My Interview on “Why Dad remains top mentor choice” in The Business Journal

Fast-50-LogoAs one of The Business Journal’s Fast 50 (the Fast 50 are the fastest-growing private companies in the Twin Cities, based on revenue growth over the past three years), I was interviewed on the impact of my dad on the business.  If you’re a subscriber to the Business Journal, you can access Why Dad remains top mentor choice online.  If not, the brief interview is below.

Intertech Inc.

Headquarters: Eagan

Business: IT training and consulting services

Answering: Tom Salonek, CEO

Dad: Theodore Salonek, farmer

What is your father’s best business advice?

Tell the truth and you’ll only have one story to remember.

How has your father inspired you?

“If you do nothing, you won’t make any mistakes,” were his first words to me as a teenager after learning that I accidently had sheared the axel on his truck. There was no shaming reprimand, just a straightforward focus on solutions. What a great lesson for anyone who manages fallible human beings!

How has your dad supported you?

He was encouraging and quick to tell me he was proud of what I and the firm had become.

How a Board Can Boost Your Business (Post 1 of 4)

Success-Failure-Board-of-AdvisorsWhile CEOs of publicly held companies ultimately are responsible to a board of directors, those of us running private companies do not share this mandate. A recent article in the April issue of Harvard Business Review, “What CEOs Really Think of Their Boards” by Jeffrey Sonnenfeld, Melanie Kusin and Elise Walton, reinforced the importance of soliciting a board’s perspective even for privately held companies such as Intertech.

The authors asked dozens of well-regarded CEOs the following questions: “What keeps boards from being as effective as they could be? Are they really the cartooned millstone around the CEO’s neck, or do they help shape the enterprise in positive ways? What can boards do to become a greater strategic asset?”

The answers are distilled into five recommendations:

  1. Boards should be careful not to rein in boldness too tightly.
  2. They should do their homework on the company and the industry at large.
  3. They should recognize that character and credentials, not celebrity, are what’s needed for a high-functioning board.
  4. Directors should overcome any conflict aversion and bring energetic, constructive debate to the boardroom—contrary to conventional wisdom, CEOs don’t want rubber-stamp approval of their plans.
  5. Directors should work to make the inherently fraught succession process less awkward, taking care not to overlook talent in the internal pipeline.

Ok, current and future board members, you have your marching orders!

But what should a CEO keep in mind when working with a board? And how can private companies benefit from the wisdom of an experienced board? In my next few posts I’ll explore this topic and share best practices from my past decade of work with Intertech’s stellar board of advisors.

Wineries, 911 Call Centers, and South Korea’s Largest Cell Phone Provider (Final Post in the Apps not Ads Series)

What do wineries, 911 call centers, and South Korea’s largest cell phone carrier have in common?  Intertech’s team has built mobile applications for all of them.

In this final post in the series For Mobile Devices, Think Apps (not ads!), I’m sharing a few examples of what we’ve built for our customers.

A Media App for a Mobile Phone Carrier

Working the largest mobile phone company in South Korea, Intertech developed an interface for a service similar to iTunes or Spotify.

Intertech-Mobile-Example-1

911 Call Centers

Intertech created a mobile application for 911 call centers for the reservation of channels on radio networks.  Part of the solution was a “quick schedule” to reserve a channel immediately with one touch.

Intertech-Mobile-Example-2

Multiple Mobiles for a Health Insurance Company

For an existing customer’s application, Intertech extended their platform with a mobile version of an application’s admin, client, and public portals.

Intertech-Mobile-Example-3

Adding Attaboys to Facebook

Have you ever sent an “attaboy” (name changed to protect the client) on Facebook?  If you have, you were using an application created by Intertech.  This app integrates Facebook accounts allowing posting a thanks to someone’s wall or timeline.

Intertech-Mobile-Example-6

 

Mobile, One Vine at a Time

If there ever was a project where we should have taken “in kind” payment…this was it!  Built for iPads and iPhones, this Intertech created application helps vineyards manage field production.

Intertech-Mobile-Example-4

If we could be of help on a mobile project or help your team spin-up on mobile app development, please let me know.

Happy Father’s Day

Tom with his mom and dad

Tom with his mom and dad

A couple of years ago, I wrote “Lessons from My Father” for  Octane, The Entrepreneur’s Organization Magazine.  While some of you may have seen this before, below is a copy…

Lessons from My Father

For many, Father’s Day is a holiday of the worst possible definition: a phony event designed to sell cards and neck ties.

For me, though, this Father’s Day has special poignancy: It’s the first time I’ll be celebrating as a dad myself, and the first time that I won’t be able to tell my own dad how much he means to me.

My father, Theodore, died last year in a farming accident. It was a terrible shock, to say the least, and it put my life in perspective. In the months since, I find myself remembering all the things he taught me; lessons that I want to teach Theodore, my young son.

In 2001, a local newspaper published an article about how my company, Intertech, was named one of the 500 fastest growing firms in the nation. In the article, I credited some of my success to simple lessons that my dad taught me. Now I realize that my dad taught me so much more, and those lessons have been critical to my company’s ongoing success.

“Tell the truth and you’ll only have one story to remember” was one of his favorite sayings. After being in business for 20 years, I have repeatedly experienced the merit of my dad’s wisdom. Recently, an important client of ours hired a CIO who turned out to be a dishonest bully. He hoped posturing, changing his story and saying whatever would resonate with me would make me complicit with his deceit. It didn’t. The company fired him, but Intertech is still engaged.

This particular experience taught me that while it’s easy to encourage others to tell the truth, it’s harder to create an environment where truth–telling feels safe. To create an atmosphere of honesty, I’ve learned to support people when they fail. I also encourage my managers to tell those people who make mistakes that they’re OK. I’ll never forget how grateful I was when my dad did that for me.

“If you do nothing, you won’t make any mistakes” were his first words after I accidently sheared the axle on his truck when I was a teenager. After reminding me that only those who do nothing are perfect, he said, “Now let’s go take a look at the truck.” No shaming reprimand; just a straightforward focus on solutions. When mistakes happen in my business, I acknowledge it, learn from it and move on to the next step. At the end of the day, the mistakes are what make us great.

“If someone does something you don’t agree with, tell him directly” was another belief my dad modeled. He wasn’t confrontational, but he did speak his mind if he disagreed or had something corrective to say. When I asked him if this was hard to do, he would just shrug his shoulders and say, “I’m not trying to win a popularity contest.” I was able to apply this lesson when a valued business partner of mine messed up. We talked through the issue and he realized that, while I recognized his mistake, I was more concerned about the future of our company and his role in helping us move forward. I’m happy to say that he’s still with us today.

While popularity wasn’t his goal, my dad was beloved by many. At his funeral, many people recalled stories of how he turned their lives around or did good work. It made me realize that sharing sincere praise is precious. This is something I have institutionalized within my company with a program that encourages employees to nominate each other for demonstrating our company values. Sometimes as leaders we get so busy that we don’t give people the acknowledgement they need to excel. At the end of the day, awareness begets success.

My dad was a modest farmer, but he left a rich legacy of integrity, authenticity and kindness. His wisdom has helped me grow as a business owner and father. I only hope I can be at least half as effective in passing that legacy on to his namesake.