About
| Page Topics: | Founder | Vision | Principles | Contact | FAQ |
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Students. I believe there will be excellent career opportunities for young adults who get in early in the clean energy field. In the late 70's, I joined a computer technology company, Andersen Consulting (now Accenture). My company, my career and many in this field ultimately achieved wonderful results, in part because of talent and hard work, but also in part because of being in the right place at the right time. As I look at the clean energy industry, all I can think is, "I have seen this movie before; I know how it ends." 25 years from now when today's young folks are saying how they got in early, I would love for some of them to mention me. |
Employers. I also want to help clean energy companies get the best people, as talent is any company's best competitive advantage. It is hard to recruit the best when you and your industry are small and unproven compared to your competition, and so you often settle for the best you can get. Dayaway Careers seeks to level the playing field by making it easier for the best people and clean energy employers to see each other. |
Resources & Collaboration. My final reason for starting Dayaway is I have seen the powerful things people can do when they are placed in a situation where they can truly work together--where self-interest and common purpose are one. The "situation" is key. We can wait for it to happen or we can create the situation. By focusing on a growth industry, marketing to people interested in this industry and empowering them with tools to work together, Dayaway hopes to create the situation. |
RESUME
Education:
Purdue University, Business Management, Accounting & Finance, BS with distinction 1978Indiana University School of Law, Accelerated Program, JD 1982Employment:
Dayaway Careers, Founder & President, 2009Accenture (previously Andersen Consulting), Legal Group, 1988 - 2002General corporate practice emphasizing technology, IP, and commercial law, 1988 - 1996Legal group management, 1996 - 2002Arthur Andersen, Berman, Roberts & Kelly and Baxter Healthcare, 1978 - 1988John Marshall Law School, Adjunct Professor - Computer Law, 1988 - 1998Personal & Professional:
Married, two sons (17 & 24)Retired, 2002Enjoy: family, diversity, listening, building, discovering, problem solving and stewardship
Dayaway's Vision
Dayaway hopes to complete three growth stages: a job board sustained by its founder; a job board sustained by a community of interest; and, a true career center sutained by a community of interest.
Dayaway's Principles
When starting out on a journey, it's good to have a set of principles to help deal with with the uncertainty and questions that lie ahead. The following are Dayaway's principles. They likely will change. But they should help us grow Dayaway in terms of its direction, shape, internal organization and operation.
Easy--While sometimes the hard thing is the right thing, more often things are unnecessarily hard. A job search is hard on its best day. So, we need to always ask, "Is this too hard? Can we make it easier."
Employment Focus--We must stay focused on finding students jobs and finding employers students. If an activity or idea does not clearly futher this objective, we don't do it, even though it may be satisfying or beneficial towards some other worthy objective.
Work Hard and Have Fun--Success and happiness demands hard work and having fun. We need to produce a setting that enables both. We should become known both for our sense of purpose and humor.
Not-So-Profitable--Dayaway will not make a lot of money. Our services are free to students and employers. It's founder will finance it's costs, which therefore, must be kept low. It is not a charity (501c3), and so it will not receive, nor compete against other charities for, charitable donations. Like anyone who does a good job, Dayaway hopes employers will "tip" it for arranging a good hire. Dayaway may receive some internet advertising revenue depending upon its members' feelings on advertising. Revenues exceeding costs will be donated to clean energy related charities.
Moderating Competition--A good moderator enhances a process and it's outcome, for example a class discussion or a presidential debate. Dayaway must strive to be a good moderator. It must objectively and evenly support its three membership classes--students, employers and collaborators--recognizing the competition among these classes and between some of these members and Dayaway. In the words of an old advertisement, "we don't make the thing, we make the thing better."
Community & Collaboration--Most users will simply use the site once in a while, perhaps once. This group, our silent majority, is very important to Dayaway and the site must be useful to them. Many users, however, will want to do more--to design, build and run the site. We must empower them to collaborate, co-create and self-organize through the principles of: wiki-democracy; layered participation, turf and bridges; listening; personal interest; diversity; and influence versus change.
Wiki-democracy--The site will invite input from all users and weigh this input carefully when making decisions regarding the site's growth and operations. The site will need time and guidance to learn how to do this well, and promises that at all time its decisions and behaviors will be guided by its overall vision to enhance employment of college graduates in the clean energy field as well as its principles stated here.
Layered Participation, Turf and Bridges--we should strive to have a lot of people participating a little while a few people participate regularly to provide order and continuity. Often people want their own turf that they can claim ownership of and develop. At the same time, people benefit if they have the option to connect to others. So, we need common communication channels, appropriate standards, role definition and good organization.
Listen More--So many blogs, cable channels, advertisements. People have a lot to say. Those who can listen a bit more will stand out, be appreciated, learn something and perhaps make a difference. Our organization should work harder at listening and encouraging it.
Personal Interest--people generally do their best work when they do what really interests them. The best organizations place people in positions where they can do this. We must do this, largely by the roles we create.
Strength in Diverse Numbers--A group truly working together will get more done than individuals working independently. The diversity of experience, perspective and talent leads to richer and more efficient outcomes. So we need to actively seek and reward diversity at all levels (geographic, fields of study, age, professional backgrounds, gender, culture, etc.), and continuously look for the best combinations of diverse profiles.
Influence, not change--At best, we can influence people; we can't change them. Our site should enable people to be who they are, but within that context, to be a little better.
Dayaway Contact Information
Dayaway Careers LLC michaelbrownell@dayawaycareers.com FaxSkype: dayawaycareersLinked-in: Michael BrownellFacebook: Dayaway CareersDelicious: dayaway.jobs dayaway.link Delicious ExplainedTwitter: DayawayCareers Twitter ExplainedDayawayCareers.blogspot.com Our blog to show steady growth
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