Wanted: Rock Star Marketer Return Path is hiring a VP Marketing. This is a new position – we haven’t had the job filled in a couple years like this, reporting directly to me. The job spec is here. What it’s like to work here is pretty well captured here. Why should you pass this on to a friend who is a good fit? Because you will help a friend find the best job he or she ever had! Oh and because we will pay you a nice referral fee if we hire your friend. Why should you apply? That’s a longer answer: 1. We are inventive market leaders with a really unique business model, at a good scale, in a…
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Human Resources
The Gift of Feedback, Part III
The Gift of Feedback, Part III Last week, I posted about my new development plan. I thought I’d also share a “team development plan” that we crafted this year for the entire Executive Committee at Return Path (basically me and my direct reports), coming out of all of our 360 live reviews taken as a whole. Push each other harder and be continuous in our effort to provide the team and each of us feedback and further develop: Improve ability to handle conflict as a group; Drive this work deeper into the organization; “Eyes/ears/mouth open;” Explore how to better serve as role models to the rest of the organization, especially our direct reports/the next level of management; How do we…
The Gift of Feedback, Part II
The Gift of Feedback, Part II I’ve written a few times over the years about our 360 feedback process at Return Path. In Part I of this series in early 2008, I spelled out my development plan coming out of that year’s 360 live review process. I have my new plan now after this year’s process, and I thought I’d share it once again. This year I have four items to work on: Continue to develop the executive team. Manage the team more aggressively and intentionally. Upgrade existing people, push hard on next-level team development, and critically evaluate the organization every 3-6 months to see if the execs are scaling well enough or if they need to replaced or…
Return Path Makes The List of "Best Places to Work" in Colorado
Return Path Makes The List of “Best Places to Work” in Colorado Long-time readers of this blog no doubt understand my central philosophy when it comes to management. I believe that people come first. When employees are happy they make our clients happy. Happy clients happily pay for our services, which tends to make our investors happy. When you start with the people, everyone wins. At Return Path we invest a lot in our people. And we invest a lot in Team People – what we call “Human Resources” – to support those people. So what a great honor to see all that hard work and investment pay off in the form of a “Best Places to Work” honor! The…
The Catcher Hypothesis
The Catcher Hypothesis Here’s an interesting nugget I just picked up from Harvard Business Review’s March issue in an article entitled “Making Mobility Matter,” by Richard Guzzo and Haig Nalbantian. Of the 30 teams in Major League baseball, 12 of the managers are former catchers. A normal distribution would be 2 or 3. Sounds like a case of a Gladwellian Outlier, doesn’t it? The authors explain their theory here…that catchers face their teammates, that they are closest to the competition, that they have to keep track of a lot of things at once, be psychiatrists to flailing pitchers, etc. Essentially that the kind of person who is a successful catcher has all the qualities of a successful manager. What’s the…
Book Short: Hire Great
Book Short: Hire Great It’s certainly not hiring season for most of America The World The Universe, but we are still making some limited hires here at Return Path, and I thought – what better time to retool our interviewing and hiring process than in a relatively slow period? So I just read Who: The A Method for Hiring, by Geoff Smart and Randy Street. It’s a bit of a sequel, or I guess more of a successor book, to the best book I’ve ever read about hiring and interviewing, Topgrading, by Geoff Smart and his father Brad (post, link to buy). This one wasn’t bad, and it was much shorter and crisper. I’m not sure I believe the oft-quoted…
Like an Organ Transplant
Like an Organ Transplant I’ve often said that hiring a new senior person into an organization is a bit like doing an organ transplant. You can do all the scientific work up front to see if there’s a match, but you never know until the organ is in the new body, and often some months have gone by, whether the body will take or reject the organ. New senior people in particular have a vital role in organizations. Often they are brought in to fix something that’s broken, or to start up a new position that growth has created. Sometimes they are replacing a problematic person (or a beloved one). Usually the hope is that they will also bring a…
Opportunity Knocks
Opportunity Knocks When our friends at Habeas announced that they were exploring a sale of the company a few months back, we were intrigued. While fiercely competing in the marketplace does create some degree of tension or even mistrust between two companies, that activity also creates a lot of common ground for discussion about the market and the future. So we are very excited today to announce that we are acquiring Habeas in a deal that is signed and should close within a couple weeks. Cutting through all the PR platitudes, here’s what this deal really means for our stakeholders: For everyone we work with, this deal means we have even more scale. More scale is a good thing. It…
Book Short: On Employee Engagement
Book Short: On Employee Engagement The first time I ever heard the term “Employee Engagement” was from my colleague David Sieh, one of the better managers I’ve ever worked with. He said it was his objective for his engineering team. He explained how he tried to achieve it. I Quit, But forgot to Tell You, by Terri Kabachnick, is a whole book on this topic, a very short but very potent one (the best kind of business books, if you ask me). It’s got all the short-form stuff you’d expect…a checklist of reasons for disengagement, an engagement quiz, the lifecycle of an employee that leads to disengagement, rules for dealing as a manager. But beyond the practical, the book serves…
Closer to the Front Lines
Closer to the Front Lines When we started Return Path, we added a little clause to our employee handbook that entitled people to a sabbatical after 7 years of service (and then after every 5 incremental years). Six weeks off, 3/4 pay. Full pay if you do something “work related.” Sure, we thought. That’s an easy thing to give. We’ll never be 7 years old as a company. Now, 8 1/2 years later, of course, the first wave of people are reaching their sabbatical date. A couple have already gone (one trip around the world, one quality time with the kids). A couple others are pending. Four of us at the exec level are overdue to take ours, and we…
Saying Goodbye
Saying Goodbye Seth Godin’s post yesterday of the same title has this good advice for businesses who are shutting down: It seems to me that you ought to say goodbye with the same care and attention to detail and honesty you use to say hello. You never know when you’ll be back. The same should be said of companies and employees. We always try in interviews to be as kind as possible to candidates who we are not going to hire. I’m sure we don’t always get it right at all levels, but I always make a personal phone call and usually send a handwritten letter to finalists for senior jobs. Once, when I had to “ding” a candidate for…