In this Is This Mic On? We tackle the question of, “How do I reinforce culture for my team?” Read on to hear what SNP had to say about values-based actions—defining, acknowleding, and recognizing.

Dear SNP, 

Our team has been navigating a lot lately, from return to work to layoffs and reorgs. We’re just now settling into our “new normal” (which seems to change every three months). Our leaders have refreshed our values to reflect all these changes. I’m inspired by them and now it’s my job as a manager to get the team on board. They say it. They get it. But they’re not exactly living it (and you can feel it in their work…). People aren’t communicating. There’s tension in the work environment. It feels like I’m the only one beating the drum of our company’s mission and values. How do I get them to do the same, to live out our values, and to build a team of culture carriers? 

Best, 

Building culture

Dear Building Culture…

Define. Acknowledge. Recognize. 

Don’t let my succinct first line belie my internal struggle. This is a tough one. The context of your question makes your question that much more challenging. So I’m going to go on a little rant about why leaders might consider before tinkering too much with their values: 

Warning: values are foundational

Changing processes, structure, initiatives is hard. Sure, yes, I don’t mean to mitigate that. Changing values? That is changing the fundamental how-to for your team. The pillars from and off of which they know how to operate. The North Star for decisions and actions. It is the values that can help a team understand why and how organization, policy, and process changes have been made. Values can be the constant in a flurry of change. 

So by changing the values, you have a new challenge. Because now not only has the organization changed, the foundation has shifted. The beliefs have changed. So every leader and manager must invest time here. Which of course, finally brings me to your actual question. 

Demonstrating the values just…is

Demonstrating the values – the new values – is an every week, every day, every moment choice. It’s not words on a page, placard, or pinned post. It’s not a recitation. It’s not a circus proclamation of “and now, esteemed colleagues, you’re about to witness a daring example of living by the core values!” it just…is. 

Helpful, right? I can hear you muttering at your screen right now: “The answer is: It just…is?” 

It’s in the words we choose, the tone we take, the choices we make. It’s in the way we communicate a heavy message, approach a hairy problem, or make hard decisions. Demonstrating the values (or not demonstrating the values) has an almost tangible quality to them. So: Define. Acknowledge. Recognize. 

Define. Acknowledge. Recognize.

Define. What does living our (new) values look like?

What are the actions? Verbs + Nouns. If a value is creativity, define what that looks, feels, smells, tastes (ew, I know, scratch that) like by defining the action. Better yet, ask your team to define the actions. Create a conversation around the values, versus a presentation about the values. So, back to my example, creativity may beget more verbs like explore, introduce, invite. Then the noun may become specific to your functional team. That’s where you make it real. Talent acquisition may refer to candidates. Engineers to code. Marketing to copy. So there is your first to-do: create a space for your team to define the values in terms of actions. 

Acknowledge. Find the examples.

Now that you have the definition, spot them in the wild and include them in your own language. Let’s say a value is determination. Did one of your partner teams launch a complex project? Speak of it in the context of the value. Did your organization just have an all-hands? Ask your team where they saw determination in play. Remember: there are opportunities every week, every day, every moment to take values-led actions. There are just as many opportunities to look out for those actions, acknowledge them, and continue to make them real for your team. 

Recognize. Applaud what good looks like.

A cousin of acknowledge (and in some internet searches that I just did, they are synonyms), recognize is for your team. Recognition is a powerful tool. It’s specific, it’s personalized, and it’s timely. While it is a cousin to acknowledge, it’s a sibling to difficult feedback, sharing the same format: state the action and then give specifics. For example, if a value is humility and a team member recently acknowledged a mistake they had made and quickly amended it…maybe that is an opportunity for recognition. Now, you get to choose public or private. Written and/or verbal. Cookies and/or balloons (kidding, sort of). Based on the person and the situation, ensure you are recognizing examples of values-based actions. Show and tell and applaud what good looks like.

So, if you are a leader reading this, consider before you change your company values. It’s not unheard of and sometimes it’s necessary, just consider first. 

Managers, make it tangible. Define. Acknowledge. Recognize. You’ll inspire new culture carriers, with every week, every day, every moment. 

Struggling with where to start on culture? SNP can help. Check out our culture assessment service to help you find your culture baseline and set direction for your high-performing team.

The post Culture Carriers & How to Make Them | Is This Mic On? appeared first on SNP Communications.

The U.S. Surgeon General released an advisory, “calling attention to the public health crisis of loneliness, isolation, and lack of connection in our country. Even before the onset of the COVID-19 pandemic, approximately half of U.S. adults reported experiencing measurable levels of loneliness. Disconnection fundamentally affects our mental, physical, and societal health. In fact, loneliness and isolation increase the risk for individuals to develop mental health challenges in their lives, and lacking connection can increase the risk for premature death to levels comparable to smoking daily.”

The average worker spends a good portion of their week at work. The work relationships and culture we engage with are incredibly important to our well-being and sense of connectedness.

So who better to learn from than founders? 

Founders are lonely. It’s the nature of the job. Naturally, when you start something new, on your own, that no one else has done before, it’s hard to find peers you can actually relate to. Founders have to take the extra step to overcome that loneliness. 

We talked to founders—on SNP’s podcast, Think Like A Founder—who gave us three pieces of advice for combating loneliness: 

• Find like-minded people. 
• Rebuild your support network. 
• Remember the vision. 

Read on to learn more…

Find like-minded people

“It’s very lonely being a founder, very lonely being a CEO…who do you talk to? Your friends don’t understand. They’re not founders. You can’t talk to your employees because you literally can’t share things with them. Nobody has the context to be able to understand the challenges and often even the successes. There is nobody to talk to. 

“So personally, I’m part of three societies of entrepreneurs called Founders, ICE, and Snowball. Everybody within those groups goes on retreats a couple of times a year and speaks a lot in between. We are all members of the same tribe of founders, which means that we all understand each other. We all live and share the same values. We can build friendships based on the journey that we are going through.

I cannot imagine going through this journey without the support that I get from my friends in these entrepreneur networks. It would be impossible. I wouldn’t have anybody to learn from because I wouldn’t know anybody who’d walked the path before me.”

— Theo Saville, Co-Founder and CEO of CloudNC. Listen to Theo’s Think Like A Founder episode here.

Lesson from Theo: Find like-minded people—people who understand your challenges and successes.

This can be at any level. From your approach to work to the work itself. People who can understand your challenges as well as your successes can make you feel seen, heard, and most importantly connected. Find people who can understand your unique journey. Lean on your colleagues a bit more when it comes to the ebbs and flows of work, so you can forgo loneliness at work.

Rebuild your support network

“I left my job in finance. And it’s this dynamic where you’re on your own sort of path…you’re putting in a tremendous amount of hours…it’s isolating. You don’t have the time to invest in your friends and family, and your support system can kind of suffer a little bit because you’re not nourishing those relationships in the way that you were prior.

“As I’ve found support systems along the way I’ve been able to balance it more. At the very least,  I’m starting to rebuild my support systems around people who really understand my priorities and why I’m so driven to do what I do and the sacrifices that I make.”

— James Connolly, Founder and CEO of Villa. Listen to Jame’s Think Like A Founder episode here.

Lesson from James: In times of change, sometimes old support systems break down. That’s ok. Build new ones.

Similar to what Theo shared, you should build those support systems around people who are experiencing similar challenges. Learn from them. 

Remember the vision

“I think there’s nothing better than being in control of your own destiny as a founder. That’s the truest form of it. There’s no one else. You don’t have a boss. There’s no one else to fall back on.

“But that’s like the greatest feeling in the world––that it’s just you and your team. We can make this happen. Freedom to be able to do what you’re passionate about is on one side of the balance. The other side is, it is lonely…it’s an enormous amount of responsibility. But that’s okay. That’s what you signed up for. That’s also what’s driving you to build the great thing that nobody else saw before you.”

— Alicia Jackson, Founder and CEO of Evernow. Listen to Alicia’s Think Like A Founder episode here.

Lesson from Alicia: Remember the vision. Connect to your why. Let that inspire you in your times of loneliness.

Because sometimes the changes that we make are an important stage in getting us to the next place we want to be. Whether it’s starting at a new company, a reorg, or a beloved coworker leaving. Embrace it. Know that it’s temporary. And find like-minded people and new support networks to help you along the way. 

Experiencing loneliness at work? That’s ok.

“People have to realize that loneliness is a part of it, and that’s ok.” — Maureen Taylor. 

SNP’s own Co-Founder and CEO knows best. Loneliness is part of the journey. You can’t avoid it. But you can act. What you do matters. 

Find like-minded people. Rebuild your support network. Remember the vision. 

We’re all just humans looking to build connection—at home, at work, in the world. Reach out. 

The post A Founder’s Guide to Loneliness at Work appeared first on SNP Communications.

Dear SNP,

I’m feeling stuck in my current role and want to explore newer ponds, but I’m not sure what or how. I’m good at my job, but I’m not fully fulfilled. Other areas of the business seem exciting, I just worry about the risk. Should I stay in my org and try leapfrogging up the chain? Should I get out of my comfort zone and make a lateral leap? I’m at a crossroads and in need of some forward momentum.

Best, 

Leaping forward

Dear Leaping Forward…

I have some 80’s Frogger visuals in my mind, wherein this tiny, two-dimensional, pixelated square leaps from log to lilypad, in between cars and general chaos. It’s about survival for that little creature. A visceral understanding that they can’t stay in one place, they must move, and they must get to the mysterious other side. That other side, obviously, being amphibian nirvana. 

Career nirvana, in this case…the job that leverages all of your skills, eliminates all of the stuff you don’t want to do, and recognizes you for your skills, strengths, and unique talents. 

And the kicker: I can’t tell you what to do. 

3 steps to take before making a career leap

You have to do the work first…

• Articulate what you want to do (versus what you don’t want to do). 
• Do a Venn diagram of your skills and your dream job; see where they overlap, identify the gaps. 
• Match the things you want to do with the roles that are available in your company (love that you are already looking at other areas of your current company).

Those main points are a few things to consider – but let me add another idea.

Go start the conversation…

…with your manager. Your leader. Go share all of this with them. 

Lead with trust. Seek mentorship. Have a point of view.

Controversial, right? Some might tell you to now keep this career leap questioning a secret. Write anonymously. Create a wall between you and your company. Turn that on its head.

Because letting them be part of the conversation makes you partners when it comes to making that career leap. They likely have perspective on the internal space that can help guide you in search for greener ponds and if it comes to forging through new waters, now you’ve prepared them for a celebratory bon voyage and smooth sailing.

Here at SNP, you can’t resign too early. Some have resigned for a year. Two years. Some for six months then decided to stay and do amazing work, and then became an alumnus three years later. It’s magnificent. It’s because there is trust and authenticity. 

Transparency. You’ve built that via your good work. Now: trust in it. 

Common sense prevails when making a career leap

And of course, know your audience/common sense prevails (you’ll also hear both of those a lot at SNP).

We are writing this with the assumption that if you are reading this: you are a high-performing team member, working for a high-performing leader, within a high-performing team, creating a high-performing culture. Transparency, authenticity, and psychological safety are core tenets.

It also means that you’ll prepare before you go into that conversation. Jot down your outline, and start by putting yourself into their shoes: 

• What does my manager care about? 
• How will they feel about this topic? 
• What is happening in and around the team right now? 

Then, what would the three main takeaways be? What are your main points? Maybe one of them is how you can ensure you are planning for the future of both you AND your team – put ideas on the table for a transition plan. Or, as in camping: ensure you are leaving the place better than you found it. 

The days of a secret search, a surprise career leap, and a two-week notice: let’s leapfrog beyond that. Communicate. Share. Make it a win/win. Talk about the team, the role, and what’s next. It’s the right thing to do for you, for your team, and for your organization. Abundance. Or: a win/win/win. 

So, there you have it leaping friend. There will be opportunities in front of you. You’re incredibly employable, is my guess. Let your advocates, your champions, your leaders, be a part of that next step. 

Lead with trust. Seek mentorship. Have a point of view.

And really, imagine if that little green dot frog had a coach, or someone helping them get to the next level…leaps and bounds.

Looking for the best way to hop into what’s next? Need professional advice? Check out our 1:1 coaching to get practical advice and skill for reaching that next level.

The post Career Leaps & How to Make Them | Is This Mic On? appeared first on SNP Communications.

A lot of people dream of starting their own business but don’t. They do their homework, study successful enterprises, watch videos, listen to podcasts, and devour the latest self-help books. All in the hope of finding the secret sauce and the courage to jump. The expectation is that the method, money, and moment will appear as an open door, and all they’ll have to do is jump in. No doubt that does happen . . . sometimes. But mostly, it doesn’t.

Most successful businesses have a dubious start.

A deep failure. A personal loss. Often, in our tech world of innovation, a flawed or misunderstood vision is driven by an insanely obsessed person, much like the deranged medieval soothsayer spouting visions from the future. We dismiss them until we don’t. Then, years later, we read about their sudden success. Sudden to us. A lifetime of pain for them.

You see this most often with musicians and actors. No one realizes the pain and disappointment that came well before they emerged. Maybe we’re not supposed to because it would reinforce the truth every successful business professional knows: “If I had known, I probably wouldn’t have done it.”

Here’s the truth.

There is a right way to start a business and a wrong way. The right way requires a business plan, a SWOT analysis, and some well-thought-out financial planning. All good stuff. But funny enough, the wrong way often works even better.

That’s the question we should ask. Why do we read so many stories about people with no money, expertise, and little time launching and building a successful business? Is it because it’s so dramatic that it stands out? Or is it because, as the elder philosophers have always said, “Necessity is the mother of invention”? I’m going with that.

Before we get into this blog’s “wrong way” list, you knew it was coming, let’s define necessity when starting a business. 

3 necessities when starting a business

• First, assess your capabilities for pressure, stress, risk, and failure. I was in denial, thinking I could handle them all before starting our company. 
• Second, find your ‘why.’ Mine was, I couldn’t work for someone else. I did into my early thirties, gaining skills and knowledge. But my future required freedom. I’m thankful this one won out through the tough moments. 
• Third, the ability to learn and grow, along with a commitment to service, is necessary. Maybe that’s just me.

So with that, here’s my list for doing it the wrong way:

10 steps for doing it the “wrong” way

1. Just do it.

There is no perfect time. I lost my job in 1989. The economy was in distress. We had two babies in the house, had no money, and needed to replace my income within 30 days. I didn’t have time to write a business plan. I needed an idea that would allow me to “sell” something that could be provided immediately. I decided to do video and audio production. I had some experience, but not much.

2. Find a customer

Instead of worrying about your company name, stationary, business cards, and brand, find a customer. This meant getting meetings with business people. My search began with businesses I read about that were moving fast in expanding markets. My logic, they had to move fast, like me.

3. Ask the essential question: What do they need?

Funny enough, when you focus on their problems and needs, they don’t tend to ask about your experience. They need solvers. Be that person.

4. Stand out.

Talk radio was prominent in the 80s/90s. So, I approached the weakest radio station in San Francisco and convinced them to put me on the air. I did this to get interviews with prospects by creating a daily business show that profiled local business leaders. I became a journalist. I had an excuse for reaching out that satisfied their need for exposure.

5. Energy begets energy.

I adopted my wife and co-founder’s idea that more is better. I over-scheduled every day to meet potential customers. It wasn’t about carefully scoping them or doing research. It was about creating noise, the feeling of action. I discovered the art of “eliminate no’s to find the yes.”

6. Leverage technology.

In 1989, we only had pagers, answering services, and the expensive Motorola “brick” mobile phone. Those were my only investments. I made sure I could reach people, and they could reach me.

7. Get the pricing right.

I learned an important lesson from our first corporate customer. She was the head of sales enablement for a booming technology company called ASK Computers.She asked me to price a project I’d committed to. Sitting there with my statement of work, she slides a blank piece of paper across her desk and says, “Now write a price down that will make me your most important customer forever.” I doubled it. Very soon after, it became clear that my original price would have destroyed me. I got it wrong. An important lesson learned. Your customer is your most significant source of wisdom. Tap into it often.

8. Prepare yourself for the tough times.

You will have dry months—many of them. You will lose an important deal. You or your team will seriously mess up a project, costing you more than you’re billing. Resilience is the key. I remember waking up one morning in the early years of our business in serious short-term debt with no clear path forward. Once I got through the initial panic, I realized no one was going to kill me. I just needed to keep going. “Work the problem,” as we learned from the movies Apollo 13 and The Martian. It’s true in business, too.

9. Reflect.

In your spare time . . . yes, you will have it and it will scare you. Focus on what’s working, what’s not, your brand, vision, and the narrative. Who are you, what do you do, and why does it matter? Answering these questions is the foundation of your business. Don’t rush it. Let it form naturally around real customers doing meaningful work.

10. Get started.

Stop talking about it. Stop thinking about it. Imagine yourself at 70 years old. Ask that old you, “Should I create a business now?” Then really listen. Quantum mechanics is real. The answer will come.

It’s not for everyone.

I’ll stop there and end with this. Everyone can’t work for themselves or start a business. Imagine if everyone did. Who would be left to support visionary founders and build successful businesses? As a co-founder, I am indebted to the people working in our business. And I’ve come to deeply respect those who do the essential rhythmic work of corporate scaling. We need both.

But if you have a constant voice that keeps you up at night, scares you, and challenges you to take the leap, listen to it. Then, accept failure as a probable outcome. As the philosophers often say, “Better to fail than not to have tried at all.” Get to it.

Still curious about starting a business and being a founder? Check out SNP’s podcast, Think Like A Founder, hosted by SNP’s own CEO and co-founder, Maureen Taylor.

The post The Myth of the Leap appeared first on SNP Communications.

Die Hard is not just an action-packed thriller; it’s also, at least in our opinion, a quintessential Christmas movie. Beyond the gripping storyline, explosions, and a shoeless Bruce Willis, this holiday classic imparts some pretty valuable leadership lessons that resonate in the corporate world. Read on for five leadership lessons from Die Hard and a strong case for why Die Hard has earned its rightful place on the list of unconventional Christmas classics.

Lesson 1: Adaptability in the Face of Adversity

Twinkle lights and Christmas trees aren’t exactly the backdrop you’d expect for flexing your counter-terrorism chops. But, John McClane took on the challenge anyway with very few details (and resources). And that’s what leadership is about, stepping up even in the face of unforeseen challenges and having the grit and adaptability to roll with the punches.

Lesson 2: Effective Communication is Key

If you want to survive unexpected implosions, take a page from McClane’s book––communicate early and often. Right at the start of the movie, he dialed 911, getting reinforcements on the scenes as soon as possible. Then, throughout the movie, he stays in touch with Officer Alan Powell, winning him over as an ally while giving him key information on the hostages and the severity of the situation. While McClane no doubt makes the herculean lift throughout, he still has people he can lean on for help. When everyone’s on the same page, that’s when you weather the storm safely (and keep Nakatomi Plaza from blowing up).

Lesson 3: Lead by Example

Ok, so maybe McClane was a “one-man army” most of the time. Yes, get everyone on the same page, but when you’re working at a break neck pace sometimes you have to charge ahead. Lead by example. To be an effective leader, you have to show your team what matters by doing it yourself. That’s where the inspiration starts.

Lesson 4: Stay Calm Under Pressure

Christmas carols and other holiday music might be the backdrop of many of your most stressful moments (hello holidays with loved ones), and it sure was for John McClane. Despite increasing stakes and bodily injuries, McClane manages to keep his head on straight. He does that by focusing on the task at hand, knowing the why, relying on his training, and keeping his sense of humor.

Similarly, when times get tough, leaders need to take it day-by-day, focus their team on the mission or purpose, be confident in their knowledge, and of course, create moments of connection and positivity for their team.

Lesson 5: Embrace Innovation and Resourcefulness

Whether it’s using a fire hose as a makeshift rappelling device or fashioning explosives from stolen goods and Christmas wrapping paper, McClane relies on his wit and resourcefulness to overcome challenges. Leaders need to embrace this same kind of resourceful, innovative attitude to guide their team through challenging situations. Focus on what you can do with the resources at hand.

Do McClane one better––get your team involved in figuring out the solution. When one door closes, don’t get stuck in the room…find the ventilation shaft.

Beyond Leadership Lessons from Die Hard: The Christmas Movie

Ok, SNP! Enough about leadership. Is Die Hard a Christmas movie? 

…Uh duh…

Not only are there Christmas festivities and decorations but there are consistent themes of redemption and togetherness. Plus if Harry Potter can be even tangentially Christmas related so can Die Hard. No further comments.

P.S. Please use this blog post as your official permission to re-watch Die Hard as a leadership learning and development exercise.

The post Leadership Lessons from Die Hard appeared first on SNP Communications.

“When you’re in that zero to one stage, what you’re doing is gonna be difficult by nature. Because it has not been done before. So I think there’s a line that you have to balance, which is, here’s why this thing should exist, here’s why we can make it happen. Of course, this whole thing could blow up. In fact, nine times out of 10 it will. So that’s what we’re getting into. But we’re doing it because one, it’s gonna be fun to do it anyway. And the journey is the reward of doing this. And two, it might work.”

–  James McGoff

On this episode of Think Like a Founder, SNP’s Co-Founder & CEO, Maureen Taylor gets James McGoff’s thoughts on…

• A dent in the universe
• Promising something into existence
• Colliding your ideas with reality as soon as possible

Check out more from James McGoff on LinkedIn. Learn more about TemperPack on their company website.

Think Like A Founder is produced by SNP Communications in San Francisco, California. Visit the Think Like A Founder website to learn more about the podcast and curriculum or connect with Maureen Taylor on LinkedIn to continue the conversation there.

Missed the last episode? Find Think Like A Founder Season 6 Episode 6 here.

Series Producer: Mike Sullivan

Sound Design: Marc Ream 

Content and Scripting: Catherine Hardy and Jaselin Drown

Production Coordinator: Natasha Thomas

Thanks also to Róisín Hunt, Selena Persiani-Shell, Jordan Bailey, Matt Johnson, Eli Shell, John Hughes, and Renn Vara.

The post Podcast with James McGoff – CPO & Founder of TemperPack appeared first on SNP Communications.

Phantom Auto’s goal is to solve the labor shortage in logistics by enabling people to drive vehicles remotely from thousands of miles away.

“I was somewhat glibe you could say, right? All I knew a hundred percent is that I was obsessed with this idea. And if I didn’t do it…this was the one thing in my life that I felt like if I didn’t do…I would regret it for the rest of my life. I think going back, if I had known the odds in just how hard it is to raise money and hire and find that product market fit and find those initial customers, I probably wouldn’t have done it. So, I really, in hindsight, I think I had the benefit of being somewhat of a newb, and that helped me.”

–  Elliot Katz

On this episode of Think Like a Founder, SNP’s Co-Founder & CEO, Maureen Taylor gets Elliot Katz’s thoughts on…

• The benefits of being a “newb”
• The realities of a sink-or-swim environment
• Learning from rejection

Check out more from Elliot Katz on LinkedIn. Learn more about Phantom Auto on their company website.

Think Like A Founder is produced by SNP Communications in San Francisco, California. Visit the Think Like A Founder website to learn more about the podcast and curriculum or connect with Maureen Taylor on LinkedIn to continue the conversation there.

Missed the last episode? Find Think Like A Founder Season 6 Episode 5 here.

Series Producer: Mike Sullivan

Sound Design: Marc Ream 

Content and Scripting: Catherine Hardy and Jaselin Drown

Production Coordinator: Natasha Thomas

Thanks also to Róisín Hunt, Selena Persiani-Shell, Jordan Bailey, Matt Johnson, Eli Shell, John Hughes, and Renn Vara.

The post Podcast with Elliot Katz – Co-Founder and CBO of Phantom Auto appeared first on SNP Communications.

Dear SNP,

Every time I enter the office I’m greeted with ghosts of company’s past. A round of layoffs wiped out my team. Sometimes I still feel their presence in the recurring meeting invites they’re still on, lifeless Slack channels, and the piles of untouched work that I don’t have the time nor energy to get done alone. I can’t help but feel frustrated with the grim reapers (higher-ups) who expect the same results from those of us still lurking in the halls with our heads cut off…it feels like the 9-5 of the Living Dead. How do we move forward into the light?

Sincerely,

The Headless IC

Dear Headless IC

Ok, I get it – the Halloween theme and all. Grim Reaper. Ghosts. Headless Horsepeople. Be that as it may: it’s time for a reframe.

You first need to choose to move forward. And no, I am not going full witch-manifestation mode (though, thematic). It’s just simply making the decision: are you mourning, or are you moving? Are you sulking or supporting? Instigating or inspiring? Enough with the alliteration, you get it, right? You have choices to make on your mindset, actions, and energy. So let’s lay out three of them. With more alliteration – and pulling on some dreadful Halloween-inspired verbs for the comparison.

Moving versus Mourning

You may indeed be mourning. So: put a time limit on that mourning, because it’s keeping you stuck. And if you are a leader on a team, remember that leadership isn’t a title or a tenure – you can help your colleagues. We all cast a shadow (oooo…spooky). The words we say. How we say them. What we write. The emojis that we use. Our facial expressions. If you lead a team, your shadow may be wider; you have more eyes on you. All of us, however, affect, influence and impact the culture of the team. So make a choice. Ask yourself, and maybe write it down…

• What is your intention? Your highest purpose. Is it to contribute to your team’s success? Positively impact the culture? We know your intention here is heliotropic even in the darkest times – so write it down for yourself.
• What is your attitude? So many options here. Are you frustrated, disenchanted…or are you optimistic and curious? Be honest about what your attitude is and what you want it to be, choose, and write it down. 
• What is your behavior? This is again a decision. What are the actions you’ll take in order to embody your attitude? Is it to stop talking and listen? Slow down? Make eye contact? Make a choice and again, write it down. 

The point: you’re making choices on the above every day, even if you don’t make a conscious choice. So bring it into the light and decide: moving, or mourning? 

Solving versus Stewing

You see a problem: same expectations, fewer resources. Now: come with a solution. An innovative idea is also agnostic of title and tenure. And a point of view is uniquely yours to be able to articulate, so formulate your recommendation. Perhaps in the format of: Problem, Impact, Solution, Ramifications

• Problem: State the problem statement as you see it. Perhaps it is a missing skill set. Or a product roadmap that hasn’t caught up to the current day. Short. Succinct. Remember this isn’t about stewing on (or admiring, as I’ve heard some leaders call it) the problem. This is about being clear on what it is, without emotion. Now, without the rest of the framework, the problem may just be considering whining…that’s why you move into…
• Impact: Who and what does this problem impact? Is it a launch deadline? The quality of a program? Revenue realization? Again, be clear on the impact to the company––the mission, goals, KPIs. Articulate how this problem impacts what the company, organization, and teams care about. 
• Solution: What is your suggestion? Is it to re-prioritize some projects? Focus your own time and energy strategically in order to complete some of those top projects, then move on to the next. You understand the constraints and the possibilities of your team enough to be able to put an idea on the table. Again, make it succinct. The operations and execution of it can come up during the conversation – this is just a chance to share the headline. 
• Ramifications: The actual impact. By implementing the above solution, what are the results? This can include both positive and challenging outcomes. Be prepared to share both sides and ultimately why this idea will positively impact the business. Know your audience and tie the impact back to what they care about. 

Connecting versus Commiserating

Now, at the same time, let’s take this outside. Acknowledge your former co-workers. They are still a part of your community, part of your ecosystem. Some of them may have become personal friends. Be a connector. Every single one of us has had a supporter in our career. A sponsor, if you will. Maybe one (or more) of your sponsors are the same grim reapers of whom you speak. So a question you can ask yourself: who am I sponsoring/could I sponsor? Be a proactive connector, making thoughtful introductions between two individuals, based on what you know they both care about. An email could sound something like:

Writing today as a connection of two people interested in the intersection of AI and customer acquisition. 

Pennywise: Michael is originally from Illinois, and has been involved in his family business for more than 30 years. His industry experience includes healthcare and hospital administration, construction management, and public safety. 

Michael: Pennywise has a unique background in theatre and performance, he continuously refines both his target audience and messaging. You both have a commitment to your own personal presence and appreciate the consistency of a signature look. 

I’ll back out of the conversation, letting you both connect. 

[Author’s note: please don’t connect inexplicably fire-resistant murderers to killer clowns with an unlimited supply of red balloons…use your connections for good.]

So dear reader: you have choices.

How you show up. What you suggest. Who you support. Affix your head back onto your shoulders, acknowledge and thank the ghosts of the past, look the grim reapers in the eye…and go forth. 

The post Surviving a Layoff & How to Move Forward | Is This Mic On? appeared first on SNP Communications.

Ellipsis believes that physical and mental health are equally important. Their mission is to connect the dots between the two and establish a new standard for care. We first spoke to Mainul back in season two and decided it was time to catch up!

“If you have a group of people with different trainings coming to one place to solve a problem, that’s the best kinda problem solving you can do. And if you hit a roadblock, they’re there to help you, to guide you, to hold your hand and say, we got this. And that sense of community is extremely important in my mind, to solve the biggest problems.”

–  Mainul Mondal

On this episode of Think Like a Founder, SNP’s Co-Founder & CEO, Maureen Taylor gets Mainul Mondal’s thoughts on…

• Creating a sense of belonging
• Taking care of yourself by serving others 
• Letting go of people who are unkind

Check out more from Mainul Mondal on LinkedIn. Learn more about Ellipsis Health on their company website.

Think Like A Founder is produced by SNP Communications in San Francisco, California. Visit the Think Like A Founder website to learn more about the podcast and curriculum or connect with Maureen Taylor on LinkedIn to continue the conversation there.

Missed the last episode? Find Think Like A Founder Season 6 Episode 3 here.

Series Producer: Mike Sullivan

Sound Design: Marc Ream 

Content and Scripting: Catherine Hardy and Jaselin Drown

Production Coordinator: Natasha Thomas

Thanks also to Róisín Hunt, Selena Persiani-Shell, Jordan Bailey, Matt Johnson, Eli Shell, John Hughes, and Renn Vara.

The post Podcast with Mainul Mondal – Co-Founder and CEO of Ellipsis Health appeared first on SNP Communications.

Volta Wallet is a Cryptocurrency wallet that wants to democratize Cryptocurrency. Their aim is to make Blockchain more accessible and seamless for the everyday user, no matter what their background is.

“I love taking things apart and figuring out how they work and trying to see what else I can do with it. In the middle of loading a game, I would stop it abruptly and let the crash and then it would show me some code. I’ll write that down, change a word here and there, and see what that does. And that’s where my passion for tech came from. And that’s where my passion for tech came from.” 

– George Melika

On this episode of Think Like A Founder, SNP’s Co-Founder & CEO, Maureen Taylor gets George Melika’s thoughts on…

• Working on the worst part of the company
• The nuance of being a co-founder
• Stepping back from the problems to see the whole picture

Check out more from George Melika on LinkedIn. 

Think Like A Founder is produced by SNP Communications in San Francisco, California. Visit the Think Like A Founder website to learn more about the podcast and curriculum or connect with Maureen Taylor on LinkedIn to continue the conversation there.

Missed the last episode? Find Think Like A Founder Season 6 Episode 3 here.

Series Producer: Mike Sullivan

Sound Design: Marc Ream 

Content and Scripting: Catherine Hardy and Jaselin Drown

Production Coordinator: Natasha Thomas

Thanks also to Róisín Hunt, Selena Persiani-Shell, Jordan Bailey, Matt Johnson, Eli Shell, John Hughes, and Renn Vara.

The post Podcast with George Melika – CEO & Co-Founder of Volta Wallet appeared first on SNP Communications.