The Phoenix Thinks, Part 8

28 02 2011
“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education alone will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.”

-Calvin Coolidge

Leaders are born. Leaders are developed. Leaders are necessary. Leaders are different than managers. Leaders provide a vision and direction necessary for companies, teams, departments, individuals to move forward. Hundreds of books are written every years regarding leadership in business. We hear about thought leaders, we refer to them, we listen to them, we engage with them, we ask them to speak at conferences and we often disagree with them.

The purpose of a thought leader may be just that- to inspire thought, to drive discussion, and controversy. It is through debate, it is through argument that change takes place or we work better or relationships become stronger. I have spoken to so many individuals over the last couple of years that have clearly stated how they do not want to be referred to as a thought leader. A Thought Leader versus a Doer – can be controversial in itself.

In our industry, there are certainly thought leaders and influencers that step out on limbs all the time with the goal to start conversations, to keep the industry evolving or innovating. And are they really taken seriously? And is the information dispersed even valid when the disperser is a thought leader, not a doer? Experts and Gurus abound. What is it exactly that creates these experts, is it merely because they are followed, that their words are retweeted, that the halls are packed during their presentations? Is it because they had lengthy, successful careers in the fields we reside? Is it because they can write or say pretty words?

Is it because they are persistent? Does persistence truly pay off? Is it because they are talented or a genius? Is it because they have the alphabet soup after their names that denote years residing in academia or is their determination alone the catalyst that propels them into thought leadership?

I think that thought leaders, more than thinking, like to share, to educate, to write, to talk. They inspire thought. Successful people think before they do. There may be the random, recorded successes that occurred following a gut response or instant decision but was it really instant? Gut responses are developed as a result of experience and education . So, somewhere, at some point, thought took place. What thought leaders pass along actually transmits motivation to do work better, smarter.

And the Phoenix still flies.

© by rayannethorn


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The Phoenix Infection – Seeking the Right Level, Part 6

7 02 2011

I’m sure you have heard the phrase that “water seeks its own level.” While this may be true for water, this expression is most often used to describe people and how we end up with those that are at our same level, be that income, lot in life, intelligence, common interests, class, etc…, And this would seem to be true when we describe friendships orpersonal relationships. However, this is not always the case when describing business relationships and how we end up in a profession or career that challenges us and inspires growth or change.

Each position I have held has typically been more difficult than the one prior. And maybe this is just me, but in order for me to have a full and balanced life, it actually has to be slightly askew. Sounds funny and not quite right, eh? Well, neither am I. I have always gravitated toward leaders and managers (employers) that were excellent at what they did. I never saw their leadership as a way to keep me down or stifled as many might feel. I thrive on the challenge presented by wisdom and intelligence – whether it be core or learned.

This is the reason I believe that finding your own level when it comes to “following a leader” might be just a bit detrimental and a setback when it comes to your own personal progression. The challenge presented by working for someone or with someone that drives excellence, either out of necessity or by their very nature, is infectious but, unfortunately, not for everyone.

When I made the switch from healthcare search to tech, it was a big jump, a huge challenge. There were days when I wondered what the heck was I thinking. Then there were days when I leapt forward in my understanding and development. Those were the days that made it worth my while, when the Phoenix I was following flew just low enough that I could actually touch him and gain strength from that contact.

As humans, when we stop craving growth or stop learning, we fail at the simplest function that sets us apart from all other animals. Our ability to think and alter course because we can strategize, not just blindly follow the pack or the smell of blood, allows for a beneficial erudition, one that causes us to seek a greater level, avoiding stagnation. A Phoenix cannot reside in pond scum, swatting at mosquitoes, so don’t look for one there.


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Just Tweeted

5 11 2010

So, I just sent out a tweet as a result of reading about a dozen other tweets. Anyone else tired of the new buzz word: INFLUENCE? I am glad that it has overtaken such words as “transparency” and “authenticity” or “thought leader” but I am growing weary of this new one rather quickly.

I don’t believe influence can be measured with an algorithm or by how many friends you have. I think it goes back to what the wizard told the TinMan – a heart is not measured by how much you love, but by how much you are loved by others. And really, how do you measure love?

Is it “I love you this much,” with arms outstretched as far as one possibly can reach? It is unmeasurable – which is different than immeasurable.

Just wanted to stop in and say that. Nothing more. Influence is over-done. Already. What’s next? Maybe “follower” or “friend” – Maybe you can have too many.

by rayannethorn


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Why We Follow – The Phoenix Infection, Part 4

3 11 2010

When I think about the leaders in my life, it is difficult to not be appreciative of the fine examples that I have had the honor of following. There certainly have been those that have brought dishonor to the role of leader, but lessons were found in those experiences, as well. And well, I crave learning. Maybe learning the hard way isn’t so much fun, but learning stimulates growth and change. And growth and change are what create the adults and professionals we become and, hopefully, drive success. It isn’t always easy but it usually is worth it.

In 1990, I worked for a children’s dentist. He had already been in practice since 1963. He loved his work and struggled with the concept of retirement. He finally retired two or three years ago but it was on his own time, under his own terms. I believe he was close to 80 years old when his office doors finally closed. He had gone to dental school in Chicago, my kind of town, and perfected his craft in the army. I think working on all those tough guys made him realize he wanted to specialize in children’s dentistry and that is where he stayed until the day he turned over his keys. I used to catch him shadow boxing and doing push-ups, as well as sit-ups between patients. One time, I asked why he always worked out, why he didn’t just take it easy and enjoy some time off. He said “There’s plenty of time for that later, I need to be in shape for the kids.”

Each of us does what we have to do, what we think needs to be done in order to succeed and sometimes, merely survive. Dr. Friedman, my hard-working dentist, wasn’t your typical leader but he was a good example; he provided for his family and for his employees, always. He wanted to be good at his job and his employees were devoted. One assistant worked for him for forty years, his office manager was with him for over twenty, I was there for over ten years. The fact that he was able to retain loyal employees says a lot about the employer he was and the work he did. He led by example. And we stayed because the work was fulfilling and we felt needed and appreciated.

Of course, not every employer makes employees feel this way. As a matter of fact, most do not. Most people do not stay with a company because of the money – they stay because they feel appreciated and they like their boss or their colleagues. Leadership doesn’t have to be sparkly or done with a big bang. It can be subtle, quiet, and even gentle, as was the case with Dr. Friedman. The rise of this Phoenix was slow and methodical, taking over forty-five years to reach the destination, the finish line.


We follow for reasons. They may seem unfulfilling or less than mighty, to begin with. But the following happens, nonetheless. Believing in reasons and not excuses, I try to remember those I chose to follow, those whose influence changed me – those whose example and attention altered my core. In the study of reasons, the lessons have more clarity and the application of what was learned becomes more native and real. Reasons are there, you just have to open your eyes to them. And with open eyes, there is clearer vision; vision to apply lessons learned and examples shared. The passing of the Phoenix Infection not only happens, it should be expected.


© by rayannethorn


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The Leader Within – The Phoenix Infection, Part Three

2 11 2010

When I was 12 years old, I ended up at a swim meet. Swimming wasn’t ever really a sport I aspired to, but I liked it and I figured with my long arms and legs, I might be pretty good at it. As it turns out, I was. My dad entered me in several races: 50 free, 100 free, 50 breast, 50 fly (I didn’t even know how to do fly), 50 back, 100 back and a medley. I ended up winning almost every race. I came home with several ribbons and a deeper love for the water than I had before. I swam in a few more meets and by the time I got to high school, I realized that freestyle and back stroke sprints were my races.

I made friends with other swimmers. One, in particular, named Susan Royer had been swimming and playing water polo with a club team since she was six or seven years old. She was amazing in the water, I was a newbie, having only swam in those few meets. I learned more from watching her and listening to her stories than from any coach or book I could have read. She was my age, she was a peer and her drive and fortitude were incredible to me. She talked me into joining the water polo team and then taught me the basics of the sport and how to do a lightening-fast pop shot.

Water polo can be a brutal sport, especially with girls…, what they got away with under water was just unbelievable. Susan was a leader on our team and within my circle of friends. Why? Because she had the experience that gave her credibility and her skill was matched by no other. She carried herself like a champion, because she was one. And she lured us each along with her to fulfill her vision and, as a result, our sophomore year brought us an undefeated team with two sophomores on the starting team (she and I). As fifteen year olds, we stood before the student body when our undefeated status was announced and we beamed. Her student leadership and constant support drove our team to greatness.

The mantle of leadership sometimes lands on the most unsuspecting of recipients. And those around, sometimes, don’t even recognize the rank that has been bestowed; it can very naturally fall upon a peer or colleague from within, before even an official title or position has been granted. Leading from within is the most organic and easily accepted paths to leadership. The parties involved rarely question this very logical choice, most don’t even recognize it has happened. In the case of my water polo team, we grew in greatness because greatness was amongst us and we followed the magnetic force that was in our midst.

The 360° Leader by John C. Maxwell marks the plight of the middle manager with no real decision-making power or the ability to implement necessary change through traditional routes within an organization. But in the telling, we learn that the middle manager, that is a natural leader or who has mastered that art, wields more power than initially thought. Growing in greatness, the strengthening of a team, and the Phoenix Infection: all endowments to a department or organization led with openness and a natural order. 

Doesn’t sound like much of a plight to me.

© by rayannethorn

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The Rising – The Phoenix Infection, Part Two

1 11 2010

There have been leaders throughout my life whom I have followed with vigor, some since junior high. My parents, of course, and then there was Mr. John Grandi, my history and drama teacher during those tortuous years. He quickly became a mentor, as many junior high teachers do for their students. Those between years mark a passage of time that can be very impressionable. My life changed quite a bit during that time: someone stole from me, a friend betrayed me, a boy held my hand, and one of my brothers passed away.     Trust lost.

It could be said that I was probably not ready for high school. I was a delightfully innocent and naive young woman. I had never seen anyone my age smoke a cigarette, let alone imbibe in alcohol or do drugs of any kind. I lived a kind of Utopian youth that I am thankful for today. Given my propensity to engage quickly and be a people pleaser, I can imagine that my life might have taken a very different turn during those years had I not had parents that were strong leaders and influential teachers like Mr. Grandi that understood the freedom a twelve- and thirteen-year old girl needed to test – it wasn’t much, believe me, for I didn’t know any better. 😉

Different phases in our lives require different types of leaders. They are not all good experiences, but those in my life have taught lessons that have altered my core, my precepts, and made a mark on either my soul or brain. That is what happens when we really learn, we change and the change may be small or even imperceptible to others, but inside – there is a difference. It may not be how we act but it might be how we react. It may not be what we do, but it might be what we think. It may not be how we respond, but it might be how we feel. Change is a direct result of learning.

My brother, Andrew, recently made a statement and asked a question in his group on facebook a few days ago and I was compelled to answer; that answer contained an idea that has been brewing in me for awhile. It is the idea of The Phoenix Infection.


Andrew Thorn: Leadership can be defined as the ability to motivate a group of people toward a common goal. How do you define leadership?


Me: A leader inspires by passionately sharing a vision and allowing participation in the creation and fruition of that vision. A leader is not bogged down by fear or jealousy. The active sharing of knowledge and the Phoenix Infection they gladly pass along define the line between leader and manager.

The Phoenix Infection is what happens when a leader is able to take you with him to fulfill his vision; you gladly join because his dream and aspirations are infectious – you, as a follower, really have no choice. The engagement is so pure, so true, that the joining is natural and fulfilling. The mythical phoenix has long held a magical place in my thinking. It represents immortality, the triumphant rising from disaster or struggle, always strategizing – looking ahead. It is a visionary with the capacity to continually re-invent itself and stimulate enthusiasm and continual motivation.


This fulfills part of my definition of a leader – a leader I can learn from.

© by rayannethorn

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The Phoenix Infection

29 10 2010

One time, I interviewed with a CEO that had me instantly wrapped around his finger with the vision of what his company could do, what it would do eventually. His technological mind had brought him much success and a significant fortune in Canada, where he had built a couple of tech companies to a point where they could both be sold for a considerable profit. He had an idea for another company but wanted to expand into the United States. He landed in Silicon Valley for a time and then relocated to Newport Beach, where he ventured into university technologies and was able to gather the funding necessary to build yet another company.


Needless to say, I joined his company and loved it from the minute I started. He was an incredible visionary. He quoted Peter Senge and Everett Rogers and John Wooden. He loved to see the sparks when great minds worked together and made that entrepreneurial magic happen. He led with what we all believed were strong ethics and a design for company greatness. I loved hiring folks to join our company. I loved hooking them with company culture and what a great opportunity it was. Then, September 2007 happened and life, as we had known it, started to change.

My requisitions began to constantly be altered, offered salaries began to drop. The phone company called and threatened an admin assistant that they would shut off services and remove all the phones. Somehow an agreement was reached that kept our phones live each month. I knew that my position was threatened, but I believed “our visionary, our leader.” I wanted to believe forever but the writing on the walls became clearer and I knew I needed to look for another job. If hiring ceased completely, what need would there be for a Manager of Recruitment?

And yet, I still believed in the company vision and the company mission. That is what kept me loving my work and why it was so hard for me to take another job…, but my gut kept telling me it was time. I took another position after deliberating for two months. I guess I was hoping for a miracle that Christmas, but 2007 held no miracles. I left without much fanfare, my two-week notice was ignored and I was immediately escorted out of the building with my two boxes.  I began to hear stories, dreadful stories of deceit and ruin. Our beloved leader, our visionary, had led us down a fake, primrose path.

He had lied, he had cheated, he had stolen from us. Money, hope, dreams, and trust. He took it all. Why did we buy in? Because we believed in a plan, we followed a charismatic leader that seemed to know what he was talking about – we believed because we wanted to. I learned many lessons, we all did. Mostly, I learned that great leadership is more than someone talking you into something, it is more than the talent of coercion. But interestingly enough, greatness rose around the rotten core we all had been drawn to. Others that worked there have grown their own companies, or gone on to better careers, or finished school, or joined growing companies – taking with them, with us, more than simple life lessons. We have taken with us complex business lessons of ethics and intricate thought processes. And we were touched by greatness, even if it failed, we had been part of something great.

And though we had been hurt and it had been risky, we wanted more.

©by rayannethorn


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It’s the Real Thing!

14 09 2010

I was asked to Guest Blog on Monster.com…, Check it out!

http://www.monsterthinking.com/2010/09/14/recruitfest-real-thing/


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For the Whole

23 07 2010

Several years ago, I was directing a one-act play; a show included five actresses and one actor. Given that it was merely a one-act, it was a little less involved than a full-length production. The actors were expected to show up for rehearsals prepared, meaning know their lines and remembering their blocking ->the actor’s movement on stage. I have worked in theater since I was very young and always loved the art form. One might say that theater is a passion for me – one might say this.

When I direct, I give my actors a significant amount of latitude to find their character and do their job – memorization. And while, it is their job, that doesn’t mean it is easy. It takes work and it takes concentration, but it is what actors sign up for when they audition or accept a role in a production. One of my actresses was struggling with memorization and I encouraged her to spend more time outside of rehearsal studying; she was in her late sixties, so I was patient with her struggle. She started to over-compensate for her lack of preparation by bringing in props and helping other actors with costumes, as well as bringing snacks or drinks to each rehearsal. I pulled her aside at one point and thanked her for the help but I really needed her to concentrate on what her job was in this show – to be an actor and actors memorize lines.

She seemed to improve but the over-compensation continued. Our final rehearsal was rough and I reminded each actor of their responsibilities, not only to a paying audience but to each other – their teammates. They each assured me they would be ready; they understood their roles. The next night, we opened. I also ran tech for the show, meaning I worked the lights and sound for each performance; I had selected specific music and created a look for the show using these mediums – all to accent the actors’ work. I was mostly happy with the show, just hoped my one actor would be able to step up to the plate.

Unfortunately, her lack of preparation was clear and she failed her fellow actors miserably, dropping lines, skipping over several pages of dialogue and stammering. The discomfort was evident on stage and my other actors looked as if they were dying a painful death. I had given the benefit of the doubt to an actor that hadn’t prepared nor did she understand the power behind that preparation. Not only this, but she felt that multiple mistakes in front of an audience were OK given all the other “stuff” she had contributed to the production. How wrong she was and she looked at me incredulously as I fired her from the production. I couldn’t put my other actors – the prepared ones – through another gut-wrenching performance. Another actor stepped into her role and performed beautifully through the remainder of the run.

The bottom line is everyone is replaceable. Everyone. Do the job you are assigned to do. Understand why you are paid and fulfill your end of the bargain. I have worked with colleagues that perform similarly to this actor, they fail to prepare and fail to perform their “own” job; trying to cover it by sticking their noses in everyone else’s affairs, hoping to divert attention. This experience changed how I direct and how I work. Recognizing your own responsibility and how it affects the team is paramount to achieving success, both individual and joint. And while “you’re fired” were difficult words to say, it was the best thing I could have done for the whole. And that’s what it’s all about.

by rayannethorn

from Bonus Track by RT on recruitingblogs.com


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A Road Less Traveled

9 07 2010
While I only live thirty-two miles from my work, every work day I climb into my gray 2005 Honda Accord and prepare for a commute that typically takes an hour and a half. The congested freeways mark the only path into the city where Broadbean USA resides. There have been slick roads, hundreds of accidents to pass, rain, fog, crazy drivers, slammed-on brakes, traffic sometimes dead stopped, and a couple of traffic tickets along the way. Mostly, there has been a significant amount of talk time on my beloved mobile device. I cannot say I have never texted or never emailed or never facebooked while driving – I confess to these crimes.

My phone has been my constant companion during my commute and one hand always on the wheel.

My drive time has given me endless hours to think, numerous topics to write about, and opportunity to speak with my mom and friends often. I usually have one or two business calls while driving and have even reviewed documents when two mile per hour traffic has allowed. I wish I could say I have hated this drive but the fact of the matter is, I have not. I have seen incredible sunrises, seemingly impossible sunsets, driven through fires, and seen things that have changed my life and way of thinking.
In just over two weeks, my drive will be reduced to only fifteen minutes and I will no longer move along at a snail’s pace on packed, over crowded highways wishing I could cheat and sneak into the car pool lane (I have tried and while I didn’t get caught, I felt guilty for weeks.) I will now be driving along the ocean on the popular PCH (Highway One, Pacific Coast Highway.) The added time with my family (15 more hours a week), the reduced wear and tear on my car, diminished fuel costs, and eliminated stress will serve me well.
But I must admit, I will miss my time. I will miss the opportunity to really focus on issues that need solutions. I will miss my phone calls. I will miss the way I could get lost in music or a good audio book. And I will miss the further discovery of self. I guess I will find it in my morning walks that I will now have the time to resume. 😉
What I have gained almost outweighs the time lost. Almost. This drive has been a part of who I am since February of 2007. Like any trial, what didn’t kill me, made me stronger. And while I may miss it, at first, I look forward to it being in my past, to it being less about who I am and more about how I became who I am today. My Honda with 120,000 miles may die of heartbreak but freeways 91 and 55 will have one less traveler. Me.


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