Employer | The Barefoot Spirit

Integrity Trumps Everything

Michael Houlihan & Bonnie Harvey — Sat, 19 Jul 2014 18:30:50 +0000

We can’t have a cop on every corner or a regulator in every office. At some point we must rely on the people we hire, do business with, and buy products or services from. When we cannot depend on on these people, we look to terminate the relationship and search for alternatives. It’s only human nature. We need a stable, dependable platform that we can rely upon to build any relationship.

Aspiring entrepreneurs often ask us what the most important factor is in building a successful business. They ask, “How can I keep and grow my customer base? Is it cornering a narrow niche where you’re the only game in town? Is it providing outstanding value for money? Is it a slick package and a compelling slogan? Is it a cute and memorable logo?”

It’s certainly all those things, but one factor stands out above all else. It is the deal breaker when it’s missing and the glue that bonds customers to your company when it’s demonstrated. It’s doing what you say or imply you are going to do, and what you are expected to do. It’s meeting deadlines, covering bases, and looking out for your customer. It living up to your warranties and solving customer problems with your product or service. It’s called integrity.

And what happens when you make a mistake that hurts your customer? You immediately admit to it and make amends. You show them how you learned from the mistake and what steps you have taken to prevent its reoccurrence. We often say, “People don’t remember how you do when things go smoothly but how you do when times are tough!”

Yes, it can be costly to live up to your promises. Once we had to write a check for $5,000 to a major supermarket because we made a mistake on a back label that was scanning through its cash registers at half the price than it should have. The buyer was unaware of the mistake and what it was costing him. He was surprised that we brought it to his attention and instantly made it right. He was reassured when we showed him how it happened and how it would never happen again. At that point, he knew he could trust us. Soon after, he expanded our line in all his stores.

We’ve learned that normal inadequacies, weaknesses, and imperfections are more easily forgiven when we are reliable. It is the most highly valued attribute in business. Sometimes our quotes to clients were too low, but we honored those quotes at a loss to us. Why? Because we said we would and our customer expected it. Our word is our bond.

Through this we learned the importance of understanding our customers’ expectations and all the hidden costs that will be expected of us, and took all this into account before we made our quotes.

The same thing goes with employment. If your boss finds you to be dependable and reliable, he or she will be more likely to tolerate a slower learning curve or the occasional foul-up. When we hire people the first thing we look for is integrity. We know we can generally teach them the skills they lack – if we can trust them.

When we hire a service or buy a product we look for the same quality. We know there are going to be mishaps but we want to know how a business has treated their customers in the past. What does their customer service look like? Do they honor their guarantees? Do they deliver on time? Are they reliable?

When building a relationship, integrity trumps everything!

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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At What Age Should Entrepreneurial Thinking Be Taught?

Michael Houlihan & Bonnie Harvey — Fri, 13 Jun 2014 17:36:25 +0000

Should we be teaching the mindset necessary for successful entrepreneurship beginning much earlier than college? By postponing the consideration of self-employment until after high school are educational institutions actually discouraging their students from entrepreneurial thinking?

Earlier this week we were honored to be keynote speakers at the 2014 International Council on Small Business – World Conference on Entrepreneurship. Each year the conference brings together the best minds in entrepreneurial thinking and education from around the world.

With the collective recognition that entrepreneurship is the key to world financial health and prosperity, in over a five-day period close to a thousand academic and business leaders addressed a series of cutting-edge topics designed to increase the number of successful entrepreneurs worldwide. They gathered this year in Dublin, Ireland to share best practices and innovative approaches to teaching entrepreneurship.

During one of the sessions we particularly enjoyed, the question was asked, “At what age should students begin learning techniques for entrepreneurial thinking?” The four-person panel was made up of two professors and two successful entrepreneurs from four countries including Jordan, Pakistan, UK, and Ireland. All agreed that entrepreneurial education should begin much earlier than at college level. In fact, they suggested that the mindset could be taught as early as ages 8 through 13.

So what is the entrepreneurial mindset they are advocating? It’s not necessarily promoting entrepreneurship itself as much as it is promoting the kind of thinking necessary to choose it as an alternative form of employment. This choice requires both a level of confidence and risk tolerance. It requires a level of resourcefulness and innovation that enables the entrepreneur to mitigate risk, and to recognize and seize opportunities. By encouraging creativity and problem solving in grammar school, our youth will be better prepared to make decisions about their choices in the future.

Interestingly, the United States was held up repeatedly as a great model that encourages young students to consider self-employment as a valid alternative to becoming an employee. The international group credited that advantage in part to the proliferation of pro-entrepreneurial media in the US. From the television show Shark Tank to magazines such as Inc., Entrepreneur, and Fast Company, entrepreneurs are elevated to rock star status. They are looked up to for overcoming adversity and achieving success with innovative and disrupting approaches to new goods and services.

The panelists suggested that in the absence of that type of entrepreneurial culture, most students would never consider entrepreneurship as a valid alternative unless it was introduced to them in grade school. They went so far as to say that in most countries, younger students were being groomed by default as employees exclusively. Ironically most employers would rather hire employees with entrepreneurial thinking, employees that understood the business process, and employees who had empathy for the plight of their employer as a risk taker.

We agree with the panelists and believe that creative thinking, resourcefulness, and problem-solving techniques should be taught in grammar school. We think that understanding the business process at an early age can open young eyes to the possibilities all around them and give them the ability to recognize an opportunity when it presents itself – and the confidence to pursue it. Additionally, these skills are essentials for a superior employee. There’s no down side to broaching the subject of entrepreneurship early and often. We wish the attendees of 2014 ICSB World Conference on Entrepreneurship the fortitude to make this goal a reality worldwide.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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How to Get a Job in Today’s Market – Part 4: Orientation and Training

Michael Houlihan & Bonnie Harvey — Sat, 17 May 2014 18:30:41 +0000

It’s your first day on the job. But now comes the most critical part: your orientation and training. This is your chance to show your new employer that you are going to work out. Here are some helpful hints we recommend to get the most out of these important first days:

Attitude.What’s important is that you learn the company and the job – fast. They are making a big investment in you by taking someone away from their job and losing that productivity to show you the ropes and educate you about your new position. So, start with some mental housecleaning. Don’t try to justify your misconceptions with arguments about why you thought this or that. It’s not important. And similarly, don’t just parrot “got it” to everything they say because you think they expect you to instantly get it. They don’t, and as a matter of fact they will have more respect for you if you ask questions.

Big Picture. Look and listen for how your job fits in to the business process. Who is the customer? How do they buy your company’s products and services, how does your company produce them, and how does their money get to your paycheck? How does your job help make that happen? If they don’t tell you, ask. Understanding the big picture will make you much more valuable to the company.

Concepts.It’s more than just what and how, it’s why. Your ability to learn the concept behind the lessons you are taught is the key to making better decisions. Your ability to extrapolate will prepare you to apply the concept to a new situation. Don’t be afraid to ask questions.

Notes. Don’t try to remember everything that is said. Write it down. There is so much to learn at first, you can’t absorb it all verbally. Ask for info graphics, and if they don’t have them, make your own. Review your notes and make a list of new questions. When they see you taking notes they will have more confidence that you are serious.

Documents. Every job has a slew of documents from manuals to forms, policies and procedures, job descriptions to contract clauses and checklists. Get to know all of them, how to use them, and why they exist.

Command. Ask for an organization chart and study the chain of command to get a picture of your company’s organization. Learn the outside companies and vendors your company depends on to conduct business. Learn who you will be working with and what their requirements are. Understand what approvals are required that effect your job and the lead times required.

Culture. Find out what is allowed and what isn’t. Learn how you are expected to dress. What permissions you are granted? Does your company have fun or is it more serious? Are mistakes frowned upon or seen as an opportunity to improve procedures? Are suggestions welcomed, and in what areas and through whom? Find out who can best answer your questions about history, management style, expectations and limitations.

Ownership. Don’t just attend work, own your job! Be responsible for its effective and dependable operation. Don’t let your boss have to tell you about something you’ve neglected. Don’t make excuses for mistakes or point fingers. If one doesn’t exist, make a list of all the reoccurring deadlines that happen during the year. Don’t depend on your boss to check your work. Check your own work. Do the maximum, not the minimum.

The orientation and training period is a two-way street. They tell you about the job and you ask questions. Good luck!

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How to Get a Job in Today’s Market – Part 3: The Interview

Michael Houlihan & Bonnie Harvey — Sat, 10 May 2014 18:30:38 +0000

Congratulations! You have made it through the vetting process. They’ve checked your résumé, called your references, and scheduled an appointment for that all important in-person interview. This will be their first opportunity to see you in person, hear how you answer questions, and see how you present yourself.

Basically, they want to know if they will get a return on their investment in time, money, training, and the diminished production during your training period. Remember, they also have to take a seasoned employee away from their job to focus on your training. So they are under a great deal of pressure to hire the best candidate.

They know that résumés can be professionally written and tailored to specific jobs, but when you interview in person, they are seeing the “real deal.” Here are some tips that might help you land that job:

Research. Find out all you can about the company you are applying with – who they are, what they do, who is their competition, how long they’ve been around, and what their goals are. Research their reputation and how they earned it. Understand how they make profits. Talk to former and current employees. The more you know the better prepared you will be.

Getting There. Make sure you know exactly where the interview is taking place. Understand the best way to get there and, if you are driving, where to park. Showing up three to five minutes early will make a good impression.

Appearance. Be sure you are clean and well-groomed. Dress professionally according to the standards of the company and the position for which you are interviewing. Colognes, perfumes, and excessive make-up will distract from what you have to say.

Posture. Smile and walk with a sense of earnestness. Stand and sit up straight. Make eye contact. Keep your head up. By leaning slightly forward you convey an interest in your interviewer. Don’t cross your arms or legs, as this looks defensive. Project an image of confidence and openness. Your body language speaks louder than your words.

Show respect. Don’t just take their card American style and jam it in your pocket. Take a tip from the Japanese and read every word, and then make eye contact with an acknowledging nod and a smile. If you have multiple interviewers, leave the cards out on the table in front of you and arrange them according to where the interviewers are sitting so you will know their names – and do use their names when you address them. Remember to shut off you phone before you walk in.

Their Questions. Expect questions about your résumé, especially if you left a job in less than one year or had six months or more without work. Also expect questions about your professional long-term goals, what you liked and didn’t like about you past employers, and what your greatest accomplishments and challenges were. Give them examples of how you accepted responsibility and didn’t blame others, made improvements in your last company, met deadlines with a sense of urgency, and were a team player.

Your Questions. That’s right, you should have questions for them too. Some suggestions are: What are the opportunities for advancement? Where will the company be in five years? What kind of orientation and training are offered? This shows you are anticipating long-term employment with them.

Volunteered Information. They are naturally concerned about your stability. Although there are certain questions they may not ask, anything you volunteer that indicates stability would be to your advantage, such as you just purchased a house or have family in the area.

These are some of the things we looked for in an interview. We hope this inside information will help you land the right job!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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How to Get a Job in Today’s Market – Part 1: Your Résumé

Michael Houlihan & Bonnie Harvey — Sat, 26 Apr 2014 18:30:51 +0000

Today’s college graduates face increasing competition for the fewer jobs that are out there. We often are asked by college students, “What do I have to do to get hired?”

Many students chase the courses that seem to align with a particular profession hoping that their formal education in a specific area will attract an employer all by itself. It won’t!

Many students who put themselves through school with borrowed money face double jeopardy. First, the payback on the loan they’ve taken out is sometimes 3 and 4 times the amount borrowed, and because they had funds from the loans, they didn’t feel pressured to get a job while in college. So they pass up the opportunity to get real-world experience. Yet that experience is one of the qualifications an employer is seeking.

Here’s our short list of what employers are looking for today:

1. Experience. It is better if it’s in your chosen profession, but even if your experience is not, it demonstrates that you can and have held down a job. Hopefully, your boss provided you with a great recommendation you can put on your résumé. So, while you are going to college, consider working your way through, even if it makes your curriculum extend beyond the typical four-year standard. That job gives you a big edge over the students who just borrowed their way through school. And if you do borrow, you’ll be in a much better position to pay it off.

2. Entrepreneurship. Yes, employers are now starting to hire grads with entrepreneurship education and experience over those who don’t have it. Why? Because they want to hire folks that understand that all the money- including their salary, benefits and bonuses- originates from the sales of the company’s products or services. They want folks who understand that sales and customer service is the key to maintaining and growing cash flow. They basically want to hire people who really understand how their position fits into the big picture of the company.

3. Stability. Probably the first thing employers do when confronted with a ton of résumés is to eliminate the ones that look “unstable.” Instability is easy to spot because it’s measured by how long you have held onto each job. If, for instance, you have been jumping around from job to job with less than one-year tenure at each, it makes them question, “Why should I hire this person? The training alone will take 3 to 6 months.” It’s difficult for a college student to demonstrate long-term tenure with an employer, but holding on to a part-time job for two years or more speaks volumes.

4. Ethics. What was the biggest mistake you made working for an employer and how did you handle it? No, it’s not a trick question. It’s all about whether you cover up and blame others, or whether you take responsibility for your own behavior – and sometimes, for the behavior of others. Employers want to hear that you are honest and can take responsibility. So, if you can, demonstrate what you did to make sure you, or anyone, wouldn’t make that mistake again. It may be that you rewrote the policies and procedures; checklists and signoff sheets; or even put a new clause in a contract or a sign on the door! Employers want to hear how you added permanent value to your last employer’s company.

Remember, when all the résumés are lined up, you want yours to stand out. Employers are looking for employees that will justify their investment in time, money, and training. Your resume has to say, “I’m worth the risk!” So make sure your resume distinguishes you from the rest. We wish all the grads good luck landing that all-important job after graduation!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Why We Write

Michael Houlihan & Bonnie Harvey — Thu, 19 Apr 2012 19:21:33 +0000

We’ve been asked who we write for and why. The answer can be found in how we write. We learned most of our business knowledge the hard way. We write for you so you can avoid the painful lessons we have experienced first hand. We write to give you news you can use.

Even though we both have been to college, higher education isn’t required to understand these concepts. In fact, most of what we cover is not taught in college. It’s basically street smarts we learned by making mistakes and then scrambling to correct them.

We know that the majority of you are hard-working folks who are either considering starting a new business, or have already started one. Our posts are short and to the point, trying very hard not to use words that could be confusing. Although directed toward employers, most of the lessons we learned are valuable for employees as well.

You will find a consistent thread of philosophy that weaves its way throughout most of our posts. You must embrace a higher level of values to be sustainably successful no matter what you are doing. It is from that point of view that you make the big decisions that have far-reaching consequences throughout your business and career.

Some of these philosophical attitudes include:

Treat the other guy like you want to be treated. This is what our parents used to call the “Golden Rule.” Answer the question, “How would I like it?” This affects many subordinate decisions, including the quality and cost of your product, customer service, employment practices, and incentives.
Take responsibility for your own behavior as well as that of your company. This will have a positive affect on whether you blame and complain, or aim and gain. Focus on what you can do to avoid the problem in the future.
Be part of your community. This means caring about the state of the planet and the human race, at least within your business territory. This will shape your carbon footprint, community outreach, support for worthy causes, and ultimately improve the reputation of your business.
Take a smaller slice of a larger pie. This changes your attitude toward partnerships, and allows you to include others in your success. Your attitude toward teamwork, strategic partners, and paying for performance are all results of this concept.
Practice basic humility. Realize that none of us know it all, nor can we do it all. Seek out experienced advisors, use outside services, and recognize what you are good at and where you need help.
Demonstrate integrity. Basically, do what you say you will do, even if it’s more costly than you anticipated. Live up to your word and take responsibility for your own actions. Be sure your company provides timely service and stands by its guarantees.
Believe in yourself. This affects your tenacity in the face of naysayers, financial hardship, and stiff competition. For start-ups, this is essential to help you get through the hard times until your product or service gains traction in the marketplace.

Your views on life, your fellow man, the planet, and your ability to increase value are reflected in your company’s culture, creativity, and success. When we write about the various aspects of business as we have experienced them, we try to tie them into these ageless virtues. They not only make good sense, they make good business.

We hope our posts are fun to read, easy to understand, and valuable to the vast majority of readers. Thank you for subscribing to our posts!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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