Your Brand Plan for business and career - Blogs - David Sandusky

The Development of Founder Recruiting Partners

David Sandusky — Mon, 09 Apr 2012 15:30:38 GMT

The time has come. Timing in the sense that I'm personally ready to build a remarkable national leadership recruiting and market research company. Timing in that during dramatic change and struggle for many businesses and industries, great things emerge. We see new companies and new careers as well as long time companies learning how to be innovative again. This landscape is part of the new economy and there is uncertainty. Founder Recruiting is prime to help and it is time. The time has come because I have settled in to the kind of search firm that is both needed and extremely exciting. One that takes the best from traditional retained search firms but is different, innovative and leading how to service in our forever changing reality. One that affords me the opportunity to work closely with a group I promote and love to create teams around. Founders.

A lot of great experiences have happened over the years leading to the development of Founder Recruiting Partners. In short, I've taken many lessons working with some great professionals running some of the largest books of business in the industry. I've learned from them and some that struggled during boom and bubble busting times too. I've seen the good and what needs to change in search firm culture. Mentoring new senior recruiters/partners while running my own team of 33 people and more than $20 million in recruiting projects was significant. Working with the firm's partners on being great with clients and internal with our recruiting staff was very rewarding for me. I took on this challenge as the VP, West and then VP Strategic Growth and Operations with DHR International. We grew in rapid pace to the tune of the fasted growing retained search firm at the time climbing to a 6th ranking in revenue from 10 in a few years - we declined even faster in early 2001. What a roller coaster and I had the western region! I don't mind telling you I was incredibly fortunate to experience all the above and so much more in my late 20's. We successfully completed difficult searches from some of the best known brands in the world to never made it start-up companies - what a run and I was rewarded for completing the most job fills and best job fill rate.

Following my time at DHR, I worked with another national firm and even a stab at contingency to prove to myself I'm a retained model value proposition. I also did some searches on my own just to prove what I know and that is I want more than contract work...I want to create opportunities including jobs with a great company I know can be superior.

Since 2005 my brand strategy work under Your Brand Plan has succeeded because of the influence my recruiting background brings to each individual situation. Business owners understand how their actions influence culture and overall brand experience. Employees understand how their actions represent the brand and job seekers understand how to build trust around the potential. I have been fortunate to work with great talent during stressful times for many, but the personal brand and brand strategy work did not have the same opportunities for others as how I know how to run in a search firm. Also during this time period, since 2003 actually, I have supported my wife's business. I still do work within the Idea Chic Companies and as Founder Recruiting launches and grows to a long time and great search firm, I will continue working shoulder to shoulder with Julie in projects, marketing, hiring and anything else she needs. Helping her become a great little national stationery company who ships all over the world is fun...running our 1930's Chandler and Price letterpress is an incredible experience! As a matter of fact my office is in the same building. I might run a stunning invitation or business card on letterpress and interview CEOs on the same day. This is my life and it is very cool! All contribute to how we bring value to founder operated companies.

My long time relationships know that executive recruiting has always been intended to be part of my business model. I would be silly not to given the fact that I and my teams have successfully completed a significant number of executive searches.

Changes are required to better serve those who invest in the valuable service in the retained executive recruiting industry. We intent to set a standard and for founder operated businesses, Founder Recruiting Partners is a solution.

Visit Founder Recruiting Partners or call 303.325.3225

How A Start Up CEO Salary Can Help Predict Success or Failure

David Sandusky — Thu, 26 Jan 2012 20:49:21 GMT

Compensation has always been a great indicator of fit between a company need and candidate capabilities. For a start up, this equation indicates the true economy as closely related to the founder and candidate. When I'm asked how much a start up CEO should be paid my answer is "I don't know". Investigating how much a founder is willing to and can pay for the value of the CEO discipline is half of the equation; the other half is how much and what type of compensation structure the best candidates is willing to take personal risk on behalf of the founder vision. Risk, reward and personal financial situations are part of the equation. Start ups are unlike companies with predictable revenues and a place in an industry, where competitive compensation ranges are available and talent generally excepts and fits into this range. We can answer the question about typical compensation with confidence, in a start up, this reality can be different every time because the diligence is different every time.

If you are a founder looking for your first CEO, or a supplier, investor or stakeholder candidate in any way you can pass some judgement on the company future based on the CEO compensation structure negotiated.

With invested interest in your start up , create diligence around:

- A CEO's demand for competitive cash compensation matching history in a corporate setting. This expectation is a red flag. Any CEO with this expectation does not understand the culture of a founder operated start up or emerging growth young company. I'm amazed how often a prospective candidate sells me or others recruiting on fit when this obvious distinction is a tell all. It is common corporate executives and middle management look to get out of big business and are drawn to entrepreneurial ventures. These talented executives are convinced they can run a young company lacking resources. It is sexy, but typical challenges of a start up culture is devastating to those not in it. Compensation is a great deal killer.
It is possible founders will jump at the experience of a candidate in relationship to a hopeful vision of future success and find a way to pay a salary of say $250,000 or more than $300,000 plus other compensation. Predicted failure.

- Deferred compensation on the books. Look at the numbers. Much like the first point above, founders and CEOs might negotiate what looks like a market compensation for a CEO with revenues in the business plan for a number of years out. Burn rate now or future means burning through cash. Like in point one if the CEO is not a fit compensation will help determine this. All deferred compensation is debt. Be realistic.

- Is the CEO a seasoned early stage CEO or an entrepreneur? Some times the founder hires another person who is motivated by starting companies when what they need is a brand of CEO who is great at building the company today.

- How is the cash situation for the CEO? Do they present recent wins with other companies? Examples of creating growth to the point the company is at a later stage of growth leaving the CEO to do it again? This gives us a prediction of success and likely a cash compensation that makes sense and a cash situation for the CEO to focus on hard work.

- What does the family think? Here is the rubber meeting the road in what should be a long dating and perhaps negotiation period. These factors are too important and often rushed through. A long and diligent relationship building process involving many people is critical to success. When this takes place, prediction of success is more likely.

The best CEO is productive and easily generates his or her cost at a bare minimum. There is no sign of getting lost in busy work or daily middle management activities. Cash compensation is fair and reasonable for key motivations and focus - this takes time to identify!

Diligent Start-Up Recruiting

David Sandusky — Tue, 09 Aug 2011 18:03:54 GMT

Many entrepreneurs have unique abilities to move fast on opportunities but have many questions when it comes to control of the mission.

�How should I finance my start-up?� and "How do I recruit the right people?" are commonly asked questions. There is significant due diligence involved in the answer. You will not find YOUR answer online because your situation is as unique as you are. What you can find is good advice from what questions to ask yourself before you seek the right investors for your mission. You can learn from others about mistakes made in recruiting. Mistakes like not paying enough to quick decisions on securing available people rather than recruiting based on mission and problem solving. You can learn about the right time to locate a board of advisors and early stage recruiting requirements from other helpful entrepreneurs. When it comes to your business, you have to know yourself and be honest with your business before you can contribute great due diligence on what is needed in funding and people. Timing for you might be different than even what seems like a similar business situation that secured funding or key people.

People are a key contributor to funding whether you are locating the right investor to the CEO or CFO of your company. Critical first hires make or break early stage businesses. Ask questions, get help. Hire Well!

Personality in Job Descriptions

David Sandusky — Sun, 17 Jul 2011 17:42:07 GMT

Canned and unoriginal job descriptions represent a company culture brand in the same way. You don't want that do you? Most job descriptions are commodity in nature however. Rethink. Market your culture and your management style while addressing actual problems you need solved via the skills you would be investing in.

Job descriptions that paint the picture about what it is like to work in your business makes sense. Personality is not something you should put a lid on. Lay it all out. You might even chase people away who don't fit in to the personality you present.

Take this job description for an office manager with personality.

I love this section of the job description I share below, you might not, but that is my point above. Some people might take too literally, but the right candidate "gets it". This job description remind me of the approach I took to recruit and retain my office manager after growing the team to level of need. My office manager needed to know that the personalities of the retained executive recruiting partners could be hard to manage and each of their client needs at the moment are the most important activity in the office. Manage that! I found a dynamic personality that made our office better. Hiding reality would have resulted in lack of retention and a lot of annoyed people. This is avoidable! Here it is:

If you were working for us, here are some of the things you would have done last week:
Talked to the landlord to get an update on the parking garage situation.
Coordinated with Abt Electronics to schedule installation of 4 flat panels.
Received UPS/FedEx deliveries + US mail.
Sent 25 handwritten thank you notes to customers.
Recommended restaurants and activities for our of town guests.
Booked two hotel rooms and two flights for out of towners.
Answered a handful of calls and routed them to the right people.
Researched and recommended local floral arrangers for weekly flowers for the office.
Researched and recommended local caterers for a variety of events.
Cleaned up our Highrise account to make sure contacts have photos, proper company names, phone numbers, addresses, etc.
Showed the cleaning crew exactly what we needed cleaned.
Took notes during various discussions + transcribed some audio to text.
Researched and recommended dental/vision healthcare plans.
Asked 100 customers permission to include them on our customer page.
Paid a few bills.
Welcomed various people to the office.
Packed up and shipped out about 5 copies of REWORK to various people.
Packed up and shipped out a few other packages.
Picked up some office supplies.
Answered a dozen general questions about 37signals via email/phone.

What If Everyone Was a Recruiter Even If Recruiter is Not in the Title

David Sandusky — Fri, 01 Jul 2011 17:27:34 GMT

Obviously the entrepreneur and CEO of companies large and small wear the recruiter hat for the brand they create and represent. Why do so many feel the brand championing or deflating stops there? Every person in the organization contributes to the culture and delivers the internal and external brand. Therefore, everyone is responsible for establishing the recruiting platform to recruit and retain the best. Only companies who manage to attract a base of employees who take pride in the products and services they represent can accomplish true expansion of a healthy culture. These companies can benefit from the evangelist making recruiting a rewarding process. This takes work as does anything truly remarkable.

At one time word of mouth about what it was like to work for a company traveled through a relatively few people. Some of the best could build a culture brand worthy of "best company to work for" lists. Today thanks to social media dialog and places like Glassdoor.com where detailed company reviews are posted anonymously by employees, word travels faster, reaching more prospective employees. Many leaders find it difficult damage control when they learn what is being said online. At least online the ability to engage and react exists. In twitter feeds, facebook pages and on a few occasions on this site, Your Brand Plan, leaders defending values and mission do engage. They feel they have to defend the brand. When the company has a employed brand champions fueled with pride and customers to match, the prospect of damage control lessons and everyone sleeps better. What a great goal for any company to have all people representing the brand for recruiting simply by believing in where they contribute everyday.

Online or offline each employee represents the brand and therefore is directly engaged in effective recruiting process. This fact will drive away the value of recruiters who do not understand brand and delivery is a function they can drive. This is true for all administrative Human Resources functions. Recruiters, like marketers, must understand the brand to be effective. A typical early stage company CEO who understands the importance of early stage 1st hires strategies can set the culture brand for good. Large employers can adapt to this thinking, they have to.

As a retained executive recruiter it is obvious to me the companies who want to attract and retain the best for their problems and emerging opportunities want to build ongoing relationships with producers. Tapping them at the right time is a challenge so these leaders also want to target people who are ready to be tapped but not marketing themselves. Personal brands with reputations of production who are not actively marketing themselves. This is better than 90% of the population and usually where the best fits exists. You have heard it is better to raise money when you don't need it? Same with recruiting, it is best to build an employer brand culture when you are not hiring. It is very likely your best candidates are not looking at job postings but they are available for a great challenge and pride in work. These people can still be reached and made aware of your great company. Like great marketing principles in place, recruiting can create an awareness to target prospects and be measured in closing actual deals that return well for all involved. In order for this to work, the brand must be solid and all employees engaged in delivery of brand values and standards. This culture becomes so obvious to the outsider that the prospect of working with your company becomes attractive. This is effective recruiting. With the competition for rock solid talent, brand based recruiting is a differentiator unmatched.

Small business and small budgets find it more difficult to mass communicate. Large business find it difficult to control the internal brand, but if everyone is a recruiter, the results become obvious.

Retaining Members with Effective Meetings

David Sandusky — Mon, 13 Jun 2011 18:40:56 GMT

Great people and strategic plans recruit great people. Great people with new ideas recruit great people to help build early stage strategy, funding and teams. As soon as the excitement is at the top and the energy is driving great things, founding culture killing meetings start to drive away the talent. Sound familiar?

We already know the reputation of regular meetings held by management in corporations. Boring. Nearly worthless. At least non-profits retain people based on shared mission, but to retain the best volunteers also experiences a short shelf life when meetings kill the momentum. Start-ups are not immune. The best human resources tend to be very busy and attention is limited. If this is generally true, why do leaders continue with boring meetings? Because they feel required? It is time to innovate and change the culture of meetings for your committees, boards and teams for best productivity during and between face time.

Six years ago I launched the online Personal Board of Advisors and frankly many "seasoned" advisors were not on board with sharing information online even in a private setting. Even if to minimize meetings that can easily be valuable with forum dialog. I would not push even my own clients. It is getting better today. People are seeing how you can create private forums for each committee resulting in less time contributing a long way in productivity. Most of the meeting agendas can be taken care of online and on our time. It works very well. Less and more productive meetings with valuable face time retains top talent.

Steve Blank recently wrote about Why Board Meetings Suck and the important follow up Reinventing the Board Meeting. This has inspired even the Internet focus VCs like Brand Feld to reinvent his meeting schedule.

You can retain the best people whether you pay, they pay (invest) or ask for volunteer time. It is time to reconsider why you meet and how you can be more productive. Saving face time for trouble and celebration.

Rapid Growth Business CAN Have a Healthy Culture

David Sandusky — Mon, 06 Jun 2011 20:39:46 GMT

Many successful entrepreneurs reflect back to early stage recruiting activities as major lessons in developing their brand to another level. Hiring great people is a value that is easy to talk about and in every good business plan but as many entrepreneurs act, just nailing down available people seem most realistic. Founders own the brand delivery and vision but don't have time to do anything that does not look like a fire. This recruiting reality can cause major stress on a brand. As recruiting mistakes are being fixed, entrepreneurs learn about themselves and their culture while building great teams. This makes them better. That is good, but these early stage recruiting mistakes can be minimized.

How Your Rapid Growth Business CAN Have a Healthy Culture
Understand your brand of leadership

Entrepreneurs may listen to investors including venture capitalist when making key hires. Often these hires are based on good measures from past startup CEO, CFO, product or marketing types who have delivered on other portfolio companies. They also have a reputation and good working relationship with the investors. Make sure these people fit with you and your vision - even the best intentions to build teams miss the customization of your actual culture. Not all available talent with great track records are the best for your rapid growth. Know your challenges, be honest and seek those who are honest with themselves too. A level of open trust allowing great people to do what they do best is an amazing culture of success and required during rapid growth.

Listen to those who are critical. As a matter of fact, retain people who are critical and help you be honest with your style and perception.

A number of years ago I was pointed to Leading at the Speed of Growth by an insightful advisory board member to an exciting company launch we were a part of. I had many successes as an executive recruiter including start-ups, but got caught up in the planning for rapid growth with this company. My role was to build the culture and recruit for tomorrow because tomorrow was now. Her experience told her I was allowing the visionary entrepreneur to build a plan that was recruiting at the wrong stage of leadership needs. This book was a great tool to help me address his brand of leadership and re-direct hiring based on the appropriate stage and leadership. I recommend this book. It covers:

- Initial Growth: The first stage after Start-up, when you need to change from a Doer and Decision Maker to a Delegator and Direction Setter.
- Rapid Growth: The stage when you strive to become a market leader � and need to change yourself into a Team Builder, a Coach, a Planner, and a Communicator. Entrepreneur John Fairclough, CEO, Resicom in Lemont, Ill wrote about this stage and how he got Too Big, Too Fast:How We Almost Lost Our Company Culture
- Continuous Growth: The stage when you need to explore new avenues for growth � and transform yourself into a Change Catalyst, an Organization Builder, a Strategic Innovator, and the Chief of Culture.

Always be "on-brand"

Seems easy, but brand strategy is most critical during times of major peaks and valleys. This is where brand values are tested. Richard Branson is a model "on-brand" recruiter.

I have heard an interesting phrase from, and about, many founders or early stage CEOs once they have departed. People talk about the soul of the company leaving with them. I see this as a recruiting mistake. Hiring those who pound the brand drum like the passionate founder does is critical to culture. As sub cultures develop and businesses grow to the point where customers and suppliers feel like they are loosing what was once great about the brand, the people are the reason. This is how critical first hires recruiting strategies are. In order for teams to reflect the brand values and standards, these first hires must carry on the tradition and recruit the same way. When done correctly, the number of people should not dilute the culture if teams remain small and there is alignment with the overall values, mission and vision. Any recruiting strategy that does not address this is a fail.

Always be recruiting

In order to hire the best critical first hires, great entrepreneurs already have a team of solid people. They have a personal board of advisors to advisors and Board of Directors committed to the company. They have great relationships with vendors and suppliers and business partners. They were diligent in recruiting the right funding sources for the business. These are all recruiting techniques that feed into the process of recruiting employees. Diligence and deliberate recruiting based on brand values and standards.

Identifying and networking with talent is a regular part of good entrepreneur and CEO jobs. Having solid partners is critical to maintaining the culture required to grow with the company.

Hire well!

What Gives You Confidence to Accomplish Anything?

David Sandusky — Thu, 19 May 2011 20:59:10 GMT

I made a choice early in my career to take responsibility for the successes and failures of my teams and companies. I figure the sum of what we do ends with me. Building a brand that stands for something means empowering people who also stand for something. When you meet where the customer experiences lives and everyone does what they promise and 'on-brand', you have confidence in the delivery. When you define a problem well and build the right team who bring ideas without fear of judgement, can build (fail and succeed) and deliver a strategy, you have confidence. When these ingredients line up, you can accomplish anything. Seriously.

How do you do this? Stand for something that matters, when you need to be 'on', be great and build your brand from the heart.

Surround yourself with people you trust and prove it by giving them full autonomy to be creative and innovative. I have noticed when you treat people like producers, they produce. Sure, we are always in danger of disappointment and I have been disappointed which at the end is my responsibility. Give rooom, but if you are going to fail, fail fast and lead with the right people.

We are going to do this with YB Innovator. It is already interesting because interesting people are interested. We are going to prove that when an actual problem is defined well, a solution is obvious and a plan becomes as easy at it should be.

Thank you to the early producers of YB Innovator. We are going to work together to create jobs and build business and community. Let's stop talking about it, let's get it done - that is YB Innovator!

YB Innovator Event Series | Kickoff Meeting from Premium Digital Solutions on Vimeo.

Bootstrap Your Business from the Entreprenuerial Heart

David Sandusky — Sun, 15 May 2011 22:27:19 GMT

Great bootstrapping techniques in building and growing products to market and business process are learned on the go. Good strategic plans adjusting on the fly. Great entrepreneurs are not afraid to drive by their bootstraps and with their heart. Great entrepreneurs attract people who are willing to pull up their own bootstraps to see a mission succeed.

The best way to learn how to bootstrap market your business is to drive forward while you lack resources - it forces you to add value to problems. Boostrapping your business will be different from the next entrepreneur so Googling ideas will only make your head hurt. Instead, listen to your heart and make a move. You are an entrepenuer, do it your way.

What I am about to say may sound a bit oversimplified, but it is. Only bootstrap a business that has a well defined problem to solve and is not complicated in seed funding requirement. We prove this each semester with college students as they succeed in proving a return on my $20 loan to solve their well defined problem backed with solid fact finding. They learn how to create products and services people need with literally no resources. They have a simple action plan - strategic plan. They learn how to market and sell while their friends are drinking beer. We are going to prove this on a larger scale starting in Denver with this model applied at YB Innovator.

Anything worth doing will prove great people will focus energy to get it done. They will work hard and produce in areas they don't even like doing. We do great things not because it is easy, but because we are willing to do what others are not. Bootstrapping.

When you have a problem you know must be solved, and you define the actual problem well. The solution becomes obvious. Bootstrapping is something you can do now. Get to work.

Hiring for Competencies, No Problem. Culture? Not so Fast!

David Sandusky — Mon, 02 May 2011 17:30:46 GMT

It is not difficult to recruit for the collection of skills that make up core competencies required for any particular job. The more experience required for a job and in a candidate's career makes this prediction of future success in technical skills even easier. But hiring for culture?

Any great brand who knows what they stand for and why they are in business along with a crystal clear vision has less trouble recruiting and retaining the right people. Diligence in determining how people might fit into the soul of the company is a different trick that becomes more clear too. Easy to talk about, not so easy to accomplish.

To start:

have a vision and be on a mission - these are not statements

be honest with yourself about your business, current environment and place in the future

talk about #1 and #2 when interviewing candidates up and down the organization

Also during a recruiting process:

stop matching resumes to job description

start matching problem solvers to solutions required

get real about working together and take time figuring it out.

Be diligent and take your time. We know the speed of business has limitations to time and diligence. The trick is to go in believing your strategy and knowing what you and your company stand for with no hesitation. Find candidates with the confidence in who they are and what they stand for. The combination yields quick gut reactions to whether or not there is a culture fit and the ability to solve real problems...together. Get to 'no' fast and be diligent with the one that feels good. Your instincts will prove long term benefit. Hire well!

How #LinkedIn Enables Your Connectivity Brand

David Sandusky — Mon, 18 Apr 2011 20:06:28 GMT

Connectors pride themselves in creating timely and effective connections. To accomplish this, connectors seek the best way to organize contacts for easy access and distribution. Obviously to retain a reputation as an excellent connector one must first have connections, second the ability to provide introductions of value and third, great tools.

When memories fail us or at least hit a capacity of "top of mind" people, we need to scan a database of keywords. Our goal is to remember funding sources, service providers or favorite marketing executives to CFOs in a particular location, size of business and maybe industry matching the needs presented.

Today enter in mobile and connectors look for something that works well where they work. Connectors are always on, not just "at work". Socializing in even the least business settings still generate opportunities to help people connect. What tool is on connectors all the time? A smart phone of course!

Quick Study or Case in Point

The last few days I had good opportunities to think about my network and attack it differently all while using my favorite tool to locate, remember and justify timely connectability. LinkedIn. Friday I was asked about business contract attorneys. Two came top of mind but in usual form, I like to take a moment to exhaust the network in case others come to mind. If you are going to connect people, find the best for a situation rather than simply dropping names. Details and personality fit matter. Therefore I like to quickly identify all possible connections and narrow down to a manageable resource list of say three. A quick search on LinkedIn provided my mind with more examples of good people and the ability to add two more relevant referrals to the conversation. I also was able to glance at current affairs from contacts I have not seen in a while. I was in my office making this example of activity business as usual. Fast forward and I was enjoying happy hour and catching up with an old client. Very much social but as often the case a business need came up and a conversation about another Denver professional who's name I only recognized. Back to LinkedIn, this time on my DroidX web browser. Over the weekend it occurred to me that LinkedIn had an app I have yet to download from the Android Market. I played around and on Monday used the app in a real time connecting opportunity not much different then the Friday conversations. This time, the app provided something very cool. Phone numbers!

You see, when you are in need of a timely connection. Timely often times means let's call now! The phone is still the best tool when actual business relationships kick-off. If we are using tools to best organize and act on timely needs and we are mobile, then the LinkedIn app is showing real value to connectors and those being connected.

So here is the deal. You use LinkedIn for your professional network right? You have referral needs and like to be referred where appropriate? Many of you, as I have already noticed, don't have your phone number added to your LinkedIn profile? As more connectors use the LinkedIn app and the tool continues to improve, the user will be on the phone, every time. You want to be found and easy to contact at the point of action, the phone. Make it easy for the connectivity to happen, add your phone number and while you are at it, maintain a solid profile because it is being shared on phones during real conversations ;)

The Innovator Deep Inside - The Kid in YOU

David Sandusky — Wed, 30 Mar 2011 23:09:52 GMT

Creative risk we engaged in as children is considered normal, encouraged by peers and adults alike. As adults, creative risk is an abnormal behavior. A brand reserved for the crazy ones. Reserved for those who make big impact and change in products or service experience. Most adults are afraid of this abnormal behavior and being tagged as different.

I believe all of us prefer to be different and once again take creative risk. I know this to be true because of my creative wife and from teaching Creative Problem Solving to non-traditional aged college students. I also know this with my clients who become convinced of different thinking. That takes time with many people including me, even those who insist on doing the same thing when clearly it is not working. Back to the student population; while many of my students are traditional aged students and fresh out of high school, many are older bringing real world experience to the classroom. Now, I will start calling them students because I don't in class. They are business owners or prospective business owners - at least in mentality of ownership in individual careers. Back to age because this matters in my point so far. To the most part, younger show more playful abilities in brainstorming and idea generation while older tend to look a bit puzzled for a few weeks. Then, something crazy happens. Most are on board with working different and taking risk while appreciating and respecting others. This is when a few drop the class and the rest are "on board". Like a non-judgmental kid who has also learned the value of sharing.

At this point a brave soul is willing to share an idea they have canned deep inside until now, an idea that is different and they want to make this idea reality. When the inevitable ice breaker takes the leap, the individual gets praise from the peers. Applause and congratulations. Stories of inspiration start. Others follow and start to share what they REALLY want to do. Now we are talking because of the trend setter.

There is a personality that lives in all of us that is SCREAMING to get out. This personality is your playful truth. Authentic you, who you really are. Even the most serious of people know this to be true. Smile, you have been identified so enjoy the permission. Innovation in any culture or environment takes someone to start the creativity. The kid who is not afraid of judgement or quick to dismiss a thought for being not normal behavior. This kid is in all of us and when identified the brand of leadership will change the world. It is time to play. Play hard and play with creative risk. It is time to change the perception of normal and create a new experience.

You may have seen this excellent TED talk. My students have and users of the Personal Board of Advisors section of my forums have. Watch again. Then join us for YB Innovator where starting in Denver, we take you, the creator and innovator very seriously.

The shirt I'm wearing in this picture was a gift I received on my 30th birthday from a creative friend. It is becoming faded so I don't wear it when I speak about the creative genius in all of us - when we were kids. Reminds me of creative David, who is back! I need a new shirt.

Time for Your Brand to Embrace Smaller and Better Communities

David Sandusky — Fri, 25 Mar 2011 18:14:10 GMT

So we hit saturation of social media users. Mobile follows the trend. There is your market and opportunity? Problem is marketers still get excited about the number of users on tools such as Facebook and twitter for reach. True social engagement in these models verses LinkedIn who has bypassed 100 Million users and other niche activity communities has a significant impact on actual ROI.

Recruiting and retaining members who benefit from engagement on measurement such as sales is the goal of any business, comments otherwise are not truthful. It takes more work to engage in a niche community. It takes more work to get engaged members in your own community and business model. I think business owners are seeing this and starting to hang out in each other's smaller and better communities. I'm also seeing solid work ethic is coming back as people realize they need to spend money on marketing rather than feel busy being social. Real activity means when people really need business or a job they seek out customized and personal interactions. Real relationships. Exposure on social media is good and listening via social media great, but transactions take a bit more. Real efforts bring people back to the phone, direct mail and handshakes with real value propositions. When you must make a sell, raise money, hire someone, get a job your efforts take on a bit more meaning - you work harder than posting updates.

Now building business online has a real benefit. People who find your brand based on need closes sales. Google still rocks for this purpose. Niche communities like LinkedIn for recruiting or real connecting and etsy for the handmade niche are even better on the percentages. Even on twitter, the activity on a hashtag brings more real value from people who you don't follow or don't follow you. This point tells us that your number of followers is almost worthless compared to where your value in a niche community pays.

Let's take etsy as a smaller and better community.

check out the etsy stats for February:

$34.4 million of goods were sold by our community in February, 2.7% higher than January's $33.49 million
That represents 1,850,525 items sold for the month, 0.4% higher than January�s 1,843,043.
1,722,237 new items were listed in the month, 8.1% lower than January's 1,873,165.
360,396 new members joined the Etsy community in the month, down 12,980, or 3.5%, from January.
994,179,094 page views were recorded on the site in February.
The $34.4 million of goods sold by the community represents a 70% increase from February 2010's total. At the same time, items sold were up 56%.

In this community we created a Etsy Denver Team for localization. There are others before us but ours is the most active and growing fast because the members are posting relevant business discussion to people who care. Results? Sales! We just engaged a talented and passionate person to run this online community. Spending money in niche communities makes money.

It's like going to a restaurant with your party of six and thinking the random 200 other people in your community are sitting in on your activity and even care. Etsy is your party of six in this example.

The critical lesson with online communities is the shelf-life of your activity. Media sites are a brand of NOW and social media delivers this medium. What it does for advertisers is a shame, nothing -- should media sites build their own community? Innovation opportunity! We find search engines crawl with vigor deep into a site like Your Brand Plan and etsy and anything not time sensitive has longer shelf life / multiple page views. Major benefit for non-media sites and the users who have something to sell based on relevant key words. On facebook this is lost unless you post multiple times which of course ticks off your friends who are not there to be sold to.

What I find very interesting is how social media like FB and twitter cause traffic resulting in downstream back to the social media. Where as Google 80% (referring, non organic traffic) for me results in 50% downstream to Google. FB is the same up and downstream meaning they go back to the SM source that brought them to my site. This stat alone fascinates me to the point of strategic moves - while social media brings good traffic and some business, search engine brings more of both. For our business on etsy the results are even more amazing. When someone looking for specific items finds it via a link from this site or a search engine they find the small community results translate to trust. Results? Sales!

What if brands spend time working harder? What if brands embraced smaller and better communities that actually made sense to their own brand? What if your brand could not find this community like an etsy or LinkedIn? Innovation opportunity!

How to Grow Your #Brand

David Sandusky — Tue, 15 Mar 2011 22:50:21 GMT

�If we're growing, we're always going to be out of our comfort zone.� - John Maxwell

Many people are venturing into the unknown as you read this, hopefully you are too. New careers for people with little business experience to people with many years of the wrong experience as they kick down new doors of new industries. Others are starting new businesses because they found a problem to solve or a better way to address a market need. Some are fighting whether or not they can hire new talent. Feel that pit in your stomach? A little anxiety? AWESOME - use it!

Some people are always on the leading edge of learning. These people are ALIVE and so is their business!

How to Grow Your Brand

Find the people you will impact. No brainer? Well, make sure you are not hanging out with "yes" people or situations where you are constantly preaching to the choir. This is true in your networking activities to best fit in hiring and partner relationships.

Argue, listen, debate, respect, problem solve...grow.

Find the people you can see solving problems shoulder to shoulder with you. If you don�t know who they are, network with people you can learn new things from and teach them a thing or two. Pay attention. In other words, don't hang out at events or online only with other industry gurus. Think about this as an example. You too are a finance whiz, a marketing genius or for this example a social media expert. You are attending a social media event or hashtag filled with "experts" when next door or that other hashtag column down there are shop owners or educators asking about best practices in social media. Where might you earn business?

To grow your brand, gain experience understanding the businesses and industry you are targeting. Focus.

Learn how to do research about companies and people needs where you own a value they will buy. Extra effort such as learning does wonders for any brand.

Dedicate yourself to learn about:

- Industry trends.

- Products and services trends.

- creative problem solving skills.

- The title and name of decision makers and innovators. Where are these people online and where do they play and volunteer offline � find them.

These research skills are required for your success regardless of your discipline. Besides, knowing more is an easy way to stand out and don�t you want to be prepared? Taking the time to learn about a business when your competition does the minimum is a difference maker. Your investment and curious mind is ongoing which helps you minimize your time investment during scary times, like a job search or new business development. Dedicated to gaining experience and living on the leading edge opens possibilities to make impact. Making impact grows your brand.

How to gain experience

Do things you have never done before so you can grow new tolerance and thicker skin. Both required when you seek to make a large impact. Fail fast, lead.

The significant problems we face cannot be solved at the same level of thinking we were at when we created them - Albert Einstein

Volunteer using skills you would like to market. In marketing? Show your creativity helping a non-profit get noticed and track what does and does not work for fundraising. Finance? Get on a finance committee where you care about the mission and bring sophistication and accountability. These groups always need help and there is a place for eager minds.

Find associations in your area of interest. Do a Google search and find the associations in your area. This is easy. Contact them and go to a few meetings. Determine if they are difference makers - interesting and interested. Can you make a difference? Ask for time from leadership, get on the the membership committee or some committee. Get involved. Don�t just join like most people. Make a difference. Get on a committee and make a difference.
Get started now. It takes time. Get involved with a manageable number of associations and non-profit groups, dedicate your time to a few and make a big impact. Don�t stop when you land your paying gig. Always find opportunities to expand your experience outside of work.

Oh, can't find an effective group to join where you or your business could add value? Congratulations, here is your chance to start one and earn the brand leader.

Be the person ahead of the game. Live. Don�t be the person playing catch-up with no or the wrong experience. That's how your brand grows.

Brands Hiring Personal Brands to Remain "On Brand"

David Sandusky — Fri, 11 Feb 2011 21:39:46 GMT

In executive recruiting, my clients and/or associates would often describe a certain �kind� of person we need to be recruiting for a particular business plan and culture. Within industry or disciple that �kind� of person had a name. An example statement would be �Get me �a� Brett Godfrey�

Get me �a� Brett Godfrey does not mean get me Brett Godfrey. There is a huge difference. The cost associated with Getting the CEO and co-founder of Virgin Blue including his bleeding heart passion for the company makes Brett rather untouchable. Good job Richard Branson!

Getting �a� Brett Godfrey means finding someone who has the professional characteristics you desire. It might be someone who can start and grow a different kind of airline or it might be someone who has proven ability to recruit for attitude and build a unique culture. Getting "a type of person" is known by the unmistakable feeling in the room when everyone knows what you are talking about. That type of person becomes easy to identify, with individuality keeping him from being a commodity. Being the actual Brett Godfrey is an unmistakable personal brand. You don�t have to know the details about the story; Richard Branson knows the unmistakable personal brand. They shared vision including hiring a genuine smile (no airline experience required) - Remarkable! Richard Branson writes about Brett Godfrey in the chapter simply called �Brand� in his book, Business Stripped Bare: Adventures of a Global Entrepreneur
I thought about Brett as my example over many because of this statement by Branson in the book:

Brett�s naturally a Virgin sort of person. Had he never worked with us, his thinking would not be radically different today. But I believe thinking about the Virgin brand enabled him to focus, and to convey values quickly and efficiently to his colleagues and his staff.

Speaking of the Brand chapter in Branson�s book, I find it remarkable that branson writes about the company and people always being on brand. I am not surprised such a natural brand manager included businesses, culture, personal brand and recruiting in the same chapter.

Branson knows his role in the image of the company. He says his own high-profile adventures have not just highlighted the brand, they personified it. He finds the trick is to find your own way to personify your own brand values and thinks you will feel the advantage - I know you will! Branson goes on to say he feels it is important for the public relations people to build the profile of individual companies and their leaders.

A �type� of personal brand spans across what we do. Independent service providers, politicians, athletes and public speakers are examples of personal brand strategies around longer than you and I have been alive. Think about a conference you are attending. The subject matter is why you are on the list, the speaker is why you go. The experience is why you follow. That experience is the brand a conference leader must find and it comes in the form of a person.

Personal brand is a complicated subject because brand is a complicated subject. That is why it is so fascinating and hard to do well. If it helps you, work on being the kind of person companies, communities and events need and be easy to find. Done!