The second Social Recruiting Summit will take place in New York on Monday, Nov. 16th.  If you missed the sold-out  Summit at the Googleplex this summer don’t wait too long to check out the agenda and register.  The Summit topics and conversations will challenge your thinking about recruiting, give you an opportunity to network, learn from recruiting leaders and take away ideas that will help shape your thinking about the future of recruiting…..social recruiting.  Follow Summit happenings on Twitter @socrecruiting and track the conversations through #socialrecruiting.

Here’s a preview of my session and I hope to see you there!
Is social recruiting just another sourcing tool—a way to promote job postings and find potential candidates? Or is it a pathway to building a sustainable talent community and another tipping point in the evolution in recruiting?

The tools we have access to today deliver benefits that you won’t find through other sourcing vehicles. Harnessing the true power of social networking is about active talent communities. Talent communities provide a forum that enhances the relationship between candidates and your brand by inviting talent to engage in conversation rather than transactional activities and messaging.

In this interactive session, we’ll take all 200+ of you and create a massive brainstorming community of our own. We’ll look at community development through the eyes of talent and the organization. By organizing into sub-groups we’ll leverage our collective intellect to tackle key questions and begin shaping a sustainable recruiting strategy.

Some of the questions we’ll address include:

• How can you attract talent to your community, engage them, and give them a reason to keep returning?

• How can talent be inspired to help you grow the network?

• How will you convert a community member to a hire?

• How can your company approach social recruiting to build a sustainable strategy?

• How can the recruiting function create greater value for the organization?

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The growth, adoption, and momentum of social networking over the past 18 months brings another round of significant change for recruiting departments. The first question that needs to be answered is whether or not you believe social networking is all hype or if it will result in lasting change. Then you can answer the question, “If social networking is here to stay, is it right for our organization?”

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How effectively is today’s HR function meeting organizational business needs? How about the individual and collective needs and capability of the organization’s workforce?  How can a global CEO study indicate that Talent is the most critical imperative, ranking high above access to capital, (see pg 24 of the exec summary) and at the same time reports are emerging that upwards of 60% of employees would leave their jobs when the economy improves? Increasingly, Talent is disconnected, underutilized, over managed, dispensable and bored.  And, companies are not realizing the value in their workforce by merely creating a place for work to be done. Where is the excitement around business?  Around new ideas? Innovation?  Collaboration? Competition? How frequently have talented employees left a company to give birth to a successful venture on their own - could the idea not be born internally?  Can we create a true entrepreneurial culture that supports internal incubators and reward innovation? What’s driving the disconnect and when will business get serious about the value to be realized in attracting, engaging and leveraging individual and collective capability?  When will organizations recognize there is greater reward than risk in hiring for potential rather than always hiring to fit the round peg in the round hole and that the same approach applied to successful, innovative business practices can and should be applied to talent practices?

As the ecosystem within which companies operate continues to test and challenge the ability of organizations of all sizes to attract, engage and leverage talent how has the HR function stepped up to lead the way?  Today’s business environment persistently demands more from people and their companies.  What is the new leadership model at the intersection of HR, Talent and business? And, yet, how many companies have truly evolved their internal environments to navigate the waters of the business environment they operate in today and will be faced with tomorrow?  This article from BusinessWeek raises some very relevant questions about R&D.  Where is the relationship between R&D leaders, the HR function, the CFO and CEO to set a vision that prepares for the future?  Any business issue today is also a Talent issue.  How will we create adaptive practices that support continuous evolution that better keep pace with an increasingly shifting world with so much to offer, so many opportunities and filled with so many unique challenges?

The Big What If
I like to ask “what if” questions, a lot! It helps me imagine different realities, explore new possibilities and develop differentiated solutions.  The BIG “what if” question I’ve been tossing around?  Here’s part one - What if the HR function didn’t exist? Lets just imagine this for a minute.  Some how business has been able to survive all these years without an HR function.  New employees were still hired.  Internally, people were paid on time and appropriately.  Employees had access to development opportunities and internal movement happened as needed/desired.  Things just happened, maybe not in an exciting way but we plodded along and managed.  Now, part two - What if the HR function didn’t exist today BUT a business need was identified that recognized there was a synergistic relationship to be leveraged with talent in a way that would drive adaptive business practices. That would drive personal engagement, job satisfaction, creativity, collaboration, innovation and competitive advantages stemming from a talent-centric organization aligned through shared values and a clear vision.

Needless to say, this is a BIG what if!  It’s also a critical question to explore during uncertain times that, to a large degree, has widened the gap between the organization and its current and prospective employees.  The result of which does not look good from any perspective - and certainly not if you gaze into the future and wonder what will be different.

Talent Camp
About a year ago I began kicking around the idea of Talent Camp - bringing together an intimate group of keen minds with a unique orientation and passion for Talent, business and the HR discipline. All things happen for a reason and in this case I’m particularly pleased that circumstances resulted in Talent Camp being a 2009 venture because there are a few people
involved that I didn’t know last year.  On October 18^th, 12 incredible people will come together for 3 1/2 days to explore the BIG “what if”.  Collectively we have more years, depth and breadth of business and HR experience than I can begin to measure.  We also share a strong passion for what could exist at the intersection of talent and business to serve both interests and advance organizational capability and effectiveness.  We’ll be gathering in a 4500 square foot beach house on the Oregon Coast to immerse in a dialogue around our big “what if” question, that will no doubt experience the ebb and flow of progress, frustration, curiosity, pain, breakthroughs and clarity as we craft our talent function vision.

What can you expect out of Talent Camp? Well, that’s something that we’ll be defining while we’re together.  My goal, hope and desire is that we’ll be publishing a collective work outlining the talent function required for business in the 21^st century.

I am so pleased and excited about the incredible collection of people who have committed to join me at Talent Camp.  I’m sure you’ll be hearing more from them and can follow each on Twitter (their names are linked) and look for #TalentCamp to follow the conversation.

Briand DeGroodt
Franny Oxford
Jeff Hunter - see what Jeff has to say about Talent Camp
Joe Gerstandt
Lance Haun
Laurie Ruettimann
Mike Johnson
Ron McManmon
Shauna Moerke
Steve Fogarty - see what Steve has to say about Talent Camp
Suzy Tonini
and me, Susan Burns

More risk exists in standing still than in moving forward. We are the future and its time to craft the vision at the intersection of Talent, HR and Business. Talent Camp!

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Think about a brand that you admire.  What comes to mind?  How do you feel when you interact with the brand’s product or service?  How about when you interact directly with the brand through their website, retail store, phone service, advertising or other means of outreach?  Brands are emotive and most people like brands that make them feel good, are dependable, provide some desired combination of quality and value, and have a fun factor.

Now, think about your company’s recruitment process.  What does the candidate experience feel like?  At the most basic level, is it efficient? Respectful?  Is it easy for a candidate to get to know your company in a meaningful way?  Has appropriate attention been paid to the importance of design? Are the job descriptions well written? Do they get the candidate excited?  Can the candidate see not only how their work contribution benefits the company but also what opportunities employment could provide?  Would they be excited enough about what they’ve learned to tell someone else?  Keep in mind that these elements only begin to address the front-end of your brand experience.  If you don’t have a clear talent philosophy and process that delivers brand continuity through each point in the application and interview process, your front-end experience will be quickly diluted.

If you read my post on Adaptive Talent Strategies you know that employment branding is one of the key elements.  In that post I discussed the importance of resource allocation, technology and process design to developing an adaptive strategy. An adaptive talent strategy provides you an architecture to meet the evolving needs of business and develop a value-oriented talent function.  The employment brand is a key component of the strategy.  Closely related is the use of networks, which has been increasing in importance to the brand and establishing an adaptive, sustainable approach - see the post on community managers.

Employment Brand and Networks
Employment brand and networks are tightly linked and should not be looked at as being independent from each other.  We also should not lose site of what’s at the center of the external employment brand and networks - the prospective employee.  And, yet, most candidates have less than desirable experiences with a company.  The job seeker’s experience will directly affect the company’s current and future competency in attracting and hiring the talent they desire.  This starts with the front-end experience and all too often deteriorates further as the candidate moves forward and expresses interest in a job.  The fact is that most corporate recruitment sites have become incredibly boring.  They’re flat, static and lack engaging attributes.  Very few catch your attention and draw you in.  I can hear the arguments. “But, we’re not really hiring now.”  ”We don’t have the resources.”  ”Business is way off.”  These may all be true but there other important truths.  What doesn’t happen today will be significantly more costly tomorrow because it will be much harder for you to catch up and secure the talent you need when you need it, which is why brand and networks are part of an adaptive strategy. Ultimately, the job seeker doesn’t care what your issues are - they only want a good experience and to be treated respectfully as they move through the application and, potentially, the interview process.  Even making relatively small investments today will provide exponential value tomorrow.  Think of it this way.  After connecting with friends on Facebook, exchanging tweets on Twitter, or connecting on LinkedIn they come to your website. Does it measure up?  Is the experience as interactive and engaging or does it feel like it needs an infusion of energy?

Moving from Fragmentation to Integration
The first place to look is at your corporate recruitment site - the center of your employment brand for prospective talent.  Aesthetic design, the application of technical elements and community spaces haven’t continued to evolve.  I do like Microsoft’s new site, and am still playing around on it.  The job search integration is sweet.  I also had a sneak peak at what Steve Fogarty is getting ready to launch at adidas and can only say that it will significantly raise the bar….stay tuned.  In many instances, brands have become fragmented through the introduction of new channels that are shifting quickly, but also important to connecting with prospective talent.  The model included below provides a view into the complexity of the recruitment ecosystem.  The corporate career site is at the core and each of the spokes shooting off from the center are brand touchpoints.  While it certainly isn’t necessary to be represented through every touchpoint it is important to understand who your trying to reach, what they do online and what is brand appropriate for your company.  However, This approach will help you capture and drive the most relevant job seekers to your site and set the stage for providing a positive experience.  Integrating a set of touchpoints into the corporate career site and supporting bi-directional links delivers a more enhanced brand experience and adds value. The dashed line circling the corporate career site and intersecting with each touchpoint represents the tools used to communicate and manage (CRM), support viral behavior (sharing), and push out content (RSS). Lastly, implementing an SEO and SEM strategy will advance visibility for your brand and drive relevant traffic to your site in a very cost effective manner.

Evolution
Ideally, the corporate career site has an embedded community.  Extending the corporate career platform to support actively engaging job seekers in a dialogue is simply an evolutionary step.  Why not engage job seekers in a discussion about the company, its products and services?  What are you proud of?  What problems are you trying to solve?  What are you working on?  Wouldn’t this type of interaction be more rewarding then having someone stop by for a visit and read, watch or listen to what you have to say?  Blogging is a good way to begin.  If your interested in learning more about how to incorporate a blogging strategy here’s a link to the Definitive Guide to Corporate HR Blogging.  I had an opportunity to work on this guide with Ben Yoskovitz of Standout Jobs.  Trust me, blogging is hard work and can take a lot of time but there is value in staying the course to develop your voice and a regular writing habit - I’ll let you know when I’m there! You’ll find that there are a lot of opportunities for companies to enlist a variety of voices as part of a blogging strategy that can make developing a diverse mix of content much more manageable.

As your thinking about your recruitment strategy, the talent your trying to reach and the experience you want to create, think about your favorite brand and how it makes you feel. Then, go to your website with the “eyes of your job seeker” and experience the brand. Are you smiling?

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The ability for companies to move quickly is more important than ever before.  Change is constant. Uncertainty is a reality.  Complexity is on the increase, and the need for agility is rising as a core organizational competency.  We’re living in a new business environment being shaped by shifting talent patterns, increased competition, shorter business maturity cycles and lower barriers to entry, just to name a few.  These are the elements shaping today’s and tomorrow’s business ecosystem and your organizational talent capability.  Your organization’s ability to shape an adaptive talent strategy and proactively develop response capability will allow you to harness these influencers and gain the upper-hand.

 An adaptive talent strategy provides you with an architecture to meet the evolving needs of business and develop a value-oriented talent function. Complex? Actually, it’s simpler and more streamlined than what you may have today. Expensive? Developing an adaptive talent strategy is more cost-effective than not developing one. Will it mean we’ll have to change how we do things? Oh, yes! But, what doesn’t require change? The cost of “standing still” or not adapting may be less expensive in the short-run but over the long-term the cost of not adapting will cost you considerably more, and quite possible even the survival of your talent function or organization.  And, more often than not, change is good.  The hardest thing about dealing with change is getting over the initial shock that you need to change.  Once your open to new ideas and new ways of thinking an entirely new set of possibilities emerges.

 Adaptive talent strategies are based on alignment and clarity around the organization’s strategic business directives.  They succeed when there is active dialogue between the business units, finance and talent acquisition leaders during the strategic business planning process.  In too many instances, recruiting becomes a just-behind process. If the talent acquisition leader is not part of the business planning discussion then the organization is already at a disadvantage and successful implementation of the business strategy is compromised. Now, granted, its up to the talent acquisition leader to ask the right questions and then develop an effective plan to ensure support and success.  The key here is involving talent acquisition early enough in the conversation to shift from reactive tactics to value-oriented strategy development and implementation.  When the talent acquisition leader has sufficient information early enough in the planning process they’re able to effectively allocate resources, structure their team, make investment decisions, and guide the company’s strategic directives by providing critical insight into the availability of talent.  This conversation becomes the pivotal point in developing an adaptive talent strategy. From here, the company can benefit from increased clarity. 

Three other key components that shape developing an adaptive talent strategy -  

Know the talent you have
Visibility into the company’s existing workforce should be easily accessible for the recruiting function.  Knowing where the strengths, weaknesses and gaps exist informs external recruitment. When the talent acquisition leader has this information they can more effectively develop a recruitment strategy and direct resources by partnering with their organizational development peer to identify the key skills and competencies needed to support the organization. An internal talent management system can deliver a number of benefits.  It brings efficiency to the talent planning process and facilitates the movement of talent throughout the organization to meet the needs of employees and businesses.  If employees know they have opportunities to pursue elsewhere in the organization chances are your going to improve retention. External recruitment should always be informed by the internal gaps and talent plans to make smarter investments and decisions when pursuing new talent.

 Develop a talent plan
Clarity around workforce structure guides how the organization shapes thinking about talent today and in the future?  Which roles need to sit in a specific geographic location and where do you have flexibility to pursue the best talent regardless of location? Where can you infuse elasticity in your workforce through part-time, contingent and job share roles? When do you build and when do you “buy” talent? How do you broaden reach by identifying where work can be done outside the organization and engage collective collaboration to generate ideas and drive innovation?  What is your plan for knowledge transfer? How will you prepare for a maturing workforce with different needs? What does the supply and demand look like for the talent you need to support the strategic business directives? For which functional areas and roles do you have a recruiting core competency and where will you outsource recruitment to a third-party? These are just a few of the key questions that should be asked in developing a talent plan to guide recruitment.  Without having clarity around these types of questions and the resulting impact on your organization, chances are you’ll experience significant talent pain points over time rather than operating as an adaptive, value-oriented talent function. 

Leverage technology
In addition to an internal talent management system, a CRM tools is a key component to building an effective suite of recruiting technology solutions.  The CRM serves a number of critical needs.  It supports the recruitment function’s ability to manage communications, build relationships, integrate state-of-the art sourcing capability and provide visibility into the readiness of your talent pipeline.  This last benefit, visibility into the readiness of your talent pipeline, is key to supporting an adaptive talent strategy.  You’ll be able to provide better guidance to the business partners and make smarter decisions around how and where you allocate resources to external recruitment.  The Reports screenshot to the right, courtesy of Avature, provides an example of the benefits gained when you have visibility into your talent pipeline.  You know the readiness of talent and the depth of your pool by type of talent needed.

This will begin to provide you with an idea of what shapes an adaptive talent strategy.  The benefit to the organization is enhanced support of the strategic business directives by improving alignment, opening up an active dialogue early enough in the planning process, and anticipating the types of talent needed.  The benefit to the talent function is improved clarity around strategic business directives, the ability to be more planful in developing and implementing a supporting strategy, and the ability to deliver greater value to the organization. The ROI can be significant. You’ll realize the benefits of reduced third-party recruitment fees, reduced time-to-hire, increased recruiter productivity, reduced marketing / job posting costs, and increased efficiency in the movement of internal talent. The remaining elements  - employment brand and networks, metrics, and internal communication will be covered soon.  You might also want to take a look at the model on the home page to get a visual image of the framework for an adaptive talent strategy.

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I had an opportunity to sit down with Peter Clayton while we were attending the ERE Expo this past March.  We talked about a variety of trends and events influencing the talent landscape, including:

• business cycles and their impact on talent management
• talent leaders and the C-suite
• internal talent management
• community and social media
• generations
• developing an integrated brand strategy
• talent planning
• mind shifts and transformation
• caring for talent

Just a few of the things I’m passionate about!  Visit Peter’s site to listen to our discussion. You’ll also find interviews with leaders from a variety of disciplines across the talent industry.

Curios about Peter’s title for our interview?  Here’s a glimpse into what we were up to at the Future of Talent Booth as covered by HRMarketer.

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The idea of a community manager isn’t unique to the recruiting function. The term is borrowed from the consumer world and emerged with the influence social media is exerting on brand engagement and reputation. While the role is still relatively new, companies have begun to realize the potential to attract, engage, nurture, retain and expand their customer / client base beyond traditional marketing and PR. Its about creating brand value through experiential engagement and listening rather than talking to nurture conversations and relationships. In a connected, multi-channel world, staying relevant requires new thinking and developing the skill to engage people in conversations is one way to accomplish differentiation.

The same is true in recruitment. The role of a community manager is not only important but one any company interested in developing an adaptive recruitment strategy should consider. The community manager is at the center of success for any social recruiting strategy that aims to move beyond “socializing job openings”, which isn’t sustainable and isn’t where the value lies in social media. Requirements of the role also address a new set of skills and competencies for successful recruiting strategies. As we experience rapid advancement and expansion of the channels, applications, tools and technology available to attract and engage prospective talent, the structure and competencies of the talent function need to evolve as well. It is possible to apply social networking for recruiting and even enjoy some success without a community manager. However, if you want to develop a sustainable and integrated social media and networking component as part of the company’s talent strategy, a dedicated community manager role is what you need. There are a number of ways to approach developing and integrating this role depending on company size, budget and hiring objectives. Before we get into the specifics of structure lets look a little deeper into why the role is important and the value it presents.

The dynamics and operating environment of today’s recruiting function is significantly more complex than even two years ago. Over the past 10 or so years complexity came from a confluence of trends and events – the rise of the Internet, talent scarcity (remember 4% unemployment), and a long, prosperous economic cycle. Needless to say, we’ve seen web adoption rates increase quite steadily, economic cycles wax and wane, and the hunt for good talent continue, with scarcity still existing in many instances. Recruiting functions must now excel in multi-channel branding, be adept at utilizing a variety of technology and related applications, and, overall, do more with less – certainly in today’s environment. They must also do everything they did before to anticipate and prepare for the company’s talent needs (workforce planning); select, assess, and hire the right people; and, develop outstanding relationships with hiring managers. Technology is bringing efficiencies to the recruitment process but this is not an environment that is standing still. We saw a first-generation response to these environmental factors with the introduction of applicant tracking systems (ATS) and the rise of sourcing functions as a means to streamline and develop specialization in the recruiting function. In many cases though, ATS’ weren’t able to meet the growing needs and sourcing functions were not effectively integrated into the recruiting function, were significant in size and were then the first to be cut when the economic situation and outlook worsened. The growing wave and influence of social media calls for a second-generation response – the community manager, to take the strategy beyond sourcing and develop sustainable communities. The value derived from the community manager role is a combination of efficiency, sustainability, brand leverage and reduced hiring costs. The value of sourcer, marketer and conversationalist is combined into the community manager role to target priority talent areas and support the company’s workforce planning strategy and respective needs. 

The perspective I’d like to provide is from the view of a corporate talent function leader. I’m going to take a holistic look at the community manager role to provide companies of varying size the options they need to be successful. Its often easier to tease apart the layers of a role and harder to consolidate them for effective execution and performance.

Structure:
The community manager reports into the talent function team leader and interfaces with recruiters, HR, marketing, internal communications, and targeted business leads. Through regular updates with the talent function team leader the community manager understands the talent priorities and designs a targeted strategy to attract and engage prospective talent. Talent priorities can be broken down by skill/experience, job levels, geography, function, business unit, etc. depending on the structure and needs of the company – think of alignment with workforce planning. The community manager should not be focused across the entire organization. This could come in time, but I would recommend beginning with a narrow rather than broad approach to establish the role and realize success before expanding. At the same time, it would benefit your strategy to have a longer-term vision so you stay aligned with the objectives and move forward incrementally. The community manager is focused on building pipeline and community not on open reqs. They should have a real-time view into open roles to expedite talent to recruiters and deliver more value to the connections they’re making externally.

This could be structured as a part- or full-time role. The resources allocated will obviously affect the pace of progress but it is doable. What is not doable is combining this role with a recruiter role. Why? The inherent risk when the role is structured as part of another role is that any time an urgent recruiting need comes up the community manager’s responsibilities end up on the back burner.  You won’t build the traction and momentum, progress will come more slowly and delivering on ROI objectives will be challenged. Additionally, the cost of building community is primarily in the human factor, and the absence of “voice” will leave people questioning their own time investment to engage with your brand.

Four skills of a great Community Manager

Communicator:
Being a good communicator is as much about listening as it is about talking. The community manager should be skillful in developing and nurturing relationships across a broad spectrum.

Internal relationships: The community manager builds relationships with multiple stakeholders to position themselves and the company for success.

External relationships: Develops relationships with prospective talent through a variety of channels - creates original content (text, visual and audio), comments and responds to engage across communities.

Company acumen: The community manager is most effective when they have a visceral understanding of the company’s brand, culture and objectives – what is the company trying to achieve and what is their authentic message.

Technically Adept: This role is a combination of conversationalist, sourcer, and marketer. Technology is the thread that weaves these together.

Persistently Curious:

While there may certainly be challenges with integrating this role in today’s business environment there is potentially more risk in not moving forward.  It is equally important for the recruiting function to be on the edge of newness and invest in preparing for the future, as it is for sales, marketing or product development, and IT. It could be argued that its even more important to invest in the recruitment function to support the company’s business needs and ensure the talent they need to execute across all the other functions can be found.  Investing in the community manager role now will allow the company to build a foundation at a time when there is an opportunity to engage talent at a lower cost of attraction and ensure the company is prepared as the business environment improves.

If you’d like additional background on the role of social media and recruiting, you can reference my article, Building a Recruitment Strategy in a Social World. You might also enjoy this article from the NYT that describes how communication, ideas, community and transparency are influencing the world.

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If you’ve read my last post or follow me on Twitter then you know I’ve been on Retreat in Mexico. Before I dive back into writing about getting to the heart of talent and business I wanted to share a few pictures (you can find more on my Facebook page), some thoughts on  acclimating back to the daily flow of life - electricity, news and chaos, and today’s excerpt from one of my favorite teachers.

Yes, that’s right - electricity.  The Retreat space I was at had no electricity, except in the main kitchen.  Oddly it never felt like an inconvenience and the simplicity of it was quite refreshing.  No electricity also mean no news.  Although, there was one place we could stand on the property to pick up a cell signal and heard a few bits here and there.  But certainly not the persistent deluge of gloom and doom that has become too regular a part of our lives.  So, to go away someplace warm, with reliable daily sunshine (keep in mind its winter and I live in Portland so the sun is a rarity), and spend time doing something I love with great people was a true gift.

Each time I step onto my “mat” to practice yoga it feels like a homecoming.  There is something very grounding about it and very powerful as the mind, breath and body come together for a singular purpose - to move with intention.  I always return from a yoga retreat feeling a bit lighter (physically and mentally) and ready to take on more, but also ready to let some things go.  This Retreat and subsequent immersion back into “reality” has left me thinking more and more about how we set our intention and, when we do it successfully, what it brings us in return.  I’ll be writing more about this and how it relates to business and the unique relationship with talent, but for now let me just say that if we allow the bad news to seep in too deeply and dictate our destiny we are certain to feel the weight of the world more significantly and miss opportunities to to think differently and focus on the where we want to be in the future.  That’s not to minimize by any means the impact and significance of today’s times - many friends and colleagues from my Macy’s Inc. days are feeling the full effect of this now and I feel for them deeply.  However, we are resilient beings and thrive on survival - which translates to being future-focused and oriented to innovate, create and re-imagine what could be….and then act on it.  Our world is undergoing a tremendous transformation, which brings both excitement and uncertainty.  Having something that keeps us grounded, comforts us, reminds us what home base feels like and nurtures the body and the mind, nourishes the imagination to help us reimagine the future.

I’d like to close this post with an entry from one of my favorite books, Meditations From the Mat, by Rolf Gates.  Rolf is one of my  yoga teachers and his book offers daily reflections on the practice of yoga but also provides an opportunity for deeper reflection on the daily flow of life.  This entry was about coming home and the hero within each of us.  After all, we only know what we can truly accomplish if we allow ourselves to imagine it, believe it and act on it.

“On these sands and in the clefts of the rocks, in the depths of
the sea, in the creaking of the pines, you’ll spy secret footprints
and catch far-off voices from the homecoming celebration.
This land still longs for Odysseus.
Homer

I am struck by the pervasive desire for homecoming in this passage, an ancient, secret longing.  Here is a sadness and an emptiness so profound that it is felt by rocks and trees.  It is in the air - a sadness that is bittersweet because it is a reminder of better days, an innocence lost.  Before yoga, each of us is like the land that longs for the return of its hero.  We can feel this longing in our

muscle, in our bones, in the movements that were once fluid and natural but that have become prematurely stiff and unreliable.  There is a presence, a life force, that is conspicuous in its absence.  But over time, this sense of loss becomes just another aspect of the subtly shifting backdrop of our lives.  Yes, we were once possessed of a youthful vitality, but many of us forget we ever had such vigor and energy long before we came to our first yoga class.  And then the moment of homecoming arrives.  Unbidden, unsought - we hear the familiar footsteps on the porch.  For me it occurred ad the end of one of my first classes.  I was in a knee-down twist moments before shavasana.  I don’t remember the rest of the class, but I do remember a sudden opening and sense of suppleness in my spine that I’d never expected to experience again.  I felt well in a way that I had let go of ever wanting to feel again.

There is a wisdom within us that is more powerful than our despair.  There is a movement toward health that our intellect can merely glimpse, once in a while.  It is the same impulse that causes plants to face the sun, animals to take care of their young, people who say, “I never sweat,” to try a hot yoga class.  This life force has provided us with the priceless, miraculous opportunity of our yoga practice.  All we need to do is cultivate an open heart, to express our gratitude both on and off the mat, and to celebrate the return of the hero.”

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“Every now and then go away, have a little relaxation, for when you come back to your work your judgment will be surer. Go some distance away because then the work appears smaller and more of it can be taken in at a glance and a lack of harmony and proportion is more readily seen.”
Leonardo da Vinci (1452 - 1519)

How do you replenish and nurture your mind?  Keeping a fresh and open perspective on each aspect of our life is an important part of living fully.  The contributions we’re able to make in every aspect of our lives – personally and professionally, come from our own ability to see and seek opportunities in tune with who we are and embrace the future.  During times of intense change and uncertainty – whether invited or uninvited, its especially important.  It’s easy to become fully absorbed in what’s immediately around us and to quickly lose perspective on what’s truly important, especially in business. This has become an even greater truth as the work we do increasingly demands us to be agile, adoptive, creative thinkers.  Being able to broaden our own perspective, engage others in our vision and re-imagine the possibilities and “what if” of tomorrow to enable creativity and innovation is what nurtures our own growth and our own sustainability. Imagine life in da Vinci’s time and how much more complex life is today!  Yes, its all relative, to a degree, but the future will increasingly demand more of us and more of our minds.  How we embrace this challenge will be indicative of what we accomplish as individuals and what we accomplish collectively within organizations to connect with, engage and enable talent to carve a path to the future.

Finding the time and a passion that nourishes each of us is very individual.  I’ve found that balancing physical intensity, through yoga and hiking, with the natural beauty of the places I travel to enjoy these passions has been a rewarding combination.  When we give our selves the time to slow down and absorb what is around us its amazing how the mind opens and how we can begin to see things through a new lens. While I do think its not only possible but important to do this daily, its through these times of extended “journey” that enables us to incorporate it into each day more effectively and practice active awareness. Tomorrow I head to Sayulita, Mexico, for a yoga teacher training retreat.  The yoga will be challenging, power vinyassa style, and together with the surrounding beauty of the hillside retreat on the Pacific Coast I’ll once again find the nurturing balance of physical intensity and natural beauty.  Regardless of your passion and the time that may be available to you, find opportunities to replenish and nurture your mind.  There are options around us every day if we’re open to recognizing them.

If your interested in learning more about Power Vinyassa Yoga - here’s a few people you may find of interest.  Each of them also offers retreats throughout the year.

Rolf Gates - one of my teachers and author of a fabulous book - Meditations From the Mat
Baron Baptiste - creator and founder of Baptiste Power Vinyassa Yoga
Lisa Black - master Baptiste instructor and founder Shakti Yoga Studio
D’ana Baptiste - co-founder of Baptiste Power Vinyassa Yoga and teaches other styles as well

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