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Archive for April, 2010

I’m in London working for a couple of weeks, staying at a bed and breakfast over a quaint pub called Portobello Gold. As the namesake may  indicate, I’m staying right in the heart of the Portobello Market, just off of Notting Hill.

Every morning, I walk through the market to work. Being jetlagged, I’m up early as vendors are setting up their stalls. They hustle, moving fast and deliberately. They arrange their goods with confident familiarity. Many have cigarettes dangling from their mouths, with grimy faces and hands from the manual work.

The cheery laughter fits the early morning atmosphere too. People are working together to get set up. Teamwork always brings about laughter. It’s like we humans love the validation that we are always more successful as a team than as individuals.

Whether you are a vendor here in the Portobello Market, the Pike Place Market, or working as an employee at a global corporation, teamwork gives us connection and better results. Think about your most fulfilling times. I bet it was being “part” of something special, a sense of group accomplishment.

That is why I’d rather have three smart but cooperative persons working on a problem, than three brilliant, high-IQ persons who don’t know how to work in a team. In other words, I value people skills as much as IQ when building a team. My walks through the market just re-enforce this belief.

I quite enjoy this walk each morning so far. This area has a lot of London charm. And the aroma from European bakeries along way, well, that’s just unforgettable. Pain au chocolat anyone?

Portobello Gold. B&B above.

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How many personalities do you have? Or a more appropriate question is how many persona’s are you?

Since we were little kids, we learned to project different persona’s depending on the situation, environment or the company around us. I know I certainly projected myself differently in church than I did around my jock friends in a locker room — and still more differently around girls whom I liked. That’s part of being human. We project ourselves differently depending on the environment and one personal persona doesn’t have to be any more real than another.

Think about how that translates to the social media platforms. They allow us to have various persona’s. I tried once to consolidate my persona’s and have standard status updates. Failed. It bothered me to compromise one persona for another. I felt more unauthentic trying to standardize my persona’s than when I really had differing ones.

Here are my current standard social media persona’s:

Facebook (Friend) Persona: A friend. A family person. Share personal characteristic as a guy’s guy who is a bit of bully, fun-loving, thrash-talking but genuinely engaged with friends and family.

Twitter (Tribe) Persona: An entrepreneur. A social media enthusiast in Seattle. Want to give personality to my company and its work environment. Share thoughts and information about digital marketing, especially around social media. Share thoughts on company-building and leading people. Those interested are my tribesmen.

Blog (Kool Uncle) Persona: Meet John Song, your uncle, big brother or your boss. Mentor. Story teller. Like to give advice. Interpret my experiences. A discussion over coffee or a drink.

LinkedIn (Resume) Persona: An Executive Networking. Work history and recommendations. Updates relate to the progress of my company or insights around my work, or to recruit talented people.

Foursquare (Food Critic) Persona: An urbanite who loves getting together for happy hours and after hour hot spots. You should almost hear my laughter with friends. I must admit this is relatively new platform for me.

Xbox Live (12-year-old) Persona: PES2010. Madden2009. Thrash-talker who CANNOT back up all the talk with his game. Silly, but competitive.

What are your persona’s? You need more than one. When you are comfortable with that, you will enjoy social media (and yourself) much more.

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Yesterday, I was a panelist for the topic of successfully communicating across the different generations in the work force. The event was organized by ASCEND – Seattle Chapter.

Dr. Jeff Wilson, a Boeing expert in generational studies, was the keynote speaker. He outlined a four-generation cycle: Silent, Baby Boomers, Generation X and the Millennials. Apparently the generations go in cycles from recessional (Silent and X) to dominate (Baby Boomers and Millennials). The dominate generations get most of the attention and the recessional are ignored, which effects each’s behavior and outlook.

Right now, there are a lot of focus on generational differences as the baby boomers begin to move out of power positions in the work force. They are being replaced by a new generation of leaders with different perspectives.

Baby boomers tend to be process-oriented. They prefer face-to-face meetings. They like getting everyone’s input into the decision-making process. Baby boomers focus on work more than family or friends. They like to see people working long hours in the office.

The generation-X’ers are fiercely independent and pragmatic. These people are family focused. Work-Life balance is important to them. They can easily work remotely using available technologies. They’re not so keen on after-work events. They want facts through emails and don’t need a lot of face-to-face time with co-workers.

The millennial generation wants purpose in what they do. They need to know that what they are doing fits into a bigger vision with a worthwhile purpose. They are focused on friends before family or work. They collaborate. They are doers and like to measure results. They want to be “heroes” in making a difference in the world.  They text each other and gather in groups to do things.

Obviously, these are just general tendencies, but they are helpful in understanding how to deal with each generation in the work place. For example, if you work with many baby boomers in senior management, meeting about your career over lunch may be the most effective to get your points across. If you are a generation-X manager working with  millennials, spending some after hour time with your employees would go a long ways in building trust with your employees.

On a last note, I think social media platforms allow different generations to communicate in their own way. They are more flexible than a phone or email in expressing one’s personalities. In the future, I think you will see more enterprise social media platforms deployed for work place communications.

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A long, long time ago (mid-1990s) when ARIS was growing rapidly, our company was a sexy, up-and-coming Seattle story. At that time, a senior business development executive from Oracle approached us about helping ARIS expand to the East Coast.

The late Pat McGovern had been raised in the Seattle area and graduated from Seattle Prep. He later became a colonel in the US Army and served on President Ronald Reagan’s staff in charge of communication systems, working in the same rank as Colonel Oliver North. While his distinguished military career had taken him around the world, he eventually settled in the Washington DC area with his family. After his stint with President Reagan, he joined Oracle in its new mobile division. Yet, he was drawn to our Seattle upstart company that gave him a nostalgic tie back to his home town.

I was a young executive who hired this experienced and distinguished executive. I ended up moving my family to Washington DC and we grew ARIS’ presence within the Eastern Seaboard together.

He was patient with me and always respected my opinions. It was only much later that I realized he had also imparted a lot of wisdom to me. Once when I was frustrated over some employee issues, he calmly told me that after all his years in the military, he had realized that no one can make someone else do anything that the person does not want to do. I still think about his words when trying to lead a team toward a common vision.

It is a leader’s job to assess who will follow a common vision and who will not. A leader must lead by example, not just words nor with some title. A leader, himself, must be committed to the vision. I stopped complaining about what may be going wrong. I became more transparent about what I was thinking. I learned to be clear about my vision and find people who WANTED to be with me.  In the end, a leader’s success is measured NOT by personal achievements, but only by the team’s overall success.

Pat passed away years ago from cancer, but his insights still guide me as I build my teams, and my companies.

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IPad hit the stores with much fanfare. Again, Apple has succeeded in putting together a consumer product that really works for consumers. The interface is amazing. The growing number of applications look promising. IPad is just sexy hot right now.

The web tablet idea has been around for some time. The heavy duty, but clumsy Apple Newton tablet was launched in 1989 and lasted until 1998. That was about the time a Seattle startup company, ePods, came up with another web tablet concept. It was to build a web tablet that was more sleek and easier to use than the Newton.

EPods was an ambitious endeavor. But this was during the late 1990′s when anything seemed doable. The dot com fever had swept through Seattle (and the rest of the country) without rationale, without limitations.

I joined ePods as its first executive, President & COO. The  company, based in Belltown, quickly stirred up a lot of interest from investors and from the media. EPods was building a device that would bring the “rest of the people” to the web. The idea was the light-weight, touch-pad tablet would entice people not familiar with computers and keyboards to get on the web easily.

In terms of execution, there were some big challenges. We had to build a portal site designed specifically for a touch-pad device. The company secured an exclusive partnership with a Korean hardware company to design and manufacture the ePods tablets. We had to develop a launch marketing plan. We had to hire more than 100 employees in a very tight job market.

Everyone worked hard — very hard. It was not unusual to find people burning the midnight oil in the office. People actually looked forward to coming into work. We had a work environment and work culture that attracted some of the best talent around. The energy in the office was both contagious and galvanizing.

We launched the ePods tablet in the Federated Stores in 1999 through our powerhouse distributor, Salton. To our disappointment, the product moved slowly off the shelves. Then, the dot com bubble burst all around us, halting our fund-raising efforts. Soon, it became obvious that we would not be able to secure parts to manufacture more ePods tablets. The endeavor ended abruptly after a last-ditch effort to sell the company to another net device company failed.

There followed subsequent tablet devices like 3Com’s Audry. In terms of concept and vision, however, ePods most closely resembles what iPad brings to the market today. We were just too early.

ePods tablet

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Chicago's Cloud Gate (bean) at Millenium Park

Chicago is a great city. It’s got grit and flash. Regardless of the fact that the US Census lists Los Angeles as the second most populace city in the US, I consider Chicago the “second” city. After all, is Los Angeles really a city?

Of course, I get a bit of a distorted perspective of Chicago since I stay with my sister-and-brother in law at the Trump Tower whenever I visit. I guess most any city would look pretty cool  from a 56th floor penthouse view. Down below, however, boast some of the best museums in the world (I visited the Field Museum and the Chicago Art Museum this trip), a world famous shopping district (Michigan Avenue’s magnificent mile) and the bars of Rush Street.

Of course, no city would rate very high on my list without world-class eateries. Chicago is known for its ethnic neighborhoods with their authentic restaurants. I tried a Jewish deli (Manny’s), a Brazilian Steak House (Brazzaz), a Greek Restaurant (Parthenon), and Shaw’s Crab House for Easter brunch. Yup, I was full and happy all the time.

While I’m bragging anyways, let me tell you about one of my favorite entrepreneurs — my brother-in-law Chris Nam. I have

Chris (right) with help from his brother James built a successful business

tremendous respect for him. He started a car dealership more than 20 years ago without signing on with any of the auto manufacturers. He worked six days a week, 12-hours a day and built a great business. His success was built on integrity, customer service and sustainability. The business has endured through the recent difficult times while other dealerships with more capital and name recognition have gone out of business.

I’ve been involved in various technology-related startups where ideas sometimes is more important than good old-fashion sustained hard work. Retail businesses are tough businesses, but have great rewards for those who put in the effort and manage their companies effectively.

There was no IPO nor any liquidity event. There was no venture funding. But there remain a great cash business to this day. I salute all small retail businesses, especially Chris Nam’s Pro Auto Dealership.

View from Trump Tower's 56th floor

Manny's deli

Chicago's Manny's Deli

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