ColoradoBiz
Reid Carr, President & CEO, Red Door Interactive

I marvel at organizations that stand the test of time, and enjoy learning from and being a part of them. For example, my Rotary Club recently celebrated its Centennial, and I’m proud to say that I’ve been an active member for nearly five years. General Electric and IBM are two other marquee entities that have operated for more than 100 years that I greatly admire.

I’m also a big fan of lesser-known, but long-standing companies such as insurance brokerage Barney & Barney in San Diego and the Brown Palace Hotel in Denver for what they’ve achieved this past century without any expectation of fanfare or recognition from anyone else but their customers.

I’m not sure any of these organizations ever planned on being around for 100 years. Truth be told, I would imagine all of them were just wanting to survive in their early years. However, I am equally certain that all the entities I mentioned have one thing in common; a strict adherence to core values that have allowed them to grow in good times and withstand the hardships of challenging days. This has enabled them to continue long after many of their competitors have come, gone, returned and left again.

What I think differentiates these entities over others is their commitment to a philosophy that focuses on building a solid culture with altruistic ideals. Those that are looking to “build and flip” generally flop without recouping the initial investment made by its founders. So as my firm celebrates its 10-year anniversary in 2012, I am working hard to create a company that is built to last by adhering to these five basic principles:

• Practicing servant leadership: I feel my primary role is to take care of our people. Those in a managerial role keep their position by getting others to follow them. Employees will not perform at their maximum potential for bosses they do not believe have their best interest at heart.

• Showing a sense of community: Organizations that care about their neighbors display a concern for others that is not only the right thing to do, but elevates brand recognition and value while also improves business development and employee morale. I strive to lead by example and be active in various entities, be it for my own backyard or for various places around the globe.

• Providing clarity of vision: I take care in ensuring that I clearly articulate my organization’s purpose as well as its big, hairy, audacious goal in a passionate and inclusive manner. I feel that this will serve as a rallying cry for others to follow that will generate buy-in and action that will exceed everyone’s expectations.

• Fostering a sense of higher purpose: Companies that continue for generations do so with the understanding that what they do as an organization matters not just for current stakeholders, but future ones and, quite possibly, others with whom they might never encounter. I want our team to know that they are working for a cause far greater than ourselves and a feeling of being a trusted steward to something that we can pass on to those who follow us.

• Showing genuine respect for others: A Florida State University study found that people “leave bosses, not jobs.” While a paycheck is important for most everyone, having dignity and respect from their employer and peers reign supreme. I make sure that I openly express my sincere gratitude to staff members for their contribution. I feel that the two most common phrases I should use are “please” and “thank you.”

• Planning for my successor: While I don’t have this etched in stone quite yet (I plan on sticking around for some time), I feel it is essential to my company’s long-term viability to help team members develop their leadership and business acumen with the idea that one might replace me at some point. Some may view this as distracting, but all the great, longstanding companies do this with due care and consideration. GE is a prime example, where past chairmens identified and trained their potential successors as much as 10 years ahead of the actual transition.

I’m of the firm belief that focusing on building companies that will be around a century later is a good way to ensure both short term as well as long term success. It’s not a question of whether I intend to be around that long, but rather a desire to remain a vibrant and competing entity throughout its lifetime. A company that does not adhere to tried and true principles will undoubtedly mean that its life will end prematurely.

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iMedia
Reid Carr, President & CEO, Red Door Interactive

Types of promotion seekers
In the world of business, it’s all about success. From the boardroom to your bottom line, we all want to come out on top. We want that next title, the bigger paycheck, the corner office. We want a promotion.

There are lots of ways to work toward getting a promotion — some more fruitful than others. I’d like to begin by outlining three types of promotion-seekers. Their approaches work for many, many people. However, I believe these kinds of behaviors can end up hurting you more than helping you in the long run. So, without further adieu, meet the name dropper, the jumper, and the opportunist.

The name dropper
This person takes a gig at a big-name shop, purely to get the cache on his or her resume. Then, the person moves over to a smaller agency for a more advanced title. Why is this a problem? In my experience, the skills you need to be successful at a larger corporation are extremely different from the ones you need at a leaner place. In a big shop, you have more support and more layers, but also more places to hide. Compare that to the do-it-yourself, resourceful nature of a smaller place, and you can actually end up being underprepared for the promotion you’ve received.

The wrong approach

The jumper
This person wants a higher title, and that person will take it anywhere he or she can get it. You’ll notice from the person’s resume or LinkedIn profile that each promotion coincides with a new job. Sure, you’re moving up, taking on a new title, and most likely swiftly increasing your salary, but jumping ship too much starts to raise red flags. In fact, at Red Door, we purposefully pass on resumes that read like a laundry list of locations.

By staying at a place for a longer period of time, it shows you can communicate with your manager about your needs and your desire to move up. Instead, the jumper hits a ceiling at his or her current job and simply trades it in for a slightly higher one elsewhere.

The opportunist
The opportunist takes advantage of situations within the company to climb higher up the ladder. An opportunist might go fishing for another offer to use as leverage or make threats to leave if his or her current company doesn’t do X, Y, or Z.

The thing is, if your desires and goals were communicated clearly to your manager, you could discuss your options out in the open, instead of resorting to a somewhat manipulative move. Our response at Red Door? Go for it! Take the new opportunity. If you feel the need to make threats or take advantage of a situation, it’s probably best that our relationship end sooner rather than later.

As I said at the beginning, these tactics can work — but are they really helping you in your long-term career goals? Are you learning as much as you can from each experience? Or are you putting your lust for a title ahead of your readiness for the actual position? Having worked in the industry at shops both big and small, I’ve seen these promotional plays in action. And I’ve developed some tactics of my own that are positive, proactive ways to achieve your goal.

The right approach

Set clear expectations
In order to prove you’re going above and beyond your current job requirements, you need to know exactly what those requirements are. Outline those expectations with your manager so that you’re clear on the requirements for your current role, as well as the role above you that you’re working toward.

Once you’ve clearly outlined what those must-do tasks are, discuss what the metrics of success will be with your manager so that you know exactly when you’ve hit your goals. Then, when you are successful, don’t be afraid to let your boss know about it.

You know you want it — but do they?
Communicate your desire for that next position. Don’t assume your manager knows you’re vying for that title. Express enthusiasm for the role and be vocal about your intentions, so that your name comes to mind when they’re ready to fill the position. This might also give you an opportunity to receive tasks related to the higher position as a chance to prove you’ve got what it takes.

Seize the role
Sometimes you have to take it. Know what the next rung of people are working on and continually try to take the things that you can handle off their plates. As you take on more and more responsibility, you quickly prove that you’re capable of that next role — because you’re already doing it.

The right approach, cont.

Keep your eye on the task at hand
While you’ve got one eye on the future, don’t lose sight of the position that you occupy in the present. Stay on top of your current responsibilities. As soon as you’re able to act as the role above you, in addition to excelling at the role you have, then a promotion isn’t too far behind.

Be aware
Recognize that your manager has larger responsibilities and pressures that don’t involve you. Be cognizant of the atmosphere and continue to be a team player. Ultimately, you want to achieve something for yourself, but it’s a win-win if you arrive at your goal and make everyone else look good while doing it.

Admit what you don’t know
Through the review process with your manager, identify what your weaknesses are from a skill standpoint and what might be a barrier to moving up. Be comfortable admitting what you don’t know and then take the necessary steps to educate yourself on those issues. Ask your boss for help when and where you need it, but also communicate what you’re doing to improve. That helps to shed the light on where you’re making strides.

In reality, there is no set blueprint for ascending the corporate ladder. But based on my past experiences and the expectations that I set for Red Door, there are ways to get promoted that are positive for everyone involved. These guidelines allow you to enhance your experience at each job and gain the necessary skills needed for your next position. And nothing feels better than a promotion that is truly well deserved.

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Fast Company
Reid Carr, President, Red Door Interactive

Last week, Red Door Interactive welcomed its summer class of interns to the San Diego office. The place was buzzing with seven bright smiles, enthusiasm and energy as the new arrivals fluttered from meeting to meeting on their first day. They started the morning with a quick welcome and agenda for the day, and then sat down with me, the CEO, for an overview of the company. We talked about who we are, what we do, where we’re going, etc.

The moment when one of the interns asked me, in effect, how to get my job, I realized I would learn some important lessons from this group.

I observed a perspective and attitude that I fondly remember from my days as an intern. It refreshed in me something that I hope to never lose again. I wasn’t the only one who felt it, either. People were talking. As I sat in meetings and walked through the office, long-term, dedicated employees noted how fun it was having the interns in the office and acknowledged the energy that was coursing through our company.

Through the rest of the first week and well into this one, I have noticed these few key points that might explain what that energy is. And, in identifying it, I hope to bottle it and take a dose of the sweet medicine that fuels the smiles and excitement that remains ever-present in this group of amazing people.

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iMedia
Reid Carr

Last year was a rough one for most. Resources dwindled as staffs were cut back, infrastructure investments were delayed, and projects were put on hold. Now, expectations have surged for 2011 with optimism leading the way. Some people are hiring again to align those expectations with the resources required to fulfill, while others are holding the line or even continuing to make cuts. Your competitors won’t stand idle, and you still need to maintain your edge with what resources you do have. It is time to get into the fight and pick the right digital weapons.

The key to making sure and steady progress is prioritization; you have to know what to do as well as what not to do. There are a million great tools and certainly no shortage of ideas coming from every which way, but if you don’t prioritize and justify your decisions, you’ll be treading water instead of out-swimming the sharks.

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iMedia
Reid Carr

Mash-ups
Our economy still has some bumps and bruises to recover from before companies can hire frivolously again. In all likelihood, we might not see that era again for as long as we maintain a memory of these last two years. So, for many small businesses — considered the lifeblood of our economy and a likely home for many of you reading this — they will be looking for versatile people. They want to hire people who have skill “mash-ups,” such as designers who understand usability or QA folks who can write. That versatility provides additional value to the company and insulates profitability from varied workflow on different sides of the house.

What’s not here
You’ll notice that one mainstay of 2010 isn’t represented on this list. In fact, I only mentioned “social media” in the context of analytics and data insights. I found it hard to list a job title in social media — not because it isn’t hot, but because it is such a fragmented, crowded, and confusing space.

Too many people continue to think that a job in social media is one that allows you to rap on Twitter and Facebook all day and hob-nob with other socialites at an occasional conference. The reality is that a fortunate few can ride social media up the corporate ladder without adding diversity to their repertoire. Financially minded marketers continue to raise questions about social media’s applicability and return and will expect more from their investment than tweets and engagements.

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Fast Company
Reid Carr

Let me first preface this with I am no expert on holiday party speeches. In the nine-plus years that I have delivered the talk at Red Door Interactive, I’ve run the gamut in being both awkward and eloquent. At the end of the day, I just hope that everyone feels like I appreciate them being there regardless of how well I waxed poetic.

A holiday party speech doesn’t need to be a source of inspiration, but rather an opportunity to simply say thank you and show gratitude regardless of the economic environment. For anyone that might feel a little anxiety once the glasses start clanking, here are some techniques that help me prepare:

Have heart – Everyone can deliver their speech in an authentic way as long as it truly delivered with sincerity. Imagine the scene in the movie “Wedding Crashers” with Owen Wilson pointing to his heart during the “maid of honor” speech. If you do otherwise, you run the risk of coming across as emotionless or phony.

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Fast Company
Reid Carr

It’s disappointing to me that while businesses try to be more open with consumers, studies show that CEOs have little to no involvement with a company website or a social media presence. That might mean executives are told to tweet, but simply don’t know what to say. They might not understand the ROI or that social media can effectively manage and optimize an image.

For example, I’ve been an active Twitter user for quite some time. While I’m a bit biased toward social media as the head of Red Door Interactive, I do believe any company can see benefits in terms of brand loyalty, customer acquisition and retention, and Twitter is a good place for many to start when you consider the service has nearly 200 million users.

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Fast Company
Reid Carr

Almost everyone has an iconic figure that they respect and admire. For some folks that might be a president, athlete, author or musician. For me, it’s the Famous San Diego Chicken. His story of success is not only captivating but also inspirational. The fact that the Chicken created a well-known brand in San Diego and throughout the United States is truly “im-peck-able” and something business owners should strive to achieve.

Recently, Red Door Interactive had the great fortune to sit down with the Chicken and learn first-hand how he produced and sustained such a prominent international brand since 1974. From his everyday game appearances to the notorious “Grand Hatching,” actor Ted Giannoulas learned how to attract and connect with thousands of fans through grassroots marketing efforts. Here are five lessons straight from the Chicken’s mouth.

Full Story or Watch Full Video Interview with the San Diego Chicken

iMedia
Reid Carr

Article Highlights:

• If you open yourself up, those around you will tend to drop their guard and engage in conversation
• While it’s great to come up with a clever viral video, the audience should be equally wowed when they visit the company’s website
• If you can determine your inspiration, you’ve found your next big marketing idea

The World Famous San Diego Chicken is renowned for many things, including his commercials with Justin Timberlake and Peyton Manning, as well as appearances alongside rock stars and U.S. presidents. However, there is one thing you might not know: He is an early pioneer of social media, who we at Red Door Interactive have deemed “the original tweeter.”

One of the best examples of the Chicken’s impact stems from a 1979 Padres game, where he emerged on the field from an egg. Through a grassroots marketing effort, actor Ted Giannoulas was able to bring in crowds of more than 47,000 to watch the “Grand Hatching” during an otherwise struggling season in which the baseball team drew an average of only 18,000 attendees per game. It’s been more than 30 years since that day, and the Chicken is still a household name, making about 250 appearances each year to packed houses and arenas. Full Story or Watch Full Video Interview with the San Diego Chicken

Fast Company
Reid Carr

In business, there’s great emphasis on forecasting the future and forward-thinking, especially in my field of Internet presence. That’s not to say we can’t also take it one day at a time, reminiscent of the teachings from Buddhist masters such as the Dalai Lama and Deepak Chopra. They focus on paying attention to the present and not taking it for granted; something I feel results in greater success in the workplace.

When you visit the Red Door Interactive website, you’ll notice the two words–”Be Present”–in the top right-hand corner of the screen. Wherever you navigate on the site, the phrase never disappears. That’s largely because we believe that accenting today will bring relevance and inspiration to the opportunities we face tomorrow and some peace of mind in a world of high stress and tight deadlines. It’s working quite well for us, and I believe could be a big benefit to other companies. Here are a few tactics that can help executives live in the moment:

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