Build with me – Day 8 of my first 100 days as a full-time entrepreneur

BWM – Build with me SalesTrainerIn and help me becoming an Entrepreneur – Day 8
BWM – Build with me SalesTrainerIn and help me becoming an Entrepreneur – Day 8

Today I couldn’t help but wonder what’s the role of social media in our day to day life? Is this whole sharing economy the new real world? Where is the border? I myself am an absolute passionate user of social media. I often get new Facebook status updates from acquaintances “I will leave Facebook, who wants to stay in touch can get my number”. Where is the fine line? What should we share and shouldn’t?

Social Media private

As already mentioned above – I love social media and I think it’s a great way to stay in touch with your friends. Especially after moving abroad it was super nice to still be “there”. To still see what my friends are up to and to still be a little part of it. It’s also a great way to find new friends, to get informed etc.

However, I absolutely believe there is also a “dark side”. Everything we share will leave a footprint in the internet. As the internet is huge this footprint might vanish but it will never disappear. Compared to other generations we have the opportunity to leave our legacy visible for the whole world. To become limitless through the possibilities social media and www have created and will create. But we have to do this mindful. Bad news spread quicker than ever before. Things that go viral get huge and can create massive movements. Those “shit storms” can have massive consequences for the users and everyone involved’s life.

Social Media in business

I believe social media is essential!

I could finish here as this is all I have to say 😉 jk. We have to use is! Every business person has to be where the customers are. It has always been this way and it will always be this way. Selling has changed. We have become more sensible for selling and marketing. While cold calls have worked and maybe still work fine – we now value time and want to determine when we do things and don’t want to be called at any given time. (However, I still believe cold calling works within in a business setting but will get into this another time …) The same with marketing. We got more sensible. The open rates from cold e-mails have dropped. Everyone is focusing on their phones – even while walking. Therefore print media becomes less and less inefficient. Same for TV advertising. We even know how to avoid adds in Apps etc.

Therefore I believe social media is the most efficient tool for every business when we use it the right way. When we deliver massive value rather than just trying to hard sell our stuff. When we tell our story and build trust and brand awareness. When we be social and human.

When you want to know more about Social Selling – get in touch via stephanie@salestrainerin.com / SalesTrainerIn. Btw. When you are on LinkedIn  you can check your Social Selling Index here. Mine is 84. What’s yours?

Build with me – Day 3 as a full-time entrepreneur

BWM – Build with me SalesTrainerIn and help me becoming an Entrepreneur – Day 3
BWM – Build with me SalesTrainerIn and help me becoming an Entrepreneur – Day 3

On day 3 of my journey to build my business SalesTrainerIn I mainly focused on the learning material for my Hogan qualification, a personality assessment.

As some of you might know I am already qualified for psychometrics and am a registered user with British Psychology Society since last summer. However, as my business services do heavily focus on psychometrics and personality assessments I picked a Hogan qualification as I believe this is the best available on the market. I will do the qualification this time in Germany so that I can best work both markets – UK and my home country Germany.

Identity or reputation?

While I did the pre-course learning material I came across a very interesting insight.

There are two different ways how every person can be seen.

  1. How the person sees herself / himself (Identity) and
  2. How other people see this person (Reputation)

Which of both does matter more? Personality Assessments tend to be self reports. This means the person answers questions about herself / himself. What gave me some food for thought tho is the statement by R. Hogan “people hire us, fire us, marry us, loan us money, and otherwise support us based on our reputations”.

This does mean in the end it is not important how we see ourselves, but it is more important how others see us. How others observe our behaviours.

Hogan reports focus on what others say about us. I believe it is absolutely relevant for everyone to know how we are perceived by others. Especially in situations when we are under pressure and stressed.

Have you made a personality assessment yet? Did you get a proper feedback that has helped you to understand better who are you? To help you understand how others see you? To understand better what motivates you? To understand better in which working environment you perform best?

All these are questions I will hopefully will find some answers to on my journey – maybe you’d like to share your personal experiences with me either here or via stephanie@salestrainerin.com.

Anyways, these questions have definitely ensured me that I am absolutely on the right track to create a meaningful business with purposeful services.

And, I created my first ever Facebook Ad. How exciting! Eek! 😉

Making Talent Management more strategic by focusing on Potential #MyNutShare

One of my earliest posts ‘What is Talent’ (check out the article here) seems to form great, ongoing interest. In this context I’d like to invite you  to also check my post ‘Poor Performance – Beyond Lacking Ability and Motivation’ as this post describes why Talent itself is not enough (check it out here). I decided to go even a bit more into detail with this post on how to make Talent Management more strategic. Enjoy.

To break down the terms of the question I’d like to give you a couple of definitions before starting on the strategic aspect. First things first.

Silzer et al. have defined Talent Management as ‘an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deplay and retain talent to achieve strategic objectives and meet future business needs’. So, it’s basically to figure out whom do you need when and in which positions to hit your business objectives and stay competitive.

Silzer et al. defined that Potential implies ‘that an individual has qualities to effectively perform and contribute in broader or different roles in the organization at some point in the future’.

Companies define ‘Potential’ pretty different. Some companies would define Potential whether an individual can cover and perform in different not yet known roles or strategic positions. Some others might define it as whether he / she has the potential to stay with the company in case his / her position becomes obsolete and the ability to secure yourself another job by being adaptable and capable. Some others might define Potential totally detached from role profiles but look rather on the breadth of a person’s profile i.e. how much would he/she be able to cover (Generalists tend to be more flexible than Specialists). Some others might look on geographical areas or track records … As you can see the term ‘Potential’ is pretty tough to break down.

But there are some more general dimensions on how we can categorise Potential. We can look at personality and the person’s ability and willingness to learn and self-develop. We can also look on the person’s skill sets i.e. his / her leadership or cognitive skills.

These dimensions can be used within our Talent Management processes by clustering these dimensions into the following categories (Silzer & Church, 2009):

Foundational dimensions

Foundational dimensions focus on the cognitive and personality variables, which are consistent and stable. This means that they are unlikely to develop or change.  Cognitive variables or styles would be things like cognitive ability, strategic and conceptual thought processes, ability to handle complex situations. Personality does mean mainly the Big 5 personality traits and whether a person might be likely to derail by having high maladaptive tendencies.

Growth dimensions

The growth dimensions cover the ability to learn and the motivation to do so. The growth dimensions facilitate or hinder whether an individual is likely to grow and develop in different other areas. Learning is hereby put together as things like adaptability, openness to new topics and feedback, openness to learning processes. Motivation is whether an individual has the ambition and the drive to actually take action.

Career dimensions

Career dimensions measure early indicators of later career skills, i.e professional competencies. These might be things like performance (typical and maximum performance), knowledge (already established competencies and skills), leadership skills and managerial behaviour (does the person show natural leadership style, has the ability to influence others etc.). Another important indicator are values, i.e. are the person’s values in line with the company’s values and norms.

With this process of breaking down the different parts of Potential and categorising those into the different dimensions you get a nice structure to manage your talent on a bit more strategic level. Feedback is absolutely appreciated. So, please let me how, how you are managing your talents and making your process more strategic.

MyNutShare - Dimensions of Potential developed from Silzer & Church, 2009
MyNutShare – Dimensions of Potential developed from Silzer & Church, 2009

Silzer, R. & Church, A.H. (2009). “The pearls and perils of identifying potential.” Industrial and Organizational Psychology 2, 377-412.

Shared Cultures & Being Global (Infographic)

Shared Culture and Being Global (Infographic)
Shared Culture and Being Global (Infographic)

My 8 Golden Rules for Successful Recruiting VLOG

Hi everybody,

a while ago I published a blog post about ‘The 8 Golden Rules for Successful Recruiting’ (you can check it out here).

Here is an additional VLOG for you. Don’t forget I’m still new, so its far away from perfect – just managing expectations 😉

Please feel free to leave me your feedback and tips in the comments below. Thanks, talk soon.

My Nut Share goes YouTube

Hi everybody,

I’m a bit excited as I filmed today my first ever Vlog! The format is weird and I didn’t know how to cut it properly … well, to cut it at all .. but here it is. And remember the  saying ‘If you are not totally embarrassed by the first version of your product, you launched too late”. So this been said. Now, enjoy, have fun and let me know what you think. And of course I would appreciate if you would follow mynutshare on YouTube (and of course on Twitter, Instagram, Facebook …  😉 )

 

 

What is Culture? (Infographic)

What is Culture? Infographic by My Nut Share
What is Culture? Infographic (not fully comprehensive) by My Nut Share

My Nut Share – The WHY’s

Hello everybody,

My Nut Share, my business blog, has kicked-off last month and some readers found I put pretty much effort into ‘just a blog’ with having also a presence on Twitter, Instagram, Facebook, Google+ and of course the webpage itself. So I thought it might be the time to express my WHY. Why am I blogging? Why this name? And why do I want to blog about these three main topics.

  1. Why do I blog?

Obviously there are many good reasons why people or businesses do start a blog. My main reasons are that I do like blogging and I think it’s an awesome way to share what drives my mind. And especially to share it with people who are interested in it, hopefully. This blog is not going to give answers to all questions I might ask but it helps me to organise my thoughts. To create a proper blog post I am kind of forced to do some research, to learn about things, to extract the keys and to share my thoughts around them. I hope over the time to be able to build a network to exchange ideas and help to close the gap between research literature and practitioners point of views.

To summarise it: My Nut Share shall help to connect the world in a fun and enjoyable way and motivate others to not stay shut up but embrace your own thoughts.

  1. Why did I pick the name ‘My Nut Share’?

I absolutely do love squirrels and it’s my nickname. And squirrels do love nuts – to share something that is important to you makes a nut share.

  1. Why do I want to blog about these topics?

Talent

People are simply the most important asset organisation has!

Entrepreneurship

I am fascinated with entrepreneurial thinking and I do believe that intrapreneurship is still not getting enough attention by now. So I want to give a shout out to all (corporate) entrepreneurs out there.

Culture

I do believe that “Being global is not an option. It’s an imperative” (Cabrera, Unruh, 2012) – but many of us are not yet global enough. I am crazy enough to believe we can change the world or at least open up our mindsets and get rid of a couple of boxes.

Maybe My Nut Share can help to provide curious minds with a bit more cross-cultural confidence – myself included.

My Nut Share is somehow my learning process. A journey I got myself on and I am happy to share my findings with you. I am keen to see who might walk a bit with me on this journey.

Happy Blogging!

In case you want to check out My Nut Share on the other platforms, here are the links:

My Nut Share on Facebook

My Nut Share on Instagram

My Nut Share on Twitter

Intrapreneurs – The Corporate Entrepreneurs

A while ago I read an article at Entrepreneur, which was called ‘5 Reasons Why I Quit My Own Business to Work for Someone Else’ (Check out the article here). The 5 reasons have been:

  • Paid education
  • Accountability
  • Play a bigger game
  • Meaningful relationships
  • More disposable income

Entrepreneur Magazine is very well known for great articles that embrace entrepreneurship, support pushing your own boundaries and awesome advice on how to get your own business perform even better. I found this title pretty surprising and it caught my attention immediately. Some posted comments reflected that others shared my amazement. One person commented ‘this person has never been an Entrepreneur’. But do we really need to be self-employed to be an Entrepreneur? Does this mean every self-employed person becomes automatically an Entrepreneur or a solo-preneur?

In my last post I mentioned that we are obviously not capable of coming up with a general applicable definition of what entrepreneurship is. The term ‘novelty’ seems to be important. But is the environment we are operating in important as well? Who are the real drivers of innovation? Can’t it make total sense for a solo-preneur to get back into a corporate environment? To have the benefit of leveraging an idea ready for execution to much larger, already established client base? Shouldn’t we appreciate people as Entrepreneurs who thinking entrepreneurially and take over responsibility while operating in a corporate environment? Aren’t maybe some of this so-called Intrapreneurs ore corporate Entrepreneurs even more successful than many “real” Entrepreneurs? When thinking of entrepreneurs one might have Mark Zuckerberg, Steve Jobs, Richard Branson or Oprah Winfrey in mind – but how many Entrepreneurs in total do really kick ass and become that successful? What does success even mean? We are likely to talk only about successful examples when discussing entrepreneurship because these are the examples we are aware of – success stories sell better than serial success less failures. In corporate environments we tend to talk about brands in general and the brand’s reputation. However, we should not forget who is behind that brand! People, Employees, Intrapreneurs. In the following I’d like to give you a quick overview of intrapreneurship.

 

Intrapreneurs are corporate Entrepreneurs

Intrapreneurs think, act and behave like Entrepreneurs with the difference that they are doing this within a corporate environment rather than an own company. This means the focus as well as the level of responsibility differs. While Entrepreneurs are responsible for their whole company and need to overview the operating business as well as the big picture. Intrapreneurs are mainly responsible for a single part of the business or a product and Intrapreneurs are not necessarily financially involved.

 

Intrapreneurs are drivers of innovation

‘Ideas are easy. Implementation is hard’ with these words Guy Kawasaki relates straight to a very well-known issue of many big companies. The execution and implementation of ideas is crucial and inevitable to stay competitive in the current market. Loads of large corporations have established their own departments solely focusing on idea creation. Some will shop ideas expensively from external consultants. With having loads of ideas on board the execution, the happening, however is often still neglected or poor. What companies now need more than ever are people who execute these ideas and implement them. What corporates need are hands-on intrapreneurs ideally at each hierarchy level. (Simon Parker, 2011).

 

Intrapreneurs understand the market and draw off trends

Like Entrepreneurs Intrapreneurs know the market they are operating in, they know their customers and their needs. Intrapreneurs are industry experts who seek new growth opportunities and question the why of each trend to identify and create value.

 

Intrapreneurs are not just employed but are part of the company

Intrapreneurs are not driven by money. Their goal is not to become super wealthy. Their reward needs to be broader than only money. Treating Intrapreneurs as part of the company, valuing their input and offer partial ownership might be a way more appealing deal.

 

Intrapreneurs take calculate risks and care about the company

Intrapreneurs take risks and like successful Entrepreneurs they do it with respect and pay attention to potential consequences. Intrapreneurs grow with independency and autonomy.

 

So, what do you think? Shouldn’t we treat Intrapreneurs the same way we hype and admire Entrepreneurs? Shouldn’t we appreciate the fact that this person has taken the brave step to leave independency and be willing to go back into a corporate environment to add value there – and is even willing to share his story on Entrepreneur Magazine? Shouldn’t we stop judging people over their title on a business card? Shouldn’t we trust and more appreciate the results and outcomes a person is delivering rather than the label the person is given?

What is Talent?

Well, here we go. My first blog post! Whoop whoop.

Probably since McKinsey consultants introduced  the term ‘The War for Talent’ in 1997 most people understood that ‘Talent’ is considered to be something awesome. Especially companies and HR within them are keen to find the best talents on the market and to win them. Fair enough! But what exactly is talent? Which talent do you need?

Fact is, there is until now, year 2015 – 18 years later – NO universal established definition of talent. Wikipedia for example states ‘Talent means the skill that someone has quite naturally to do something that is hard’.  Innovation Excellence defines talent as something we cannot acquire and ‘we cannot learn to be talented’.  Business Dictionary gives two definitions for talent. ‘1. A natural ability to excel at a duty or an action’ and ‘2. A group of people, such as employees, who have a particular aptitude for certain tasks’. OK so this means in those context we assume that talent is something we cannot develop but which is naturally given.

So, this would mean talent is given and as a HR person you would need to find that person with the talent that you need for your special task to be fulfilled. Sounds pretty challenging. And would the talented person even know that he or she is talented? Would a natural talent always beat hard work?

I’m not too sure with all these definitions. Shouldn’t we more think about

  1. Is the talent a ‘raw’ talent or has the person already taken any action to build on his or her talent to grow and strengthen it?
  2. What if a naturally talented person is lazy? Would a less talented person but with a high strive to perform be a better alternative?
  3. Are we really searching for talent or are we searching for potential?

Whatever talent might be I guess we should take into account that our world is changing constantly and we should be forearmed for future challenges. And without any doubt is our workforce the most important asset and value of each company.

I hope this may be some good food for thought. I am keen to hear your view!

Stephanie