Category Archives: influence

Sometimes You Just Need to ‘Burn’ a Hire

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I love baseball. There is a concept in baseball where a pitcher will ‘burn’ a pitch, here and there.  Basically, it means that the pitcher isn’t actually trying to throw a strike, they are using this pitch to set up another pitch.  For intensive purposes, the pitcher is wasting that pitch for the greater good.

Have you ever done that in HR and hiring?  Have you ever burned a hire?

I have.

In large organizations you sometimes have to burn hires to prove points and/or get hiring managers on your side.  I remember a time when we first started using a very complex pre-employment assessment.  The hiring managers hated it.  They didn’t believe in the science.  They didn’t believe what the assessment was telling us.

That’s the funny thing about really good assessments.  They only work if you, and your organization, are bought in to the belief that using this assessment, in the long run, is going to give us better hires overall.

In this instance I’ve allowed hiring managers to hire individuals who the hiring managers love, but the assessment told us was going to fail, knowing I was probably right.  I was willing to burn a hire, to prove a point about the greater good of the tools we were using. I wouldn’t continue doing this, but sometimes you have to be willing to prove out your beliefs.  This sets up the assessment for future success, and ultimately better hires.

I’m also willing to burn hires on executive referrals.  Too many times in my career I’ve been contacted by high level executives and board members of the companies that have ‘requested’ I get a job for their kids, or their sister’s kid, or some other family member.  For the most part, on average, these hires are horrible.  But, I’ve learned that fighting this is never a good career move, so you burn a hire.

When I talk to HR people about doing this, many a very much against burning hires, or at the very least, willing to admit they burn hires!  Rarely, will you find a HR or Talent Pro willing to state publicly they burn hires, but behind closed doors we know this happens often. Sometimes the battle isn’t as important as the war your fighting internally, so you let hires go through the process you would normally stop.

This doesn’t make you bad at HR or Recruiting, this makes you strategic. Like the pitcher, you’re just setting yourself and your organization for success. To do that sometimes you just have to burn a hire here and there.

HR and Snow Days

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Based upon the ‘historic’ snow storm on the east coast this past week, I pulled one from the archives on my feelings about how HR should handle snow days. Enjoy.

Look I get it.  I have 3 sons and Snow Days are a big deal…if you’re 10!   So, if you’re an HR Pro, right about this time tomorrow, you’re going to feel like you have an entire organization full of 10 year olds,  as we begin to see the first signs of Snowmagedon!

I understand people freaking out, that is, if you live in some place south of the Mason-Dixon line, and you’ve never seen snow before. But, I live in Michigan and it snows here. The snow starts around Halloween and ends around Easter.  What I don’t understand is anyone that lives north of, let’s say, Chicago, is even blinking an eye at a snow storm coming.  Let it snow, clear your driveway and get your butt to work.

It’s not a difficult concept! No, I don’t want you to drive to a client if the roads are dangerous, and, no, I don’t want you to drive to work if the roads are dangerous, and, no, I don’t want you to run around the office with scissors and your shoes untied!  But I do expect, we’ll all be adults.

If it looks like there’s going to be a lot of snow tomorrow, you need to make a plan. How about packing some work to do from home, or just plan on watching Lifetime all day, because I completely understand you missing the 3 days’ of warning that the snow was coming! (he screamed to himself in a mocking voice…)

Snow Days are the kind of crap that drives HR and Leadership completely insane!

Why is it, the CEO finds his way into the office, driving his Lexus sedan, but Perry in IT just can’t seem to get his 4X4Chevy Tahoe out of the garage?   If you want a day off that damn bad, take a day off,  but don’t insult the intelligence of all those who found a way to come in.

Be sensible, give your local snow plows some time to clear roads, give yourself extra time to get to work, but at the very least give it a shot. Then, when you get stuck, take a picture with your phone and send it to your boss, they’ll appreciate the effort!

Are You Staying In Your Lane?

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I think there are two types of people in the world:

  1. People who stay in their lane
  2. People who don’t stay in their lane.

The first group, lane stayers, are the type of people who follow a natural life path.  Basically, these are the people who don’t push the natural evolution of their lives. I started at this company. I worked my job. In a certain time I’ll get promoted. There is a sequence of life that I’ll follow, and for the most part, things will work out.

Those leaving their lane, don’t agree with their natural order of things. Nope, I don’t want to wait for my things to happen. I’m going to make my own things happen.  I don’t believe there is a path for me, so I’m going to create your own.

We have both of these types of people in our organization.  Unfortunately, we try and sell to people that those leaving their lane are somehow better.  When in reality, if you diagnose the best organizations you will usually find a higher percentage of people who stay in their lane.

The natural order of organizational effectiveness relies on people staying in their lane.  If we had everyone leaving their lane, it would cause chaos.  Our organizations would be in constant turmoil.

Staying in your lane is a weakness.  I started out in my career as that person who couldn’t stay in their lane.  I wanted to leave my lane constantly because I thought that was my way to success. As I got more tenured in my career, I realized that those friends and peers, who stayed in their lane, tended actually to reach a higher level of success faster!

Part of it is patience.  Part of it is loyalty.  Part of it is confidence in your abilities in the environment you’re in.

Staying your lane isn’t easy to do.  We get so much media thrown at us that tells us to get out of our lanes.  They call it a challenge.  They say we are pushing ourselves to a higher level. They are ones who also believe they need to get out of their lane.

Those, who stay in their lane, don’t usually feel a need to tell people about it.  That’s why it’s not popular. That’s why you don’t see books about it, and TED talks about it.  Staying in your lane is the new black. Try it out.

11 Rules for Hugging at Work + 2 more

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It’s the holidays, so I’m running some “Best of” posts from the past. This is my all-time most read post. Enjoy. I had 2 more rules just for you!

Hello. My name is Tim Sackett, and I’m a hugger.   Being a hugger can make for some awkward moments – what if the other person isn’t expecting a, or doesn’t want to, hug and you’re coming in arms-wide-open!?

Fast Company has an article recently titled: To Hug Or Not To Hug At Work? by Drake Baer, that delved into this subject.  Here’s a piece from the article:

“the uncomfortable feeling you get when you realize that your concept of your relationship with someone else doesn’t match their concept. The intensity of awkwardness roughly corresponds to the magnitude of difference in relationship concepts.”

I consider myself to have a number of roles: Husband, Dad, Coach, Boss, Friend, Coworker, etc.  In each of those roles I’ve hugged and will continue to hug.  Sometimes, though rarely, I’ll find someone who isn’t a hugger.  The first time I ever met Kris Dunn face-to-face, we’ve had known each other and talked frequently by phone for a year, at the HR Tech Conference – he was coming out of a session, I recognized him, he recognized me, and I went full ‘bro-hug’ (sideways handshake, other arm hug-back slap combo) on him, and I’m pretty sure he was caught off guard – but played along.  Kris is a closet hugger.  I find Southern folks are huggers, more than Northern.  Western more than Eastern.  Canadians more than Americans.  Men feel much more comfortable hugging women than other men. Women will hug anything.

I thought it was about time we had some hugging rules for the office, so here goes:

The Hugging Rules

1. Don’t Hug those you supervise. (The caveats: You can hug a subordinate if: it’s being supportive in a non-creepy way (major family or personal loss – sideways, kind of arm around the shoulder, you care about them hug);  it’s at a wedding and you are congratulating them; it’s a hug for a professional win (promotion, giant sale, big project completion, etc.) and it’s with a group, not alone in your office with the lights off; you would feel comfortable with your spouse standing next you and watching that specific hug.)

2. Hug your external customers or clients when they initiate hugging sequence.  (The caveats: Don’t hug if: it is required to get business – that’s not hugging, that harassment. Don’t let hug last more than a second or two, or it gets creepy; Don’t mention the hug afterwards, that makes you seem creepy!)

3. Don’t Hug the office person you’re having an affair with in the office.  (no explanation needed)

4. Hug peers, not just every day. (It’s alright to hug, but you don’t need to do it everyday for people you see everyday. Save some up and make it special!)

5. When you Hug, hug for real. (Nothing worse than the ‘fake hug’!  A fake hug is worse than a non-Hug.)

6. Don’t whisper – ‘You smell good’ – when hugging someone professionally. (That’s creepy – in fact don’t whisper anything while hugging!)

7. Don’t close your eyes while hugging professionally.  (That’s weird and a bit stalkerish)

8.  It is alright to announce a Hug is coming. (Some people will appreciate a – ‘Hey! Come here I’m giving you a hug – it’s been a long time!’)

9. It’s never alright to Hug from behind.  (Creepier!)

10.  Never Hug in the restroom. (Make for awkward moment when other employees walk in and see that.)

11.  If you’re questioning yourself whether it will be alright to Hug someone professionally – that is your cue that it probably isn’t.

The New Rules:

12. Don’t pat my back when you Hug me.  It makes me feel like you’re trying to burp me. I know this somehow makes you feel like people will view this as a non-affectionate hug, but it makes me feel like you feel it’s a non-affectionate hug. Just hug, or don’t hug.

13. Don’t assume you can Hug a co-workers kids (or any kid for that manner!), but if the kid tries to Hug you, you better Hug back.  My team has their kids come in all the time. I love kids. I’ll Hug their kids. But I’ll wait for the kid or the parent to give me that cue. I usually start with a ‘Hi-Five’ and some kids will just come in for the real thing! Parents are super protective of their kids. If you just start hugging on them, that can get real creepy, real fast!

 Do you have any hugging rules for the office?

You Will Never Win The Employee Engagement Battle

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There is an interesting Psychological phenomenon that happens when you do something over and over, it’s called “decline effect.”  Decline effect, simply, is when you first go out and measure something, then put some focus on bettering that one thing, as you continue to do it, you don’t get better results the more you do it, you actually start to see declining results.  I bring this up as I see so many articles recently written on declining Employee Engagement, and almost all of those articles focus on the economy and the lack of additional or more choices for the employee to change, as being the primary culprit for lower engagement scores.  That could definitely be one answer, and it fits well with the timing of our economic collapse – all though I think many companies actually saw engagement scores increase as the economy started to go south.  So, maybe this decline effect fits for some organizations.

Here’s my theory.  Over the past 5-10 years employee engagement has been a huge focus of HR shops around the world.  An entire consultancy industry has sprung up to support increasing organizations employee engagement levels.  As organizations do, meaning we usually go right ditch – left ditch, we focused on Engagement!  We began by measuring our baseline – we then implemented programs – and we saw the fruit of our labor by increased scores.  Every year we went out to increase those scores, damn the torpedoes, we need more engagement, I don’t care if you have 100% engagement – Google has 105% engagement – we need that as well!  So we double-triple-quadruple our engagement efforts, but something strange started to happen – our scores weren’t getting better, they started to creep the other way – oh no – they’re getting worse!

Has to be those lazy managers – more leadership training is needed – more focus. Still lower scores.  Oh wait, those lazy employees, we need to change some of them as well. Still lower scores. Must be that crappy engagement vendor we are using  – go find a new one! Still lower scores.

Give up?

When I bough my first house, I was very happy with it.  I had never had a house and my first small, cozy house was perfect.  3 bedrooms, 2 baths and a lawn – and I was happy.  Then I bought my next house and it had more, it had more bedrooms, more bathrooms, more lawn – and I was even more happy!  Then I bought my next house and it had all my last house had, but it more garage and it was on the water and it had more space. But, I really wasn’t happier – it seemed like the more space had some issues as well – it cost more, it took longer to clean, it was just more work.

We spend so much time and effort on making our employees happy.  New chair – you’ll be more comfortable.  Free lunch – you look hungry.  Let me wash your cat – you look overworked. Have a free massage – you look tired.  Let me fix your boss – he doesn’t seem very nice.  Then all of sudden we don’t have more of offer, anything else to make better.  It’s not that our employees weren’t engaged before all of this, they were – we just wanted more – but more comes with a price.  To keep more, you have to keep giving more and eventually you’ll run into a wall where more isn’t the answer. When more won’t give you more – it will start giving you less.

Employee Engagement is tricky – don’t fall into the “more” trap – you won’t like what you will create!

5 Things Leaders Need To Know About Developing Employees

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I think we try and deliver a message in organizations that all employees need and want to be developed.  This is a lie.  Many of our employees do want and need development. Some don’t need it, they’re better than you.  Some don’t want it, just give me my check.  Too many of our leaders truly believe they can develop and make their employees better than they already are.  This is a lot tougher than it sounds, and something most leaders actually fail at moving the needle on.

Here are some things I like to share with my leaders in developing their employees:

1. “When someone shows you who they are, believe them the first time” -Maya Angelou.  I see too many leaders trying to change adult employees.  Adult behaviors are basically locked. If they show you they don’t want to work.  They don’t want to work.  Part of developing a strong relationship is spending time on people who are not a waste of time.

2. People only change behavior they want to change, and even then, sometimes they’re not capable of it.  See above.  When I was young in my career, I was very ‘passionate’. That’s what I liked calling it – passionate.  I think the leaders I worked with called it, “career derailer”.  It took a lot for me to understand what I thought was a strength, was really a major weakness.  Some people never will gain this insight.  They’ll continue to believe they’re just passionate, when in reality they’re just really an asshole.

3. Don’t invest more in a person than they are willing to invest in themselves.  I want you to be great. I want you to be the best employee we have ever had work here.  You need to be a part of that.  I’m willing to invest an immense amount of time and resources to help you reach your goals, but you have to meet me halfway, at least.

4. It’s usually never the situation that’s pissing you off, it’s the mindset behind the situation that’s pissing you off.  Rarely do I get upset over a certain situation. Frequently, I get upset over how someone has decided to handle that situation.  Getting your employees to understand your level of importance on a situation is key to getting you both on the same page towards a solution. Failure to do this, goes down a really disastrous path.

5, Endeavor to look at disappointment with broader strokes. It’s all going to work out in the end.  It’s hard for leaders to act disappointed.  We are supposed to be strong and not show our disappointment.  This often makes our employees feel like we aren’t human.  The best leaders I’ve ever had showed disappoint, but with this great level of resolve that I admired. This sucks. We are all going to make it through this and be better. Disappointment might be the strongest developmental opportunity you’ll ever get as a leader, with your people.

 

5 Reasons I’m Not Telling Where I’m Going

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There is a phenomenon that I find completely hysterical.  It’s this little game we play in our culture.  You go and accept a new position, with a new company.  You come back to your current employer and you put in your notice.  Your boss instantly says, “where are you going?” You replay with, “I’d rather not say.”

Happens, Right? Almost 100% of the time.

So, you wait the two weeks, or whatever notice it was, and the very next Monday the person updates their LinkedIn profile and posts on Facebook where they actually went.

I find this ‘dance’ we do very, very funny.

Look, I get it.  Your employees believe one of five things will happen to them if they tell you where they are going:

1. You’ll magically find some way to screw me over, because you’re upset I’m leaving you. Jealous girlfriend style.  This one is almost never happens, but it’s the first one that comes to mind for most employees!  Look, if I had that much power to screw over everyone who worked here, I wouldn’t be working here!

2. I’m not telling you because for once in this relationship, I finally have the power!  This is the real reason, for most people! You just sound like a complete freak if you actually verbalize it out loud!  I actually understand this one from a psychology position.  If you don’t feel you have control, then you get control, you’re not going to give that up easily!

3. You’ll judge me for the company I’m going to. Either way, you’re going to judged, so this is completely true!  Most organizations are like family. If you decide to leave the family, for that crackhead family down the block, I’m going to judge you!  Plan on it.

4. You’ll judge me for the position I’m going to take. See #3.  This one probably has less merit.  I was one of these people. I had in my mind a certain ‘title’ I needed to get to, so I moved around a bit in my early career, chasing titles. Then one day you wake up and realize it’s baloney. Just pay me.

5. It’s always been done that way in our culture, so let’s keep it going!  This is also a large part of what’s going on in these situations.  I took a new job. The people before me didn’t say where they were going, so I’m shouldn’t either!

My take is that you have to do you.  You don’t want to tell anyone, that’s fine, they’ll all know in about 14 days anyway. If that makes you feel all big and powerful for a few weeks, great! We should feel that way from time to time.

For myself, I have friends at every company I every worked for. Also, I wanted to maintain a professional relationship with the leaders of the organizations I’ve been with.  I told people where I was going.  We talked about it, and I tried to help them understand if it was just me, or if it was them.  Ultimately, how can we leave this point in our lives better than we found it.

My way isn’t the correct way, it’s just my way.  Everyone has to make this decision for themselves, but I’m still going to laugh at it when I hear “I’d rather not say”.

 

6 Faces of Thought Leadership

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I’m not sure when this started, but recently I’ve been introduced as a “Thought Leader”.  At first is was flattering.  Wow, a ‘Thought Leader’!  I wasn’t sure what it meant, but it sounded cool.  You mean, I’m a ‘Thought Leader’ like Steve Jobs? Well, slow down Sparky, not quite like Steve Jobs. Oh!? Then a Thought Leader like whom?  (The thought leader in me wants to ‘who’, not ‘whom’, but something tells me my blogger thought leader friends will tell me I should have used ‘whom’, but knowing I used ‘whom’ at all means it’s probably wrong!)

That’s when it hit me.  Thought Leaders come in many different sizes and shapes.  I wasn’t a great Thought Leader of our generation.  I was more of a great Thought Leader of that specific moment. Context is everything.

Let’s face it, we all have different perceptions of who and what we believe to be Thought Leadership.  Here are my Faces of Thought Leadership:

1. The Thought Righter.  This is a Thought Leader that you agree with. You believe they are Thought Leader, because you agree with what they are saying, so they must be a leader!

2. The Thought Stayer. This is a Thought Leader who has been around for a long time.  Well, they’ve been in the industry for thirty years, they must be a Thought Leader at this point!

3. The Thought Thinks Differently Than Everyone Else. Yep, this person just thinks differently, thus they are Thought Leader.  This is probably what a lot people believe is ‘true’ thought leadership (Leading thought, thus they are thinking it before you).

4. The Thought Best Practicer. This is conference thought leadership at its best. It’s not really thought leadership, it’s thought leadership from five years ago.  It’s now just popular thought leadership.

 5. The Thought I Work For  A Cool Company. If you work for a cool company you automatically garner status of thought leadership, when in actuality, you might be a thought idiot. I won’t give you an example, you know who these folks are.

6. The Thought Innovator.  This is a person who believes everything is perpetually broken and they must fix it.  “You know what is wrong with babies, they don’t come out of the womb talking and walking. If we just forced gestistation to 218 weeks and planted electrodes into their brains we could be having babies that were as smart as Einstein!”  Um, what!?

Thought leadership is a funny little silly thing.  You can call yourself a “Thought Leader”, but that basically just informs everyone you’re not.  If it is bestowed on you by someone else, they basically are defining what you are as a Thought Leader in. Which can be dangerous, if you really aren’t that person.

I like to think of Thought Leaders as people who come up with ideas before everyone else, but will eventually become popular belief.  This means, you are really only a Thought Leader in hindsight.  Steve Jobs was a Thought Leader because he did things before others saw them, then they became wildly popular.   In this scenario, I might be a Thought Leader in a few years if Hugging becomes wildly popular in the workplace!

 

Do Your Employees Really Like Your Organization? #EWS2014

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Hey, gang I’m running a sponsored post by the great folks at Spherion regarding their 2014 Emerging Workforce Study which has some really great data, check it out.

I’m a company guy.

When I make the decision to go to work for an organization, I’m both feet in.  I’ve always been that way. I’m the dork who loves to get the company logo gear and I don’t just wear it to work on ‘casual’ Friday, I’ll wear it to my families holiday get-togethers!  To me, supporting the organization you work for is a non-negotiable. I want to work with people who want to work with the organization we work for, and if you don’t, get out!

Spherion’s 2014 Emerging Workforce Study found some really interesting statistics around this, that blew my mind!  Crazy as this will seem to you, not everyone thinks like me! Check this out:

    • Only 35% of workers would say something very positive in discussing their company with other people.

35%! If you would have asked me this question, without me first seeing the data, I would have said this was 75%.  I was way off.  This is a major problem for organizations!  65% of your employees basically believe they could not say something very positive about your organization.  Ouch! That hurts.

You want to see another major disconnect that is playing into this lack of engagement?

    • 64% of companies believe their younger workers lack the business and life experience required for leadership positions.
    • While companies believe younger workers lack experience, 61% of Gen Y workers agree they have greater opportunities available to them because of their age.

Organizations are finally really starting to feel the pain of their aging Baby Boomer workforce beginning to leave their positions.  This is that ‘oh crap’ moment when you realize you don’t have the proper succession in place for the future. To make this situation worse, your younger workers believe they’re ready to ‘drive’!  They want the keys to the executive washroom, but you know they’re not ready.

Put on top of all of this, about ten years of not developing your leadership competencies because of the recession, and you my friends have some major organizational issues you are about to face!

What can you do about this? Here are a few ideas:

1. Hire people who really, really want to work for you. Brand advocates will stick with you through thick and thin, even when you’re not at your best.

2. Teach your leaders to be ‘great’ at performance management.  Spend money and time on this.  There is great technology out there that can help as well.

3. Know who your true internal influencers are on your staff, and invest in them.

There is no easy way out of this, for any of us.  But, the awesome part of this mess, is that HR can have a great impact in making our organizations better.  Time to sharpen the saw and get to work HR Pros!

 

Disclosure Language:

Spherion partnered with bloggers such as me for their Emerging Workforce Study program. As part of this program, I received compensation for my time. They did not tell me what to purchase or what to say about any idea mentioned in these posts. Spherion believes that consumers and bloggers are free to form their own opinions and share them in their own words. Spherion’s policies align with WOMMA Ethics Code, FTC guidelines and social media engagement recommendations. 

T3 – BlackbookHR – Sense, RNA and Presto

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T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.

So, I’ll start about saying I’m a proud member of Blackbook HR’s Advisory Board, along with some other great HR pros. But, even prior to that I was a fan of their products – my review of Sense. This review is highlighting two new products that Blackbook HR has launched – RNA and Presto.

First, let me say that I’m not the only one who is really liking what Blackbook is doing.  They were named one of the 2014 HR Tech Conference Awesome New Startups (don’t worry, I’ll be highlighting many of these others as well!).

RNA (Relationship Network Analysis) is one of Blackbook HR’s newest offerings.   When I saw the demo of this at HR Tech I was blown away.  It basically shows you your organization chart, but not by title, by influence!  It’s super cool, and the application of uses for retention, performance and succession are really limitless. One customer is using it to transition new leaders into the organization, so they know which players they need to connect with immediately, and how their organization is really getting work done!

Some of the other really cool things RNA can do if allow you to search your organization by skills. Not only self-reported skills, but all the employees in your organization can also rate each other on those skill levels.  So, you need someone for a new project that has project management skills?  What about the one person in your organization that their peers rate them highest in that skill!?  It does that.  Losing folks to turnover or retirement and need a pool of potential replacements (Succession), you can source that data here.

Also, think about any change management. Who are the most important employees to ensure are bought into the change before rolling it out?  That’s critical for success in any change, and RNA can give you these connections.  You can now go out and work with these individuals first, and let them help drive the change, positively, forward. Merger and acquisitions would be another way I could see this data being extremely important.

I will say, this is much more of an enterprise type of solution.  Most SMB’s probably don’t have enough data to really take advantage of this type of solution. But, if you are in the 2500+ employee range, this will blow your mind.  It’s fairly inexpensive, and the analytics you get from this data are crazy, it’s well worth a demo for sure!

RNA

 

Presto, is Blackbook’s other new product, and it’s totally free to use!  Basically, Presto is a survey App you can use within your organization, department and group.  It doesn’t even have to be used for business, but that’s what it was originally designed for.  Let’s say you just came out of an executive meeting and one of your senior leaders wanted to know how an announcement of some big new project was being ‘viewed’ by your employees.  You could within seconds put out a survey question to your organization, and watch in real-time the survey results come back to you.  Not only do you see, but everyone who participates can see the results.

I even joked you could send it out to your department to see what people wanted for lunch, and the entire group could see what everyone preferred!  It’s basically a real-time way to gather feedback in your organization. Totally free.  Completely simple to use.  I can think of a hundred ways I could use this, or coach my hiring managers to use this in an organization.  While this is a mobile app, the users can also log into a dashboard that gives you tabulated, colorful graphs, that are easily manipulated to share with your organization in which communication way you would like.

Yeah, I’m a fanboy of Blackbook HR.  The thing I like is the people running the company aren’t designing things thinking, ‘what will sell’.  They’re designing things thinking, ‘how do I solve this problem?’, then going, oh crap, how do we make money on this!  That gives them some of the best technology on the market, which you can actually buy or in Presto’s case use for free.

Next Tuesday I’ll be looking at recruitment marketing solution SmashFly!