Fuzzy Boarders

I think the tribble is the most commonly known fuzzy boarder out there. They come on board the Starship Enterprise with a clear purpose (some guy was selling them as pets) and soon become a problem. Their use (cuteness) yields to the more pressing issue of how to deal with an out of control and growing population of fuzzy boarders.

As I'm whittling my "Hiring employee's that like/respect your corporate mission" essay, *upcoming*, I'm starting to see where some problems may begin with start-ups and their employees. I've summed it into halves.

First half, when you are a boss hiring for your start-up - HAVE A CLEAR JOB DESCRIPTION. Stop the "Requirements to be determined at a later date" stuff. Since I'm from the worker bee category, not privy to the lunch time management meetings, I can just speculate on the motive to the fuzzy job description. It's because you as management know that committing to something means you've limited your capacity to make people do what you want. It's a pure power play. Stop it - it's not the right starting point for a healthy relationship.

The second half, new hires listen up, when looking for work with a start-up, make your perspective boss commit to the performance metrics that you will be judged by over the first few months. If you can't get that commitment be ready for relentless flow of new responsibilities and extra hours of work on stuff you don't give a damn about (TPS reports anyone?). You are officially a member of the Fuzzy Boarder community.

It's the employee who is hired with a specific job purpose but who is slowly strangled with other unrelated responsibilities that will become a liability, slow and unproductive. It's the employer who doesn't see the value in explicit job descriptions that will become the authoritarian micro manager that doesn't understand why you won't stop complaining when asked to put together the company directory because you are the only one who knows how to use the software.

This is, of course, up for debate ;)

What is Transactional Alignment?

While I'm awaiting the response from Dr. Thomas Cargill, I've moved onto my next topic and actually hammered out the outline in a few hours. And so...

Chip Conley, CEO of Joie De Vivre Hospitality , recently released his book titled "Peak: How Great Companies Get Their Mojo from Maslow." If interested, hit his website. I'm sure you'll enjoy a picture of a laughing man wearing clothes in a bathtub... right?

I thought the book was worth the few hours it takes to finish and I'd suggest reading it if you are a leader in your company. Not so much if you are an employee. This book is for management... wrap it up with a bow and place it, anonymously, on your CEO's desk. Maybe you'll strike a chord and have a incredible 2008 - they say New Years is the time for change.

I've taken a look at a few books sited in "Peak" and revisited his concept of the Investor Pyramid. The ideas on investor satisfaction can be converted into a simplistic strategy for hiring practices in a company. I think it makes perfect sense. Who is the number one investor in a company. Employees. The era of the scared cog employee is past for a while.

I'm happy with what I have completed thus far and I'll try to get someone to review the work I've done before I post it. If I can't get any help, I'll post by the end of the week.

Wait for it...