Workplace Champions

Thrilled to introduce our first WORKPLACE  CHAmPIONS e-Book.  Featuring employee hiring and retention insights from a DOZEN talent minded CEOs  from midsized firms

LINK To Download e-Book: http://bit.ly/2nS0KJy

What if your company had unique lines of sight into the compensation best practices and approaches of your customers, and what if those lines of sight annually generated reams of data endowing your firm with a pool of strategic data that few firms—if any—can yet match? Join us when Xactly Corporation CEO Christopher Cabrera explains how customer insight became a primary driver of his firm’s future growth.

Few names are better known in the realm of multiplatform games than Unity Technologies. The software developer’s focus on “democratized game development” has primed the pump for independent game producers and led Unity to boast that its technology is already responsible for roughly 70 percent of virtual reality and augmented reality experiences. With few competitors in sight, Unity Technologies CFO Mike Foley says that the developer has begun to leverage a concept dubbed “radical transparency” that aspires to endow every employee with a generous look-see at the financials.

As a one-time IT systems engineer, Phong Le has a finance career whose early roots run deep inside the technology realm, where today he serves as CFO of MicroStrategy—one of the data world’s pioneering innovators. Join us to hear Phong explain how burgeoning data insights are summoning finance leaders to become the organizational catalyst for quicker business decision-making.

Eight years from now, when Lance Ruttenberg blows out the candles on a birthday cake celebrating his company’s 100th birthday, the CEO of American Textile Company will be savoring an industrial hallmark that no Fortune 500 CEO has ever known. Lance and his brother Blake are today the third generation of Ruttenbergs to own and lead the textile firm first established in 1925. While the company may not be in the same weight class as other successful firms with generational-family origins (Ford Motor Company, IBM Corp.), ATC’s longevity is a testament to an ownership/management model that has successfully served an industry, a family, and a devoted employee population for nearly 100 years.

MMTL: Along the way, you’ve made a lot of hires, so we’re going to ask you, “How do you make a great hire?” Matt: We follow this principle that we picked up in a book called Traction, by a guy named Gino Wickman. It’s an operating system for businesses called the EOS. We follow their people process, and it works quite well for us. It comes down to three things: Does the person get it, do they want it, and do they have the capacity to do it? If I could unpack that for you, what it means is that when we define a seat or role in the business and we start looking for people to fill that seat, the first thing we look for is, Do they understand the role? Do they get it? Do they understand what it entails, and if they do, then do they want it? Is this something that they think they would have a lot of fun doing? If they have fun, they’ll likely be good at it. Then, do they have the capacity to do it? It’s never a good idea to take somebody who’s never done a job or something even remotely close to that role and put them into it. This likely means that they don’t really have the capacity for it. We’re usually looking for people with a little bit of experience. Capacity is a lot of stuff rolled up in that, but it’s the anchor, right? They need to know and have the ability and the time and the wherewithal to do the job. The whole “get it, want it, have the capacity to do it” thing has been a game-changer for us in just simplifying how to find the right people.