give a free lunch away to someone who best embodies a strength valued by the business (Compassion?  Leadership?  Gratitude?  Humor?).  Let the person who wins pick a lunchmate whom they don’t know as well as they should.  Use the pleasures of uncertainty to build satisfaction and commitment inside your organization.

2. Find the unfamiliar in the familiar.  As soon as we think we’re experts, we stop paying attention and start falling back on scripts, labels, and categories.  That’s especially true in the workplace.  Yet scientists have discovered the value of attending to what we don’t know about people and how they differ from us — instead of relying on what we already know and how they are similar to us.  Encourage your team to make this mindset switch.  You’ll develop stronger bonds, squelch prejudice, and help your star players avoid being blinded by their expertise.  For instance, when you go out to lunch with colleagues, ask them about something that interests you but that you never talk about. What are their top 5 places to travel to in the world, and why?  What movies do they like but are often embarrassed to share?  And don’t always spend your time with people you know.  Seek out strangers at work who intrigue you, who are different from you, and who expand your horizons.

3. Be a safe haven for the risks and joys of others.  To take risks and experiment with new ways of thinking and acting, we need to feel secure. If you want workers to be creative, be responsive when they share past explorations or future plans.  If they feel uncomfortable, let them know that anxiety is natural when trying new things.  Share a story about the last time you felt anxiety and self-doubt.  You might be surprised how comfortable it will make them to take on tough challenges.  And respond genuinely when they share what is intriguing and going right in their lives. Don’t just ask, “How was your weekend?”  Ask them what their peak moments were on Saturday and Sunday.  And when they share, follow-up with questions, ask for details.  You might become genuinely interested in their interests and create a safe haven for the sorts of breakthrough thinking that changes companies — and sometimes the world.

If you’d like to learn more about this topic (or, maybe now you’re just curious...), you may want to pick up Dr. Kashdan’s book:  Curious?: Discover the Missing Ingredient to a Fulfilling Life.

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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.