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CONFIDENCE is vital for success in life and business. I look for confident people when assembling a leadership team. A leader must have confidence in order to lead. A leader also needs to be competent. Success is the right combination of confidence and competence.

Today, the multi-billion dollar industry of self-help really focuses on boosting people’s confidence. However, Paul McGee, author of S.U.M.O (Shut Up, Move On) and Self-Confidence, emphasizes both confidence and competence for success. He outlined a wonderfully simple confidence-competence matrix (below).

In the business environment, it is not likely to find many people in Quadrant One. They usually do not last long in any one particular job. They need help.

I’ve managed people, and even had friends, who fit into different parts of Quadrant Two. These people can be found in some large organizations, where competency aren’t measured clearly. In the smaller startup environment, they can be quite disruptive, and poisonous to the work culture. The reality show American Idol capitalizes on showing up people who are delusional about their singing abilities. I can be pretty delusional about my dancing moves after some drinking.

The magic Quadrant Three represents our leaders, innovators, executives, entrepreneurs and other high achievers. You know these people. It doesn’t take long to spot one. We naturally want to be around them. We follow them. We want to be like them. We should all be striving to be in this quadrant. You need both competence and confidence to build a successful life.

The most interesting is Quadrant Four. People with tremendous potential who can’t get to the next level of success because they lack confidence. Look for these types of people within your organizations to help build their confidence and unlock their full potential. Finding competent people is not easy. If you have them within your organization, then invest time into building their leadership skills and your company will benefit.

Which quadrant are you? I challenge you today to set your sights on Quadrant Three in your life and work.

Someone once asked me why I smile so much? Until then, I never knew I smiled much at all. Okay, I knew I obnoxiously laughed a lot when drinking, but that’s different.

Anyway, it made me wonder if I really did smile more than most people. For example, right now as I’m writing this I’m not smiling… wait, wait, now, I am :) .

Hey, you should be smiling too. Come on, when presented with an unexpected obstacle in your life, it’s much more fun to smile at the prospects of overcoming the challenge than stressing with thoughts of possible failure. I prefer my crow feet lines around my eyes over having embedded frown lines on my forehead. You will too when you get to my age. Just wait.

Some people generally get drained being around other people, so they don’t smile much. Me, I usually get energized being around others, which I guess leads to a lot more smiling. I’ve also learned that a genuine smile can disarm people which creates more positive energy for everyone.

One way that would make people smile more often is if they learned to appreciate and enjoy the little things in life more. I really like the taste of eggs in the morning, and hearing the laughter of children, and feeling really connected from great teamwork, and seeing others smile. Most people do as well, but some block a lot of little enjoyable things out of their minds because they are too busy worrying.

I’m not proposing that people taint the reality of their lives. Delusional smiles certainly are not attractive. Just maybe, however, some people may not be paying enough attention to the positives in their lives that are worth smiling about.

Besides smiling is contagious. Here’s a smile that should make most people smile back. See, you’re smiling now too.

Bi-lingual people usually learn a third or fourth language easier than an adult just learning a second language. Being raised in a bi-lingual family, I know this to be true. The fact that my “words” interpreting reality can be formed from two different language perspectives is a huge advantage in learning yet another language.

One of the best parts of speaking multiple languages is knowing that certain words in one language cannot be easily explained in another. In other words, understanding a second language potentially enriches the clarity and broadness of perception.

In today’s world, businesses also benefit from a multi-cultural, multi-lingual perspective. Innovation, for example, happens predominately out of necessity. In India, solar-powered ambulance trucks have been deployed to reduce the cost of fuel for the vehicles as well as to provide energy for its medical equipment. Such innovation would be highly unlikely in North America or Europe. Companies should consider having components of their innovation centers in developing countries as a competitive advantage.

Another example of thinking more multi-dimensional (“multi-lingual”) for businesses is to consider the world-wide human resource pool in providing services. Of course, much of web development, call centers and other such work have been already off-shored from the US and Europe to Asia and Eastern Europe. Now, the knowledge and ability to implement an effective off-shoring model is considered as a core tenant of a CIO’s job.

None of this is black and white, and that’s also the great thing about learning more than one language: The broader one’s perspective, the larger the gray area becomes. So, a business has to learn how to integrate the varying perspectives of its international operations into one cohesive vision to be successful. If done correctly, such a company obviously would enjoy compelling advantages.

While large and many mid-sized companies have been successful at going international, most small companies don’t even consider this as an option. I believe, however, that a business is never too small to start thinking globally, whether in resourcing, innovating, or market expansion. Even if a business may not be ready to execute on becoming a multi-national, by thinking in global terms right away the company will be driven to a more ambitious perspective.

So, start learning another language.

I lived in London during the early 2000’s, where I  had some of my best memories ever. Now, I’m  back in West London visiting where it took about a half a day to get my bearings to feel as if I had never left.

Much of my focus here this time is work, but tonight I was going to meet the only person I would ever call mi mate, Hugh Simpson-Wells. Remember I’m American, we don’t really say that.

Back in 1996, I met Hugh, who owned of one of the most reputable technical training companies in the UK (Oxford Computing Group). I had called him out of the blue and showed him how he could get to a liquidity event with his company by joining forces with ARIS (my company at the time). He bought into it and Oxford Computing Group was acquired by ARIS, just prior to our IPO on NASDAQ in 1997.

Hugh is a guy that everyone just wants to be around. He really has the “je ne sais quoi” about him. We stayed close even after ARIS was sold off to Ciber in 2001. Now, he’s got his own new venture and I have mine. When I  had lived in London, we had torn it up together pretty good at times.

Tonight, we agreed to meet at Restaurant Soho Spice because I remembered that my boys loved the place. I arrived in Soho 15 minutes early and felt confident about getting to the restaurant on time. I maneuvered through the Soho streets, happy to hear so many different languages along the way. I walked past restaurants and bars from my past, bringing back loads of memories…

Thirty minutes later, I was still looking for Soho Spice. I thought for sure I knew exactly where it was, but couldn’t find the place. I guess I didn’t remember as much about the city as I had thought.

Knowing that Hugh had ridden in from Oxford, I felt absolutely horrible  for being late.  My US  iPhone was of no use here and I felt completely helpless.

Fifteen minutes later, now a half an hour late, I became desperate, actually asking people if they knew of Soho Spice. No one knew.

An hour into my search, I started looking for an internet cafe so I could find the address and to email his iPhone that I was lost. Eventually, I found a hotel and got the address from the concierge.

As I hurried toward the place, Hugh was walking toward me with a smirk. Apparently, Soho Spice had closed two years ago and I had walked past its old location several times. After many apologies, we found an Indian Restaurant nearby and had some proper curry and a bottle of wine.

We reminisced, as well as talking about our current lives. Time flew. Then, we got our bill to head off to Ronnie Scott Jazz club. We laughed about hanging out at Tiger Tiger and China White during earlier times, and whether we would even be let in now…

It’s 5:30 am and I just got back to my hotel. I probably shouldn’t really be blogging. However, fourteen years of friendship is something that doesn’t come by easily. And it’s something that I certainly don’t take lightly. In the end, as he got out of the cab at Marble Arch, we gave each other a “fist” pump and said, “THAT was an awesome time.” See, he’s become a bit American as well (but don’t tell him).

Dude, really, I’d kick it with you anytime, anywhere in the world. Peace.

Company building is a unique experience. An entrepreneur can experience a huge gyrations of emotions in any given day: ‘Wow, we’re going to do this!’  ’Oh, we’re going to crash and burn’.  ’My employees hate me’.  ’My customers love me’…

With experience, however, you come to expect these twists and turns. In fact, you kind of get some enjoyment out of it. Despite these varying emotions, certain principles are generally true. Growth, for example, is almost never represented by the infamous hockey stick graph.

Growth for a startup usually happens in stair steps. A startup moves along a horizontal line (with some variances) until hitting a wall. That wall represents the barrier to the next plateau for the company. It could be that a startup has launched and found some anchor clients. The principles in the business are so occupied by the demands of the anchor clients that they cannot focus on business management. Yet, the word of mouth effect from servicing those clients is putting some pressure to expand. Well, you’ve just hit that wall leading to the next plateau. The company can only take the next step in growth by addressing these pending issues. Once resolved and perched on the next plateau, the same pattern will most likely be repeated with a new set of challenges — the next level of company development.

Understanding the ’stair step’  pattern of growth will help start-up companies understand why everyone seems to be running faster but the company is not still growing properly.

I’m always wary of business plans that have a linear growth projections. That sounds logical in a business school classroom or it looks good on a spreadsheet, but I haven’t really experienced such growth in my past. Things are difficult to start, then you get in a rhythm with your first customers. Eventually the business beat changes. There are new and unfamiliar pressures on the business. It takes leadership at that point to scale to the next level and return to a comfortable (but more sophisticated) rhythm.

Communication is something we often underestimate. That’s how marriages often get into trouble, as well as most projects in the business world. We know how to speak the same language, yet we often miscommunicate.

Over the years of managing various people, I’ve learned the first step to better communication is acknowledging that people communicate differently. Some people naturally embellish, or are vague with words but emphasize nuances. Others are literal. Even within my family one of my sons is very literal and the other very much not. That causes a lot of tension.

One thing that is common, however, is we all want to be understood. In order to effectively communicate across a broad set of people, you must speak with clarity AND offer rationale. Sounds simple, but what a big difference this can make.

When I tell someone that he did a good job, smile, and walk away, the person may feel temporarily good because the statement was positive.  But what if I had said that he did a good job in getting his team to work cohesively in meeting a difficult project deadline, and as a result the client will renew our contract?  This compliment would be much more impacting as there is clarity in his mind of what is being appreciated.

Clarity and providing rationale usually help in all tense communication situations across the different personality types. One time I had run 18 miles in training for a marathon. Afterwards, my family went to a dimsum restaurant but was seated in a corner where the servers couldn’t easily see us. After 30 minutes, I got up and made a huge scene to the complete embarrassment of my family. Regardless of my rationale, I became a jerk in everyone’s eyes.

Had I gotten up and explained to the servers that I had been waiting for 30 minutes, which seemed a bit unreasonable, and it would be greatly appreciated if we could get some food despite being seated in the corner, I think anyone around me would have respected my request.

At work, in the home, with friends, don’t just throw out one-line bombs without clarity and rationale. Speak with clarity and provide rationale and see if your communications skills improve, along with your relationships.

Ben Huh, CEO and Co-Founder of Cheezburger Network, wants to provide people with five minutes of happiness each day with his empire of hilarious niche websites. His favorite is his first, icanhascheezburger, which provides audience-submitted photos of cats with witty captions.

Ben presented at the KAC (Korean-American Coalition) Networking Social last night, sharing the history behind his internet success. He mesmerized the packed gathering with his easy charisma. He said his job is like being the world’s worse comedian who can still make people laugh. He doesn’t have to tell any jokes, just show content submitted by the public. Ah, vive la web 2.0! And long live entrepreneurs like Ben who know how to provide compelling and valuable platforms that make us happy.

Ben is a local internet star, getting a lot of media attention. Yet, he remains humble and funny. He is engaging and authentic, critical traits for any successful web personality. He speaks easily, and answers all questions. He said he became an entrepreneur because he hated his job at the time. His motivation was not a driving ambition to become rich, but a desire to do something he would enjoy.  He shared that he doesn’t own cats. In fact, he is actually allegoric to cats, but he certainly loves cat photos. Ben said his biggest current challenge is finding the right people for his growing team. Amen (A repeated theme on this blog).

Entrepreneurs can learn a lot from Ben. To be successful, you need to be passionate about what you do. A web entrepreneur needs to be authentic and transparent. And oh, it’s nice to have a business plan that includes zero cost “inventory”.

___________________________

Cheezburger is one of the largest blog networks in the world where more than 12 million people come every month to get their daily dose of laughter. With 220 million page views per month, the Cheezburger network of more than 30 blogs including I Can Has Cheezburger, FAIL Blog, GraphJam, Emails From Crazy People, ROFLrazzi, and There, I Fixed It is quickly becoming the new Internet media empire. Every day, more than 10,000 photos and videos are submitted and page views are growing at an annual clip of 300%. In addition to the blogs, a Cheezburger inspired book spent 13 weeks on the New York Times bestseller list during the winter of 2008. In the fall of 2009, three more books were released – ICHC: How to Take Over Teh Wurld, FAIL Nation, and GRAPH OUT LOUD.

Ben is a former journalist turned dot com entrepreneur who has a knack for nailing the zeitgeist. He has been credited with bringing Internet memes to the mainstream and popularizing Internet culture. The success of his business is attributed to his knowledge of memes, viral content, and crowd sourcing. Ben graduated with a BSJ from Northwestern University’s Medill School of Journalism.


Parenthood is a humbling experience. It is a rewarding experience. It is a growing experience. Children are a reflection of their parents. Maybe that’s why parenting can be so frustrating.

I’ve gone through different phases of parenthood. Of course, there is the “overwhelmed stage” as a young parent. We had our two boys 11 months apart. That was physically taxing, especially for my wife. I quickly realized how different points of views can be about child rearing. We had a Korean live-in “nanny” when the boys were babies. Once, when my older son, Jeffrey, cried and wouldn’t go to sleep, I left him in the crib and restrained the nanny from picking him up. Next day, she was packing her things, saying she would not stay around and watch a baby die from the cruelty of his father. My wife pleaded with her to stay, promising that I wouldn’t do that again.

I wanted to teach my sons independence in the Western way. The women in their lives wanted to nurture them unconditionally in the Asian way. That unconditional love, of course, has a price later of tremendous family pressures and obligations.

As my kids grew older, I was completely absorbed in my career, especially in building ARIS. I traveled constantly and played only a minor role to my wife in raising our boys during their elementary school years. I remember hearing somewhere that a mother’s role is make children feel nurtured and safe, and a father’s role is to prepare them for the real world. I took that too literally. For their elementary and pre-teen years, I was a strict disciplinarian.

My younger son, Jeremy, especially had a hard time with my approach as he was very sensitive. Even as a big chasm developed between us, I was determined to treat both boys the same. That was a big mistake. After all, I was an adult and he was a child, and I was being unreasonably stubborn.

As the boys hit teenage years, Jeffrey became everything that I tried to instill, a very independent person — but to an extreme. He got into the punk culture while living in London. He played in a rock band. He got in trouble in school and with local authorities. No parenting method worked. By then, I had matured enough to know that the cold disciplinarian tactic did not work. I was trying be a more engaged father. Even that, I messed up in my typical fashion, getting too involved with his band and giving input that wasn’t wanted, nor needed.

Looking back, the problem was that my boys weren’t meeting MY expectations. I initiated most of the conflict. Now, I agree that parents need to set guidelines, but we need to determine whether our expectations for our children are good for them or for the parent. If it’s only good for the parent, then the problem obviously is the parent.

Here is a story that changed my perspective. There was a young man who had social anxiety issues and met with a psychologist. He was raised by a single mother who never let him out of her sight. She developed her whole life around him. She drove him to school, picked him up at school, even as he was going to high school. When asked if he perhaps thought that his mother had acted selfishly, the young man responded, “Oh no, it’s because she loved ME so much.”

Obviously, real love would have been to let her son grow and develop the skills necessary to function in society, regardless of how painful that may have been for the insecure, single mother. Letting go sometimes is the truest form of love.

We just finished a family vacation over the holidays in Southern California. While we had the usual moments of conflict when trying to coordinate a group decision, our time together was very pleasant. My perspective on parenting has changed a lot over the years. I’m not big on imposing my will on my boys anymore (it never worked), but now want to find their individual strengths and nurture those. I’ve learned to appreciate the personalities of each.  I must say that they are both very street smart, despite all the craziness I had injected into their lives.

As an entrepreneur of a startup company, I imagine myself as a general manager of a professional baseball team. My main job is putting together the RIGHT team.

Many think an entrepreneur’s first task is to come up with a killer concept. Yet, it’s been said many times that  ”ideas” can be a dime a dozen, but execution is where most fail. Who executes? The team. As Jim Collins points out in his book, “Good to Great”, first the Who? then the What?

Maybe it’s also because I’m not a technical whiz kid, or a genius financial mind that I keep stressing the team. Or, I’d like to think it could be that I’ve been involved with six startups and figured out what helps in success.

So, as I’m admiring the work of Seattle Mariners’ GM Jack Zduriencik this off season in putting together a more competitive professional baseball team, I’m reminded about my primary job of finding the right people for the the right jobs in my company. Like a baseball team, a startup environment requires everyone to be cohesive and supportive of one another.

Sometimes an entrepreneur needs to take risks on inexperienced people, or on an experienced person who has never been in a startup environment. You build such a team with an unwavering core philosophy about the type of team you want.  And when the team members need guidance, you coach them; when they prove themselves, you give them control. You always keep scalability and performance in mind.

In the end, it’s my job to look at ways to improve my team continuously based upon our performance against the competitive environment out there. If this means possibly bringing in more capital or merging with a complementary team or hiring faster, I will do so, always making sure that each new player within the company are complementary with one another. It’s my responsibility to ensure that the sum of the parts really make a much more compelling whole.

The character and performance of the team will ultimately be my scorecard as the founder of Lift9.

Recently, we moved into a Seattle downtown condo, 1,500 square feet of urban living.

It’s been great so far, but I was a bit worried about having enough room when our second son comes home during his college breaks. Surprisingly, however, all of us living in such close proximity of each other has been yet another benefit of living in the condo.

Our lives together now remind us about our two years together in a flat (about the same size) in London when our sons were pre-teens. We were constantly in each other’s space. This made all of us  much more aware and involved in one another’s lives. We couldn’t help it, we overheard each other and shared our spaces all the time.

We felt more connected as a family. Whenever there were family decisions to be made, everyone already understood the rationales.

While in our 4,300 square feet suburban house on Mercer Island, however, the boys had their own spaces. Everyone disappeared into their own rooms. It was difficult to know much about each person’s lives. Ironically, the big dream family house made staying connected as a family more difficult.

Now, as we again live together in our smallish urban setting, we are communicating much more. We have to learn to cooperate as we share bathrooms, televisions and the general living area. We are becoming a closer family again.

In the same way, companies need to “narrow” the proximity between colleagues in the work place to improve communication and align goals. In a startup environment, people are many times crammed together in a makeshift office, where everyone can hear each other’s conversations. Those are often times remembered fondly by employees as the best times. That’s because everyone is so connected.

Such environments, however, naturally change as companies grow. Slowly, the “big house” effect eventually disconnects the team over time. I believe management should try more proactively to retain the “small condo” connections between all employees. Social media tools, if deployed correctly, can help.

For Lift9, we use Yammer to allow the “eavesdropping” of internal conversations. Yammer is an inside the enterprise microblog tool (like Twitter) that allows individuals to post tweet-like comments inside the company’s firewall. Since we have offices in Seattle and Ho Chi Minh, staying connected is a big challenge, but an important one for us to overcome in order to be successful.

Of course, we share sales wins and give “shout outs” for outstanding efforts. Just as importantly, we also share what we had for lunch and who won at a particular Vietnamese card game. In this way, we build connections across different cultures to form what is the Lift9’s unique corporate culture. We encourage almost any kind of chatter as those give glimpses to each other’s lives, personalities. That’s like watching one of my boys play an Xbox game even though there is a football game on the TV. I feel more connected to his life from the experience.

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