I Love My Job The picture below is a picture of my dress shoes in my closet at home. You may note that they all have dust on them. That's because I didn't put them on once for six weeks. When we started Return Path back in 1999, we sat down to write our employee handbook, and all I could think was "what things can we add in here that will make this company a unique place to work?" And one of them was a six week paid sabbatical after 7 years. It didn't occur to me that we'd even exist after 7 years. Then for good measure, we said, "7 years and every 5 years after that." I'm happy…
Category
Leadership
New People Electrify the Organization
New People Electrify the Organization We had a good year in 2009, but it was tough. Whose wasn’t? Sales were harder to come by, more existing customers left or asked for price relief than usual, and bills were hard to collect. Worse than that, internally a lot of people were in a funk all year. Someone on our team started calling it “corporate ennui.” Even though our business was strong overall and we didn’t do any layoffs or salary cuts, I think people had a hard time looking around them, seeing friends and relatives losing their jobs en masse, and feeling happy and secure. And as a company, we were doing well and growing the top line, but we…
From Founder/Builder to Manager/Leader
From Founder/Builder to Manager/Leader After I spoke at the Startup2Startup event last month, one of the people who sat with me at dinner emailed me and asked: I was curious–how did you make the transition from CEO of a startup to manager of a medium-sized business? I’m great at just doing the work myself and interacting with clients, and it’s easy for me to delegate tasks, but it’s hard to have the vision and ability to develop my two employees into greater capacity… I’d be interested in reading a blog post on what helped you make that transition from founder/builder to manager/leader It feels like the answer to this question is about a mile long, but I thought I’d at…
Parenting and Corporate Leadership
Parenting and Corporate Leadership Let me be clear up front: I do not think of my colleagues at Return Path as children, and I do not think of Casey, Wilson, and Elyse as employees. That said, after a couple weeks of good quality family time in January, I was struck by the realization that being a CEO for a long time before having kids has made me a better parent…and I think being a new parent the last three years has made me a better CEO. Here's why. The two roles have a heavy overlap in required core interpersonal competencies. And doing both of them well means you're practicing those competencies twice as many hours in a week than just…
Learning How to Stop
Learning How to Stop This is my last post about thoughts I had coming out of the NYC Lean Startup Meetup that I spoke at a couple weeks ago. Being lean, the discussion went at this event, means not doing extraneous things. While it’s true for startups that it’s important to make great decisions about what to do up front, it’s also true — especially as companies get larger and more important older — that organizations and individuals have to be vigilant about stopping activities that become extraneous over time. This is HARD. Once things — product features, business processes, reports, ways of communicating or thinking about things — get ingrained in an organization, there’s never a natural impetus to…
Book Short: Innovation and Discipline
Book Short: Innovation and Discipline The Puritan Gift, by Kenneth and William Hopper, is a bit of a mixed bag. The authors have a wonderful point to make — that American businesses have thrived over the centuries due to a mix of innovation and discipline that descended from the country’s Puritan roots, and that when they lose their way, it’s because they diverge from those roots. The book is also an interesting, if somewhat cursory, history of American industry. And it playfully debunks some great myths of corporate American life over the last 50 years. But the book has a few too many moments where assertions aren’t supported by data — where its theories overreach into explanations of other aspects…
Powerpointless
Powerpointless We tried an experiment last week at a Return Path Board meeting — and not just a regular Board meeting, but our once-a-year, full-day (~9 hour) annual planning session attended in person by all Board members, observers, and executives. First, a little background. We have been driving two important trends over the years at our Board meetings: 1. Focusing on the future, not the past. In the early years of the business, our Board meetings were probably 75% “looking backwards” and 25% “looking forwards.” They were reporting meetings — reports which were largely in the hands of Board members before the meetings anyway. They were dull as all get out. This past meeting was probably 10% “looking backwards” and…
Book Short: Chip Off the Old Block
Book Short: Chip Off the Old Block I have to admit, I was more than a little skeptical when Craig Spiezle handed me a copy of The Speed of Trust, by Stephen M. R. Covey, at the OTA summit last week. The author is the son of THE Stephen Covey, author of the world famous Seven Habits of Highly Effective People as well as The Eighth Habit (book, post). Would the book have substance and merit or be drafting off the dad’s good name? I dog-ear pages of books as I read them, noting the pages that are most interesting if I ever want to go back and take a quick pass through the book to remind me about it…
If this madness all ended tomorrow, I would do…almost nothing
If this madness all ended tomorrow, I would do…almost nothing (This post originally appeared on FindYourNerve on October 21) I don’t know what you call the last 12 months of global macroeconomic meltdown. I’ve taken to calling it the Great Repression. In part because it’s somewhere in between a Recession and a Depression, in part because it’s certainly repressed the wants and needs of startups and growth companies the world over. And it makes for good cocktail party chatter. Someone asked me a question the other day, which started off with “Now that the recession is over…” I can’t even remember the end of the question. I got lost in the framing of it, mostly because I’m not convinced it’s…
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…
Another Only Once Moment, Sort Of
Another Only Once Moment, Sort Of I’ve never handed over the reins of a company before (no, I’m not leaving, and we aren’t selling Return Path). But I did the other day, for the first time. As many people know, last year we reorganized the company to focus entirely on deliverability and whitelisting and spun out Authentic Response, a company in the online market research business, into a completely separate entity. Since then, I have been CEO of both companies. Although Return Path has had more of my focus — Authentic Response had excellent day-to-day leadership under Co-Presidents Jeff Mattes and Rob Mattes — I’ve still been working in both businesses. Today, we officially announced the hiring of my replacement,…