Transcript
WEBVTT
1
00:00:05.799 --> 00:00:10.390
A paycheck doesn't just cut it anymore. It is important, especially in sales
2
00:00:10.429 --> 00:00:14.189
roles like people care about that,
of course, but you you also want
3
00:00:14.189 --> 00:00:17.789
to make sure that they feel people
want to feel like they belong somewhere.
4
00:00:17.829 --> 00:00:24.460
Hello, everybody, welcome again to
the HASHTAG sales series on BTB growth.
5
00:00:24.539 --> 00:00:28.980
I am your shiny boy cohost,
Patrick downs and stay. I am massively
6
00:00:29.019 --> 00:00:34.140
excited to be joined by FAZ,
the director of recruiting and Guild Education.
7
00:00:34.740 --> 00:00:39.049
Today we're going to be talking about
the wonderful world of employee retention. I've
8
00:00:39.130 --> 00:00:43.929
titled Today's episode the Job popcast.
Please add some colors your intro if you
9
00:00:44.009 --> 00:00:49.810
may. Absolutely hi, happy to
join you today. I was born Intohran,
10
00:00:50.039 --> 00:00:53.479
you're on, and have moved around
a little bit during my life.
11
00:00:53.520 --> 00:00:57.240
I've lived in Canada, the UK
and most recently now in the bay area
12
00:00:57.280 --> 00:01:02.439
in the US. I am really
passionate about the work that I do.
13
00:01:03.320 --> 00:01:07.750
I've worked in a number of different
areas in consulting, television, nonprofits,
14
00:01:08.469 --> 00:01:14.349
but will as startups and everything,
and most recently I do recruiting in education
15
00:01:14.629 --> 00:01:18.980
technologies, in the education technology space, and really what I do is I
16
00:01:19.180 --> 00:01:23.900
help companies build talent systems that scale
through rapid growth. So I'm passionate about
17
00:01:25.019 --> 00:01:30.819
skills based hiring and growing diverse teams
that are really geared towards impact and innovation,
18
00:01:30.859 --> 00:01:34.450
and I love thinking about how you
will help align diverse teams to achieve
19
00:01:34.530 --> 00:01:38.010
really big, audacious goals. I
love it. I wish I had a
20
00:01:38.129 --> 00:01:42.849
good way to explain who I am
and such a sustainct way that you just
21
00:01:42.010 --> 00:01:46.969
did. I was beautiful. Thank
you so much. And now we're going
22
00:01:46.969 --> 00:01:49.480
to get into the uncomfortable part of
the interview where I turn the spotlight over
23
00:01:49.560 --> 00:01:53.000
to you and ask three personal questions, and whatever you want to answer,
24
00:01:53.040 --> 00:01:56.879
you can answer, but we'll get
through it together. I'll be here.
25
00:01:57.599 --> 00:02:01.390
So the first one, we're going
to start soft here. What bothers you
26
00:02:01.670 --> 00:02:07.310
the most about yourself? Oh,
that's a really great question. I think
27
00:02:07.549 --> 00:02:13.030
I can be impatient at times.
So I have a posted note above my
28
00:02:13.550 --> 00:02:16.099
desk that says breathe and be patient. So I think that's probably one of
29
00:02:16.180 --> 00:02:22.219
the things that that I'm working on. Where did they, the post of
30
00:02:22.259 --> 00:02:23.460
note, come from? What happened
before you put that there? At the
31
00:02:23.539 --> 00:02:30.210
cause? Now you know there's like
you have tension filled moments, and in
32
00:02:30.370 --> 00:02:34.770
those moments, you know you're in
a conversation with a colleague or you're working
33
00:02:34.810 --> 00:02:38.050
on a project, and I noticed
that. I immediately I'm like filled with
34
00:02:39.169 --> 00:02:42.889
you know, let's do this,
I want to get dive right in,
35
00:02:43.050 --> 00:02:46.360
I want to like figure this shit
out, and sometimes it kind of backfires
36
00:02:46.400 --> 00:02:50.800
where people feel like well, don't
know what we're supposed to do here now.
37
00:02:51.319 --> 00:02:53.520
So I remind myself that I need
to take a couple of moments to
38
00:02:53.680 --> 00:02:59.750
breathe, be patient and and try
to re engage from from that point.
39
00:03:00.430 --> 00:03:04.909
Do you meditate at all? I
do, actually, I've started probably like
40
00:03:05.030 --> 00:03:09.550
a year or two ago and you
know, during covid it has been it
41
00:03:09.669 --> 00:03:15.340
has become increasingly necessary. So I
don't have a very robust practice. I
42
00:03:15.419 --> 00:03:17.939
probably meditate about ten minutes a day
in the mornings and I'm trying to stick
43
00:03:17.979 --> 00:03:22.419
with that. Yeah, I went
from ten minutes a week to ten minutes
44
00:03:22.460 --> 00:03:27.930
a day pretty quickly after the lockdown
situation. It was necessary. I have
45
00:03:27.969 --> 00:03:31.449
to keep track and kind of bribe
myself to to meditate, but it's worked
46
00:03:31.490 --> 00:03:35.610
in its working so all you meditate
a hear's piece of candy. There you
47
00:03:35.689 --> 00:03:39.889
go. Something like that. All
right. Next question. What is the
48
00:03:39.930 --> 00:03:45.240
last time that you cried like really
hard, not just like a little tiny
49
00:03:45.319 --> 00:03:49.240
sprinkle out of the eye, but
like a full on ugly saw? Who?
50
00:03:50.080 --> 00:03:52.639
I don't know it was a full
on ugly saw, but I did
51
00:03:52.919 --> 00:03:59.310
a hundred percent blubber. Two nights
ago I was watching the Democratic National Convention
52
00:03:59.629 --> 00:04:04.389
and watched Obama and then come a
hi us and just followed my eyes autos
53
00:04:04.469 --> 00:04:10.060
just like this is beautiful. So, yeah, I can feel the emotion
54
00:04:10.379 --> 00:04:12.819
coming off of you right now.
Just when you said, come on,
55
00:04:12.939 --> 00:04:15.259
I Harris his name, you keep
started like tearing up a little bit.
56
00:04:15.379 --> 00:04:20.180
I love it. Yeah, I'm
feeling it too. This might actually be
57
00:04:20.259 --> 00:04:25.370
a crossover question. But my last
one is what is something that happened recently
58
00:04:25.410 --> 00:04:29.250
and then made you feel really optimistic
about humanity? That is a really good
59
00:04:29.290 --> 00:04:33.649
question. I think you know when
when I hear moments where people kind of
60
00:04:33.769 --> 00:04:39.759
selflessly put other people ahead of themselves
and think about not just what is good
61
00:04:39.800 --> 00:04:42.720
for me, but what is good
for the people around me, what is
62
00:04:42.759 --> 00:04:46.519
good for the broader society and community
that lives around me, that makes me
63
00:04:46.680 --> 00:04:49.560
really happy and and you know,
like watching the news and what's going on
64
00:04:49.680 --> 00:04:54.470
around the world. It's so easy
to feel like we're in in a world
65
00:04:54.709 --> 00:04:59.750
that everyone's just out for themselves and
so, you know, there's you know,
66
00:04:59.790 --> 00:05:02.029
are sure the DNC does this on
purpose? You can, they kind
67
00:05:02.029 --> 00:05:04.269
of push those buttons a little bit, but are a couple of moments of
68
00:05:04.350 --> 00:05:09.300
that during the the broadcast and also
kind of in the work that I do.
69
00:05:09.500 --> 00:05:13.019
You know, it's really great.
I feel very fortunate to be in
70
00:05:13.100 --> 00:05:16.420
a position where I get to connect
people together and connect people to jobs and
71
00:05:16.899 --> 00:05:20.970
jobs that they really enjoy and kind
of get excited about. So you know,
72
00:05:21.089 --> 00:05:24.649
when you get the chance to do
those kinds of things and when you
73
00:05:24.689 --> 00:05:27.290
see other people doing those kinds of
things, those are the moments they give
74
00:05:27.329 --> 00:05:30.569
me help. Such a good answer. You should be a politician. No,
75
00:05:30.769 --> 00:05:34.449
please, now. Just kidding.
That sounds like hell, but I
76
00:05:34.529 --> 00:05:40.199
think you'd be good at still shifting
gears completely. Let's go into the main
77
00:05:40.319 --> 00:05:44.240
topic. So we're going to be
talking about retention. I'm coming from a
78
00:05:44.279 --> 00:05:47.560
sales background. I'm the sales and
element trainer a company called Pantadog, and
79
00:05:48.079 --> 00:05:51.949
something that I've been getting concerned about
recently is the ten year of salespeople.
80
00:05:53.029 --> 00:05:55.709
I mean I'm sure you've seen the
stat of the ten year of a VPS
81
00:05:55.750 --> 00:05:59.790
sales about eighteen months and the average
ten year of an AE is about twenty
82
00:05:59.870 --> 00:06:02.189
five months to and half years.
And then we have a ramp period that's
83
00:06:02.230 --> 00:06:05.819
about six months and you don't get
to the peak of your performance until about
84
00:06:05.819 --> 00:06:09.540
a year. So that a third
of your time and then, if you're
85
00:06:09.540 --> 00:06:13.699
a VP of bet half is spent
on ramping up and then you're just gone.
86
00:06:15.060 --> 00:06:17.649
I can't get over how crazy that
is. Have you noticed this trend
87
00:06:17.730 --> 00:06:23.250
in other fields or is this kind
of unique to sales? It's really interesting.
88
00:06:23.370 --> 00:06:28.850
I think there's there's definitely aspect of
it for more unique to sales because
89
00:06:28.970 --> 00:06:33.959
of the way sales compensations are structured. People move themselves out of rolls really
90
00:06:34.000 --> 00:06:38.720
quickly if they don't feel like they're
going to hit targets. So it kind
91
00:06:38.759 --> 00:06:42.879
of forces that. It's a forcing
function to some extent. But you see
92
00:06:43.079 --> 00:06:46.389
in other areas as well. It's
not just unique to sales. I think
93
00:06:46.790 --> 00:06:50.629
in the bay area and within the
tech world we're starting to see a shift
94
00:06:50.670 --> 00:06:56.389
towards people thinking less and less about
each step in their career, as I'm
95
00:06:56.389 --> 00:06:58.670
going to be here forever. I'm
going to be here till I retire.
96
00:06:58.750 --> 00:07:00.819
That's like not even a thing anymore, and now instead it's like two,
97
00:07:01.060 --> 00:07:05.060
twenty, three or sins seem like
the sweet spot for a lot of people,
98
00:07:05.579 --> 00:07:09.339
and that's not even within sales.
So I think it's definitely a trend
99
00:07:09.339 --> 00:07:12.060
that we're seeing more and more and
with what's going on in the GIG economy,
100
00:07:12.540 --> 00:07:15.889
it will likely continue. But knowing
that, you know, knowing that
101
00:07:16.170 --> 00:07:19.569
rank up time and knowing how long
it takes for people to really be effective
102
00:07:19.610 --> 00:07:24.970
and add value, I think it's
an everyone's best interest, including companies and
103
00:07:25.129 --> 00:07:30.519
employees, to try to expand that
a little bit and and see how,
104
00:07:30.160 --> 00:07:34.360
you know, figure out ways where
you keep people engaged and interested in a
105
00:07:34.399 --> 00:07:39.680
job and in a company for longer. So I think that we're going to
106
00:07:39.720 --> 00:07:43.480
have a really interesting conversation thinking about
how we how we actually do that.
107
00:07:43.600 --> 00:07:47.470
How do you retain and keep people
engaged for longer stretches of time? Yeah,
108
00:07:47.470 --> 00:07:49.629
that was going to be my next
question. Actually just still around in
109
00:07:49.670 --> 00:07:54.949
my mouth. Well, what are
some things that you've seen successfully keep people
110
00:07:55.069 --> 00:08:00.459
engaged in their job? That's a
that's a really big question and I think
111
00:08:00.579 --> 00:08:05.100
most of what I'm going to say
is not going to be like revelations and
112
00:08:05.620 --> 00:08:09.180
you it's probably stuff that we've all
heard before, but it's really thinking about
113
00:08:09.180 --> 00:08:13.449
how you actually implement that within a
company. So I think so much of
114
00:08:13.610 --> 00:08:18.490
that starts within the recruiting process.
So it's before someone even starts, making
115
00:08:18.529 --> 00:08:24.209
sure that the interview stages and the
process in which you select the candidates is
116
00:08:24.290 --> 00:08:26.720
not just about is this person right
for us, but are we right for
117
00:08:26.839 --> 00:08:31.519
them? Is this the right the
right company, the right setting for them
118
00:08:31.600 --> 00:08:35.679
to add value? And how you
do that is making sure that the candidate
119
00:08:35.720 --> 00:08:41.950
also has the opportunity to assess that
for themselves, asking them really honest questions
120
00:08:41.070 --> 00:08:43.950
about what they're what they're trying to
get out of the next couple of years
121
00:08:43.990 --> 00:08:48.789
of their career, thinking about does
that really align with what we're looking for?
122
00:08:48.110 --> 00:08:52.629
Sometimes I see hiring managers and and
recruiters get really desperate. They're like
123
00:08:52.710 --> 00:08:56.539
we need to hire for this role
immediately, we needed this yesterday, and
124
00:08:58.139 --> 00:09:01.419
that causes people to just say,
well, this person's probably right, they
125
00:09:01.539 --> 00:09:05.820
look great on paper and even though
this role is not quite the right fit
126
00:09:05.899 --> 00:09:09.899
for what they're looking for in the
next chapter their career. Let's let's see
127
00:09:09.899 --> 00:09:11.129
if we can make this work,
and I think that's a mistake in the
128
00:09:11.250 --> 00:09:16.289
long run. So really, I
would say first step is thinking about that
129
00:09:16.450 --> 00:09:20.049
in the hiring process, making sure
you're thinking about what is the role?
130
00:09:20.169 --> 00:09:22.009
What is this going to look like? You know, not just today as
131
00:09:22.049 --> 00:09:24.919
we're thinking about it, but would
have success in this role look like six
132
00:09:26.000 --> 00:09:30.000
months, twelve months down the line? And who will we need to add
133
00:09:30.000 --> 00:09:33.440
value here? And can we kind
of boil that down to a couple of
134
00:09:33.480 --> 00:09:39.269
competencies or skills so that we look
for the right kind of fits and as
135
00:09:39.389 --> 00:09:43.629
those people as he's trying to assess
candidates, keeping that in mind. So
136
00:09:43.750 --> 00:09:46.070
that's kind of really the first step. It's the foundation. Then, once
137
00:09:46.190 --> 00:09:52.470
you have successfully, hopefully hired someone, you really want to spend a good
138
00:09:52.590 --> 00:09:56.539
amount of time, and I think
this is so easy to overlook and just
139
00:09:56.700 --> 00:10:00.899
ignore, on boarding it. No
one loves doing it. It seems so
140
00:10:00.980 --> 00:10:05.059
boring and it seems like such a
long, laborious step, but effective onboarding
141
00:10:05.820 --> 00:10:09.649
makes all the difference. You know, we talked a lot about first impressions.
142
00:10:09.929 --> 00:10:15.090
onboarding is really kind of like the
second first impression you have for someone
143
00:10:15.129 --> 00:10:18.129
at it, at it in a
roll and in a company. So making
144
00:10:18.210 --> 00:10:22.679
sure that through the onboarding pro process, you kind of reiterate what the role
145
00:10:22.000 --> 00:10:26.480
is and isn't, what the expectations
really are for someone. What would they
146
00:10:26.639 --> 00:10:31.480
what would you call success, and
what would you call like exceeding that expectation
147
00:10:31.919 --> 00:10:35.360
six and twelve months down the line
and setting those boundaries from from the very
148
00:10:35.440 --> 00:10:41.070
beginning thinking about you know, that's
like within onboarding. There's a whole bunch
149
00:10:41.110 --> 00:10:43.830
of stuff you need to think about
and we can kind of go back and
150
00:10:43.870 --> 00:10:48.149
talk about that in a bit.
But really I think more and more millennials,
151
00:10:48.269 --> 00:10:50.940
Gen Z and and people kind of
early and mid levels in their career
152
00:10:50.980 --> 00:10:56.019
are thinking about more than just a
paycheck. So a paycheck doesn't just cut
153
00:10:56.019 --> 00:11:01.539
it anymore. It is important,
especially in sales roles like people care about
154
00:11:01.539 --> 00:11:03.730
that, of course, but you
you also want to make sure that they
155
00:11:03.769 --> 00:11:07.769
feel. People want to feel like
they belong somewhere. So how do you
156
00:11:07.889 --> 00:11:11.970
make that happen? The other part
is that they need to think about they
157
00:11:13.049 --> 00:11:16.330
need to feel and think that they
are contributing and doing meaningful work, that
158
00:11:16.529 --> 00:11:22.039
their work is purpose driven and that
can be, you know, in a
159
00:11:22.080 --> 00:11:24.600
number of ways. It can be
partially purpose driven by I feel like my
160
00:11:24.879 --> 00:11:28.720
work is going to help my own
career, it will help me kind of
161
00:11:28.000 --> 00:11:33.389
elevate myself to the next stage in
that career. It can be more it
162
00:11:33.470 --> 00:11:37.149
can be more broad, like how
does this help my team or my company
163
00:11:37.190 --> 00:11:39.549
succeed? And and that can give
people a sense of purpose as well.
164
00:11:39.990 --> 00:11:43.389
And of course there's this other aspect
of it which could be mission driven and
165
00:11:43.509 --> 00:11:48.460
like I'm not just helping myself or
my team, but this actually helped the
166
00:11:48.700 --> 00:11:52.059
community and society in which I live
in. There's there's meaning to that work
167
00:11:52.179 --> 00:11:56.899
beyond just my own self interest and
I think that makes a huge difference for
168
00:11:56.019 --> 00:12:01.049
people making sure that they feel engaged
and feel persistent through the times when,
169
00:12:01.409 --> 00:12:05.690
you know, everyone has those moments
in their jobs where you feel like nothing
170
00:12:05.809 --> 00:12:09.570
is going right. I'm working long
hours and banging my head against the wall,
171
00:12:09.809 --> 00:12:11.889
thinking to myself why, like why
am I doing this? Why am
172
00:12:11.889 --> 00:12:16.159
I'm working so hard? What's the
point? And in those moments you want
173
00:12:16.200 --> 00:12:18.480
to have an answer to that.
Why? If an employer does not help
174
00:12:18.799 --> 00:12:24.440
employees find the answer to that why
and does not instill that in them in
175
00:12:24.559 --> 00:12:28.240
those moments are when you start to
lose and chip away at their engagement.
176
00:12:28.720 --> 00:12:33.070
So you have to you have to
know and expect that those moments will happen
177
00:12:33.590 --> 00:12:37.870
and plan for them by instilling that
sense of purpose and meaningful work within their
178
00:12:37.990 --> 00:12:41.470
work and finding ways to do that. And then, finally, I think
179
00:12:41.509 --> 00:12:46.460
you know another aspect that that more
and more people are thinking about our benefits
180
00:12:46.620 --> 00:12:50.740
and benefits that matter. So,
you know, having chips in the office
181
00:12:50.779 --> 00:12:54.179
or a foodsball table. There was
a time in which that was really novel
182
00:12:54.340 --> 00:12:58.169
and and Swade maybe people, but
I don't think that cuts it anymore.
183
00:12:58.169 --> 00:13:03.289
And especially now in a covid life
we're all working from home. Knowing that
184
00:13:03.409 --> 00:13:05.690
my office has all these amazing perks
and it's such a great view and whatever,
185
00:13:05.970 --> 00:13:09.009
just doesn't mean anything to me anymore. So now you have to really
186
00:13:09.090 --> 00:13:13.120
engage with your employees and think about
what is meaningful to them, what would
187
00:13:13.120 --> 00:13:18.360
help them, what do they want? And I think they're there's probably two
188
00:13:18.159 --> 00:13:22.039
big ones that will that will likely
come up, but they're I'm sure they're
189
00:13:22.080 --> 00:13:24.639
going to be, you know,
instances of other things. So the first
190
00:13:24.639 --> 00:13:30.429
one would be learning and development.
Are you providing opportunities for them to learn
191
00:13:30.429 --> 00:13:33.590
and grow? Are you really helping
them figure out what the next five,
192
00:13:33.629 --> 00:13:37.389
hundred, ten, twenty years of
their career looks like, knowing that that
193
00:13:37.470 --> 00:13:41.460
will likely not be with you with
this employer? But how do you set
194
00:13:41.539 --> 00:13:45.419
them up for success longer term?
That helps people. You shouldn't think about
195
00:13:45.460 --> 00:13:50.179
your your training them for someone else. What if you don't train them and
196
00:13:50.379 --> 00:13:54.539
then they stay? That's even worse. So you really have to think about
197
00:13:54.980 --> 00:13:58.570
how you helped elevate everyone's game,
and especially people who are like early or
198
00:13:58.649 --> 00:14:01.970
mid levels in their careers. You
know placed a large emphasis on that.
199
00:14:03.330 --> 00:14:05.889
The other side of that might be
people who were later on in their careers
200
00:14:07.049 --> 00:14:11.960
might really enjoy the opportunity to mentor
and and advise, you know, people
201
00:14:11.000 --> 00:14:13.960
earlier on in the career. So
so that can go both ways and it
202
00:14:15.080 --> 00:14:18.080
has a lot of benefits and kind
of can engage employees and then in a
203
00:14:18.120 --> 00:14:20.360
whole different level. And then,
of course, I think the final thing,
204
00:14:20.440 --> 00:14:26.269
and impacted even more by covid is
thinking a little bit flexibly about how
205
00:14:26.309 --> 00:14:30.230
work can be done. So you
know, there was a time not that
206
00:14:30.429 --> 00:14:33.149
long ago that we thought everyone needs
to be in an office to be effective
207
00:14:33.269 --> 00:14:37.700
and to be productive. That has
a hundred percent been shattered like we cannot,
208
00:14:39.019 --> 00:14:43.179
we cannot hide behind that that anymore. So everyone has to work from
209
00:14:43.179 --> 00:14:46.779
home, or at least for the
first see of future. How do we
210
00:14:46.940 --> 00:14:50.019
make that flexibility go one level deeper, knowing that people might have kids at
211
00:14:50.059 --> 00:14:52.929
home, that they might be taking
care of things, that they have a
212
00:14:54.049 --> 00:14:58.570
whole life going on as well?
Finding that flexibility and balance between work and
213
00:14:58.769 --> 00:15:01.809
life will help employees feel more engaged. So I think those are probably a
214
00:15:01.850 --> 00:15:05.730
couple of the things that you really
want to think about. I think you
215
00:15:05.889 --> 00:15:11.240
just solved the problem. I mean
that's incredible. I mean I assume that
216
00:15:11.320 --> 00:15:13.799
stuff that you've done, that the
companies you've worked out. I mean,
217
00:15:13.879 --> 00:15:16.759
yes, no, right, you
definitely. Every company, I think,
218
00:15:16.879 --> 00:15:22.750
tries and thinks about these things.
Now, how successful you are in implementing
219
00:15:22.830 --> 00:15:26.710
and actually carrying this stuff out really
depends on the commitment of senior leaders at
220
00:15:26.789 --> 00:15:31.350
the company, really depends on if
you have the right people implementing these things
221
00:15:31.429 --> 00:15:35.139
and, of course, really listening
to to your employees, like what is
222
00:15:35.299 --> 00:15:39.659
working and what isn't. You know, having ways where you engage them ask
223
00:15:39.700 --> 00:15:43.860
questions, where they feel like they
can, they can give you feedback on
224
00:15:43.100 --> 00:15:46.659
you know this. This looked great
in theory, but as we're going through
225
00:15:46.700 --> 00:15:52.169
it it's not quite that right that
if you allow that dialog to happen,
226
00:15:52.730 --> 00:15:56.009
employees will tell you what they really
want and will tell you how you can
227
00:15:56.049 --> 00:15:58.730
keep them engaged and keep them there
for they who said this, but I
228
00:15:58.769 --> 00:16:03.809
remember someone told me once like anytime
you see a good movie, it's almost
229
00:16:03.850 --> 00:16:07.000
a freaking miracle that that happened.
If you think about how many moving parts
230
00:16:07.000 --> 00:16:11.000
that were, like, even all
the way down to the catering, you
231
00:16:11.080 --> 00:16:12.879
know, like if Johnny Depp didn't
get the cheese he liked on that day
232
00:16:12.879 --> 00:16:17.600
that he's shot the pivotal scene,
that's that's just all out the window right.
233
00:16:17.679 --> 00:16:19.590
So everything has to go right.
Like you said, the right people
234
00:16:19.629 --> 00:16:22.470
have to be in the right spot, everybody has to be actually bought in,
235
00:16:23.070 --> 00:16:27.029
and that's something that I've seen to
be a huge problem, is people
236
00:16:27.070 --> 00:16:32.070
don't believe in whatever the mission in. What are some tactics you might have
237
00:16:32.149 --> 00:16:34.539
used in the past or some ways
that you can think about the situation to
238
00:16:34.620 --> 00:16:38.580
help get people bought in to get
help people buy into the mission of a
239
00:16:38.700 --> 00:16:42.460
company, and especially the mission of
what you were talking about, like aligning
240
00:16:42.500 --> 00:16:48.129
everything along this like long journey where
people feel like they're in the right space
241
00:16:48.169 --> 00:16:49.450
and they're doing the best work of
their life. I think, again,
242
00:16:49.490 --> 00:16:52.490
it's a really good question. It
goes back to recruiting. Like, as
243
00:16:52.570 --> 00:16:56.490
you are recruiting, if you have
recruiters that are smart and asking the right
244
00:16:56.490 --> 00:17:00.679
questions of people before you know,
asking questions that are not leading, you
245
00:17:00.720 --> 00:17:04.119
don't ask the candidate, do you
love working in a startup environment? Of
246
00:17:04.200 --> 00:17:07.400
course everyone's going to say yes,
but do you do they understand what the
247
00:17:07.480 --> 00:17:11.440
realities of working in a startup environment
mean right? Do they understand that that
248
00:17:11.559 --> 00:17:15.470
means chaos, that that means structures
that you might be really used to in
249
00:17:15.630 --> 00:17:19.990
enlarge, well structured environments might not
be there, that you need to build
250
00:17:21.029 --> 00:17:25.109
that infrastructure as you go? So
I think that that goes back to the
251
00:17:25.150 --> 00:17:29.069
same thing with the mission. You
know, I work in education technology.
252
00:17:29.190 --> 00:17:33.140
It's very mission driven. A lot
of the people that I speak to are
253
00:17:33.660 --> 00:17:37.900
incredibly excited about that. I don't
need to sell them on why education is
254
00:17:37.980 --> 00:17:44.849
so important in our society today and
especially to late today. Right, if
255
00:17:44.930 --> 00:17:48.009
you if you listen for those cues
and make sure that that people already come
256
00:17:48.130 --> 00:17:52.329
with this alignment of values within themselves
and check their values against the values of
257
00:17:52.410 --> 00:17:56.089
the company, you get that alignment. You don't want to look for culture
258
00:17:56.170 --> 00:18:00.799
fit. Culture fit sounds to me
very scary, like a cult. We're
259
00:18:00.839 --> 00:18:03.480
building a cult. Let's make sure
everyone fits right into this right. Instead,
260
00:18:03.519 --> 00:18:07.279
what you want to think about is
culture AD and value fit. So
261
00:18:07.319 --> 00:18:11.640
if you have a really clear sense
of what are we doing here, what
262
00:18:11.759 --> 00:18:17.390
are the values that we work against, and those should hopefully really closely aligned
263
00:18:17.390 --> 00:18:19.869
to the mission of your company and
what you're actually trying to achieve, then
264
00:18:19.950 --> 00:18:23.950
you can check that against the candidates
that you're looking at and against the people
265
00:18:23.990 --> 00:18:27.779
that you hire. Do they hold
those same values dear for themselves? It
266
00:18:27.900 --> 00:18:32.019
doesn't have to be a perfect match, but, for example, if you're
267
00:18:32.019 --> 00:18:37.740
doing impact driven work and this person
is really driven by money in it's not
268
00:18:37.819 --> 00:18:41.019
a judgment, but they're in a
stage in their life or they're in a
269
00:18:41.099 --> 00:18:45.089
place in you know what they're what
they're doing, that money really makes a
270
00:18:45.130 --> 00:18:48.809
difference for them. You're not going
to this isn't going to quite mesh in
271
00:18:48.930 --> 00:18:52.089
the same way. Their values are
not aligned with what your company's values are.
272
00:18:52.450 --> 00:18:56.359
So making those decisions early on,
understanding what you're really trying to achieve,
273
00:18:56.559 --> 00:19:00.640
how that aligns with how you actually
work and conduct yourself as a business,
274
00:19:00.920 --> 00:19:04.200
and then making sure you check that
against candidates that you speak to,
275
00:19:04.319 --> 00:19:10.000
I think is really important. Now
what happens when you have people already employees,
276
00:19:10.029 --> 00:19:14.190
already engaged or or already here the
company? I think at that point
277
00:19:14.269 --> 00:19:18.589
it's really important to find that purpose
in the work. And again, you
278
00:19:18.670 --> 00:19:21.470
know, if you're a mission driven
company, part of that work is already
279
00:19:21.470 --> 00:19:25.220
done for you. You can you
can easily connect people's work to the broader
280
00:19:25.299 --> 00:19:27.579
mission of the company and what they're
trying to achieve. If your company is
281
00:19:29.019 --> 00:19:32.740
profit driven or not a mission driven
company, it doesn't mean that you still
282
00:19:32.740 --> 00:19:36.099
can't have purpose. You just have
to find what that purpose is within the
283
00:19:36.220 --> 00:19:38.690
team. You have to think about
can innovation be a purpose? We're trying
284
00:19:38.730 --> 00:19:44.289
to do something really new and unique
here. Can you get people excited about
285
00:19:44.329 --> 00:19:48.289
that? That can be great on
its own. Can you get people excited
286
00:19:48.329 --> 00:19:49.849
about what you're going to learn through
this process? This is going to be
287
00:19:49.890 --> 00:19:52.799
a hard journey as we go through. We're trying to sell something that is
288
00:19:52.839 --> 00:19:56.640
like unique and doesn't quite you know, we have to sell this a little
289
00:19:56.640 --> 00:20:00.720
bit more. You know, this
is a complex sales right, but along
290
00:20:00.720 --> 00:20:06.079
the way you're going to learn all
these things and this will help you find
291
00:20:06.279 --> 00:20:08.349
these types of jobs or it will
set you up for success in these types
292
00:20:08.390 --> 00:20:12.230
of careers. That can be really
great way to kind of connect someone to
293
00:20:12.349 --> 00:20:15.829
the purpose of I'm going to learn
a lot through this. So I think
294
00:20:15.829 --> 00:20:19.789
it's thinking about what what will work
in the context of your own company and
295
00:20:21.579 --> 00:20:25.940
figuring out ways to align that with
people's values and people's own personal missions.
296
00:20:26.819 --> 00:20:30.259
It's beautiful. Thank you. And
as we prepare to accent and say goodbye
297
00:20:30.819 --> 00:20:36.049
to each other into the audience,
what is some advice that you would give
298
00:20:36.130 --> 00:20:40.849
specifically maybe a recruiter, a person
in hr who's struggling with I. Attrition
299
00:20:40.930 --> 00:20:45.329
rates and just wants like, where
do I start? First? I think
300
00:20:45.849 --> 00:20:48.930
look at who you are using and
why. Try to understand that. A
301
00:20:49.680 --> 00:20:53.279
lot of the Times I see that
recruits don't pay up attention about to the
302
00:20:53.440 --> 00:20:57.839
candidates that they've hired and in the
company I continually check in with with my
303
00:20:59.200 --> 00:21:02.359
hiring manage and say how's that person
doing? Three months of past, how
304
00:21:02.599 --> 00:21:04.509
are they doing their job? Or
they successful? Six months of past,
305
00:21:04.589 --> 00:21:08.069
how are they doing now? You
know, if anyone is leaving our company
306
00:21:08.150 --> 00:21:11.470
that I've hired, I go back
and not only speak to them but I
307
00:21:11.509 --> 00:21:14.630
speak to their manager as well and
to their team. What went wrong here?
308
00:21:14.950 --> 00:21:18.660
Once you start to understand that,
don't make assumptions, but really go
309
00:21:18.819 --> 00:21:22.099
in and try to understand, be
curious about that, I think you'll get
310
00:21:22.099 --> 00:21:26.460
a better sense of you know,
where could I have helped see this further?
311
00:21:27.019 --> 00:21:30.380
You know, going back six months
to when I first hired them,
312
00:21:30.619 --> 00:21:33.490
was there any indications that I missed? was there any indications that maybe the
313
00:21:33.490 --> 00:21:37.849
hire managers in the team nest?
So I think taking the closer look at
314
00:21:37.890 --> 00:21:42.369
your own loop will help you and
overtime hopefully you'll start to see either some
315
00:21:42.569 --> 00:21:45.529
patterns or you will see will you
know, you lose people from time to
316
00:21:45.609 --> 00:21:48.480
time. You can't. You can't
change that, but but making sure that
317
00:21:48.599 --> 00:21:52.960
it doesn't become or revolving door.
And the thing that I wrote down and
318
00:21:53.720 --> 00:21:59.000
underlined and put three explanation points on
was at the culture add and value fitline.
319
00:21:59.440 --> 00:22:00.670
God, that's good that that would
fit like really good on like a
320
00:22:00.750 --> 00:22:04.470
snapple bottle Cape. I love it. Them credit for that, for that
321
00:22:04.589 --> 00:22:07.509
snappy statement. It's not mine,
it's out there in the world. I
322
00:22:07.710 --> 00:22:12.029
can't remember who I've heard it from, but it's really it's exactly kind of
323
00:22:12.390 --> 00:22:15.819
you know, on point you really
have to think about. You're not culture.
324
00:22:17.339 --> 00:22:21.099
You look at culture add with building
a cult sorty culture bit you're building
325
00:22:21.140 --> 00:22:23.259
a cult. What you want to
look at this culture AD and value fit.
326
00:22:23.619 --> 00:22:30.410
You can have a really diverse population
of employees have the aligned on values.
327
00:22:30.609 --> 00:22:36.369
You probably can't have a super diverse
company and have everyone have the exact
328
00:22:36.410 --> 00:22:40.930
same culture. So as you're thinking
about diversity as well, you can have
329
00:22:41.170 --> 00:22:45.359
diversity and value alignment and that's how
you get people to work together well as
330
00:22:45.440 --> 00:22:48.799
well. I think especially in America
we have the most opportunity for that.
331
00:22:48.839 --> 00:22:51.359
I mean where the melting pie right
like. We need to take advantage of
332
00:22:51.359 --> 00:22:55.160
the fact that. How any perspectives
we have saw on it? Is there
333
00:22:55.200 --> 00:22:57.990
anything that you want to plug before
we go today? You know, I
334
00:22:59.150 --> 00:23:02.269
care not plug this because this is
just something that's so near and dear to
335
00:23:02.349 --> 00:23:07.390
my heart is stop around diversity and
belonging right. Thinking about this. Is
336
00:23:07.670 --> 00:23:11.349
this where in a moment in American
history and really around the world, where
337
00:23:12.339 --> 00:23:18.180
this is becoming increasingly obvious that we
we've missed the mark here right. And
338
00:23:18.579 --> 00:23:22.059
I think what's important is it as
a company, if you're not paying attention
339
00:23:22.140 --> 00:23:27.769
to this, your employees are,
you will lose people and more. More
340
00:23:27.849 --> 00:23:33.809
millennials care about that. They want
to feel and it's not just the underrepresented
341
00:23:33.890 --> 00:23:37.769
minorities that care about this. Everyone
cares about this. So really thinking about
342
00:23:37.849 --> 00:23:42.400
how you pull yourselves and your employees
accountable to that, how you think about
343
00:23:42.400 --> 00:23:47.279
the makeup of your team and how
you that, also knowing that that also
344
00:23:47.319 --> 00:23:51.200
helps your bottom line. More diverse
teams do better in terms of revenue.
345
00:23:51.519 --> 00:23:55.440
You know, solve better, solve
more challenging problems and all of that stuff.
346
00:23:55.480 --> 00:23:59.789
So thinking being intentional and how you
win talent over and knowing that the
347
00:23:59.910 --> 00:24:03.509
longer you take to figure this out, the harder it's going to be.
348
00:24:03.670 --> 00:24:07.230
To write that Shit. And I
think, Hey, equity place a big
349
00:24:07.349 --> 00:24:12.460
part in not being really transparent or
clear about how you're thinking about pay will
350
00:24:12.539 --> 00:24:17.660
help you win more diverse talent over
as well. Percent Agree with you.
351
00:24:18.339 --> 00:24:22.339
Is there preferred method for people to
contact you and talk to you more about
352
00:24:22.339 --> 00:24:26.890
these topics? Absolutely, Linkedin is
a great way to reach out to me.
353
00:24:26.009 --> 00:24:30.450
Awesome. Same for me. I'm
on Linkedin way too much. Actually
354
00:24:30.490 --> 00:24:36.289
on Linkedin right now and having this
conversation, which is crazy right either way,
355
00:24:36.650 --> 00:24:40.319
I appreciate you all for listening.
I love you. Don't ever change.
356
00:24:40.920 --> 00:24:45.759
I'll see next time. This episode
is brought to you by Panda Doc.
357
00:24:45.079 --> 00:24:48.960
Sending your documents is pdf through email
is super old school. It's time
358
00:24:49.000 --> 00:24:53.069
to whole this socks off your prospects, clients and colleagues by creating, sending,
359
00:24:53.190 --> 00:24:57.349
tracking and e signing with Panda Doc. Go to panda doccom slash bb
360
00:24:57.549 --> 00:25:02.430
today and start a completely free trial. No credit card required.