Who's on your "founders list'?

A friend of mine asked me an interesting question: If you were starting a new company, who would be on your "founders list"?  In other words, among the people you know, work with, etc.  who would you want with you if you started a new company?

An interesting twist on this question:  Which of the people in your current company or team would make the list?  Are you doing enough to let these people know you value them, and to keep them engaged?  More importantly, have you asked them to be part of your core team or "inner circle"?  These are the people who are likely making the most positive difference in terms of moving your business or mission forward - shouldn't you be spending more of your energy on them?

And another, more sobering, question:  Would any of these people want you on their "founders list"?  What can you do -- now -- to increase your value to the people you value?

I have a new favorite laptop bag

My old laptop bag was beginning to fall apart, so I got The North Face Off-Site Laptop Bag the other day.  I absolutely love it.  You see, I have this "thing" about laptop bags - I'm very picky and usually dissatisfied.  I get a lot of flak from my wife for the number of bags I discard (give away, sell, etc.) because they frustrate me.

But this bag?  Awesome.  The North Face ranks as my #1 favorite bag (I'll share my #2, etc. at the end of this post, along with my favorite laptop backpacks).

Here is why I love this bag:

• This bag is extremely light, but has a ton of space (over 1800 cubic inches)
• There are "cinch straps" on the sides so you can compress it to a smaller size when it is fairly empty, or expand it when you are carrying a bunch of stuff
• Waterproof zippers keep your stuff dry in the rain
• The North Face makes extremely durable products, so this should last a long time (and it has a lifetime warranty against defects)
• There are a lot of pockets with a good range of sizes, which makes it easy to tuck away cables, power supplies, etc. for easy organization and access
• The laptop compartment is roomy for up to 17" laptops (my MacBook Pro 15" fits beautifully) - and the padding along the bottom of the bag is excellent
• There is an expandable front pocket that can expand enough to hold a bike helmet if you are into that sort of thing
• It comes in brown or black (I chose the brown) and looks casual, yet business-like
• The strap and carry handle are very comfortable

So, if you tend to carry a lot of stuff with you when you travel, I think you'll love The North Face Off-Site Laptop Bag.

The rest of the story - other strong choices:

I mentioned I had a few other favorites - here are my top choices:

Shoulder-carry laptop bags:

1. The North Face Off-Site Laptop Bag - see above.
2. Timbuk2 Commute 2.0 - This one isn't quite large enough for me, but it's a terrific bag. If you like messenger-style bags, check this one out.  Good use of space, very tough, very water-resistant, and checkpoint friendly.
3. Briggs & Riley @Work Computer Case - Spacious, versatile with lots of pockets.  A bit on the heavy side, and pricey though.
4. Tumi Alpha Large Expandable Organizer Computer Briefcase - big, lots of pockets and tough. Very expensive and the computer compartment has a very rigid reinforcement panel that can make it tough to get under some airline seats.

Laptop backpacks - note, I don't use backpacks much in business, since they look too casual for some of the meetings I attend. On vacation, backpacks are my favorite.

1. Brenthaven Trek Expandable Backpack - This is a very durable, fantastic laptop bag with great use of space. Comfortable, with nice straps.
2. Briggs & Riley @Work Computer Backpack - Great bag, lots of padding, but a bit short on pockets for me and it's pretty tight (not expandable) so it doesn't always cooperate when I overstuff it. Comfortable and durable.
3. SwissGear Carbon Backpack - Spacious, lots of pockets.  Shoulder straps are too short for someone tall like me, and it doesn't have compression straps so it feel big even when it's empty.

I've used more than my fair share of laptop bags in the last 20 years - I feel like you can't go wrong with any of the bags on this list.  Let me know what you think, if you get one of them.

Choices and forcing functions

I'm going through a strategic planning process right now.  It's very liberating - you can start to redraw the boundaries, constraints, and reassess the pre-existing conditions of your business.

One of the challenges is not trying to commit to doing too many things.  A long time ago, I realized something that seems counterintuitive, at first glance:

Sometimes you have to limit your choices to expand your opportunities.

What I mean is you need to force yourself to focus on fewer things so each one of your focus areas receives sufficient investment to allow it to succeed and thrive.  One of the mistakes I see companies make (lots of them, not just mine) is to spread themselves too thin.

We often think of a "shotgun" approach as hedging our bets.  In a way, that's true, but dividing your organization's attention across too many different initiatives more often results in frustration and failure.

So, what can you do?

Some techniques can help:

• Drive to your top 5. You have lots of options, and you probably have a group of people you need to get on board with your priorities and commitments.  Getting a group to agree on a short list is challenging, so your first step should be to try to get to reasonable alignment with five target areas.
• Get clear on your top 3. This will take a while, but if you can get the group to agree on the top 3 areas of focus, that is real progress.
• Drop the bottom 2. Now that you know your top 3, it's time to say "no" to everything below those.  It will be a test of your mettle, but it's important.
• Pick your #1. You've got a list of 3 important things - now, pick the one that is the most important.  It will be your cornerstone.
• Align your resources to your #1. Allocate at least 67% of your resources, time, etc. to your #1 priority (that's a minimum - allocating more to #1 is even better).  The remaining 1/3 of your resources can be budgeted to the remaining 2 items (the mix there is less important, as long as you don't ever allow your commitment to #1 to drop below 67%.
  • I realize you may not be able to make the shift all at once, but give yourself an aggressive deadline, then plan and execute to have the resource shift in place by the deadline.
• Hold the line. The old saying, "No pain, no gain," holds true here - it will be a difficult transition but well worth it in terms of focus and execution.

This transition can be a very liberating one, if you do it deliberately.  There is huge value in setting clear guidelines to drive decisions of what's in, and what's out - especially when it comes to how everyone in the organization spends their precious time and the company's precious money.

Anything to add or challenge from your experiences? I'd love to hear it.

Bare Knuckle People Management

I got an early copy of "Bare Knuckle People Management," this week from one of the authors, Sean O'Neil. Sean, along with co-author John Kulisek, have created a fantastic resource for managers.  I started reading it on a cross-county flight this morning and couldn't put it down.

The subtitle of the book is "Creating success with the team you have - winners, losers, misfits, and all."  Their focus is to help you identify the traits, strengths, weaknesses, etc. of the folks on your team and then come up with individualized management / coaching approaches that map to each person's strengths and weaknesses.

The book is written in a very direct, "in your face" style that is clearly rooted in real-world experience.  What do I mean?

What's your Cast of Characters?

The authors discuss people in terms of 16 "Character Profiles" that I clearly recognize from people I've worked with.  For example, one of the "people types" they talk about is "Needy Ned," described as follows:

"Although he has the tools it takes to make the starting lineup, Needy Ned's anxiety and constant need for approval and assistance keep him on the bench.  He has an insatiable appetite for your attention, is afraid of everything, and requires kid glove treatment in order to avoid a display of tears.  If you can manage his anxiety and resist the urge to kill, perhaps you could boost his productivity."

I know that guy - I used to manage one back in the 90's, and I thought of them as "high maintenance" (or more politly, "high touch.")  The other 15 types conjured up specific people in my mind, as well.

This book not only helps you identify the types of folks you are dealing with, it also offers good, practical advice on how to better manage them, tap into their strengths, and manage around their weaknesses (which will help you and them in the long run).

It also deals candidly with the subject of whether you should really try to coach them, or just manage them out of the team.  And yes, there are some comments on whether you are really a good manager if you can't get more out of some of these folks - worth thinking about, for sure.

Get the Team right

Another thing this book does well is discuss team dynamics.  For each of the 16 Character Profiles, they discuss who you should (and shouldn't) pair people up with, with regard to helping both individual and team effectiveness.

The book gets you to think in terms of:

• Your "Starting Five," which are your go-to people for "wow" results.
• Your "Utility Players," which are predictable - the bedrock of the team.
• Your "Benchwarmers," who have potential but should be coached up or out.
• Your "Trading Block Candidates," that really ought to be off the team.

This model helped me frame my thinking very clearly and I like how it's discussed in the book.

The last section of the book is more about the chemistry of teams, and how to use your team of Characters most effectively.  There is a good discussion of 5 team types, ranging from awesome to has-been, and I picked up a lot of good tips along the way.

This book is a great tool box for managers.  Some of my team members are actually combinations of the 16 Character Types, but I have some practical, immediately applicable tools I can use in my next coaching sessions.

My Recommendation

I recommend "Bare Knuckle People Management" to anyone who's responsible for managing a team, but especially to those who are new managers or have just inherited a new team.

One thing missing from the Mac: ClearContext

In the past, I've written a lot about Getting Things Done (GTD) and my journey with it.  One of the shining points along the way was finding ClearContext, which is an Outlook add-in for WIndows that transforms how you can use GTD with Outlook. I've written a lot about ClearContext, as well.

As you may also know, I switched to the Mac about a year ago and one of the hardest things to do without has been ClearContext.  I'm now using Outlook 2011 for Mac, but it apparently isn't quite as extensible as the Windows version of Outlook (I'm hoping Microsoft addresses this crippling limitation in future release of Outlook for the Mac).

Anyway, if you are looking for an awesome product to help you up your game with GTD, I encourage you to check out ClearContext.  Their latest release (which a few of my colleagues are using) has a lot of new functions to help automate a lot of the categorization, filing, and other kinds of mundane tasks so you can better focus on getting your work done efficiently.

If you've never looked at ClearContext, start with the intro video before, then head over to the ClearContext site for a free trial.  If you've looked at ClearContext before but not acted, give it a second look.

And Microsoft:  If you're listening, please open up Outlook on the Mac to enable fantastic products like ClearContext.