Hartford Business Journal

www.HartfordBusiness.com April 4, 2016 • Hartford Business Journal 29 BIZ BOOKS Solving big problems in short time frames "S print: How to Solve Big Prob- lems and Test New Ideas in Just Five Days" by Jake Knapp with John Zeratsky and Braden Kowitz (Simon & Schuster, $28). When it comes to problem solving and evaluating opportunities, too many busi- nesses waste too much time getting ready. Knapp, the creator of Google Ventures' sprint process, believes getting started trumps getting ready. It's especially true for small businesses because reaction time affects both their core focus and limited financial resources. Here's a snapshot of his workweek process: Monday — Start at the end by asking why and when. Craft "what has to be true" questions you'll need to answer to define how. Then set your goal by developing a simple process map that incorporates your answers. Mapping starts with identifying the players and their roles; it ends with the goal. Fill the space in between with words and directional arrows tied to process exe- cution. Use the expertise of your team and other stakeholders to add "how might we" detail to the map. Tuesday — Share the map with them and ask them to use Post-it notes to add more comments about the processes and steps involved. Their input provides a wealth of material you can use to "remix and improve." It also develops buy-in. Wednesday — Gather the team around the map to discuss their various "how and if-then" steps in the process. The goal: Select the alternatives to those that have the best chance of reaching the goal. Create sto- ryboards (i.e. step-by-step plans) for the semi-finalists. Review the storyboards and select the winner. Thursday — Create your execution prototype. You won't be able to cross every T or dot every I, but you'll be able to show it to those (internal and external stakeholders/ customers) affected by goal attainment. Friday — Knapp suggests using team interviews to obtain feedback from five sources. When the team sees the perspectives of those most affected, they'll be able to adjust both what's working and what isn't. With adjustments made, the prototype becomes an executable template. Key takeaway: The faster you implement, the more time you'll have to focus on execu- tion – and other aspects of your business. • • • "Mastering the New Media Landscape — Embrace the Micromedia Mindset" by Barbara Cave Henricks and Rusty Shel- ton (Berrett-Koehler Publishers, $17.95). Micromedia (n.) Internet-based sources (e.g. websites, blogs, podcasts, webinars, newsfeeds, apps, etc.) that provide useful information to consumers every day. Why is it important to businesses? It allows them to become their own media outlet; they no longer have to rely upon and pay an interme- diary to broadcast their message. The authors' advice for micromedia new- bies: Owning your media isn't about self- promotion. It's a way to reach an audience seeking information it can use on an ongoing basis. Familiarize yourself with what's offered by online media. Start by looking at the sites you regularly go to for busi- ness information and asking yourself why they attract your attention and keep you com- ing back. Also, use the Web to locate similar sources, especially those dealing with your industry's consumers to see what they offer. If the sites use outside material in their content (i.e. experts, interviews, reviews) think about how you could approach them about sharing a credible message. Relative to social media outlets, learn their rules for posting material. Focus on your niche and the value you can add to its audience. People return to sites because they value customized, spot-on information. Most such sites are small; think in terms of a user group. Once you're able to get your message heard on these sites, you'll have to track its traction through feedback. Monitor your releases. Every com- ment, tweet, retweet, like, etc., provides a window into what your audience values. By responding, you solidify your standing with the audi- ence, and it will help spread your message. The authors provide site- specific advice on numerous micromedia outlets. n Jim Pawlak is a nationally syndicated book reviewer. Jim Pawlak EXECUTIVE MANAGEMENT Seven tips for better hiring By Andy Singer F or many companies finding, interviewing, hiring and on-boarding great employees is among their biggest challenges. But finding great employees can mean the differ- ence between your business stagnating or suc- cessfully growing. Unfortunately, hiring is not a skill we are taught in high school or college. You must actively seek out information on how to hire well and endure the school of experience. Here are seven tips for better hiring: 1. Define the role: You can't hire effectively, if you don't define the role clearly. You should develop a job descrip- tion that defines the professional you are looking to hire. The closer you can come to defining the ideal candidate, the easier it will be to fill the role. Take the time to develop a job description that specifically details the skills and attri- butes you are seeking in the ideal candidate and what they will do for the organization. You may never find the perfect candidate, but a well-written job description is a major step in helping you to choose the candidate that is the closest match. 2. Don't over-hire: While it may be tempting, be cautious of hiring an over-qual- ified applicant. Someone who is overqualified may get bored easily, or just want something until they find a better role at another com- pany. Hiring someone who meets 80 percent of your requirements, but is trainable, may be a better way to keep your new employee motivated and engaged. 3. Use the telephone: Utilizing a telephone interview for initial screening can be very effi- cient and save you a lot of time. Your goal with the phone interview is not to decide if you will hire the person; the goal is to see if an in-person meeting is justified. Use open-ended questions to get and keep the interviewee talking. 4. Implement structure: You should make sure you have a process and structure in place for your in-person interview. This assures that interviews will be efficient and effective, and allow you to make the best pos- sible decisions. Another benefit of being orga- nized and efficient is that you make a positive impression on the candidate. 5. Watch body language: Body language and how the candidate interfaces with oth- ers can speak volumes about the character of the candidate. Watch closely how the can- didate handles interactions, both internally and externally if a meal at a restaurant is part of the interview process. Also remember, the candidate is observing you. 6. Check references: You should not only check references, you should carefully check them and never outsource this process to a third party. My experience also indicates that the only references that are truly useful are those of the candidate's past supervisors. If a candidate cannot supply past supervisors as references, this may speak volumes about their potential for future success at your organization. Proceed with caution when there is a lack of proper references. 7. Get training: No one is born to interview and there is little to no training on the subject at the high school or college level. Seek out a good training course on how to hire for anyone on your team that will be involved with the interview process. Also consider your on-boarding process. I'm amazed at the number of companies we work with that have never implemented a solid on-boarding process. In addition, you should also make your HR manual and pro- cesses meet the requirements of the federal government and your state. Only an experienced HR attorney can pro- vide this type of legal guidance. n Andy Singer is the president of Singer Executive Development, a professional training and development company that helps optimize business performance. Andy Singer ▶ ▶ When it comes to problem solving and evaluating opportunities, too many businesses waste too much time getting ready. ▶ ▶ You should develop a job description that defines the professional you are looking to hire. The closer you can come to defining the ideal candidate, the easier it will be to fill the role.

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