Tag Archives: consulting

2013 Kalypsonian of the Year

3 Oct

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I was at a recruiting event in Texas last week and was asked the question, “What are the attributes you value when evaluating candidates?”

The first part of the answer was easy and boring. I said we want reliable people that possess a strong work ethic, creative types with sharp minds, and leaders that have demonstrated ability and ambition.

But what is it that makes the people of Kalypso special?

The people of Kalypso are so much more than just those great professional attributes I listed. They are as humble as they are smart, as funny as they are fearless, and they radiate positivity as they support their clients, colleagues, and compadres. They might have graduated at the top of their class, but they still know how to have fun in a state school kind of way. Most of the people on the team are a little bit quirky (this is a polite word for weird.)

In 2013, the person that best exemplified the Kalypso brand of professional was Colin Speakman – our Kalypsonian of the Year.

For the rest of the year he is only to be referred to as “Your Highness, Mr. Colin Speakman, Kalypsonian of the Year.” No abbreviations, shortcuts or informalities allowed.

The choice was not difficult. Colin is the Kalypso prototype. Not only is he an incredibly competent consultant, he displays all of the characteristics we admire in our colleagues. He is a great father and he accepts the fact that he is inferior to his wife in basketball, fishing, and just about any other activity that requires either brains or athletic skills.

Colin knows more about barbeque sauce than anyone else I know. As a kid in upstate New York he wanted to grow up to be a pumpkin farmer. Colin smiles a lot. He either knows something you don’t, or maybe he is just goofy that way. We all love Colin and I am proud to have him as a colleague and even happier to call him a friend.

Colin is an optimist and a dreamer. He is a Cleveland Browns season ticket holder.

At least he can say that he won something this year. Congratulations Mr. Kalypsonian of the Year!

Kalypso Recognized by Consulting Magazine

28 Sep

Consulting Magazine is out with its annual “Best Firms to Work For” edition and, once again, Kalypso was honored to be named in a handful of important categories. We were listed as a “Top Ten” firm for having a strong firm culture, doing interesting work, and having a positive impact on clients. Can you imagine better categories for a consulting firm?

We pride ourselves on having a strong set of core values that define our culture and set us apart. Among those values is a belief in the power of creativity and innovation to solve the world’s most pressing problems. This is the source of all that interesting work that we have the privilege of doing for clients every day. Delivering on the promise of innovation means moving the needle on our clients’ results. There is nothing more gratifying than seeing the outcome of your efforts highlighted in an annual report or – even better – on a store shelf.

I think that the good folks at Consulting have us pegged right. The people of Kalypso work incredibly hard within a culture where we genuinely care about one another’s success. We have fun doing the work we love while delivering on the promise of innovation for the best clients in the world. Kalypso is not only one of the best consulting firms to work for; I believe it is the greatest firm ever.

Read Consulting magazine’s “Best Firms to Work For” edition here.

Nurturing Talent

24 Jun

Creating an environment that is fun, flexible and fulfilling is essential to keeping young professionals engaged and committed

As published in Consulting Magazine, June 2013

http://www.consultingmag-digital.com/consultingmag/june_2013#pg24

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The sustained success of a management consulting firm is almost exclusively based on the continuous professional development of its people. The ability to attract, develop and retain young professionals is crucial to the long-term health and vitality of our firm, and of any other similarly structured firm.

The current generation of new consultants has been shaped by tumultuous times. The average new MBA was in high school on 9/11 and likely completed his or her undergraduate studies just as the global financial crisis was unfolding. These events and the macro-economic environments that they created shape the world view of young professionals. While there remains a tremendous collective anxiety on the economic front, new consultants are looking for more than just job security. They want to create a better, more secure and more stable world.

While these young professionals are ambitious, the odds of a new college graduate or recent MBA making it to the partner level are not good. In most firms this is an eight to ten year journey with a success rate of less than five percent. The reasons people leave the profession are well-known. Some fall out because they fail to develop the skills or lack the intellectual horsepower to be promoted. The “up or out” model is still prevalent in the industry. Other individuals decide that the lifestyle is not for them and opt for a job without the constant travel and long hours.

How then do we create an environment in the industry that attracts outstanding young professionals, allows them to develop rapidly and, most importantly, keeps them engaged on the long road to becoming a partner?

Our investment in the development of young people doesn’t always show up directly in the firm’s financial reports, but it is up there with new client acquisition as the most expensive — and most important — function of the firm. Attracting, developing and retaining young professionals require the leaders of the firm to create a work environment that is fun, flexible and fulfilling.

Hire Fun People and Create a Fun Environment

The idea that working in consulting should be fun is certainly not new. The “work hard, play hard” ethos was imprinted on us very early in our careers. The work we do for clients is very serious, but that doesn’t mean we don’t enjoy ourselves and the company of our colleagues while we go about our daily duties.

Hiring fun people that pass the “pizza test” is the first step in creating this environment. Would you really want to spend fourteen hours a day locked in a conference room with someone that you wouldn’t want to go get a pizza with afterward?

Once a firm hires fun people, it can retain talent for the long haul by helping its employees view the firm as a social network. There is a strong positive correlation between those people that routinely show up for Friday afternoon happy hour and those that make it to partner. When you work with your closest friends and have fun doing work you love, it is pretty hard to walk away. Working hard is a natural part of a career in consulting. The leaders of the firm should encourage and facilitate the “play hard” component of the equation and make sure that our teams are enjoying themselves.

Making sure that eager, energetic and fun young consultants have a good time is not that difficult. It might involve leaving the client at 6 p.m. once a month for team bowling or taking off a little early every once in a while for some “pau hana” festivities. With a little imagination we can almost always come up with something to celebrate. (National Margarita Day is February 22 and my birthday is on November 20if you need an excuse to party.)

Create a Flexible Work Environment

Young professionals are also looking for flexibility in their jobs. Delivering on this objective means moving away from the rigidity of work and travel schedules that tend to be the norm in consulting. The easiest way to accomplish this is to provide our teams the autonomy to negotiate a schedule that meets client demands and provides flexibility for each of the members of the team. An occasional week working from home or fewer nights on the road can be the difference between a sustainable career and our industry’s most valuable people looking for the exit.

Flexibility extends to liberal personal time off and sabbatical policies. We might even question why we have vacation policies. Doesn’t the individual utilization metric give us the information we need about each consultant’s contribution to the financial health of the firm? Are we just being ironic when we refer to time between assignments as being “on the beach?” We all need time to go to the dentist, get the oil changed and attend a child’s school play. Providing our young professionals with the autonomy to make their own decisions regarding how they get their work done will go a long way to improving retention.

Help Young Professionals Find Purpose in Their Work

Finally, young professionals are seeking fulfillment in their work. Having come of age in an era where their exceptionalism has been called into question, they want to know that their life’s work has meaning. When candidates are evaluating career opportunities, they are not just looking at compensation and career path; they are asking hard questions about the purpose of the firm itself. If we can cast the work we do in the industry in a manner that promotes growth, global competitiveness and sustainability, we will be a more attractive home for this generation of professional.

Creating outlets for community service within the firm and providing time off for individuals to pursue their passions outside of work are both avenues to addressing the need for fulfillment in a career. Taking on an occasional pro bono assignment for a non-profit is a great way to harness the intellectual horsepower and energy of the firm in a manner that serves the consultant as well as the client.

Fun, flexibility and fulfillment will go a long way to improving our ability to attract and retain young professionals. People are attracted to consulting because of the diversity of experiences available in most firms, the rapid development potential and the excitement of a fast paced lifestyle. Keeping them engaged and committed on the multi-year path to partner is the challenge. Our younger professionals are seeking direction, yet they crave autonomy and flexibility. They are willing to work hard when presented with opportunities for development, especially when those opportunities serve a greater purpose.

It is a trite truism that people are our most valuable asset. In consulting, they are often our only asset. Proactively increasing the value of these assets through development and retention of young professionals is one of our most strategic objectives. We should do a little consulting to ourselves and make sure we are adapting the industry to ensure the future generation of partners stays committed to the profession.

Favorite Things of 2012

1 Jan

Kalypsonian of the Year

10 Sep

I get a lot of email. On rare occasions, I get an email that has a meaningful impact on my life.

Seven years ago a former colleague of mine sent me such an email. It was a short note referring his younger cousin as a potential candidate for our new and growing innovation consulting firm. She didn’t have much to offer in the way of relevant business experience, but my friend assured me that she had a strong character and was willing to work hard to make a difference. We needed help, and she didn’t make much money, so we took a chance and offered her a job.

We’ve made a lot of mistakes over the years. Hiring Pamela Soin is not one of them. She joined the team as a smart, inexperienced young lady a couple of years out of college and quickly made herself indispensable. In the intervening years we have traveled the world together, serving clients in exciting cities like Seoul, Sydney, San Diego, Amsterdam and even Appleton, Wisconsin. We have shared a lot of laughs, a lot of love, and more than a few tears.

Watching her grow into an accomplished professional advisor with personal eminence and business stature has been one the great privileges of my career. Some moments in life create indelible memories. My repertoire of stories from a twenty-year career in consulting is pretty large. Pam is the principal actor in many of the best and funniest stories I have in my collection. She is one of the original Kalypso “characters with character”.

The Kalypsonian of the Year award is reserved each year for the team member that embodies the ideals of the Kalypso consultant; that leader behind the leader that demonstrates a healthy lack of respect for hierarchy and positional authority. Pamela Soin believes that innovation combined with action can change the world for the better. She is passionate about what she does and knows how to have fun at work – and after. Most importantly, she genuinely cares about the success of her colleagues and goes to extraordinary lengths to help them. Pam is a true professional and a personal role model for us all.

After seven years I am honored to call her a colleague, a friend, and our 2012 Kalypsonian of the Year.

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