We get advice all the time. From people that we know, we respect and those we don’t know and we don’t necessarily respect….but we learn from regardless. Here is a collection of advice from a group of people from all walks of life…. May something resonate with you!
1. Don’t lose sight.
“‘People who used to run car companies were really into cars. People who ran hotel chains loved hospitality. Now, everything is run by accountants, and you feel it as a consumer.‘ This slightly grumpy rant from one of my mentors, the famed mad man Martin Puris, inspires me to stay focused on the purity and passion of a business pursuit.” –Andrew Deitchman, co-founder of The New Stand
2. You get only what you settle for.
“The best business advice I ever got came from my dear old Dad. It’s quite simple and immeasurably powerful. It goes like this: ‘You, and only you, should set the value of your talents, ideas, services, and/or product. Don’t ever expect anyone to pay or give you more than they have to.’ As an entrepreneur, you have to get used to the fact that, quite often, you’ll be faced with an offer that seems less than the value of your talent, ideas, services, or product. That’s business. You are the sole arbiter of what you, your ideas, services, or product is worth. Therefore, what you get is what you are willing to settle for. You have to fight for what you feel you’re worth. Not that settling is necessarily a bad thing, but where you end up is what you settle for. Sage advice.” –Neil Powell, fine artist and co-founder of Mugnacious
3. Be clear and transparent.
“I learned many things while working for Steve Jobs in the ’90s, including what not to do. While Steve was arguably the greatest marketer of our generation and gave some of the most inspirational speeches of our time, he wasn’t the best communicator when it came to individuals. Steve didn’t set defined expectations for me or other employees: he simply knew it when he saw it. Watching him operate made me recognize the importance of clarity and transparency with my team, and how imperative it is to set expectations and effectively communicate with them. The more transparent I am about where I want to take the company, the clearer my team is about how to get there. Making sure everyone is on board before you make business decisions will help ensure you won’t alienate people (sometimes your best ones) in the process.” –James Green, serial entrepreneur and CEO of technology company Magnetic
4. Forget “having it all.”
“These days, there’s an ongoing debate about whether women can ‘have it all,’ and I’ve often been asked that question. I’m a person who likes to give 100 percent to everything I do. I want to be the best at my job and as a mother. But I realize I can only give 100 percent in the moment. If I’m at work, am I giving 100 percent to my kids? No. If I’m at home, am I giving 100 percent to my work? No. It’s a balancing act, but worthwhile as long as we don’t kid ourselves that we’re superwomen.” –from the book Getting Real by Gretchen Carlson, host of The Real Story with Gretchen Carlson on Fox News, used by permission
5. Don’t get caught in analysis paralysis.
“Work is never going to be as slow as it is today. The pace of business in general — and start-ups specifically — will only quicken in 2016. So, we have to make a lot of important decisions quickly. I got some great advice early in life, which was: ‘Sometimes you won’t know the right decision, so you have to make the decision right.’ In other words, when you lack perfect information and time, you have to be thoughtful about your process, be diligent in your analysis, then make the decision quickly. After that, it’s all about execution and putting all your energy into making it work.” –Don Smithmier, founder and CEO of The Big Know
6. Listening is very different from hearing.
“The best piece of advice ever imparted to me comes from my mom, who is fond of saying ‘What you say matters less than what people hear and understand.’ As a teacher, she was a brilliant listener, and she used what she heard to build a bridge between what she needed to teach and how the student needed to learn. From that, she taught me to focus my efforts on helping people understand rather than on what I wanted to tell them. She taught me how to hear, and it is the single most important skill in my professional success.” –Courtney Buechert, founder and CEO of creative marketing agency Eleven, Inc.
7. Put your weirdness into your work.
“These words were spoken to me by famed voice-over and recording artist Ken Nordine. This was many years ago, and I’ve carried these words with me ever since. He recognized that we all get a little weird from time to time, but it’s how we choose to channel our weirdness that’s key. To offset my very ordinary life, I infuse every project I touch with experimental and fluid creations. It’s what’s led to my best work and most successful endeavors. With weirdness and imaginative thinking embedded in all facets of your work, you are free to spend the rest of your time enjoying the little things in life, a balance that is delicate yet so profound.” –David Slayden, founder and executive director of designer-founder accelerator BDW
8. Action creates opportunity.
“There’s a variety of advice that has had lasting impact, but this is the one that I continue to return to on a weekly basis. It’s a quote from my former CEO. This phrase remains valuable in the big and small, in the tactical and the strategic. We are in an industry that requires the creation and fostering of constant change. We have to invent new ideas, create new services and capabilities, all while increasing the quality of our craft. So while we can all spend an endless amount of time contemplating and planning, there is one force that cannot be denied. Take action, as it will surely create and open up new opportunities.” –Ed Brojerdi, CEO of KBS New York and co-founder of Spies & Assassins
9. No cohesion, no team.
“In creative industries especially, teams are central to the work. They are integral to collaborative cultures and, far more often than not, essential to innovation. What too many people fail to recognize, however, is that two or more people working together doesn’t automatically constitute a ‘team.’ These people may be partners and co-workers, but that’s not enough to effect the magic that genuine teamwork can produce. When I was running the brand-strategy practice for consultancy FutureBrand, we assembled teams to take on each assignment and were careful to include a diversity of skills and backgrounds in each. I couldn’t help but notice, though, that certain teams were far more effective than others. In a management meeting, we discussed the issue and then we each went off to gather more data. When we reconvened, the lesson became clear: No cohesion, no team. It turned out that the highest performing teams simply liked each other more. They would break for dinners. Go bowling. Share their weekend plans and recaps. They genuinely cared about one another. And that led to a level of performance that far outstripped anything that less cohesive teams could hope to achieve. I keep that lesson in mind, not just when I’m putting teams together but also when I’m hiring. However brilliant or accomplished a prospect is, I don’t want to hire that person if he or she can’t play well with others. I look for the right mix of skills and mindset, of course, but beyond that I want to know that the person will be worthy of colleagues’ trust and a positive presence within the company. If not, I’d prefer that person play on someone else’s team.” –Andrew Benett, Global CEO of Havas Worldwide and Havas Creative Group
10. See the spaces, not the trees.
“This is a snowboarding reference. It can be daunting, standing at the top of the mountain readying yourself for the trip down, and seeing all the trees in your path. But the key is to see the space between the trees. This sort of mindset, seeing the opportunity and not the obstacles, is important as you start out on your next life chapter, both personally and professionally. When you’re deep into your work or facing a personal challenge, it’s easier to see the barriers, but don’t let them stop you from pursuing the opportunity that exists around them. Remember the business of your business. Many companies get caught up in the service they provide versus what actually drives their business. For example, Twitter is a micro-blogging service. But at the end of the day, what pays the bills is selling ads and sponsored tweets on the platform. Don’t lose sight of the actual economics of your business; it’s what keeps the lights on
Celebrating 21 years in the Wine Industry
There’s two things you need to know, right off the bat, about these hiring criteria.
First and most obviously, the six criteria on Danny’s list are psychological traits, not technical skills. Even though it is generally easier to hire for technical skills, whether they are knife skills in the kitchen, great customer-centric leaders like Meyer feel confident that they can teach technical know-how to almost any newly-hired employee, but on the other hand find the idea of teaching empathy, teaching work ethic and so forth to be essentially a fool’s errand, much better addressed in the selection process than in post-employment training and discipline.
The second point is this: Even though you’ll be hiring for personality traits rather than technical skills, you still need to develop highly-skilled employees before they even face the first customer. Otherwise, you’re doing your customers (and your company) a huge disservice.
Meyer: “I used to think that you could just hire people for their emotional skills and if they had the six essential emotional skills, that’s all it took. I learned the hard way that you can’t unleash somebody’s hospitality unless you have first completely drilled all the systems, the technical skills and know-how that are needed, to a point of excellence.”
In other words: These wonderful, warm personality traits that you have hired your new employees for aren’t going to manifest themselves in ways that are useful to your customers until the training for skills is complete and has become second nature.
Meyer compares this to learning to drive a stick shift.
I remember when I first learned to drive a stick shift [as a teenager back in St. Louis], I had absolutely no idea what I was doing. And until I had learned to be proficient at doing that, I wasn’t having any fun while I was driving. I wasn’t switching the stations on the radio dial. I wasn’t telling jokes to my friends. I wasn’t pointing out the beautiful trees on the side of the road.
At that beginner’s stage, I was “all systems all the time.” But once I learned those systems, how to shift gears, find a sticking point when I was on a hill, all those kinds to things that are really taught. Once I cleared all that out, that’s when I could get back to being myself and pick the best music for whoever was in the car, tell jokes with people, you know, enjoy the scenery.
So even though the emotional skills that lead to hospitality are not really teachable, but they are also not revealable until first you’ve learned the systems, the technical side of getting the job done.”
Meyer and his Union Square Hospitality Group restaurants hire for what Meyer calls an employee’s “hospitality quotient.” These are the six traits he feels are required for an employee to have the potential to provide true hospitality to the guests of his restaurants.
Here’s his list of six traits to hire for, which I’m using here with his permission and hope you find useful.
1. Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full);
2. Intelligence (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning);
3. Work ethic (a natural tendency to do something as well as it can possibly be done);
4. Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel)
5. Self-awareness (an understanding of what makes you tick;
6. Integrity (a natural inclination to be accountable for doing the right thing with honesty and superb judgment).
How to ace lunch interviews? You made it through your first interview! Your second interview is over lunch with your perspective new boss. It is at a great restaurant near their office and you have been there before. What do you need to know? What will the employer look for? And this is the wine industry so??? wine with lunch or not?
Henry Ford invited job candidates to lunch with him. He would observe if the candidate would salt his food before tasting it. If he did, he would not hire him. If he tasted the food first, he was a person who evaluated situations before taking action. Henry Ford believed in testing his candidates and this was it. Many employers evaluate candidates during lunch interviews for things you never think of.
Are you ready for your test? You expect hard questions, but many employers want to see how you act in different situations such as a lunch interview. A lunch interview means you need to juggle a meal, good manners, answer questions while eating a meal, and still be persuasive. You still need to be aware of being observed while you answer or ask questions.
What is the test? You may not know, but employers are looking for certain traits. It could be character, integrity or certain personality! You cannot prepare for this part so just be natural. Would the employer do something to see how you would react? It is possible. It is more likely that during the meal, he may describe a scenario and ask for your opinion. Remember, they want to see how you think. There is no right or wrong answer or is there?
About five years ago I read about how CEOs evaluate candidates based on how they treat waiters in a restaurant. Some may call it the unwritten rule of lunch interviews. Would an employer be above staging something and seeing your reaction? You may never know if it was staged or not! Handling mistakes, poor service or an accident provides insight into the candidate. A person who is nice to the employer and rude to the waiter or to others is not a nice person.
This an interview and you should dress for it. You never go wrong with a great suit and good grooming. But again the wine industry as a whole is not corporate. If everyone at the first Interview was in fuzzy vests and jeans …then you can tone it down but never to their level. Always collared shirt, jacket and khakis for the guys and a nice tailored dress & or slacks for the gals.
Do your research and have questions for the employer. Bring along your questions, a portfolio of your best work and anything else you think is important. Manners are important, but you need to juggle that and trying to impress the employer too. Order something simple so you can eat and answer questions without difficulty. You want to appear confident and at ease with the situation.
Arrive early and wait for the employer. Allow the employer to lead, wait for him/her to sit, take the napkin and order. Drinks??? You can keep it nonalcoholic such as ice tea, sparkling water or perhaps even juice, but remember this is the wine industry…follow your potential bosses lead… Ask him/her what they would like then order accordingly. Know what you will order from the menu before you get there. It takes the pressure off, if the employer makes a quick selection. Be polite to the server. Don’t make a big deal about a mistake.
Remember the employer sees how you handle everything. Don’t eat too fast, or eat and speak at the same time. Eating too fast or not at all looks as though you are nervous. Small bites will keep you ready to answer or ask questions. Never order dessert unless the employer does. The interview is not over until you are gone. He may observe you waiting for your car or how you handle a problem. You are always being evaluated.
Simple things will prevent you from getting the job. How do you finish the interview? You should have questions or sample of your work to demonstrate your interest in the job. Be conscious of the employer’s time. Make your points and avoids mistakes, how you handle things will either help you get the job or keep you from it. What are you going to do? When you are finished with your meal fold the napkin and leave it by the plate.
Lunch interviews put you on the spot! Keep in mind that the employer is observing you eating, answering questions and how you deal with problems and people. You can only prepare so much for this type of interview. You can practice the questions, work on your manners and even work on your people skills, but you need to act natural. Most experienced managers or executive see right through someone who is not genuine. Being genuine and confident is important.