The Loop

Digital strategy is hard to come by. So, I’d like to share this one tip I learned from the unlikeliest of places — Spy novels. It’s called the Loop.

Apparently it was made famous by Air Force and F-15 fighter pilots. The OODA Loop is a decision cycle that stands for Observe, Orient, Decide, Act.  When pilots are in mid air immersed in ‘life or death’ dogfights, the pilot who can cycle through this decision loop the quickest is the winner. Or, the one who lives.

I read about the DADA Loop in John Braddock’s short book A Spy’s Guide to Thinking. It stands for Data, Analysis, Decision, Action. This is an easy way to bring linearity to a non-linear discipline.

I’ll break it down in terms of digital strategy

Data — understand your environment (most likely your client’s environment). Look at their users, competitors, the best in business, and the marketplace. There’s a lot of really great trend reports and surveys out there that can be used for secondary research.

Analysis – analyze the data. You can look at both quantitative (objective measurements like numbers, followers, market-shares) and qualitative (subjective observations) data. Look for recurring themes in observations, anomalies in metrics, or interpret social comments.

Decision — based on the data and your analysis of that data, make the most informed decision

Action — the plan or product of your decision making. Execute.

Rinse and repeat — this is an important step. The fighter pilot who just escaped the missile needs to cycle through this loop again…and so do you.

The reality is this: you’ll continue to gather information as a web project or digital product engagement goes on. Use that information to always make the best call, the most informed decision, and iterate on that.

More to come about data, analysis, decisions, and actions.

Strategy in Context: Mining for Opportunities

Watching the tides turn in the digital age is as quick as the ocean currents. These microscopic movements that all feed into a bigger pool are advancing technology at an unprecedented rate. In fact, 58% of corporate execs say it will develop at an increasingly rapid rate over the next 5 years. Check out Accenture’s 2016 trend report. With all that in mind, what’s your agency’s plan to keep up-to-date with all this new technology. What’s your agency’s plan to take advantage of the opportunities they can bring? Let me show you how I got started.

Living in the Age of Information

We live in the age of information. It’s almost too much because it’s coming at us from every single direction. Accenture, Hewlett Packard, Deloitte, and more are all putting out new reports, trends, and surveys. You can find these reports just by searching “2016 tech trend reports” 0r some variation of that. To give you a little tip that I use, I will always append “pdf” to my search queries in order to find reports that you otherwise might not be able to. It amazes me how many PDFs are out there right now. After searching, you’ll need to categorize. Now I have a folder in my Google Drive that breaks down into more folders comprised of only PDFs. I categorize them as such:

  • Industries: health, travel, nonprofit, media, B2B, Agency, Consulting. These could be different for you
    • Market Intelligence: you can find these reports by searching “market intelligence ‘your industry here’ pdf” I separate these by year
    • Trend Reports: pretty self-explanatory; usually having to do with some sort of survey
    • Misc. Whitepapers: Because these are always fun to read and have, you can use them as sales collateral when talking to a prospective buyer, and even client.

Once you’ve compiled a number of relevant reports, now it’s time to start reading them. Now, with all the PDFs I have it would take, literally, close to 6 months to read (I’m a slow reader), don’t read them. Skim them, graze them, pluck them, don’t peruse them.

Mining for Information

There is obviously a reason why we have headers and titles and large print. When you are skimming over these PDFs, just look for the headlines, quotes, sidebars with numbers in them. Pick off the statistical data and write it down some place else. You’ll eventually use this information to mine for opportunities. If there’s a headline that interests you and it’s followed by 5 paragraphs, read those paragraphs. I’ll always use a speed reading technique by Tim Ferris that has increased my words-per-minute by 25%. Or check out tips on how to read faster. But remember, you still need to comprehend what you’re reading for it to be valuable in mining for opportunities.

As you continue to gather information, you need to start categorizing it so it’s digestible for your client. I separate my information into a few areas:

  1. Market Intelligence:
    • Usually in the form of surveys, I’ll state what has significantly changed in a sector or industry. For instance, the Agency of Record (AOR) lasts less than 3 years according to Agency Spotter’s 2016 Report. And the average project-based fees for agencies have increased. Now, put the cost of living aside, this tells me that brands and companies are seeking out agencies that fit their specific projects, not necessarily their ongoing needs.
  2. Disruptors & Influencers:
    • Who is making a big splash right now in tech or what technology is outpacing all the rest.
  3. Competitors & Users:
    • What is the competition doing, what are your client’s users doing
  4. New Trends, Technology, and Terms:
    • Things that are trending. New technology that your client might be able to leverage. New terms that people in the industry are using.

All this info will eventually lead into Insights & Opportunities.

Finding…and mining insights

An insight is the capacity to gain an accurate and deep intuitive understanding of a person or thing. Wow!! Intense, right? Yup, it sure is. So, here’s essentially what I mean when I say strategy in context. Out of all the information you’ve gathered, it won’t make a bit of difference unless you understand who you’re gathering it for. I’ll give you an example. I work with health and wellness clients, nonprofit, media, agencies, and more. The info that I gather have something to do with these sectors and markets. But insights are relevant only when you understand who you’re gathering that information for. Which brings me to intake sheets.

Intake sheets are information about your client. You’ll want to gather info on them. Keep a record of the following:

  • Client: contact info; organizational structure.
  • Company overview: what do they do, what are their values, etc.?
  • Products/Services: what do they provide?
  • Major Markets: where are they doing business, what countries?
  • Value: what’s their value proposition?
  • Strengths/Weaknesses: what do they do better than anyone else; where could they improve?
  • Account/Project Objectives: what are the things they want to accomplish, major goals?
  • Competitors: keep a list of at least their top 3 competitors, I would even list the best in business in their industry.
  • Users: user personas are a huge part of this insight gathering, I’ll post more on personas in another one of my Strategy in Context posts.
  • Partners: who is your client partnering with in the market? Are they complimentary?

As time goes on you’ll pick up the idiosyncrasies that make your client who they are. You’ll learn things about their culture that will provide more insight into them as an organization. Hence, providing more insight into how you can mine for opportunities.

Mining for the non-opportunity

I want to clarify that mining for opportunities is not trying to find just any project you think your client wouldn’t mind doing. It’s adding real value to their organization. In order to do that, you have to look at all the possibilities. And as a sidenote, it sometimes means you may not be providing the solution.

Let’s say you are working with a nonprofit and they are in the process of building out a donation platform for their donors. This platform is something that you helped design on the front-end, but the back-end was built by another firm. Essentially, this platform almost works like a banking platform. Donors can store their money and make donations to the organization or cause of their choosing. And let’s say the other firm is having a difficult time securing the platform. Well, if you kept up-to-date on the latest trends, you could give them an insight into what people are talking about right now in the security space. Which is Blockchain.

Today’s financial institutes operate on a central ledger where money is passed from one entity to another. The ledger is monitored and kept by one authority, leaving it susceptible to attack and corruption. Blockchain is a transactional database that decentralizes the ledger and allows for complete transactional security, it’s also lower in cost. You’d probably have to refer the nonprofit to a blockchain expert, but the value you’ve given them is high.

Mining for the real opportunity

To mine for the real opportunity depends on your client’s goal, their users’ needs, and where they sit on the spectrum of innovation. If they are at the lower end of the innovation spectrum, there’s probably a lot of opportunities to mine for. If they’re more toward the middle, it starts to get a little harder. Brands and organizations that don’t keep up with the latest trends and technology are they ones who have the most options. The ones who are at the top, are the ones who are paving the way for everyone else, and the options narrow.

Let’s say you’re working with that same nonprofit and their goal is to get as many donors as they can using this platform. If you knew that the retention rate of first-year donors was only 29% or that roughly 50% of donors do not renew their gifts the following year, what would you do with that information? You’d dig in….why are donors not renewing their gifts? Then you’d probably find out that donors like to feel connected. They like to see the impact that their donations have on communities and the lives they’re helping. Well…what opportunity can we find there?

My suggestion would be to offer to build a website that connects donors with donees. But also shares the stories donees have because of getting donations. It could be anonymous, but having a platform that could show where a donor’s donation is going and in what way it’s helping the donee could be really cool. People are attached to stories, we love them. Build a website that tells the story of donee’s or add a section to an existing site. There are a lot of possibilities in that one particular insight. Get creative!

Mining is a continual thing

In closing I’ll say this. Mining for opportunities is a continual thing. You’ll be getting new information as time goes on, you’ll be learning more and more about the needs of your client as the months/years pass. Always be adding value. That’s the best way to mine for opportunities. If you can show your client that you offer these insights and valuable opportunities, you’ll be seen as a strategic partner and an invaluable one at that.

Strategy in Context: A Bird’s Eye View

Today is an auspicious occasion! It marks the first of my Strategy in Context series. As well as my first try at micro-blogging. I have a lot of information on topics like strategy, research, account management, user experience, and more. I’d like to get that information to the public as quick as possible while still posting good, quality content.  Now, I’ll most likely expand on this series in an eventual strategy whitepaper.

I was recently at a tech conference asking people for strategy resources. One person firmly told me that “no one’s going to give me their strategy resources (or process for that matter) because that’s how agencies make the big bucks.” So, okay… that makes sense to me, but it doesn’t mean I can’t give away my strategy resources.

I’d like to address any nay-sayers about publishing digital strategy process, tactics, and/or resources. I come from the open source world where information is shared and the community benefits from that. This is my attempt to give back.  I am more worried about people saturating the internet by building shitty things people don’t need, than I am about someone stealing my strategy process, theories, and thoughts. Plus, I want to spark discussion, so let’s begin.

Strategy in Context

I’m sure everyone is familiar with context-aware design, yeah? It’s when a device (like a smartphone) changes based on the environment in which it’s placed. Our smartphones can make recommendations based on location or auto-adjust the contrast on a bright day. Strategy in context is similar in the sense that we (as strategists) need to take into consideration our environments. And hopefully act accordingly.

Implementing a strategy process can be a daunting practice.

  • A) it’s not a linear process
  • B) it changes at every turn based on new information.

So, how do you conquer a client, project, or product when you aren’t sure how to proceed? You take a step back…and look at things from a holistic standpoint; from a bird’s eye view.

A Bird’s Eye View of Strategy

In order to understand strategy, there is one truth you have to realize: true strategy is continual, it’s not an end-game and never will be. The digital strategy that works for you today, might not be the one that works for you tomorrow, let alone a year from now. And this is why strategists are commodities, because it’s a job that never ends in the web and mobile space.

Holistically speaking, digital strategy is dependent on all its players. It is so entangled with other strategies that looking at it any other way would be a disservice to both you and your client.

The elements of strategy:

  1. The People: your client, their users, the competition, influencers, disruptors
  2. The Assets: things like their culture, their brand, their website, their digital assets are blanketed under this term
  3. The Operations: your client’s business model, their product or service
  4. The Frameworks: from your client’s organizational structure to the technical systems being leveraged.
  5. The Intelligence: the market, the trends, the innovation happening, the economic and political landscapes
  6. The Tactics: different from ‘operations’ – tactics are used to carry out strategies
  7. The Outcomes: the goals, the objectives, the accomplishments, the results

Contingent on each of these elements, strategy will have different meanings depending on its context. It’s too much to take in in a micro-blog post, so as the Strategy in Context series continues, I’ll drill into each one of these areas to give insight into breaking down your strategy process.

The Information Spectrum

At any given moment, there are hundreds of tiny shifts going on in the digital world. Developments that are slowly (or quickly) moving in from the fringes toward the mainstream. A fantastic trend report by Future Today Institute highlights innovation that is making it’s way toward being the established norm. Innovation is often talked about, but overlooked when it comes to strategy positioning.

In order to understand the information spectrum, you first have to understand all the new technologies, trends, and innovation taking place right now. But there are flaws in that thinking as one new technology supplants another. So, first thing you need to do — start building an information database. For all you strategists out there, you need some type of system where you can gather information and access it easily. I’ve built myself TheWebward.com – I call it my morning business review, but it’s really an information database.

You can try RSS aggregators like Digg Reader or create your own. But keeping up-to-date with the technology landscape is your first lesson in strategy. Did you know Baidu is leading the way in conversational interfaces? Or that Blockchain can help fight cyberattacks? Do you know what Blockchain is?

Lost in the Strategy Sky

As you begin your journey into strategy, you may feel lost at times. It happens to everyone and that’s okay. But if you’re lost and can’t find answers, look to other industries. One thing that’s helped me tremendously in developing my strategy process is turning to other sectors that have had strategists for decades. The military, politics, and the intelligence community all have resources on strategy out there that you can research. Then take their core principles and apply them to the digital space. Again, I’ll go into this more in upcoming posts, but I feel like this isn’t really a micro-blog post anymore!

Ok, more to come on Strategy in Context.

The Theory of Strategy Entanglement

Quantum entanglement

I want to talk about strategy, but first, some science. Quantum Entanglement is one of the most perplexing phenomena in quantum mechanics.  It occurs when groups of particles interact in such a way that the state of each particle cannot be described independently of the others. Now, if you remember your physics lesson, a particle is the smallest quantity of matter.  There are macroscopic particles, microscopic particles, and subatomic particles. And simply put, entanglement means that understanding one single particle improves our knowledge of the second one. This is a dead ringer for strategy. The concept that I’m calling strategy entanglement is based on the notion that single strategies should not be described independently of themselves, but rather holistically.  Content strategy and web strategy are both a part of your business strategy.  Independent strategies improve our knowledge of the strategy as a whole.

The Volatile Strategy Particle

What does it takes to be a strategist? I hear people say a “strategist” is just another word for salesperson or that it largely has to do with the planning phase of a project, or it’s just a title that mostly describe people who like to speak their minds!  I don’t necessarily refute those comments because I do think sales (and planning) should both be strategic, and I love to speak my mind, but strategy is this elusive creature that I would like to shed some light on in this post. Strategy is a discipline, and unfortunately, it is not linear. It deviates, it interrupts, it changes with new information, fluctuating data, and further research.

You could say strategy comes in waves and is almost particle-like. There are macro-strategies and micro-strategies, and subatomic strategies (OK, that last one’s a stretch). But to articulate your business strategy you need to look at every part of your business. It can include digital, brand, web, mobile, social media, content, products, and more. Not to mention the marketplace, your competitors, your customers, and your partners.

strategy entanglement

This image illustrates strategy entanglement and it’s not complete. There are more pieces to this puzzle depending on your business and the industry in which you compete.

Types of Strategy in the Digital Space

There are a few different disciplines, but they all feed into the big strategy which is your business.

  1. Brand Strategy: A plan for the development of a successful brand to improve its reputation and connect with its customers. This is tied to your business, social media, content, and more.
  2. Digital Strategy: A plan for maximizing benefits through digital and technology-driven initiatives. Tied to your business and can incorporate digital products, mobile, web, and other strategies.
  3. UX/Design Strategy: An approach to determine what to build/design, what the user experience should be and why. Oftentimes using data and research to inform decision-making. Heavily incorporated into business strategy and web/mobile strategy.
  4. Content Strategy: Refers to the creation, planning, delivery, and management of appropriate, useful, usable, and user-centered content. Connected to your business, social media, web/mobile strategy.
  5. Social Media Strategy: An approach to garner more engagement on a brand’s social channels. Usually through good content. Entangled with content strategy and web/mobile strategy.
  6. Web/Mobile Strategy: Long-term iterative process of defining the direction of a web/mobile site/app to reach business goals and users’ goals. Entangled with business strategy and more.

As you can see, there’s a lot to think about! Your business strategy are all of these strategies put together and then some.

Strategically Strategizing over Strategy

So, which one do you choose? Where do you start? How do you know when you’re doing strategy? All good questions. To me, strategy should be this omnipresent itch that never goes away, and everyone should be scratching at it. Let me clarify — strategy is not a free-for-all, but it is a team effort. Your designer and developer should be strategically thinking about which color palette to use, or which tools will make this CMS more usable for the client. As a strategist you’re responsible for the bigger picture.

When you sit down to map out your strategy plan, there’s a process I use in getting the information I need. I’ll outline it in the next section. But you need to remember this: As the process continues each piece of information will impact the next and so on. So, this process is really just an outline or map for putting all the pieces together.

A Strategic Overview

  1. Client:
    • Intake – putting together a client intake sheet is a critical first step. Document the company overview and details, requirements, goals, objectives, and other pertinent information on paper.
    • Assessment – this can include SWOT analysis, analytics review, social listening, PEST analysis, brand assessment, etc. The more you get, the longer it’ll take to sort, but the decision making will be based on better information.
  2. Research:
    • You can perform organizational research on your client’s company (e.g. – interview stakeholders). You can do user research (e.g. – send a survey to customers, field observations). Or quantitative (measurable and objective) and qualitative (observational and subjective).
    • Look at your client’s marketplace and competitors.
  3. Users:
    • We’ve done some research on them, checked your client’s analytics, it’s time to create personas. Get an idea (and make sure everyone’s on the same page) of who you are trying to target.
    • You can create an empathy map, or do experience mapping.

The pulse of the digital landscape

In addition to putting all the information together on your clients and their environments, I’ll also have digital intelligence reports. Now, I want to expand on this further in my next post, but that might take a couple of weeks, so here’s an overview.

My digital intelligence reports focus on the heartbeat or the pulse of the technological landscape. Meaning that in order to stay at the fore-front, you have to know what’s going on at the fore-front. I’ll target 3 key areas in my DIR’s, they are:

  • Intelligence: what’s hot right now in the tech space
  • Disruptors: what and/or who is disrupting the landscape that’s outpacing all the rest
  • Influencers: what companies are influencing or shaping the tech environment

This keeps me up-to-date with the digital pulse, but it also sparks innovation and creativity when engaging with new clients.

Correlating the information

The end result of the above outlines will be lots and lots of documentation. You’re going to have documents on your client, their market, their competitors and their users as well as the digital landscape. Which, is what we want. This information will inform not only the direction of the initiative, but it can help with your client’s business, content, social media strategies and more.

Let’s say your client who is in the health & wellness space talks about being a thought-leader in that sector. You would have to know that the fore-front of the health space right now is CogTech, IoT and connected devices/platforms. They’re experimenting with “ownables” not “wearables” anymore. Implantable tracking technologies could very well be the next evolution in healthcare. Being able to relay that info back to your client to help with innovation as well as ideas for the future puts you beyond just a tactical partner.

The reality is is that research about the tech landscape will give you a baseline for engaging with your client. You can see where they fit on the innovation scale and help them get further. Understanding who they are and what they want to do will give direction for digital initiatives. Understanding their users will help you connect their goals and objectives with users’ needs. It’s one big web of entanglement.

Summing up strategy entanglement

It’s never going to be easy. Strategy entanglement is the only way to truly see the bigger picture. When working with clients it’s almost always about making the business better. Whether that’s through a new website, more engaging content, selling more products, or social initiatives, it all feeds into the business. But that is dependent on all the smaller strategies. And some of the micro strategies can be dependent on each other. Your social media strategy depends on your content strategy, which depends on your business strategy.

To make this easier for people, I have created a PDF document called the Digital Strategy Matrix. It will outline the delayering of strategy. Again, strategy is not linear; it’s a surrounding structure that enables a business to understand where it needs improvement and how to get there. It’s about consuming the information and making the appropriate decision at each milestone and everywhere in between.

Strategy is an omnipresent itch, and everyone should be scratching at it.

Honesty, Culture, and the Clash with Leadership

I recently read a post on WP Tavern (one of my fav WP blogs to read) that brought up the question of the “us vs. them” mentality. And then I read another blog post that was a reaction to the original post.  And it got me thinking…but not about WordPress core leadership. To be completely honest with you, I’m not as involved in WordPress contributions as I’d like to be, but that is my fault and mine alone. However, it did make me contemplate leadership in general. It seems like we are seeing a rise in the toxic leader and employees that clash with leadership are finding new companies.

Lately, I’ve been starting a lot of my sentences with the words “to be completely honest with you..” as if I’m trying to get a point across that merits truthfulness. When, realistically, I try to be as honest as I can be when speaking about things like work and the environment we collaborate in. Yes…as honest as I can be…and that thought, that thought right there (you had it too, didn’t you!?), that thought makes me pause. I want to uncover that thought because it’s one that we don’t talk about. And it’s universal across all businesses, all industries.

That thought of being honest…

This is a really hard concept to capture, comprehend, and bring to light…because, let’s face it, we hold back. Quite. A. Lot. And to a certain extent, we have to. We are all professionals in a professional world, yet we don’t think that way about some of the people we interact with. I think we’ve all been in these situations where we’re casually talking with a new colleague when they ask the question “so, what should I know about our CEO?” Maybe they ask “what are your thoughts on the way she handled that meeting?” We all want to be honest with a new coworker about the flaws of our bosses or how we think our manager handled that last working session, but we hold back when they ask.

Then there’s being honest with your CEO or boss. Should you have to worry about whether or not you’re going to get fired for bringing up an issue at work. Or should you have to feel scared of retribution from a manager, director, or the CEO of your company for doing something you feel is right? Probably not, but it happens all the time. It happens because there’s usually a lack of communication in the hierarchy of an organization.  Or the organization itself breeds dishonesty. But what’s the one thing that affects communication more than anything else? Behavior.

People leave managers, not companies.

I forget who said it, but people leave their manager, not their company. For the most part, I believe this to be true. You have probably left a company because you lack faith in your leadership or are at odds with them. Leaders come in different shapes and sizes. There’s no leadership school that you can send someone to to receive leadership training. Well, I guess there are leadership seminars and whatnot. But it’s a trait that a). people are born with, or b). (and more likely) people develop over time, or c). (most likely) people are committed to improving through team feedback, lessons learned, and the will to lead in a better capacity.

In my opinion, trust (or lack there of) in your leadership really comes down to behavior. Now everyone says it would be healthier to bring up your grievances, but whether or not team members actually do this is a reflection of how comfortable they feel with leadership and their behavior. How can employees feel comfortable airing their issues if their leadership is known for explosive behavior? On the flipside to that, if your leadership is known for not having explosive behavior, but more passive aggressive behavior, I ask again—how can employees feel comfortable airing their issues? My career has spanned many industries, and I’ve come in contact with many leaders, some good, some bad, and very few who have been phenomenal! It’s the leaders that instill a judgment-free, open-door, challenging environment that enables teams to shine. And the leaders that don’t, usually see a high turnover rate.

Behavior begets behavior…

Behavior plays such a huge role in leadership skills. I’m sure we’ve all had that Dr. Jekyll/Mr. Hyde boss that we’re frightened to go to because we’re not sure what reaction we’ll get from them. That’s setting a tone for the entire company to not raise future issues. We’ve also probably all had the passive aggressive boss that shuts you out after a remark is made or an idea is mentioned that wasn’t well-received, and you end up getting the silent treatment for two weeks. Employees will feel like speaking up isn’t worth the effort or retribution.

Behavior begets behavior, and it starts at the top. What do I mean by that? Well, a company, agency, or startup, is usually a reflection of the leadership. If a CEO is transparent with his employees, they’ll most likely be transparent with the CEO. When a Director of Marketing is an innovative leader, her team will most likely become innovative themselves. If a manager wants their team members to go to networking events, then that manager should be going to them as well.  Employees will usually mirror the behavior they see leadership display. We’ve all heard the term “lead by example.”

A company culture will be defined by the behavior leadership teams exhibit. And without the support of leadership, then a company’s culture has no chance of actually changing for the better. Good staff don’t want to work in a company that breeds a culture of fear or mediocrity.

Ethics also play a big role…

I have a moral code that I live by, as I’m sure you do too. Companies have the same thing, they call them values. But I think some companies have values just for the sake of having values. Without standards that can help measure the commitment one has toward their values, then they’re just a punchline.

I’ve been involved in the retail, sales, construction, and technology industries. They all have a mixed bag of people who want to do the right thing, those that seem like they don’t care, and the others that are balancing between ethics and cutting corners. Individuals have ethics, groups have ethics, and at times they can be at odds. They can also be a glaring example of a leader’s backbone. Leaders need to be held to a higher ethical standard because interpretations are dependent on those they lead. And too many times do we see leaders’ actions as “do as I say, not as I do” hypocrisy that begins to creep into an entire organization.

Finding that right mix…

What happens when you’re odds with your leadership? Or what happens when you can’t be honest with them? You start to hate your job, and essentially your life. No one wants to compromise their ethics for getting better results (or what may seem like better results) at work. But people do it. No one wants to be dishonest with their coworkers about the behavior of their CEO. But we do it. And we rationalize why. “Oh, I really need this job.” “The benefits are good, and it’s something I can tolerate for now.” Your inner self is screaming at you to leave now!!! And maybe you should.

Why do you think there are so many freelancers out there? How many times have you heard someone say “I’m going to open up my own business because I can do this better?” Many, I’m sure. But if you don’t want to be a freelancer or business owner, then what are your options? Finding that right mix of industry, coworkers, and leadership that’ll challenge you and make you feel at home.

Thriving with collaboration and innovation

Seek out industries you have a passion for. Seek out companies and other individuals that have similar values and standards. Check out Glassdoor Best Places to Work, GreatPlacesToWork.com, or any other rating site. When you find a company that looks good, check them out, check out their products, their reviews, their case studies, testimonials, etc. Talk with employees and former employees. Seek out the companies that are accomplishing things you’d want to accomplish too.

Bring your moral code to the team, bring your values and standards along too. When you start at a new company, bring your innovation, collaborate with team members in an open and honest way. If you can show your energy and enthusiasm, you’ll most likely attract those with the same energy and enthusiasm. Getting into a company where leaders openly challenge you to do your best work the right way is rare. When you find that place, it’s a place to stay.

I just started at a new company and so far, they’re super collaborative, innovative, and transparent. But I also have the added value of working with a leader I trust from years ago, so that’s a plus. Our portfolio is huge, we work with some really cool technology, and we have a global team. I’m looking forward to this next chapter and the team I’m doing it with. But what if you’re in a different position than me?

Co-existing with leaders you don’t necessarily agree with…

This has always been hard for me, even after I air my grievances with a leader. But if you’re in the throes of a shitty situation at work that stems from your lack of faith in your leadership, here are a few options:

  1. Confront your leader — I know that this might be a hard pill to swallow, but facing the situation head on is the quickest route to understanding if something’s fixable or not. If it’s fixable, awesome. If not, then maybe it’s time to move on.
  2. Work more with your leader — If you work closely with your leader, it’ll lead to a few things. A better understanding of each others’ roles. You can see how they treat other workers. And hopefully you can find common ground.
  3. Focus on things you can control — If you don’t get along with a leader, then focus your attention on your work and doing it really, really well. Producing great results will set you a part.
  4. Maybe it’s time to find something else — If you’ve exhausted all other possibilities, then maybe it is time to leave. And there is no shame in that.

I’m positive that we’ve all been there. Working with leaders you can’t trust, can’t be honest with, or don’t agree with can make work a negative experience. Remember to hold on to your ethics and standards. and as long as you can be honest in a tactful and constructive way, you should be able to make your situation better, or find a better situation.