Army of entrepreneurs create an engaged and empowered workforce for exceptional business growth

Army of Entrepreneurs This page intentionally left blank Army of Entrepreneurs Create an Engaged and Empowered Workforce for Exceptional Business Growth Foreword by Darren Hardy, SUCCESS magazine Jennifer Prosek American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C Bulk discounts available For details visit: www.amacombooks.org/go/specialsales Or contact special sales: Phone: 800-250-5308 E-mail: specialsls@amanet.org View all the AMACOM titles at: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service If legal advice or other expert assistance is required, the services of a competent professional person should be sought ‘‘Army of Entrepreneurs’’ and ‘‘Commission for Life’’ are trademarks of CJP Communications Library of Congress Cataloging-in-Publication Data Prosek, Jennifer Army of entrepreneurs : create an engaged and empowered workforce for exceptional business growth / Jennifer Prosek p cm Includes index ISBN-13: 978-0-8144-1673-0 (hardcover) ISBN-10: 0-8144-1673-X (hardcover) Employee motivation Management Open-book management Organizational effectiveness I Title HF5549.5.M63P76 2011 658.3Ј14—dc22 2010020482 ᭧ 2011 Jennifer Prosek All rights reserved Printed in the United States of America This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019 About AMA American Management Association (www.amanet.org) is a world leader in talent development, advancing the skills of individuals to drive business success Our mission is to support the goals of individuals and organizations through a complete range of products and services, including classroom and virtual seminars, webcasts, webinars, podcasts, conferences, corporate and government solutions, business books, and research AMA’s approach to improving performance combines experiential learning—learning through doing—with opportunities for ongoing professional growth at every step of one’s career journey Printing number 10 Contents Foreword by Darren Hardy, SUCCESS magazine ix Acknowledgments xi Introduction PART I TAKING A NEW APPROACH TO BUILDING YOUR BUSINESS Chapter Creating a Commission for Life Six Steps Forward: What to Do Right After You’ve Read This Chapter 10 11 15 16 Chapter Creating a Core Culture 18 Step One Is Authenticity 19 22 24 26 27 28 29 How the Army of Entrepreneurs Started Amassing the Army Introducing Commission for Life What’s Next for You? Step Two Is a Commitment to People Step Three Is a Commitment to the Business Step Four Is Continuous Effort Conclusion: Culture Isn’t Optional Case Study: Edward Jones Six Steps Forward: What to Do Right After You’ve Read This Chapter v vi ͉ CONTENTS Chapter Thinking Entrepreneurially—Even If You’re a Big Company 31 Six Steps Forward: What to Do Right After You’ve Read This Chapter 32 35 42 43 PART II DEVELOPING AN ACTION PLAN 45 Chapter Teaching Your Employees the Business 47 Why a Formal Training Program for Your Employees? Six Steps Forward: What to Do Right After You’ve Read This Chapter 48 50 52 54 57 59 60 Chapter Training the Troops 62 Develop a Boot Camp Six Steps Forward: What to Do Right After You’ve Read This Chapter 63 64 70 74 77 79 81 Chapter Recruiting and Retaining Talent 82 Creating a Talent Pipeline 83 86 88 90 94 96 Why Big Companies Need Entrepreneurs Strategies for Big Companies Case Study: The Ernst & Young Blueprint My Method: Finder, Minder, Binder, Grinder We Start Off with The Lunch We Teach More Than Skills; We Teach the Business Our Ongoing Commitment to Training Case Study: Federal Warehouse Company Workshop One: Teaching the Business Workshop Two: Hunting for New Business Workshop Three: Advanced Hunting Workshop Four: Intrapreneuring The Employee-Eye View The Interview The Pitch After the Hire Case Study: Randstad Six Steps Forward: What to Do Right After You’ve Read This Chapter CONTENTS ͉ Chapter Using Technology vii 98 Six Steps Forward: What to Do Right After You’ve Read This Chapter 99 104 107 108 109 110 111 Chapter Measuring Success 113 Deciding to Measure Six Steps Forward: What to Do Right After You’ve Read This Chapter 114 115 116 120 121 122 125 126 127 128 Chapter Officer Training 130 How to Find Great Managers Six Steps Forward: What to Do Right After You’ve Read This Chapter 130 137 141 142 143 Chapter 10 Maintaining Momentum 144 How to Pay So People Will Stay 145 150 154 157 158 Technology as a Communications Strategy Technology as a Business Tool The Technology in Your Future Where Technology Doesn’t Work When to Turn the Technology Off Case Study: Intuit and the Online Video When to Measure What to Measure Tools for Measurement Outside Yardsticks Informal Measurement Analyze the Data Share the Data Case Study: Emerson Electric What to Ask of Managers Act as a Sponsor Case Study: Innovation—It’s a Management Discipline How to Play So People Will Stay What to Say So People Will Stay Case Study: Fun at Work Six Steps Forward: What to Do Right After You’ve Read This Chapter viii ͉ CONTENTS Chapter 11 Managing Disaster 160 How We Have Managed Disaster at CJP How Other Companies Have Managed Disaster Learning from Disasters Six Steps Forward: What to Do Right After You’ve Read This Chapter 161 166 169 172 PART III PUTTING IT ALL TOGETHER 175 Chapter 12 Addressing the Naysayers 177 Typical Doubts, and Why They’re Unfounded Problems You’ll Encounter, and How to Solve Them Rookie Mistakes, and How to Avoid Them Case Study: They Said It Couldn’t Be Done: The IBM Turnaround Six Steps Forward: What to Do Right After You’ve Read This Chapter 178 183 186 188 189 Appendix A: Ten Questions to Ponder 191 Appendix B: Additional Resources 193 Index 199 About the Author 209 Foreword WE ARE LIVING IN THE AGE OF ENTREPRENEURIALISM Every so often the capital market reshuffles the deck Recently the financial crisis and economic downturn disrupted the status quo and left us in a squall of unprecedented change While in sunny times it can be difficult for entrepreneurs to punch their way into an existing market, the playing field has now been leveled and everything is up for grabs The new kings of the economic kingdom will be crowned over the next couple of years You could be one of them I am here to tell you one way to make that happen In your hands, you are holding the vision of one entrepreneur—and what she realized she could not just for her business, but for other businesses as well Army of Entrepreneurs takes what I’ve long said about the benefits of entrepreneurialism and expands them into a management philosophy for the new millennium Here, you will learn how entrepreneur Jennifer Prosek cut through the mumbo jumbo of management theory and laid out the blueprint for her success today You’ll see how she learned to embrace entrepreneurialism and achieve her own success—and then developed that success into a system that not only built her company, but also empowered the individuals within it You’ll see how she amassed and trained her Army of Entrepreneurs At the same time, she’ll teach you how you can the same for yourself and your employees Does this work? Yes I know this not just because Jennifer Prosek ix ADDITIONAL RESOURCES ͉ 195 Family Business magazine Advice for family business owners and advisers http://www.familybusinessmagazine.com Events GW Summit on Entrepreneurship www.alumni.gwu.edu/programs/special/entrepreneurship/ Annual Gateway Entrepreneurship Research Conference www.slu.edu/Documents/business/eweb/GatewayConference 2010.pdf Futurallia Kansas City www.marc.org/international/futurallia.htm Atlanta Competitive Advantage Conference www.cba.gsu.edu/acac/index.html Global YES Summit—‘‘Rework the World’’ www.reworktheworld.org European Conference on Innovation and Entrepreneurship http://academic-conferences.org/ecie/ecie2010/ecie10-callpapers.htm Education The following MBA programs are well regarded for their teaching and supporting of entrepreneurship: Babson College ‘‘Entrepreneurship is more than just an academic discipline at Babson—it’s a way of life Connecting theory with practice, we infuse entrepreneurial thought and action throughout our curricula and co-curricular activities.’’ http://www3.bab son.edu/eship/ University of California–Berkeley ‘‘The Lester Center for Entrepreneurship and Innovation is an internationally recognized pro- 196 ͉ APPENDIX B gram and the primary locus at Berkeley for the study and promotion of entrepreneurship and new enterprise development.’’ http://entrepreneurship.berkeley.edu/main/about.html Massachusetts Institute of Technology ‘‘The MIT Entrepreneurship Center team provides content, context, and contacts that enable entrepreneurs to design and launch successful new ventures based on innovative technologies.’’ http://entrepreneur ship.mit.edu/who_we_are.php University of Pennsylvania The Wharton School was the first to develop a fully integrated curriculum of entrepreneurial studies Today, the Goergen Entrepreneurial Management Program, named in honor of Wharton alum Robert Goergen, is described by Wharton as ‘‘one of the largest entrepreneurial teaching programs available, offering more than 20 courses to some 2,000 students and entrepreneurs The faculty of over 20 professors and practitioners teach courses for undergraduate and graduate students and guide initiatives for entrepreneurs.’’ http://wep.whar ton.upenn.edu/aboutwep.html Stanford University The Center for Entrepreneurial Studies at Stanford offers a program focused on case development, research, curriculum development, and student programs Emphasis is placed on the study of entrepreneurship and venture capital The Center supports both alumni and students engaged in entrepreneurial activities and describes its mission as: ‘‘Promote research on entrepreneurial companies and on topics relevant to entrepreneurs Graduate students who understand entrepreneurship and entrepreneurial companies Provide resources for students and alumni embarking on entrepreneurial ventures Establish relationships with the local entrepreneurial community.’’ http://www.gsb stanford.edu/ces/ Columbia University The Eugene Lang Entrepreneurship Center at Columbia Business School describes its program as ‘‘one of the most comprehensive and respected entrepreneurship programs ADDITIONAL RESOURCES ͉ 197 in the world The program is more than just a tutorial on how to launch new ventures Instead, it is structured to emphasize two key components of entrepreneurship MBA students may concentrate on.’’ http://www4.gsb.columbia.edu/entrepreneurship/ program University of California–Los Angeles The Harold Price Center for Entrepreneurial Studies is part of the John E Anderson Graduate School of Management at UCLA The Price Center creates a focus on campus for entrepreneurial education and research and it provides teaching, research, extracurricular, and community activities related to entrepreneurship Working closely with its Board of Advisors, the Price Center describes its goal as ‘‘to provide a set of academic and extracurricular experiences that advance both the theory and practice of entrepreneurship.’’ http://www anderson.ucla.edu/x5840.xml Dartmouth College ‘‘The Tuck Center for Private Equity and Entrepreneurship aims to advance the understanding of private equity investing—the engine behind the entrepreneurial activity that drives global innovation and productivity The center focuses on macro and micro issues relating to private equity: capital markets, financing structures, governance and entrepreneurship.’’ http://mba.tuck.dartmouth.edu/pecenter/about/index.html Harvard University The Arthur Rock Center for Entrepreneurship seeks to infuse the overall mission of the graduate program with an entrepreneurial point of view Founded in 2003 from a donation by venture capitalist Arthur Rock (MBA 51), the Center offers a range of programs and services, including support for faculty research, fellowships for MBA and doctoral students, the annual business plan contest, and conferences http://www.hbs edu/entrepreneurship/ Cornell University The university’s program, Entrepreneurship @ Cornell, is designed to work across Cornell’s schools, colleges, and organizations to help promote entrepreneurship education, 198 ͉ APPENDIX B events, commercialization, and experiential learning opportunities ‘‘Our vision is to support a diverse group of university-wide activities that finds and fosters the entrepreneurial spirit in every Cornell participant—in every college, every field, and every stage of life.’’ http://entrepreneurship.cornell.edu/ Thinking from Top Consulting Firms From Accenture: Study, ‘‘Liberating the Entrepreneurial Spirit,’’ July 2001 http://newsroom.accenture.com/article_display.cfm? article_id‫ס‬3761 From Boston Consulting Group: Article, ‘‘Supporting High-Impact Entrepreneurship.’’ http://www.bcg.com/about_bcg/social_ impact/Community_Economic_Developm ent/ImpactStory Detail.aspx?id‫ס‬tcm:12-24766&practiceArea‫ס‬Community‫ם‬% 26‫ם‬Economic‫ם‬Development From Booz Allen Hamilton: Speech, ‘‘Entrepreneurship: It’s Not About the Product It’s About the Passion,’’ by Dr Ralph Shrader (Booz Allen chairman & chief executive officer) to the Strategic Management Society Conference, 2000 Index Accenture, 170, 198 accountability, of line managers, 189 adjustment period, for entry-level hires, 91 Advanced Hunting workshop, 74–77 Akerlof, George, Identity Economics, 87 American Bar Association, Communications Forum, 167 American Customer Satisfaction Index, 55 American Society of Training and Development, 59 Amoss, Jim, 167–168 Anderson, Ken, 20–21 anger, 140–141 Annual Gateway Entrepreneurship Research Conference, 195 appreciation, 140, 150 Army of Entrepreneurs, 1–2 avoiding rookie mistakes, 186–187 measurements to assess, 113 measuring participation, 118–119 negative views of, 178–183 officer training, 130–143 questions for assessing preparation, 191–192 resistance to method, 62–63 start of, 8–10 strategy in disaster mode, 161–166 support in large organization, 43–44 timetable for rollout, 17 Arthur Rock Center for Entrepreneurship, 197 assignment size, measuring, 117–118 A T Kearney, 170 Atlanta Competitive Advantage Conference, 195 authenticity, in corporate culture, 19–22 autonomy, 23–24, 140, 148–149 awards programs, 121 Babson College, 195 Back of the Envelope Formula, 67 Baldwin, Esther, 142 Barnes, Nora Ganim, Behind the Scenes in the Blogosphere, 100 199 200 ͉ INDEX Basso, Olivier, 39 battle plan, 16–17 Bear Stearns, 28 behavior standards, 25 Behind the Scenes in the Blogosphere (Barnes), 100 benchmarks, 115 big companies mistakes, 31 need for entrepreneurs, 32–35 reward system in, 40 strategies for, 35–42 Binder, 51 blogs, 100–104, 155–156 metrics discussion, 122–124 use in disaster, 162–163 boot camp, 63–64 Booz Allen Hamilton, 198 boss, qualities of good, 137 Boston Consulting Group, 198 bottlenecks, from top management control, 182 brand image, business from, 181 Buchanan, Leigh, 115 burnout, 109 risk of, business commitment to, 24–25 identifying opportunities, 70 technology as tool, 104–107 training on, 54–57 business environment, business travel, 152–154 case studies Edward Jones, 28–29 Emerson Electric, 127–128 Ernst & Young, 42–43 Federal Warehouse Company, 59–60 fun at work, 157 IBM, 188–189 on innovation, 142 Intuit, 110–111 preparing for clients, 76 Randstad, 94–96 Case Western Reserve, celebration, 22, 187–188 cell phones, 99 centralized data, 126 centralized decision making, risk in, 182–183 Chakravarthy, Bala, 141 challenge, 24, 149 changes, 17 Clark, Richard E., 146 clients disaster impacting, 164–165 new ideas for existing, 78 retention, 78 Columbia University, 196–197 Commission for Life, 7–17, 67, 138–139, 147, 178, 185–186 advantages, 12–13 commitment, 177 to business, 24–25 by employees, 2, 118 to people, 22–24 to training, 57–59 communications, 21–22, 41–42 by AOE manager, 138 in disaster, 162–163 by employees, 142 to fight fear, 184 and momentum, 154–157 openness in, 56–57 technology as strategy, 99–104 company growth, plateau in, 15 company products and services, knowledge of, 78 compassion, 138 compensation and employee retention, 145–150 INDEX ͉ psychic, 148–150 public knowledge vs confidentiality, 69 complexity, 24, 149 confidence, 14 conformity, 32 consultants, 38, 198 continuous effort, 26–27 control, 20 by top management, 182 Cornell University, 197–198 ILR School, 136 corporate culture, 18–29 authenticity, 19–22 commitment to business, 24–25 commitment to people, 22–24 continuous effort, 26–27 importance of, 27–28 costs, of running business, 68–69 creativity, support for, 37 crisis management plan, 171 CRMindustry.com, survey, 107 cross-departmental team, for entrepreneurial issues, 44 cross-selling, 78 culture audit, 29 customer relationships management (CRM), 107, 120 customer service, 78 customers keeping in touch with, 33–34 measuring satisfaction, 119–120 training on sources, 68 Cutting the Clutter (IDC), 125 cynicism, combating, 185 Dale Carnegie Training, 49 Dartmouth College, 197 data analysis, 125–126 deal breakers, 25 decentralized decision making, risk in, 182–183 201 Deutschmann, Sherry Stewart, 41 digitized information, 126 dirty jobs, 82–83 disaster management, 160–172 for client, 164–165 economic disaster, 161–164 learning from disasters, 169–172 natural disaster, 167–168 obsolescence risk, 168 Easy to Assemble (comedy series), 106 economic conditions and hiring decision, 85 see also poor economy economic disaster, 161–164 The Economist, 32 education, on entrepreneurship, 195–198 Edward Jones, case study, 28–29 Emerson Electric, case study, 127–128 emotion, on the job, 139–141 employee-eye view, on training, 79–81 employees attitudes, 33 blogs for connecting with, 101–103 committed, 2, 118 empowerment of, 57 engagement, 49, 55 feedback from new, 92–94 focus of, 178 measuring satisfaction, 118 ownership of business, 55 priorities of, 178–179 responsibility for measurement and analysis, 126 retaining, 34, 145–150 retention as priority, 94 stress, 154 as talent spotters, 84 202 ͉ INDEX empowerment of employees, 57 enthusiasm, 144 lack of, 185–186 Entrepreneur magazine, 194 entrepreneurial skills, and hiring decision, 134–135 entrepreneurial thinking, in poor economy, 170 entrepreneurialism, ix entrepreneurs big companies’ need for, 32–35 burnout, time for developing behavior, 39 entry-level hires adjustment period for, 91 identifying, 14–15 Ernst & Young, case study, 42–43 ethics, 25 Eugene Lang Entrepreneurship Center, 196–197 European Conference on Innovation and Entrepreneurship, 195 events, as learning opportunities, 195 expertise of company, 76 technology, 106–107 external blog, 104 external search for leaders, 133–136 Facebook, 73, 100 Family Business magazine, 195 fear, 183–185 Federal Warehouse Company, case study, 59–60 feedback, from new employees, 92–94 financial rewards, 25 financial terms, defining in training, 66–67 Finder, Minder, Binder, Grinder, 50–52 flexibility, 23–24 Ford, Henry, 115 formal networking, 72–73 formal training, reasons for, 48–49 Fortune, 100 Best Places to Work For in America, 55 fun at work, case study, 157 Futurallia Kansas City, 195 The Future of Work (Malone), 182–183 General Motors Corporation, 33 generating new business, 8, measurements to assess, 116 need to teach, 10–11 rewards for, 180–181, see also Commission for Life Gerstner, Lou, 189 Gladwell, Malcolm, 18 global business, 34–35 Global YES Summit ‘‘Rework the World,’’ 195 Globoforce, 150 goals, compensation and, 147 Goergen Entrepreneurial Management Program, 196 good boss, qualities of, 137 Grinder, 50 growth, 145 gut instinct, 114–115 GW Summit on Entrepreneurship, 195 Harold Price Center for Entrepreneurial Studies, 197 Harvard University, 197 headhunters, 121, 166 hiring, 36–37 actions after, 90–94 challenges, 165–166 of managers, 134–137 in poor economy, 163–164 see also recruiting INDEX ͉ Holmes Report, annual PR Agency Report Card, honesty, 20–21 with job candidates, 89 Hughes, Adam, 168 human contact, vs technology, 108 hunting, opportunistic vs strategic, 75 Hunting for New Business workshop, 70–74 Hurricane Katrina, and newspaper staff, 167–168 IBM, case study, 188–189 IDC, Cutting the Clutter, 125 idea process, 40–41 Identity Economics (Akerlof and Kranton), 87 IKEA, Easy to Assemble, 106 Inc magazine, 194 incentive programs, and quality workers, 146 independence, and hiring decision, 36 industry surveys, 121 inertia, 185 informal gatherings, as measurement tool, 120–121 informal learning, 58–59 informal measurement, 122–124 informal networking, 73 information overload, 125 infotainment, 152 in-house search for leaders, 131–133 initiative, lack of, 10 innovation, 33, 117, 169–170 case study, 142 culture for, 42 as management discipline, 142 nurturing and maintaining, 43 insolvencies, causes, 170–171 203 internal blog, 101–103 internal support systems, 37–38 internships, 85 impact, 92–94 interview, of job candidates, 86–88 Intrapreneuring workshop, 77–79 Intuit, case study, 110–111 Irvine, Derek, 150 Isola, 168 Jacobs & Associates, job candidates first job, 82 honesty with, 89 interview, 86–88 The Pitch, 88–90 resume, 134 job creation, 84–85 Johnson & Johnson, 42 junior staff, vs senior managers, 181–182 Kay, Ira, 25 Kranton, Rachael, Identity Economics, 87 laptop, security for, 109 leaders, in-house search for, 131–133 leading by example, 19–20 learning additional resources, 193–198 from disasters, 169–172 informal, 58–59 learning ability, 135–136 Lehman, 28 lesson plan, for training, 60–61 Lester Center for Entrepreneurship and Innovation, 195–196 LetterLogic, 41 line managers, accountability and ownership, 189 204 ͉ INDEX LinkedIn, 73, 100 listening, 72, 79 long-term incentive programs, 146 Lorange, Peter, 141 loyalty, 14, 20 LRN, 25 The Lunch, for training, 52–53 compensation and, 145–150 loss of, 186 play at work, 150–154 steps to keeping, 158 money, role of, 138–139 motivation, 13 motivational synergies, 87 Malone, Thomas, The Future of Work, 182–183 management discipline, innovation as, 142 managers culture fit, 134 expectations, 53 leading by example, 19–20 needs from, 137–141 selection, 130–137 as sponsors, 141–142 training by, 48 marketing, outdated methods, 168 Marsh Crisis Consulting, 171 Martin Mulligan, 168 Massachusetts Institute of Technology, 196 MBA programs, on entrepreneurship, 195–198 McKinsey and Company, 37–38 McKinsey Quarterly, survey, 89 measuring results in recruiting, 85 see also success measurement meetings, as measurement tool, 120 mentoring, 23, 58 micro-entrepreneurs, 180 micromanagement, 17 Minder, 50–51 mission of business, 66 MIT Sloan Management Review, 142 momentum, 144–158 communications and, 154–157 natural disaster, 167–168 naysayers responses to, 177–190 typical doubts, 178–183 ‘‘need to know’’ system, 20, 41, 54, 56–57 negative talk, 184 networking, 72–74 new employees case study, 94–96 feedback from, 92–94 new ideas, for existing clients, 78 New Orleans Times-Picayune, 167–168 newspaper staff, and Hurricane Katrina, 167–168 nudge, need for, 11 obsolescence risk, 168 O’Connell, Andrew, 115 Octagon Research Solutions, 36 office parties, 151 offshoring, 168–169 onboarding, 95 Onderick-Harvey, Edith, 85 open-book management, 21, 54–55 case study, 59–60 open-door policy, 58 opportunistic hunter, 75 opportunities for sales, 71 Osborne, Richard L., overcommunication, 21–22 ownership, 13 by line managers, 189 INDEX ͉ paper memo, vs blog, 103 parties, 151 Peccei, Riccardo, 49 performance, compensation and, 146 personal relationships, opportunities to develop, 151 Pfeffer, Jeffrey, 138 Pickens, Bill, 54–55 Pickens, Bonnie, 54–55 Pinelli, Maria, 42 pipeline growth, 116 Piskorski, Mikolaj Jan, 111 The Pitch, to job candidates, 88–90 plateau, in company growth, 15 play at work, 150–154 Pool Covers, Inc., 54–55 poor economy entrepreneurial thinking in, 170 hiring in, 163–164 predictability, 137–138 priorities of employees, 178–179 problem solving, 183–186 product innovation, 117 productivity, 21 professional development, 22–23, 151–152 meetings for, 58 profitability, 67 project spotting, 117, 162 technology for, 105–106 psychic compensation, 148–150 public blog, 104 public relations, Publix Super Markets, 55 Pullig, Chris, 181 Randstad, case study, 94–96 recruiting, 82–97 actions after hire, 90–94 by employees, 166 measuring results, 85 205 with talent pipeline, 83–85 tools, 96 reference check, 90 referral system, 84 research, on prospects, 76 resume, 134 revenue account, minimum load, 67 reward system, 121 in big company, 40 for lead generation, 180–181 see also Commission for Life risk in decentralized decision making, 182–183 spreading, 40–41 rumor mill, 21 salaries, see compensation sales process, demystifying, 71–72 satisfaction of customers, 119–120 of employees, 118 Schwartz, Jonathan, 101 scorecard, for hiring process, 86 script, for The Lunch, 53 search for leaders external, 133–136 in-house, 131–133 secrets, 20 security, for laptop, 109 senior managers disconnected, 100 vs junior staff, 181–182 Shapiro, Daniel, 139–140 sharing data, 126–127 Siemens Medical Solutions, 40 Smart, Geoff, Who: The A Method for Hiring, 86 social events, 151 social media, 73 206 ͉ INDEX social networks, importance of, 104–105 Somali pirates, 164–165 speakers, on technology skills, 106 Spherion, 27 sponsors, managers as, 141–142 Stanford University, 196 Straight from the Gut (Welch), 114 strategic lead generation, 75 strategies, for big companies, 35–42 Street, Randy, Who: The A Method for Hiring, 86 stress, reducing for employees, 154 success best predictor, 136 celebrating, 22 corporate culture and, 18 publicizing, 119 success measurement, 113–129 data analysis, 125–126 decisions on, 114–115 external tools, 121–122 informal process, 122–124 items for, 116–120 sharing data, 126–127 timing for, 115 tools, 120–121 supervisors, qualities of good, 137 surveys industry, 121 as measurement tool, 120 Sutton, Bob, 137 talent crisis, 165–166 Talent Myth, 18 talent pipeline, recruiting with, 83–85 talent spotters, employees as, 84 teachability, and hiring decision, 135–136 Teaching the business workshop, 64–69 team, cross-departmental, for entrepreneurial issues, 44 team interviews, for hiring, 36, 86 technology, 98–112 as business tool, 104–107 as communications strategy, 99–104 in future, 107–108 limitations, 108–109 priorities for, 111–112 turning off, 109–110 temporary workers, web series on, 23–24, 152 Tesco, 89–90 Thaler, Richard, 11 thumbnail description of company, 66 time frame for Army system rollout, 17 for implementing new processes, 39 for recruiting, 83–84 Towers Perrin, 184 training, 22–23, 179–180 Advanced Hunting workshop, 74–77 for AOE strategy, 47 on business, 54–57 commitment to, 57–59 employee-eye view, 79–81 Hunting for New Business workshop, 70–74 incorporating entrepreneurial skills into, 39–40 Intrapreneuring workshop, 77–79 lesson plan for, 60–61 The Lunch, 52–53 of managers, 130–143 method of Finder, Minder, Binder, Grinder, 50–52 need for balance, 187 INDEX ͉ planning and organizing workshops, 81 reasons for formal, 48–49 system for basics, 63–64 Teaching the business workshop, 64–69 transparency, 20–21 with existing staff, 91–92 travel for business, 152–154 trust, 23, 183 in employees, 57 Tuck Center for Private Equity and Entrepreneurship, 197 Twitter, 100, 109 UberCEO, 100 University of California—Berkeley, 195–196 University of California—Los Angeles, 197 207 University of Pennsylvania, 196 value propositions, 89–90 video, Intuit use of, 110–111 Walker, Jim, 36–37 Watson Wyatt, 25, 118, 154 Welch, Jack, 125, 148 Straight from the Gut, 114 Wharton School, 196 Who: The A Method for Hiring (Smith and Street), 86 Wikipedia, 101 work ethic, 87–88 workshops, see training Yale University, 180 zero tolerance, 25 Ziegler, Robert, 170 This page intentionally left blank About the Author Jennifer Prosek is the founder and CEO of CJP Communications where she leads many of the firm’s key accounts Under her leadership, the firm has become a leading international public relations and financial communications consultancy with offices in New York, Connecticut, and London With more than seventy-five professionals, the firm ranks among the top thirty-five independent public relations firms in the United States and among the top five financial communications consultancies in the UK Prosek has earned numerous honors She was a finalist for the Ernst & Young Entrepreneur of the Year award in 2010 and was named an ‘‘Emerging Power Player’’ by PR Week magazine in 2009 She was also inducted into the Arthur Page Society, which includes chief communications officers of Fortune 500 companies and CEOs of the world’s leading public relations agencies CJP was named ‘‘Small Agency of the Year’’ by The Holmes Report in 2008 and a ‘‘Best Agency to Work For’’ in 2008 and 2009 Prosek received her MBA from Columbia University and her undergraduate degree from Miami University in Ohio She is a frequent speaker at leading business schools and for entrepreneurial and business organizations She serves on the board of directors of the New York City Partnership for the Homeless 209 .. .Army of Entrepreneurs This page intentionally left blank Army of Entrepreneurs Create an Engaged and Empowered Workforce for Exceptional Business Growth Foreword by Darren... entrepreneur and what she realized she could not just for her business, but for other businesses as well Army of Entrepreneurs takes what I’ve long said about the benefits of entrepreneurialism and expands... partner and ‘‘work husband,’’ who has supported me (and put up with me) every step along the way Thank you also to my wonderful and valued clients Thank you to my family: my husband Patrick and daughter