Peer to Peer Advisors

Manufactuers Only Peer Groups

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The Simplicity of a Golfer’s Spreadsheet

Ned McCrory is the Managing Partner for Batchelor, Frechette, McCrory Michael & Co.  They are a long-time and very well respected accounting firms in Providence, Rhode Island, serving clients throughout New England and across the country.

As Managing Partner Ned has helped inject into the firm’s culture a strong focus on relationships, emphasizing the strength and depth of the connections they establish with their clients and all others with whom the firm interacts.

To achieve this relationship-focused bias Ned leads by doing.  One example is a simple spreadsheet Ned maintains.  First, some quick background.

Ned is a golfer.  Not your average weekend golfer, but someone who is passionate about the game.  He loves to play whenever possible, and is one of the few people I know who can pull off wearing a pair of knickers and make it look good.

Golf is an integral part of Ned’s marketing effort.  The New England golf season runs realistically from mid-March through mid-November.  During that nine month time frame it’s not surprising to find Ned out with clients and friends several times per week.

Back to the spreadsheet.  Ned records every round of golf he has ever played!  On a simple spreadsheet he lists out all of the members of the foursome with whom he played.  He notes the date and course they played.  He designates whether the round was business or personal.  And he notes any function, event, charity, etc. associated with the round.

This spreadsheet epitomizes Ned’s focus on relationships.  Recording who he played with and where they played is not so much for Ned; it’s for the people with whom he played.  Frequently Ned will get a call from someone that might go something like this – “Ned, remember when we played in that charity event last year at Newport Country Club.  Who was the banker that was in our group?”

In a few clicks Ned knows the answer.  The caller is happy because he has a banking resource who knows him on a personal level.  The banker is happy because he can further a relationship and possibly get a new piece of business.  Ned is happy because he is able to help.

This focus on relationships is dynamic stuff because it shifts perspective; it places in the forefront the individual and what their concerns, questions, issues, challenges, etc. might be.  The spreadsheet is not merely a log, it is a conduit to connections and insights.

Strategic thinking about who you know and how you might help them is powerful.  Business success is all about people.  The ability to effectively connect people is an asset few individuals possess.

Viewed through the lens of relationships, a round of golf is a perfect venue.  It is usually about 4 hours in length, and then a meal or drinks for 1-2 hours afterward.  It’s social in nature, with lots of opportunity to talk between shots.  In other words, a great setting for getting to know someone.

Ned’s perspective is based on generosity.  He thinks about who goes into the makeup of a foursome.  Inviting people who do not know each other but should is a generous gesture.  Strangers become acquaintances, maybe even friends.  This benefits everyone.

By focusing on relationships Ned builds stronger relationships with everyone involved.  His business comes almost entirely through those relationships; through introductions and connections where Ned’s generosity is returned in kind.

One last point.  There are about 20 years of golf rounds entered into Ned’s spreadsheet.  There is foresight in recognizing the value of the approach and cataloging it.  Relationships take time and effort.  You can’t simply create them when you need them.

Build a relationship for the sake of the relationship.  Strengthen a relationship over time; nurture it and respect it.  When you need help maybe a relationship might already be there.  You won’t have to go looking for it or hope to build it.

And have fun while doing it.  Maybe a round of golf or two.

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A Few Bill Belichick Principles on Hiring

A recenct discussion focused on hiring.  Our last topic dealt with the type of person to hire.  Rick asked specifically about hiring a rock star.  The consensus of the group was that a rock star might contribute strongly in the short term, but their long term effectiveness is totally dependent on their ability to work as part of a team.

An underlying principle from the day’s conversation is that scalable growth is a team effort.  In profiling jobs and ideal candidates, building a team of solid players is more valuable than hiring 1-2 star players.

We talked about Bill Belichick and the New England Patriots.  Belichick builds a team of versatile players who understand and fit within the culture of his organization.  While Belichick’s public facing persona is almost non-existent, his persona in the eyes of the team is of a solid leader who establishes a clear team culture.

Belichick’s approach illustrates some of the concluding tenets from our discussion:

  • Understand the culture of the organization and the team.  Be clear on how the people work together and the underlying principles that are necessary every day e.g., discipline, work ethic, respect for teammates, respect for management, etc.
  • Evaluate candidates based on their match to cultural characteristics AND job characteristics
  • Hire for emotional maturity first.  Can this person effectively fit into the culture?  If yes, you can train for specific skills.  If no, their skill set will be diminished because of a cultural mismatch, no matter their skill level.
  • Know yourself as a leader, and the type of culture you establish by example and how you lead.  What you do is much more important than what you say.

The process to hire the best people for the organization can take longer.  However, it’s short term time investment for much longer term positive results.