HealthCare Voice

Baseball, Leadership and 'A Thing Well Done'

I am a baseball fan.  I love the game,  from Little League to the World Series. 

 I must also confess that I am a sports fan of limited focus.  College football is nice.  Professional football is OK.  College basketball can be exciting but professional basketball seems to be rapidly becoming an expensive farce, where the referees allow marquee players to break some rules to enhance the value of the fan “entertainment experience.”  In my view, what the NBA really needs to do is lengthen the court and raise the height of the rim another two feet. 

 Sports can provide inspiration for life and superb examples of exceptional leadership.  In the interest of full disclosure I must confess that I worked as an umpire for Texas high school and community college leagues for many years before my search practice blossomed.  Umpiring allows for a deep and unique appreciation of the game.  It also teaches you how to make decisions, with noisy consequences if you make a mistake.  Therefore, you should not be surprised that when I use sports to illustrate a point, my example will come, more often than not, from baseball.

In the forward of Built to Win, a memoir from the exceptional General Manager of the Atlanta Braves, John Schuerholz, sports broadcaster Bob Costas quotes  novelist John Updike to describe the accomplishments of baseball legend Ted Williams:

 "Updike once wrote … that he was ‘the classic baseball player of the game on a hot August weekday, before a small crowd, when the only thing at stake is the tissue-thin difference between a thing well done and a thing done ill’.”

 That is virtue personified.  Doing something well -- even something hard -- when the crowds are small and the cameras are focused on someone else.  Virtue is one of the most important pillars of leadership excellence.

 A baseball general manager does not win games.  He – there has yet to be a woman general manager in America’s National Pastime – must be content to work behind the scenes to build the team and then allow those around him to lead, to do their job.  In baseball, it is not just about the General Manager.  A one-man band never wins the World Series.  The organization is victorious, from the front office to the players on the team and the groundskeepers who sculpt the field.

In the world of healthcare leadership, it is not enough to master the current lexicon of business speak or only produce profits, good leaders must focus on doing what is right “out of genuine appreciation and respect for one’s craft and appreciation for excellence for its own sake,” as Costas concluded.  In my book, that is virtue.

Great leaders do great things, they respond in wonderful ways – with goodness and virtue – when no one is looking. 

 That is one reason I have long appreciated the following definition of a great leader:

Great Leaders are a work of art.  Bad leaders are a tragedy.

John G. Self is Chairman and Senior Client Advisor of JohnMarch Partners.  He is a Co-Founder of the Firm.  

 A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders. 

Seed Newsvine

CASE EXAMPLE: Talent Mapping, Management Succession Reduces Costs, Losses

A high performing Director of the Lab for a 565-bed hospital announced her resignation.  The Vice President responsible for overseeing the department consults with the Chief Operating Officer and Vice President of Human Resources and then contacts several contingency recruiters to identify potential candidates.

 Five weeks later, a close friend of the now departed Lab Director – the Director of Pharmacy who was considered to be one of the best department managers in the organization – also resigns.

 It would take six months before a suitable replacement for the Lab Director could be found.  It was another month before they reported for work after a costly relocation.  During that time two section managers and the night supervisor also resigned.  What had been a star department failed to meet its contribution margin for the next five months as the new director made changes and recruited replacements.

 The search for the new Director of Pharmacy lasted only four months.  The Assistant Director successfully ran the department during the transition but then resigned when she was not promoted.  The replacement Director resigned 14 months later for family reasons.  They were unable to sell their house and the hospital’s interim living arrangement expired and was not renewed based on a long-standing board policy.

 Far too many health systems and hospitals are playing the talent management equivalent of Russian roulette in the event – unlikely or not – that a key Vice President, Director, or Manager will be recruited to a cross-town rival or across country for a sizeable increase in pay and scope of responsibility.  Or worse, they left because they felt unappreciated and/or saw no opportunity for future professional growth.  It is an interesting contradiction in priorities when an organization spends hours each month and each quarter reviewing financial, operational and clinical performance data but spends almost no time on management succession.

 The case example clearly shows that this breakdown can lead to costly financial setbacks and a decline in morale, which frequently ignites greater turnover.  In the new healthcare economy, with lower rates of reimbursement from Medicare and commercial payers, CEOs can ill afford to take anything for granted, especially the organization’s human capital.  It is also noteworthy that both departing Directors reported to the same Vice President, a long-term executive with more than 28 years of leadership experience who was planning for retirement.

 In a time when most organizations are focused on investing capital for data management, including the implementation and integration of Electronic Medical Records into existing platforms, far too many are neglecting a less costly investment in human capital.

 With intensifying competition for the best talent, and with turnover rates beginning to rise in certain competitive markets – which will surely spread to other markets as the economic recovery takes hold – a more focused commitment on human capital will enhance an organization’s performance and strengthen its net worth. 

 An integrated Total Onboarding Program, with a best-in-industry recruiting process, and talent mapping are two of the best investments healthcare providers can make. 

John G. Self is Chairman and Senior Client Advisor of JohnMarch Partners. He is a Co-Founder of the Firm. A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders. 

Seed Newsvine

A Homeless Man and His Little Girl

NEW ORLEANS – Another airport, another rental car and another hotel.  This is my last business trip of a year that has been filled with some of the most daunting business challenges I have faced in my 30 years in healthcare. 

 As I drove to the airport in the predawn hours, I made a wrong turn down a small side street in a not very good part of downtown.  In the glare of my headlights, as I made a hasty u-turn, I saw a man sitting on the curb.  He was holding a little girl.  Wrapped in a worn, dirty blanket, they looked like so many street people you see in Dallas or most other cities in America.  But this wasn’t just another homeless man.  There was a little girl.  That shocked me.

 I must confess, until that moment on that dingy dark street, my holiday spirits were less than merry this Christmas season.  The financial squeeze, brought on by the Great Recession, has affected us all.  For the first time in my life I was actually dreading Christmas.

 But here I was at 5:30 AM, on the streets of New Orleans.  And there was a homeless man and a homeless child.  Suddenly my concerns, my problems, seemed pretty trivial. 

 I had not slept well.  Weather forecasts of strong thunderstorms brought warnings of flight delays or cancellations.  Most flights were booked with long wait lists for standby passengers.  If one of my flights was cancelled, or I missed a connection, getting home would have become an enormous challenge.  I like New Orleans, but this is NOT where I want to spend Christmas, alone in a hotel.  

Taking counsel of my fears, I tossed and turned most of the night.  I finally gave up on sleep and got up at 4 AM.  This is all to say that if I had not left for the airport so early, if I had not made that wrong turn, I would not have seen that man and little girl.  I would have returned to Dallas, locked in my own world with concerns and challenges that paled by comparison to a homeless man trying to take care of a little girl on the mean streets.

 Christmas is a time for family, for reflection and renewal.  On this Christmas Eve, I am in Dallas with my wife.  For the first time in long time, we are not with our extended family.  The weather is cold and it has begun to snow.  I still have the pressing concerns of business but now I have the image of that little girl and the man, huddled on a street corner. 

 I am so lucky, so blessed. 

John G. Self is Chairman & Founding Partner of JohnMarch Partners, a Dallas-based internal talent acquisition and management firm.  

Seed Newsvine

The Five Pillars of Leadership Authenticity

Goodness and virtue are traits that are much admired in life. Unfortunately, these two words are not commonly included in modern business speak. Some might argue that in the world of business the words goodness and virtue are mutually exclusive when you contrast them with terms like execution, accountability and results. 

Actually, I believe these words – goodness, virtue, execution, accountability, and results come together to form five pillars of leadership that will serve healthcare chief executives well in the challenging and often tense times that will characterize the next decade. 

These five pillars support leadership authenticity. 

 The holiday season is a time of reflection. As we gather with families, friends and colleagues to celebrate, what better time to think about our relationships with our employees and their families and our customers -- our physicians and their patients, and the communities we serve. To find success in the next decade, healthcare leaders will have to raise the performance bar, our own and of those who work with us. 

We face many challenges, including probable draconian reductions in reimbursement and new massive cost shifting. These will be exceptionally demanding times, but in the end, success or failure for our organizations will turn on the quality of our people and an organization’s ability to attract and retain the best talent in the market. Execution will be critical but that, too, will rest with the employees (which pool will increasingly include hospital employed physicians) and whether they believe they are treated fairly and are appreciated. 

Goodness and virtue are qualities that may sound out of place in running a complex health system, but they are critical. 

 Happy Holidays and best wishes for a prosperous and rewarding New Year.

Seed Newsvine

Employing Doctors: Smart Strategy for Next Decade?

As I travel across the Midwest and East Coast, healthcare leaders are talking cautiously about the future of healthcare and what the patient care delivery system will look like in the next decade.  These are thoughtful leaders who understand that continued growth in the cost of healthcare will produce huge unfunded liabilities.  They know that the federal government will continue to cut spending – Medicare provider payments – and that they must be prepared to reduce their operating between five and 10 percent of current Medicare payment rates.

 

While the economy is improving, the underlying challenges facing healthcare executives remain.  There may be improvements in economic indicators, but healthcare CEOs will face another year of uncertainty.  This uncertainty will contribute to continued inaction for many organizations.

 

There is evidence that large providers like HCA, Tenet, Life Point, and Community Health and many of the nation’s largest not-for-profit community healthcare systems and hospitals realize that the current hospital business model will change.  They see the writing on the wall and they are already responding strategically and financially. 

 

One telling strategy development is the accelerating trend of employing physicians.  This is not the first time health systems and hospitals have skipped down this strategic pathway.  The decade of the 1980s brought the notion that system integration was the golden key to the pathway of success.  Some corporate executives who had successfully run hospital companies felt they could successfully roll up physician practices into a large corporation, and improve profitability through improved efficiencies and enhanced managed care contracting.  The results were, for the most part, catastrophically bad.  With one or two exceptions, most of the roll up physician practice companies failed, and hospital systems consistently lost about $100,000 to $150,000 per employed physician.  The take away from this expensive experiment is that running a physician practice and a hospital are NOT the same thing.  Those lessons, if well learned, will determine whether this time around we get it right. 

 

The big companies and systems are well organized and are recruiting for employment physicians from hospitalists to family practice.  They understand there will be a serious physician shortage and they are moving ahead of the wave.  They are investing significant capital to get ahead of the curve, industry analysts say.

 

The move to physician employment, hospital CEOs agree, reflects a broader challenge:  an across-the-board war for talent in every market.   

 

That is why an organization’s recruiting brand – how they recruit and relate with employees at all levels – is so important.  It is why onboarding with gold-plated recruiting processes will be more important than ever in the new decade.

 

Seed Newsvine

Authenticity in Recruitment Critical for Employers, Candidates

A respected management consultant shared the story of a new employee who was quickly hired and placed in a mission-critical position on a team that was historically one of the best in the company.  New business drove management to beef up the organization to ensure client service deliverables were met.  There was just one problem.  The new employee’s performance was dismal. 

Deadlines were missed.  The quality of the team’s work product slipped as morale plummeted.  The team was confused and angry because senior management seemed to tolerate the new employee’s unacceptable performance.  His poor interpersonal communication skills, his inability to achieve basic objectives and meet critical deadlines so frustrated this once smooth running group that when that employee was escorted from the work area for termination, everyone stood and applauded.

What had gone wrong was clear to the other team members.  Management had hired the wrong person.  That they did not consult with the group before they decided to recruit and only peripherally included them in the recruitment process made matters worse in the minds of the team.  There was a sense of urgency by management to make a hire but there was no authenticity in the process.  In the end, management’s reputation took a beating and the team’s behavior in celebrating the new employee’s termination was regrettable.

Authenticity, truthfulness that is based on facts, is an essential element in recruiting both for the companies seeking to achieve the coveted reputation of employer of choice in a market and for candidates.

For the employer, authenticity is the bedrock mission, vision, and values foundation of who they are as a company, how they operate and, most importantly, how they treat candidates and employees.  Authenticity is the foundation upon which the recruiting brand is constructed.  One reason so many candidates leave in the first year – up to 50 percent, according to some employment studies – is because the job or the company was not as advertised by internal recruiters or external search consultants.  For companies seeking to be an employer of choice, this is not a track record or reputation that they want or can afford.  CEOs must insist their talent acquisition brand be above reproach.

Candidates must be measured by the same standards of authenticity.  Their representations – prior work history and performance accomplishments – must be equally authentic.  Candidates in transition who are battling financial fears or outright desperation are more likely to enhance their career performance through resume embellishment.  Companies that seek to be best-of-the-best in a given industry or market not only must be authentic with their own representations and behavior, they must utilize pre-employment screening processes that will identify the top performers and eliminate those who are not up to the challenge, for whatever reason. 

You cannot cut corners.  From the initial resume review and screening interview, to the more in-depth face-to-face encounters, the recruiter and interview team must be probing to determine the authenticity of the candidate and his or her prior performance.  Past performance remains the best predictor of future actions. 

Ensuring authenticity takes time and discipline.  A company that is willing to cut corners in its quest to hire the best talent based on time or financial constraints is not going to be an employer of choice.

John G. Self is Chairman and Senior Client Advisor of JohnMarch Partners.  He is a
Co-Founder of the Firm.  

 A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders.

 John is a highly rated speaker on inspirational leadership, talent acquisition, career brand management and the future of healthcare in America.  To contact Mr. Self regarding a speaking date, contact him at JohnMarch Partners.

You can contact Mr. Self at 214.220.1234 or JGSelf@johnmarch.com.  

Seed Newsvine

'I Know What Kind of Candidate I am Looking For...Just Get Me Some Resumes...'

A colleague from a public company recently shared the following story.  A hospital CEO was leaving a mid-sized community hospital.  He had been successful and was recruited away by a competitor to lead a larger hospital for a very attractive compensation package.  The CEO’s departure, with ample notice, came at an inconvenient time – the all-important hospital division business plans and budgets were being finalized, so there was an added sense of urgency to find a replacement.

 The division president summoned the corporate recruiter to his office and hurriedly gave him a job order for a new CEO.  When the recruiter began to ask questions, the division president replied:

“I know what kind of candidate I am looking for.  Just get me some resumes to review and I will select some people to interview.”

 This type of directive in recruiting is actually far more common that you might imagine.  While it may reflect the division president’s confidence in picking the right person, it is a recipe for a costly hiring mistake.  This executive’s approach to recruiting – while it may have served him well in the past – significantly reduced the chances for success in this far more complex operating environment.  Building strong successful teams in this new healthcare economy requires a disciplined approach to recruiting and that approach should begin before the actual search if one wants to mitigate the risks of a hiring mistake.

One major problem with the get-it-done-yesterday approach (and I believe there were other internal problems) is that the stakeholders – the people who will help supervise the new employee, or with whom they will work on a daily or weekly basis – were not involved.  There was no alignment, the critical buy-in of what the new hire must accomplish, their scope of responsibility for certain projects, or the qualities of personality and style that would fit best with other members of the team. 

 Moving quickly to review resumes and then on to the interview process neglects so many important elements of a gold-plated recruiting process.  This haphazard approach dramatically escalates the probability that the new employee will be misaligned with the organization.  For small companies and large corporations alike, this bare bones approach to recruiting is one reason why so many new employees fail or choose to leave within the first year.  Moreover, bringing in a new leader or manager is disruptive for a department, division, or a business unit.  When you add these factors together, it is no real surprise that 50 percent of new employees fail to produce the expected results, according to research conducted by Topgrading^© author, Bradford Smart, Ph.D. 

 In the interest of disclosure, I am a Brad Smart devotee.  I have used Topgrading^© for years, and it works.  Myfirm's record is four times better than the national average.  However, this process, when integrated with a comprehensive onboarding program, requires discipline, buy-in, and full disclosure regarding the opportunities, the challenges and the hurdles to success.  Inherent in the Topgrading ^© process is that the hiring team will take the time, through detailed, chronological interviews regarding past performance and leadership style, to find the right person.  Many search firms eschew this approach because they see it as too time consuming, a process that erodes the profitability of a search.  But I believe this is a vitally important approach to finding the right candidate who then can be successfully transitioned to their new organization.

 You may be wondering how the hard-charging, confident division president did with his approach to recruiting.  According to my friend at that company, the replacement candidate left in less than 18 months, pushed out by the second guessers at the division office and the fact that he did not produce the double digit growth that was specified in the business plan.

I am not even going to think how much that hiring mistake cost the shareholders.

John G. Self is Chairman and Senior Client Advisor of JohnMarch Partners.  He is a
Co-Founder of the Firm. 

 A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders.

 John is a highly rated speaker on inspirational leadership, career brand management and the future of healthcare in America.  To contact Mr. Self regarding a speaking date, contact him at JohnMarch Partners.

 

 

Seed Newsvine

Six Components of a Gold-Plated Recruiting Program

What makes a great recruiting program? 

There are six components to a gold-plated recruiting program.  If an organization seeks to be the employer of choice in a given market, they must take their recruiting program to the next level. 

Keep in mind that current studies show that 40 percent of all candidates recruited from outside an organization are forced out, quit or are fired within the first 18 months.  That is alarming, both from a manpower and a financial point of view.  

In answering the question, ‘What makes a great recruiting program?’ you start with several broad themes and then ratchet down your focus on the details.  The devil, after all, is in those details.

1.  Full disclosure.  You must make full and complete disclosure about your organization, the job, the culture, and any problems or challenges that the successful candidate may face. 
2. You cannot cut corners in the candidate sourcing.  Candidate sourcing that relies on the popular post and pray method of finding the best candidates is nothing more than a lazy crapshoot.  You cannot have a great process with recruiters who perform their jobs like well paid order takers.
3. A robust candidate screening process.  At the executive level, the JohnMarch screening program, called PredictiveSelection^TM, is a five-hour multi-interview process, plus the site interview.  That may sound like overkill, but it works.  Over the last 10 years we have had a retention record that is four times better than the national average.
4. Thorough background checks are critical. 
5. At director and executive level searches, a well prepared interview team. Candidates report that in day-long interviews it is not uncommon to be asked the same question two or three times. 
6. Begin preparing for the successful candidate’s first day on the job BEFORE you begin the recruiting process. 

Onboarding provides the recruitment process with a framework of discipline that, if properly implemented, will yield measurable improvements in performance and turnover, two important cost control opportunities in the human capital arena.  However, it is important to note that Onboarding, a new discovery in healthcare but used for years in other industries to accelerate performance and build an emotional connection with the new company, must be integrated with a gold-plated recruiting program if you expect to maximize results. 

Before you waste thousands of dollars on onboarding consultants who know little about recruiting, you need to assess that critical function to find out where you stand.  This is an excellent investment for your organization, and the cost is literally just pennies on the dollar.

John G. Self  is Chairman and the founding partner of JohnMarch Partners. He is a Co-Founder of the Firm. A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders.

 You can contact Mr. Self at 214.220.1234 or at JGSelf@johnmarch.com

 Mr. Self is a professional member of LINKEDIN where he is frequent content contributor.  You can also learn more about Mr. Self on PLAXO, Facebook or follow him on Twitter at Self_JohnMarch.  

ONBOARDING: A 'Slam Dunk' for Healthcare Organizations to Control Human Capital Costs

There is opportunity for expense reduction with our people assets in many healthcare businesses and I am NOT talking about cutting salaries or benefits. For health systems, hospitals and other healthcare provider organizations looking to improve expense management of their human capital, one important answer can be found in developing a best-in-industry integrated onboarding program.

In some hospitals and healthcare organizations, the expense reduction potential is so plentiful that it is hard not to step on the low hanging fruit.

Why is onboarding the answer? Onboarding brings to the executive table a sense of strategy, focus and financial discipline in terms of talent acquisition and management that cannot be achieved by any other method. It also drives some important so-called hidden benefits.

In measuring the potential for your organization, you first need to focus in on your real cost of turnover. As a former hospital, EMS system and homecare pharmacy CEO, I cannot think of a good reason not to come to grips with this number. I will always remember the face of a CEO, when he was told by his CNO, and affirmed by the CFO, that the cost of nursing turnover – which at the time was running at 18 percent - was on average, $60,000 per nurse. He was stunned. When he did the math, he was appalled. Nurse turnover was costing his organization more than $7.8 million a year. When he combined the nursing division with other departments, where the turnover was admittedly much lower, his costs were more than $8.8 million.

A high turnover rate is one important measure by which you judge whether a comprehensive integrated onboarding is a smart investment for your organization. However, as the television hucksters like to shout, “But wait, there is more…”

There are other benefits that will produce significant improvements that will trickle down to healthier margins from implementing an integrated onboarding program. They include:

• Creates a framework of discipline for all the organization’s recruiting
functions. This translates into an improvement in the number of quality hires your organization makes. In an era when the war for talent will determine the winners and losers in a market, winning this battle for the best employees is mission critical. Better employees equal better results.

• Improvements in recruiting will result in lower cost-to-hire benchmarks as you rely less and less on external recruiters to identify managers, director-level candidates. Why pay fees of 25-30 percent of the first-year base salary when essentially what you receive from far too many recruiters is a resume? There IS a better, less costly way!

• Surveys show that more than 40 percent of hires produced by external recruiters – in all sectors at all levels -- quit, are forced out or are fired within 18 months. That is an astounding little secret that the recruiting industry would just as soon that you not know or act upon. (At JohnMarch Partners, our record of success is 4 times better than the national average.) A comprehensive, integrated onboarding program can help you dramatically improve your success rate in recruiting.

• The war for talent has already shown its ugly head with physician recruitment. Physician recruiters will certainly agree on that point. Recruiting clinical physicians is an extremely difficult, expensive and frustrating process, given the fact many physicians do not approach this from a business perspective. They may commit to your organization and change their mind – two or three times – without even bothering to tell you. Once you wrap up a deal, you not only have the Return on Investment target to achieve, but you also must protect the investment from poachers – other recruiters who will call weeks, months or years later and offer a better deal. A comprehensive, integrated onboarding program that creates an emotional family-like tie to your organization and helps protect this investment is one of the most inexpensive strategies available. Moreover, when a properly structured onboarding program is applied to physician recruiting, it takes the CEO and physician recruiter out of the unenviable role of being pressured by a big admitting physician who sometimes is less concerned with the government’s rules than the money (income guarantee). Moreover, it establishes a foundation for the medical executive committee and their representatives on the physician recruitment panel to clearly define what is, and what is not, acceptable. Given the federal government’s determination to go to the mat in investigating and prosecuting Medicare fraud, creating a comprehensive onboarding plan that establishes a formal structure for physician recruiting and includes all new physicians who join your medical staff, you are missing a potentially significant opportunity that most hospitals cannot afford to put off.

When you do the math – add up the direct savings from reduced turnover, etc. – and factor in the indirect cost management benefits of having better, more productive and empowered workers who make an emotional commitment to your organization, this proposition is, to borrow a sports phrase, a real easy “slam dunk.” A comprehensive integrated onboarding program is one of the few easy win-win decisions a Chief Human Resource Officer can recommend to his or her CEO.

Finally, when you select a consultant to design and implement your onboarding program, be sure they understand – deeply understand – human talent acquisition and talent management. Not every human resource consultant or organizational development specialist understands recruitment. The recruiting process is such an important part of the onboarding program.

You will not achieve the results you seek without a gold-plated recruiting program.

John G. Self is Chairman and Senior Client Advisor of JohnMarch Partners. He is a Co-Founder of the Firm.

A former investigative reporter and crime writer with more than 30-years of healthcare leadership experience in public relations, national marketing, business development and as Chief Executive Officer of hospitals and consulting firms, Mr. Self is highly regarded for his keen insight into operations, business culture and for his ability to consistently select the right leaders.

John is a highly rated speaker on talent acquisition and talent management, on inspirational leadership, career brand management and the future of healthcare in America. To contact Mr. Self regarding a speaking date, contact him at JohnMarch Partners.

You can contact Mr. Self at 214.220.1234 or JGSelf@johnmarch.com. He is an active member of LinkedIn and a frequent editorial contributor. You can also connect with John through his Facebook profile.

He was an early adopter of social media through his membership in PLAXO.

Or, you can follow him on Twitter at Self_JohnMarch.

Seed Newsvine