Interim Talent: “Test and Learn” Comes to Your Talent Mix

We’re building Fahren to be a leadership solutions company. We want to become a key partner for organizations that are differentiating themselves by investing in  and – yes – innovating in the ways they deploy their leadership talent.

One of the planks of our business plan is to focus on Interim roles in key leadership positions: Director/VP of Marketing, Product Leadership, Analytics, and User Experience.

We think “Interim Leader of X” is a tool that most organizations haven’t fully embraced yet. We’re advocates for the idea of using interim roles as a way to test & learn with your talent. You’re already using a test & learn approach in your marketing, your technology, and your product development efforts, why not approach your leadership team with the same model?

It Can’t Be Business as Usual

When most organizations are faced with an opening, they move quickly to refill the same seat with a standard leadership profile. It’s the “business as usual” approach, because everyone is busy and there are plans to deliver, right? So, they default to standard roles, generic job descriptions, templated profiles.

But, we believe most organizations are missing an opportunity to evolve either the “seat” (i.e. the role that’s being played in the organization) or the player profile (i.e. the mix of skills/experience/potential that the person brings to the seat). Most organizations would benefit a lot from taking the time to ask themselves: Is this still the right “seat”? And, do we still want to fill it with the same kind of player?

Why the rethink? Without a doubt, the business context will have changed in the months or years since the seat was designed. We believe organizations need to be as responsive, fluid and adaptive as their products these days, so it’s wise to rethink aspects of the role:

  • Responsibilities: What objectives are we pursuing with this role? Are we pointing the role at the right business problems? Are we being aggressive enough?
  • Level: Is it still a Director level role? Should it be a VP role? Could it be a manager?
  • Commitment: Is it really full-time?
  • Span of Control: Do we have the right teams reporting to this role? Could we expand the span of control?

And, at the same time, it’s wise to rethink the player profile:

  • Skill mix – What leadership competencies are they bringing to the role?
  • Developmental Experiences – What kinds of experiences should the player have? Startup experience? Big company? Turnaround? “Good to Great”?
  • Culture Impact – How will you use the role to add to the culture (vs merely being a “fit”)

The Interim Opportunity: Test and Learn for Talent

As the pace of business accelerates, we’re seeing a lot of organizations embrace an agile (and Agile), iterative, test/learn approach to driving better results. We’re seeing it marketing, in product development, in technology teams, etc. But, we’re not yet seeing it on the talent side.

We see “interim” roles as being the way organizations can take a test & learn approach to their organizational efforts. An interim role that last 6-12 months gives organizations a chance to explore how key roles can evolve and how teams can work differently. The cycle looks similar to a market-test:

  • Develop a hypothesis – How either the seat can evolve or the different leadership mix you need from the player
  • Define a test – Redefine the seat or the player and create the test period (usually 6-12 months)
  • Run the test – Put the new player into the role for 6-12 months
  • Analyze the results – Review in-market results and team performance. Talk with the team, the leader, the rest of the leadership team, customers, vendors, partners, etc.
  • Apply – Use the learnings to finalize the new role or the new leadership profile and then fill the role permanently

At Fahren, we expect to see more and more organizations using Interim roles as a way to test and learn their way to a more effective leadership mix. We’re setting up our business to help our partners get there via:

  • Strategy & Advisory services – We’ll help you map out a new strategy and define the roles you need to get there
  • Interim Talent – We’ll help you find and onboard the Interim leadership you need to keep driving results while learning about the talent mix that can take you to the next level
  • Executive Search – When you know what you need and you want to fill the role permanently, we can help you conduct an efficient, effective search

Identity and Your Phone: Civic

I’ve been struggling with the concept of identity in distributed trust/consensus networks. All the options seem to come down to either a) putting some part of your credentials on someone else’s server or b) putting some part of your credentials on a device, whether it’s a card, a dongle , or your phone. Here’s Civic:

Basically, Civic validates your personal information and identity, stores it on your mobile phone and only you can see or use that information. It is never stored on our servers! This means that if Civic was to ever get hacked, your information would never be released because we just don’t have it.

Source: Civic: Enabling the future of privacy & digital security with ChainAuth™

Managing Startups: Best Blog Posts of 2013 | Platforms and Networks

Managing Startups: Best Blog Posts of 2013 | Platforms and Networks.

This is about everything you need toread for the next couple weeks. Tremendous resource for anyone thinking about working in a “lean”, “agile”, “fast”, “iterative” or whatever mode.

Meta comment: Eisenmann’s blog is a great, living reminder of the power of blogs. With all the focus on shorter, faster, more ephemeral media (i’m looking at you Snapchat, instagram, Twitter), it’s very worthwhile to reflect on the core idea behind blogs, blogging, great posts and the whole concept of publishing for an audience.

 

Lean Start-Up Lesson from MyTime

Nice lean start up example of “faking it until you make it”, or, in other words, using the people-power before you code it with software:

Anderson’s growth strategy is pretty clever. He has three overseas workers (in India) who will take any bookings made on the app and physically call the salon or restaurant on the user’s behalf, then email the user back to say if their appointment has been successful. This can be a little time consuming – I tried booking a hair appointment on the MyTime website and had to go back and forth to find a good time.

The overseas worker essentially plays two roles: a one-time personal assistant for me, and a sales person for MyTime. Once they have the salon on the phone to book an appointment, they mention that it came through MyTime, before adding, “Would you like us to create a free profile for our app, so we can connect to you calendar?”

It’s not only a good growth strategy, but it’s also a great way to understand the mindset of the businesses you’re working with, the eventual buyers of your software.