WEBVTT
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Hello, and welcome back to another encouraging, inspiring, and including episode.
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of achieving unity success formula weekly podcast.
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Where we help turn chaos into connection.
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and purpose into action.
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I am your host, Mark Intrican.
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Founder of the Achieving Unity Success Formula,
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Also known as the Unity Success Formula,
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Which is available at www.unitiesuccessFormula.com.
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We are dedicated to success,
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Focus Solutions that improve lives by encouraging,
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Inspiring, and including others.
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It's all about unity, and this working together.
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It is a mindset.
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Today, as we enter a new year,
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And a new hiring cycle for a lot of people.
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Organizations across every industry.
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are seeking stability.
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Innovation and leadership maturity,
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Yet, many hiring systems.
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Quietly filter out the very people.
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who most consistently deliver.
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The outcomes they are looking for.
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I want to share 12 problems,
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With 12 possible solutions.
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But first, before we delve into this insightful discussion,
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Let me briefly introduce my company.
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Reality-focused dynamics.
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Where it all began.
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As you can see on the screen, it's my gift to you.
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This is my…
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Free Achieving Unity Guide.
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It's about ending things such as hate.
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Which is sometimes called distancing.
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And then… anger.
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Which may be seen as frustration.
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And then prejudice, which is sometimes prejudgment.
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We do those things instead of being encouraging.
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Inspiring, and including others. So please,
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You can look… get a copy of the…
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Unity Guide, you can see the Achieving Unity Guide at the bottom left-hand corner.
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With the QR code at the right, you'll see my Achieving Unity blog.
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That's where I put out several.
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newsletters, talking about different ideas and concepts
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about unity, personally,
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and professionally, because it's more.
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They're just the same, and more than just a quote.
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It's about us achieving unity.
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All of us for a better tomorrow.
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This is, again, achieving unity success formula, weekly podcast number 67.
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We did take off for the Christmas Eve and for the New Year's Eve, but we have put together 67 of these.
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All for you. These are every Wednesday.
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1PM Pacific Time, 4 p.m. Eastern Time,
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I want to help you put this on your calendar.
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Every week, come talk to us, come listen to us.
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And give us feedback. There's nothing we could do better.
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If we have feedback from you, that will help us out.
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Over and over again. Thank you.
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Reality, Focus Dynamics.
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As you can see, on our slide, our logo truly reflects the heart
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of what we do, and why we stand… we stand very firm in our mission.
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Notice how the word focused?
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sits right at the center.
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That is because everything that we explore…
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from reality-focused dynamics?
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to success-focused solutions,
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They resolve… I'm sorry, they re… they do resolve issues.
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But they revolve around clear,
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intentional direction.
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Being focused is essential to achieving unity.
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Creating solutions and building a successful life.
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It is even built into our business phone number.
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303-362-873
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3. Which spells 303 focus on your phone keypad.
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When you dial it, watch how you go through those letters.
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303-focused, F-O-C-U-S-E-D.
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What does FOCUS stand for?
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facilitate on clear,
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Unified, sustainable execution and delivery.
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We believe that when we stay truly focused on what matters,
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We create meaningful change.
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Long-term improvements and achieve lasting unity.
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So, if you can, look at those QR codes on the screen. You see our website, home on the left.
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You'll see our website contact on the right. Send me notes. I'd love to hear from you.
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Can't tell you that enough. Your insight, your ideas, and your concept
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will help us all build, professionally,
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And personally, over and over.
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Thank you.
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Unity inspires us in our homes,
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It shapes society.
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There we go. It's gonna get to the right screen here. We're having a little bit of IT problems in the things that we're working on, but…
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Reality-focused dynamic equals success-focused solutions.
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And again, that's where focus is centered in everything that we do.
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Everything that we do, what do we do?
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What we do is we show you proven
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Compassionate strategies that turn conflict
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Into lasting harmony, at home,
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at work, and in every relationship that matters.
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Personally, professionally,
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And socially. Are you ever frustrated by tension?
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But arguments with someone?
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My 7-Step Roadmap.
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Gives you the tools to move from conflict
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to collaboration. Quickly.
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And confidently.
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And this is personally and professionally.
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I work with families, I work with business owners,
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I work with executives. I also contract out to large companies.
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that need help, maybe because of mergers and acquisitions.
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Maybe just because a company has been together so long,
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It's become a trait.
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What I want to do is to help people.
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grow stronger.
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Are you craving stronger trust?
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Stronger connection? We help you discover communication tactics that build respect.
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repair relationships, and unify teams and families alike.
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What we do when I come in and help you do.
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is transform any conflict that you may have
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Interconnection.
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Together, achieving unity.
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Unity, as I mentioned earlier, inspires us.
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the friendships that we have, the relationships that we have,
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Our team's at work.
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Unity inspired us in our homes,
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It shapes our society, and it transforms our workplaces.
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And that's what we do, that's what I come in and help you do.
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is turn that frustration
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into understanding.
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Haven't we all said at times, what the
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frustration?
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Okay, maybe we didn't say frustration, but the points…
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very strongly right there.
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We need to find value in our actions. Instead of reacting in anger,
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Or frustration?
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Midtown, we show anger, but we know that anger holds no value.
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Anger is just actions not gaining effective results.
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Right, anger. A-N-G-E-R.
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Action's not gaining effective results. So why do we get angry?
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Does this no good. Yes, life happens. Life happens in every relationship.
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From personal to professional.
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From parenting time to partnerships.
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In the bedroom? In the boardroom?
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In every room in between.
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We show you how to embrace those challenges and encourage a more inspired,
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and inclusive future.
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Encouraging, inspiring, and including others. That's the E-I-I.
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One vision, one goal,
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Achieving unity in every.
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area of life.
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What is our call to action? Each and every one of us. And we need that call to action.
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What do we need to do? What can we do?
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Well, one thing that we can do is ditch the drama.
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Let's get stuff done.
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Well, I will come in and help you do, what I'll work with you on, is show you how to turn
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You're alive. From what may seem at times
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Like a dumpster fire.
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to a well-oiled machine.
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Put that anger aside.
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But those frustrations off on some… somewhere else.
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We don't need the prejudice. We don't need the prejudgment.
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We can work on achieving unity as a path
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That is stronger for relationships.
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Inspired leadership.
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and lasting change.
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True Lifetime Improvements.
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Let us help you with coaching, consulting,
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Courses, and especially keynotes speeches.
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We see all of the anger in the world today, all the problems.
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Let me come speak to your…
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association to your corporation, organization, your university.
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Let's get the message out.
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Let's build on what we can do.
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So let me… give me a call. Let me come speak to your organization.
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Contact me today.
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www.achievingunity.com.
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Or call me, again, 303…
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362-8733.
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Which is 303-focused. Looking forward to hearing from you.
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And for today, what we're going to talk about… talk about chaos.
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What about the hiring? What about people who are looking for work?
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Especially people that have been laid off.
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have been forced into retirement.
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Or who've just taken work off for a while, and they want to get back into the workforce.
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stream. Well, we have what's called the hiring
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contradiction. They say one thing,
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But they do another. So let's talk about those 12 problems that are happening today.
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And let's look at 12 possible solutions to help us.
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Build and get out of those problems.
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Because the first thing we have to ask ourself is,
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Would you hire you?
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At this age?
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Let's look at that first problem.
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Dedication. Is it defined correctly?
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Or is it misdefined?
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Too many times, experienced leaders…
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that are doing something more.
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They're doing their job, they're doing a great job,
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But they're looking at some outsored board positions.
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Helping be on the board of someone else.
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Taking other leadership roles. Sometimes just volunteer roles.
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They may be seen sometimes as not fully dedicated to the company.
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Well, who's saying that? Too many times, it's people that have been…
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Maybe just a little bit immature?
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Maybe a little bit…
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Selfish? Sometimes they're just a little bit…
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worried about their own job,
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And they're looking to put someone else down.
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Just as they think, it protects themselves.
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Well, it doesn't. It really doesn't, because in the reality,
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The people that are doing other,
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Task? Other jobs?
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Other committees, other organizations, outside of their primary work?
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They are generally more disciplined.
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more efficient.
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more effective and focused.
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That's one thing we have to look at. More focused on what they're doing,
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Because they CAN get out and get some work done.
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So what's our solution to that?
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What we have to do is measure outcomes.
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Not optics. Not to measure what they're doing, what they're accomplishing.
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The goals they're achieving, not what it looks like, not the optics, not what it seems like.
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We can't look at what someone else did when it's only the 20% or less.
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There are people out there.
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that are doing two jobs, and they're not doing well at their own job. Their primary job.
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But those are few and far between.
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They do hit the news.
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What does our news publish the most?
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the bad things. There are a lot of people out there that are doing a lot of great work,
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Doing a lot of things for themselves.
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For their families? For other families.
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For other companies. Their consistent delivery of high-value outcome
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proves they have a stronger focus.
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They have discipline. They have a time of stewardship
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then more of us have time stewardship than mere calendar availability.
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They can do more.
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They're able to do more, and they want to do more.
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So we need to take a look at that term dedication.
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And take it out of some of the jealousy that some people may have,
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But saying that people can do more, and they want to do more.
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Let's go look at problem number 2.
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Problem number two. Experience is confused with rigidity.
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Mature professionals are assumed to be less adaptable.
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One of the things that we know is once you have a mature individual,
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They know a lot more about what's right.
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what works, and what doesn't work?
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And again, something I may repeat,
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Several times in this podcast,
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I work a lot with the 80-20 rule.
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The Pareto Principle. There's always that 20%.
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And sometimes it's much less than 20, maybe it's only 5%.
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that are causing the problem.
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But the other 80%, even 95%,
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are doing well. There are people who will not be able to do this well,
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But there's people who will not do anything well.
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Well, we have to look at is who is doing the best.
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Massure professionals, too many times are soon to be less adaptable,
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But they may be the most adaptable people that we know.
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So the reality is,
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Most mature workers.
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Even though they may be doing things for other organizations, they may be on the board of other
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Organizations that may be the president.
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of a non-profit outside of work.
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Those are the people that have navigated more change.
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Then the younger hires.
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That's the reality. These are people that can do more.
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Again, as I mentioned, there are some that don't.
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But the majority do. And they do it well.
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So when people are looking to hire,
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Those are the people they need to look toward.
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The mature adult, the mature workforce.
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So that they, too, can help your company.
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grow and build.
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So what is the solution to this?
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The solution is to assess
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Learning Agility.
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Not the year they were born, not their birth year.
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With that learning agility, the things that they can do,
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to build on where they go.
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And what they're doing.
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That's what it's all about. We have to learn that that agility
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ability to be agile.
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Despite having successfully navigated more organizational change,
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Technology shifts and leadership transitions, and the younger candidates, they are more mature.
00:17:05.000 --> 00:17:10.000
Those professionals, though, too many times are overlooked.
00:17:10.000 --> 00:17:12.000
We need to make sure
00:17:12.000 --> 00:17:14.000
that that experience
00:17:14.000 --> 00:17:17.000
is treasured.
00:17:17.000 --> 00:17:21.000
And not confused with just rigidity, that that's the only way. And again,
00:17:21.000 --> 00:17:26.000
There are people out there that want to bring their problems from the other company or prior company,
00:17:26.000 --> 00:17:28.000
into the next company?
00:17:28.000 --> 00:17:34.000
That's where you have to ask the questions, and what we're talking about in this podcast.
00:17:34.000 --> 00:17:36.000
We need to be able to ask those questions.
00:17:36.000 --> 00:17:38.000
other people that we're hiring,
00:17:38.000 --> 00:17:41.000
And get the people, to hire the people,
00:17:41.000 --> 00:17:43.000
that are mature.
00:17:43.000 --> 00:17:46.000
And able to do the work that we want to do.
00:17:46.000 --> 00:17:49.000
And not leave it up to just somebody's opinion.
00:17:49.000 --> 00:17:59.000
Right? Let's look at problem number 3.
00:17:59.000 --> 00:18:05.000
Side roles are seen as distractions. And as we just talked about, there's some problems there.
00:18:05.000 --> 00:18:07.000
But there's also seen as distractions.
00:18:07.000 --> 00:18:09.000
Sometimes when a company
00:18:09.000 --> 00:18:12.000
as a… an executive or a leader,
00:18:12.000 --> 00:18:14.000
Or even maybe a worker.
00:18:14.000 --> 00:18:16.000
That is doing something else?
00:18:16.000 --> 00:18:19.000
While they have their company,
00:18:19.000 --> 00:18:21.000
Full-time, permanent position?
00:18:21.000 --> 00:18:25.000
Well, that doesn't mean that they're being distracted.
00:18:25.000 --> 00:18:29.000
That means that they want to do something. They want to do more.
00:18:29.000 --> 00:18:31.000
Being on a board outside of the company,
00:18:31.000 --> 00:18:34.000
Being on some kind of outside service,
00:18:34.000 --> 00:18:37.000
That's sometimes viewed as a divided loyalty.
00:18:37.000 --> 00:18:39.000
That's that distraction to a lot of people.
00:18:39.000 --> 00:18:43.000
But many times, that's not what it is.
00:18:43.000 --> 00:18:45.000
That is just people who want to do more.
00:18:45.000 --> 00:18:50.000
And desire to do more. And sometimes our current leadership
00:18:50.000 --> 00:18:52.000
But the company that's doing the hiring?
00:18:52.000 --> 00:18:56.000
The company is looking for the next person, the next leader?
00:18:56.000 --> 00:18:58.000
They, too, need to be taught.
00:18:58.000 --> 00:19:00.000
About how to look for the right people.
00:19:00.000 --> 00:19:05.000
And not judge people, just because of those, what we say, optics?
00:19:05.000 --> 00:19:10.000
How they look, how it looks on paper. Notice, look at what they've accomplished.
00:19:10.000 --> 00:19:15.000
So our solution is to treat those people who are working on boards
00:19:15.000 --> 00:19:18.000
Board of Directors. Outside services.
00:19:18.000 --> 00:19:20.000
As leadership capital.
00:19:20.000 --> 00:19:25.000
Because they have more experience than the people who are going home and watching TV.
00:19:25.000 --> 00:19:28.000
or the insight.
00:19:28.000 --> 00:19:30.000
The people that are kind of closing the door.
00:19:30.000 --> 00:19:32.000
On the outside world.
00:19:32.000 --> 00:19:35.000
When they leave the office.
00:19:35.000 --> 00:19:37.000
So, in reality,
00:19:37.000 --> 00:19:40.000
Outside leadership can strengthen governance,
00:19:40.000 --> 00:19:45.000
Judgment, strategic thinking, and enterprise-level risk awareness
00:19:45.000 --> 00:19:47.000
that most people don't have.
00:19:47.000 --> 00:19:50.000
We've got to start looking at the right people.
00:19:50.000 --> 00:19:52.000
We talk to them when we're hiring people.
00:19:52.000 --> 00:19:56.000
Let's find out what they do, what they feel, what's in their heart.
00:19:56.000 --> 00:20:00.000
mind and soul. So they can take that to the next level,
00:20:00.000 --> 00:20:03.000
Knowing that they're not being distracted with other things,
00:20:03.000 --> 00:20:07.000
But they may be sharp enough that they can do multiple things at once.
00:20:07.000 --> 00:20:11.000
Maybe they could do just a little bit more than someone else.
00:20:11.000 --> 00:20:13.000
That was number… that was number 3.
00:20:13.000 --> 00:20:21.000
So, look at problem number four.
00:20:21.000 --> 00:20:24.000
Younger turnover is normalized.
00:20:24.000 --> 00:20:27.000
Too many companies see that when they hire somebody young,
00:20:27.000 --> 00:20:30.000
And they leave after a short amount of time.
00:20:30.000 --> 00:20:32.000
Well, that's normal.
00:20:32.000 --> 00:20:35.000
Okay, maybe it is. Maybe it's not.
00:20:35.000 --> 00:20:39.000
Maybe it's the other L-O-L.
00:20:39.000 --> 00:20:42.000
Not laughing out loud, but lack of leadership.
00:20:42.000 --> 00:20:45.000
High early career turnover is accepted
00:20:45.000 --> 00:20:48.000
Too many times, as…
00:20:48.000 --> 00:20:51.000
part of the market. When in reality,
00:20:51.000 --> 00:20:57.000
It's costly. It's destabilizing and disruptive to a company.
00:20:57.000 --> 00:21:00.000
We need to work with the people who want to stay.
00:21:00.000 --> 00:21:04.000
who want the job, not someone who's just wanting money.
00:21:04.000 --> 00:21:07.000
Somebody's looking at a career position.
00:21:07.000 --> 00:21:09.000
That could be a permanent position?
00:21:09.000 --> 00:21:11.000
Could be a contract position.
00:21:11.000 --> 00:21:14.000
But they want to come in there and get the job done. They want to do something right.
00:21:14.000 --> 00:21:17.000
They want to build, and that's the people we need to look for.
00:21:17.000 --> 00:21:21.000
We need to track retention ROI.
00:21:21.000 --> 00:21:24.000
is the tenure… by the 10-year ban.
00:21:24.000 --> 00:21:26.000
ROI, of course, is the return on investment.
00:21:26.000 --> 00:21:29.000
The 10 years, how long they've been there, how long have they worked.
00:21:29.000 --> 00:21:32.000
How long have they worked in a certain field.
00:21:32.000 --> 00:21:35.000
I only worked in a certain
00:21:35.000 --> 00:21:38.000
certification, if they're certified.
00:21:38.000 --> 00:21:41.000
I want to look at people who know that
00:21:41.000 --> 00:21:45.000
You can't always see 2 plus 2 is 4.
00:21:45.000 --> 00:21:48.000
You can ask that in the interview every time.
00:21:48.000 --> 00:21:52.000
But sometimes 2 plus 2 isn't exactly 4.
00:21:52.000 --> 00:21:55.000
Especially if you're wanting your company to grow.
00:21:55.000 --> 00:21:58.000
2 plus 4 at times needs to be 5.
00:21:58.000 --> 00:22:00.000
Maybe even 6.
00:22:00.000 --> 00:22:03.000
We need to be looking at tomorrow.
00:22:03.000 --> 00:22:05.000
in our growth, where we're going?
00:22:05.000 --> 00:22:09.000
Younger attrition is accepted today as normal.
00:22:09.000 --> 00:22:13.000
Even though it creates measurable financial loss.
00:22:13.000 --> 00:22:17.000
Measurable cultural instability within the company.
00:22:17.000 --> 00:22:20.000
And leadership, continuity gaps.
00:22:20.000 --> 00:22:23.000
How hard is it to train the next person?
00:22:23.000 --> 00:22:26.000
With what the last person just left with.
00:22:26.000 --> 00:22:28.000
That's what we have to do, and then redo.
00:22:28.000 --> 00:22:30.000
And maybe do it again.
00:22:30.000 --> 00:22:33.000
You need people that are going to be dedicated.
00:22:33.000 --> 00:22:36.000
And committed to your company.
00:22:36.000 --> 00:22:38.000
That's why the maturity comes in.
00:22:38.000 --> 00:22:41.000
strong. And that's what we need to focus.
00:22:41.000 --> 00:22:49.000
Let's look at problem number 5.
00:22:49.000 --> 00:22:51.000
age too often.
00:22:51.000 --> 00:22:53.000
is quietly penalized.
00:22:53.000 --> 00:22:59.000
Age bias occurs behind that culture fit language.
00:22:59.000 --> 00:23:03.000
Well, I didn't think he or she would fit in my organization.
00:23:03.000 --> 00:23:06.000
In my department, my division.
00:23:06.000 --> 00:23:10.000
The reality is, experience predicts stability.
00:23:10.000 --> 00:23:14.000
Ethical conduct and decision-making maturity.
00:23:14.000 --> 00:23:17.000
What we want to do is take that experience,
00:23:17.000 --> 00:23:19.000
And that stability…
00:23:19.000 --> 00:23:21.000
The ethical conduct.
00:23:21.000 --> 00:23:24.000
That ability to make mature decisions
00:23:24.000 --> 00:23:26.000
And build on it. Grow with it.
00:23:26.000 --> 00:23:29.000
So what's the solution?
00:23:29.000 --> 00:23:32.000
Let's replace that culture fit.
00:23:32.000 --> 00:23:35.000
With values alignment.
00:23:35.000 --> 00:23:37.000
What's the value that we're looking for?
00:23:37.000 --> 00:23:41.000
What does the company want to see? Where does the company want to go?
00:23:41.000 --> 00:23:45.000
Make it harder than the nuke people and bring in a bunch of new ideas.
00:23:45.000 --> 00:23:47.000
Which is not bad.
00:23:47.000 --> 00:23:51.000
But how much of the true value of the company goes along with that?
00:23:51.000 --> 00:23:54.000
What are they not remembering to learn?
00:23:54.000 --> 00:23:56.000
as they go forward.
00:23:56.000 --> 00:23:59.000
Culture fit is frequently used.
00:23:59.000 --> 00:24:01.000
As a coded language.
00:24:01.000 --> 00:24:04.000
That we mentioned for age bias.
00:24:04.000 --> 00:24:06.000
Even though the experience?
00:24:06.000 --> 00:24:09.000
is one of the strongest predictors
00:24:09.000 --> 00:24:11.000
of ethical leadership,
00:24:11.000 --> 00:24:14.000
stability and mature decision-making,
00:24:14.000 --> 00:24:16.000
Too many times we hire.
00:24:16.000 --> 00:24:19.000
Because someone left, and uh…
00:24:19.000 --> 00:24:24.000
It's just because they're young. Let's hire someone else. I'm sure they will stay.
00:24:24.000 --> 00:24:27.000
But, we need to look at the mature individuals.
00:24:27.000 --> 00:24:29.000
Look at the ones that want the job.
00:24:29.000 --> 00:24:32.000
And it may be a challenge for some to come in.
00:24:32.000 --> 00:24:34.000
And maybe reporting to people older than them.
00:24:34.000 --> 00:24:37.000
We're having a lot of people much younger than them they're working for.
00:24:37.000 --> 00:24:39.000
But that's where training comes in.
00:24:39.000 --> 00:24:42.000
That's where good leadership comes in.
00:24:42.000 --> 00:24:47.000
Not the lack of leadership, as I mentioned earlier, not the inverse of lack of LOL.
00:24:47.000 --> 00:24:52.000
Laughing out loud. We don't want to laugh out loud, we want to build the leadership.
00:24:52.000 --> 00:24:57.000
So they can work in these things… in these options, in these companies.
00:24:57.000 --> 00:24:59.000
be able to grow them forward,
00:24:59.000 --> 00:25:04.000
And not penalize them just because they have the education.
00:25:04.000 --> 00:25:07.000
experience and knowledge.
00:25:07.000 --> 00:25:14.000
All right, let's go to problem number 6.
00:25:14.000 --> 00:25:17.000
Resume, algorithm.
00:25:17.000 --> 00:25:21.000
Resume algorithms penalize longevity.
00:25:21.000 --> 00:25:25.000
Resume, algorithms penalize longevity.
00:25:25.000 --> 00:25:29.000
ATS. A lot of you heard about it. Applicant Tracking Systems.
00:25:29.000 --> 00:25:33.000
They favored keywords, and keyword freshness
00:25:33.000 --> 00:25:35.000
over-leadership depth.
00:25:35.000 --> 00:25:38.000
Now, of course, you can go after the internet now and
00:25:38.000 --> 00:25:43.000
General AI, artificial intelligence, and find the keywords to put into your resume.
00:25:43.000 --> 00:25:45.000
But are you just putting…
00:25:45.000 --> 00:25:48.000
tape on the problem?
00:25:48.000 --> 00:25:52.000
What we want to do is add leadership-weighted scoring.
00:25:52.000 --> 00:25:56.000
to the ATS, the applicant tracking system.
00:25:56.000 --> 00:25:58.000
We've got to make sure that what we're doing
00:25:58.000 --> 00:26:01.000
is building in the right direction, and…
00:26:01.000 --> 00:26:03.000
Growing forward.
00:26:03.000 --> 00:26:07.000
Because too many times, those automated screening tools
00:26:07.000 --> 00:26:10.000
Often filter out
00:26:10.000 --> 00:26:12.000
Senior leadership depth,
00:26:12.000 --> 00:26:14.000
By favoring the freshness.
00:26:14.000 --> 00:26:17.000
overset. Sustained Performance.
00:26:17.000 --> 00:26:21.000
history. So that performance history kind of falls back
00:26:21.000 --> 00:26:24.000
Because you don't have the freshness of the terminology,
00:26:24.000 --> 00:26:27.000
We want to make sure that what we have, that base
00:26:27.000 --> 00:26:32.000
that we have. Isn't just because of the new words that are coming out.
00:26:32.000 --> 00:26:35.000
But it's based on the education,
00:26:35.000 --> 00:26:39.000
knowledge and experience that that next person brings forward.
00:26:39.000 --> 00:26:47.000
Let's go to number 7.
00:26:47.000 --> 00:26:51.000
Busy leaders are assumed to be overcommitted.
00:26:51.000 --> 00:26:54.000
And of course, the first thing we have to think about is,
00:26:54.000 --> 00:26:57.000
What does busy mean?
00:26:57.000 --> 00:27:00.000
Busy? They work late, they stay late?
00:27:00.000 --> 00:27:03.000
They may come in early, they may not.
00:27:03.000 --> 00:27:06.000
But are they just busy?
00:27:06.000 --> 00:27:11.000
All or are they com… are they accomplishing the goals?
00:27:11.000 --> 00:27:15.000
In reality, the people that are experienced
00:27:15.000 --> 00:27:17.000
and educated and knowledgeable,
00:27:17.000 --> 00:27:21.000
are often your best systems thinkers.
00:27:21.000 --> 00:27:24.000
Does it mean that they have to stay late all the time.
00:27:24.000 --> 00:27:27.000
Doesn't mean they have to come in early all the time.
00:27:27.000 --> 00:27:29.000
And of course, you come in with some of the…
00:27:29.000 --> 00:27:33.000
Newer hires. Of course, they're going to do that at first.
00:27:33.000 --> 00:27:36.000
But are they going to hang with it? Are they going to stick with it?
00:27:36.000 --> 00:27:41.000
So instead, we need to talk about what is being accomplished.
00:27:41.000 --> 00:27:45.000
Ask about time architecture.
00:27:45.000 --> 00:27:47.000
Not just availability,
00:27:47.000 --> 00:27:51.000
A lot of the younger workers come in, they have a lot of time.
00:27:51.000 --> 00:27:54.000
Sometimes they're married, sometimes they're not, sometimes they have…
00:27:54.000 --> 00:27:56.000
of relationships, sometimes they don't.
00:27:56.000 --> 00:27:58.000
But where is there…
00:27:58.000 --> 00:28:00.000
mindset.
00:28:00.000 --> 00:28:02.000
And what they're doing.
00:28:02.000 --> 00:28:04.000
Sometimes, and many times,
00:28:04.000 --> 00:28:10.000
The people that are more mature have a much stronger mindset growing forward.
00:28:10.000 --> 00:28:12.000
That time architecture.
00:28:12.000 --> 00:28:15.000
is how a leader intentionally designs
00:28:15.000 --> 00:28:18.000
protects and deploys their time.
00:28:18.000 --> 00:28:22.000
To produce outcomes, and not how busy, again,
00:28:22.000 --> 00:28:24.000
They may appear.
00:28:24.000 --> 00:28:28.000
Staying late, coming in early, but what are you accomplishing?
00:28:28.000 --> 00:28:30.000
I ask that a lot about people.
00:28:30.000 --> 00:28:33.000
What did you accomplish? You have a list?
00:28:33.000 --> 00:28:35.000
What did you complete?
00:28:35.000 --> 00:28:37.000
It's great having on the list.
00:28:37.000 --> 00:28:40.000
What on that list was completed?
00:28:40.000 --> 00:28:43.000
Many leaders do not enjoy sitting around.
00:28:43.000 --> 00:28:45.000
And just watching TV outside of work.
00:28:45.000 --> 00:28:47.000
Those are the people that you need.
00:28:47.000 --> 00:28:49.000
Again, as we talked about earlier,
00:28:49.000 --> 00:28:52.000
They're doing other things outside of their work,
00:28:52.000 --> 00:28:55.000
But would you prefer someone who's just home watching some…
00:28:55.000 --> 00:28:59.000
sitcom? Or someone who's getting out and learning.
00:28:59.000 --> 00:29:01.000
and building, and…
00:29:01.000 --> 00:29:04.000
growing forward.
00:29:04.000 --> 00:29:13.000
Let's go to problem number 8.
00:29:13.000 --> 00:29:16.000
Youth is confused with innovation.
00:29:16.000 --> 00:29:18.000
How many times have we heard that?
00:29:18.000 --> 00:29:22.000
We need the new people. They bring in whole new ideas.
00:29:22.000 --> 00:29:24.000
But we don't know.
00:29:24.000 --> 00:29:28.000
is that innovation is misattributed.
00:29:28.000 --> 00:29:32.000
to age instead of mindset.
00:29:32.000 --> 00:29:35.000
Because the age, they do have a lot of new ideas.
00:29:35.000 --> 00:29:37.000
Because they don't know how it was done before.
00:29:37.000 --> 00:29:41.000
They don't know how the wheel was invented.
00:29:41.000 --> 00:29:43.000
They don't know those…
00:29:43.000 --> 00:29:46.000
baseline pieces of information going forward.
00:29:46.000 --> 00:29:48.000
So they do have new ideas.
00:29:48.000 --> 00:29:53.000
But many times, that the…
00:29:53.000 --> 00:29:55.000
mature individuals.
00:29:55.000 --> 00:29:58.000
can and will build on those new ideas.
00:29:58.000 --> 00:30:03.000
If the training and learning within the company is good enough.
00:30:03.000 --> 00:30:06.000
What we want to do is look at the solution.
00:30:06.000 --> 00:30:10.000
We want to assess creative problem-solving capability.
00:30:10.000 --> 00:30:13.000
If you have the information, if you have the background,
00:30:13.000 --> 00:30:15.000
You know, the knowledge, the experience,
00:30:15.000 --> 00:30:19.000
You have that problem-solving capability.
00:30:19.000 --> 00:30:21.000
If you don't have
00:30:21.000 --> 00:30:23.000
that background, that foundation.
00:30:23.000 --> 00:30:25.000
You're just gonna roll the dice.
00:30:25.000 --> 00:30:28.000
Yes, it does bring up new ideas at times.
00:30:28.000 --> 00:30:31.000
But how much did you pay to that new idea?
00:30:31.000 --> 00:30:34.000
Innovation does not come from old… from…
00:30:34.000 --> 00:30:36.000
How old someone is,
00:30:36.000 --> 00:30:39.000
But, from how they think.
00:30:39.000 --> 00:30:45.000
how quickly they can learn, and how courageously they challenge assumptions.
00:30:45.000 --> 00:30:49.000
And how many times do we hear people say things that…
00:30:49.000 --> 00:30:52.000
We need to say, where did you hear that from?
00:30:52.000 --> 00:30:54.000
Where did you get that information?
00:30:54.000 --> 00:30:56.000
Um, I saw it somewhere.
00:30:56.000 --> 00:30:59.000
Where? They may have taken an assumption from something
00:30:59.000 --> 00:31:03.000
I use Facebook. I talk to a lot of people on Facebook.
00:31:03.000 --> 00:31:05.000
But I also know that a lot of information on Facebook
00:31:05.000 --> 00:31:11.000
is not factual. Is that where they're getting the information? Is that where they're getting their ideas?
00:31:11.000 --> 00:31:14.000
We need to challenge those assumptions.
00:31:14.000 --> 00:31:17.000
find out what's real. What are we going to take forward?
00:31:17.000 --> 00:31:23.000
Some of the most disruptive and forward-moving ideas in organizations today.
00:31:23.000 --> 00:31:25.000
are led by seasoned,
00:31:25.000 --> 00:31:28.000
Professionals who have that perspective,
00:31:28.000 --> 00:31:31.000
to connect experience.
00:31:31.000 --> 00:31:33.000
With imagination.
00:31:33.000 --> 00:31:35.000
But maybe they haven't done that before.
00:31:35.000 --> 00:31:37.000
How much of our past, and how much of our history
00:31:37.000 --> 00:31:40.000
did not promote that.
00:31:40.000 --> 00:31:44.000
How much of our culture has not allowed that to happen?
00:31:44.000 --> 00:31:46.000
We need to bring in that experience.
00:31:46.000 --> 00:31:51.000
Bring in that depth. The people who have been working for a while
00:31:51.000 --> 00:31:54.000
Not gonna say don't hire the young ones, because they're good also.
00:31:54.000 --> 00:31:57.000
People only have 5 years of experience.
00:31:57.000 --> 00:32:00.000
Less than 10 years experience. There's still great people.
00:32:00.000 --> 00:32:02.000
But sometimes they're gonna make more mistakes.
00:32:02.000 --> 00:32:04.000
than the people who have.
00:32:04.000 --> 00:32:07.000
that valid foundation.
00:32:07.000 --> 00:32:11.000
To build that structure on for us to stand on.
00:32:11.000 --> 00:32:14.000
Right?
00:32:14.000 --> 00:32:22.000
Let's go look at problem number 9.
00:32:22.000 --> 00:32:25.000
Excuse me. Too many times, and I've seen this,
00:32:25.000 --> 00:32:29.000
Where mature leaders are seen as expensive.
00:32:29.000 --> 00:32:34.000
Well, they worked for so many years. They worked for 20 years. They've got 25 years' experience, 30 years' experience.
00:32:34.000 --> 00:32:36.000
They're going to be experienced.
00:32:36.000 --> 00:32:39.000
But do they think about the turnover?
00:32:39.000 --> 00:32:42.000
Sometimes the younger the…
00:32:42.000 --> 00:32:44.000
People have less years' experience?
00:32:44.000 --> 00:32:47.000
With a turnover, that rehiring,
00:32:47.000 --> 00:32:51.000
And that retraining costs so much. More.
00:32:51.000 --> 00:32:54.000
We need to be thinking about hiring the people.
00:32:54.000 --> 00:32:56.000
Who can speak. Speak clearly.
00:32:56.000 --> 00:33:00.000
Not sit there with the, uh, um, you know, like.
00:33:00.000 --> 00:33:02.000
But truly speak and carry themselves.
00:33:02.000 --> 00:33:07.000
Bring that background, bringing their information forward. Listen.
00:33:07.000 --> 00:33:10.000
Maturity brings that ability to listen.
00:33:10.000 --> 00:33:14.000
As they say, we need to listen twice as much as we talk.
00:33:14.000 --> 00:33:16.000
That's what we want to focus on.
00:33:16.000 --> 00:33:18.000
And look at his return.
00:33:18.000 --> 00:33:21.000
Because our solution is to use those lifetime
00:33:21.000 --> 00:33:23.000
Value of higher…
00:33:23.000 --> 00:33:26.000
higher HIRD modeling.
00:33:26.000 --> 00:33:29.000
processes. The value of the hire.
00:33:29.000 --> 00:33:32.000
What are you bringing in?
00:33:32.000 --> 00:33:37.000
And kind of an inverse of what I'm talking here, but there's a lot of people, there are a lot of mature people,
00:33:37.000 --> 00:33:39.000
who have been put aside.
00:33:39.000 --> 00:33:41.000
and have had been skipped over.
00:33:41.000 --> 00:33:44.000
Because of their age, or because of the years of experience,
00:33:44.000 --> 00:33:48.000
that are ready to come in, and actually, they will come in for a little bit less money.
00:33:48.000 --> 00:33:50.000
Because they want to come in and show you.
00:33:50.000 --> 00:33:53.000
what they can do, what they have done.
00:33:53.000 --> 00:33:56.000
and build stronger going forward.
00:33:56.000 --> 00:34:00.000
Experienced hires are viewed as costly.
00:34:00.000 --> 00:34:05.000
While organizations ignore organizations, ignore the far greater expense of that turnover,
00:34:05.000 --> 00:34:09.000
of that retraining and of that productivity loss.
00:34:09.000 --> 00:34:12.000
We look at the big picture.
00:34:12.000 --> 00:34:14.000
We look at the full picture, the total picture.
00:34:14.000 --> 00:34:16.000
Because in reality,
00:34:16.000 --> 00:34:20.000
Seasoned leaders shorten learning curves.
00:34:20.000 --> 00:34:23.000
They prevent the costly mistakes, redundant mistakes.
00:34:23.000 --> 00:34:26.000
and stabilize teams faster,
00:34:26.000 --> 00:34:29.000
Which lowers total operating costs over time.
00:34:29.000 --> 00:34:31.000
And that's where we need to focus.
00:34:31.000 --> 00:34:34.000
Those total operating costs over time.
00:34:34.000 --> 00:34:37.000
Short-term, long-term?
00:34:37.000 --> 00:34:39.000
How long do you want your company to be in business?
00:34:39.000 --> 00:34:41.000
How long do you want your department, your division,
00:34:41.000 --> 00:34:46.000
to continue to succeed.
00:34:46.000 --> 00:34:50.000
Let's look at problem number 10.
00:34:50.000 --> 00:34:54.000
Stability is undervalued.
00:34:54.000 --> 00:34:57.000
Sometimes people think that that's strength.
00:34:57.000 --> 00:35:01.000
That… solid core…
00:35:01.000 --> 00:35:05.000
is not that strong. They don't value it enough.
00:35:05.000 --> 00:35:11.000
But hiring too many times today is focusing on the speed and not the longevity.
00:35:11.000 --> 00:35:14.000
So we want to think about that stability.
00:35:14.000 --> 00:35:16.000
And put the value back into it.
00:35:16.000 --> 00:35:19.000
Don't worry about hiring somebody quickly.
00:35:19.000 --> 00:35:23.000
Instead, hire somebody that's going to be there that wants to learn.
00:35:23.000 --> 00:35:26.000
wants to build, help that company grow.
00:35:26.000 --> 00:35:29.000
We need to introduce a stability
00:35:29.000 --> 00:35:31.000
A stability index.
00:35:31.000 --> 00:35:34.000
Into the hiring criteria.
00:35:34.000 --> 00:35:36.000
What about putting together?
00:35:36.000 --> 00:35:40.000
some employment agreements. So when you hire someone,
00:35:40.000 --> 00:35:42.000
They're going to stick around.
00:35:42.000 --> 00:35:44.000
That could help you on the younger side.
00:35:44.000 --> 00:35:47.000
Help the younger ones come in.
00:35:47.000 --> 00:35:52.000
put a situation where they've got a bonus if they stay there for 5 or more years.
00:35:52.000 --> 00:35:54.000
Or you can hire the mature ones that are
00:35:54.000 --> 00:35:56.000
thrilled to be able to build the company.
00:35:56.000 --> 00:36:02.000
grow the company, and excited to be there for 5 or more years, and the company will benefit.
00:36:02.000 --> 00:36:05.000
From hiring them, because they are there.
00:36:05.000 --> 00:36:08.000
Because of that stability, because of that depth,
00:36:08.000 --> 00:36:10.000
And how they helped that company grow.
00:36:10.000 --> 00:36:13.000
Hiring decisions too often,
00:36:13.000 --> 00:36:15.000
Prioritize speed to fill the roles,
00:36:15.000 --> 00:36:18.000
Rather than the long-term stability,
00:36:18.000 --> 00:36:23.000
And the continuity that drive sustainable performance.
00:36:23.000 --> 00:36:26.000
And that's what the people do.
00:36:26.000 --> 00:36:30.000
that have the experience, that have that depth. They may have another couple of gray hairs.
00:36:30.000 --> 00:36:33.000
But with those gray hairs, they have the depth.
00:36:33.000 --> 00:36:35.000
To take the company forward in a much
00:36:35.000 --> 00:36:38.000
better way. Stronger.
00:36:38.000 --> 00:36:42.000
consistent. Stability is not passive.
00:36:42.000 --> 00:36:45.000
It is an active leadership force.
00:36:45.000 --> 00:36:47.000
That protects culture.
00:36:47.000 --> 00:36:52.000
the right culture. The growth culture, the building culture.
00:36:52.000 --> 00:36:57.000
It preserves that knowledge and multiplies that momentum.
00:36:57.000 --> 00:37:00.000
That's what we want to think about, and that's how we want to grow.
00:37:00.000 --> 00:37:05.000
We want to multiply the momentum that's going forward with the spring, with the strength.
00:37:05.000 --> 00:37:07.000
that the people who have been there
00:37:07.000 --> 00:37:11.000
Have that background, education, experience, and knowledge.
00:37:11.000 --> 00:37:13.000
We'll take them to where they are today.
00:37:13.000 --> 00:37:18.000
To where they want to be tomorrow.
00:37:18.000 --> 00:37:27.000
So look at problem number 11.
00:37:27.000 --> 00:37:30.000
Experience is filtered out too many times,
00:37:30.000 --> 00:37:33.000
Before the interview.
00:37:33.000 --> 00:37:36.000
Bias happens way too often.
00:37:36.000 --> 00:37:40.000
Before humans ever even see the resume.
00:37:40.000 --> 00:37:43.000
We talk about those tracking systems.
00:37:43.000 --> 00:37:45.000
Blind resume screening.
00:37:45.000 --> 00:37:47.000
For age indicators.
00:37:47.000 --> 00:37:53.000
If you see people who have more than that 15 years, kind of like the running number,
00:37:53.000 --> 00:37:55.000
Of experience?
00:37:55.000 --> 00:37:59.000
Those little blind resume screening
00:37:59.000 --> 00:38:04.000
processes knocks those people out so quick.
00:38:04.000 --> 00:38:08.000
Age and tenure bias frequently occurs,
00:38:08.000 --> 00:38:11.000
Inside those automated screening systems,
00:38:11.000 --> 00:38:14.000
Before a human is ever able.
00:38:14.000 --> 00:38:17.000
to evaluate their ability,
00:38:17.000 --> 00:38:21.000
or their leadership capability.
00:38:21.000 --> 00:38:26.000
Yes, I know, I've been out there on YouTube… I'm not on YouTube, on LinkedIn also!
00:38:26.000 --> 00:38:31.000
You see a job that's been out there for an hour, and there's already 100 people have already applied.
00:38:31.000 --> 00:38:33.000
There's a lot of people just out there applying.
00:38:33.000 --> 00:38:38.000
How do we do that? We've got to start watching and looking for the people.
00:38:38.000 --> 00:38:41.000
who have the tenure.
00:38:41.000 --> 00:38:43.000
that education, that background.
00:38:43.000 --> 00:38:47.000
The experience and knowledge to build upon.
00:38:47.000 --> 00:38:51.000
Not just start hiring the people that are young and, oh, let's just take this one, because they've got
00:38:51.000 --> 00:38:53.000
X.
00:38:53.000 --> 00:38:56.000
X is not getting us anywhere.
00:38:56.000 --> 00:39:01.000
This means that the organizations may be excluding, through the current processes,
00:39:01.000 --> 00:39:06.000
Their strongest candidates without ever realizing it.
00:39:06.000 --> 00:39:09.000
People that are ready to come in and do the work.
00:39:09.000 --> 00:39:11.000
And they may not know one thing that…
00:39:11.000 --> 00:39:16.000
maybe some other young person has that is the latest craze out of the college.
00:39:16.000 --> 00:39:20.000
But what they do have is the ability to learn.
00:39:20.000 --> 00:39:25.000
And build based on all of their other knowledge, all of their other experience, all their other depth.
00:39:25.000 --> 00:39:28.000
So they've got a foundation they can stand on,
00:39:28.000 --> 00:39:32.000
with the company.
00:39:32.000 --> 00:39:37.000
All right, let's look at the last one. Let's look at number 12.
00:39:37.000 --> 00:39:45.000
Leadership present is mistaken for threat.
00:39:45.000 --> 00:39:48.000
Strong leaders too many times are seen as…
00:39:48.000 --> 00:39:51.000
too much.
00:39:51.000 --> 00:39:56.000
Too much. They know too much. They've seen too much.
00:39:56.000 --> 00:40:01.000
They're going to embarrass someone because they're going to know the answer that the company's been working on for weeks.
00:40:01.000 --> 00:40:04.000
months, possibly even years.
00:40:04.000 --> 00:40:06.000
What's the solution?
00:40:06.000 --> 00:40:09.000
We must train our interviewers
00:40:09.000 --> 00:40:14.000
To recognize leadership presence as an asset.
00:40:14.000 --> 00:40:19.000
Recognize that leadership presence as an asset to the company.
00:40:19.000 --> 00:40:23.000
cause that presence is important.
00:40:23.000 --> 00:40:27.000
We must look at them, and grow that forward.
00:40:27.000 --> 00:40:30.000
in everything that we do.
00:40:30.000 --> 00:40:33.000
Because if we're interviewers,
00:40:33.000 --> 00:40:36.000
The people that were hired…
00:40:36.000 --> 00:40:38.000
To help the company grow and to build,
00:40:38.000 --> 00:40:41.000
aren't trained.
00:40:41.000 --> 00:40:45.000
Where do we expect to go? How do we expect to go?
00:40:45.000 --> 00:40:48.000
Where are we going to be able to go forward?
00:40:48.000 --> 00:40:51.000
So when you're looking at strong leaders that are seeming like they're too much,
00:40:51.000 --> 00:40:54.000
We need to instead look at them.
00:40:54.000 --> 00:40:57.000
And build on what they can do,
00:40:57.000 --> 00:40:59.000
each and every day.
00:40:59.000 --> 00:41:01.000
Strong, confident leaders,
00:41:01.000 --> 00:41:05.000
are sometimes perceived as intimidating.
00:41:05.000 --> 00:41:08.000
When someone goes in, and you've got young people interviewing them?
00:41:08.000 --> 00:41:12.000
And sometimes you may have situations where the person
00:41:12.000 --> 00:41:16.000
is 20 years younger than their boss.
00:41:16.000 --> 00:41:20.000
But that is helpful, as long as they both understand.
00:41:20.000 --> 00:41:22.000
what needs to happen?
00:41:22.000 --> 00:41:24.000
It's got to be a situation
00:41:24.000 --> 00:41:28.000
That is stabilized. That training.
00:41:28.000 --> 00:41:30.000
Because…
00:41:30.000 --> 00:41:33.000
If they don't recognize that stabilization,
00:41:33.000 --> 00:41:36.000
Those assets who elevate the performance and culture,
00:41:36.000 --> 00:41:40.000
They're losing, again, people who are very important.
00:41:40.000 --> 00:41:44.000
When presence is misread as dominance,
00:41:44.000 --> 00:41:48.000
That presence meaning, that ability, that knowledge, that education.
00:41:48.000 --> 00:41:52.000
The degrees they have. 20-plus years of experience.
00:41:52.000 --> 00:41:56.000
I mean, any of that is measured as a dominance,
00:41:56.000 --> 00:41:58.000
more than a value.
00:41:58.000 --> 00:42:01.000
Organization… organizations will lose.
00:42:01.000 --> 00:42:05.000
The very leadership that could strengthen the trust.
00:42:05.000 --> 00:42:08.000
the clarity and the results.
00:42:08.000 --> 00:42:12.000
that are so valuable to what the company needs today.
00:42:12.000 --> 00:42:14.000
And that's what we're talking about here in the process.
00:42:14.000 --> 00:42:17.000
It's a situation where?
00:42:17.000 --> 00:42:21.000
We have a contradiction in hiring.
00:42:21.000 --> 00:42:24.000
We say one thing, but we hire.
00:42:24.000 --> 00:42:33.000
something else. Let's go to the next page.
00:42:33.000 --> 00:42:37.000
Unity-centered. I don't think many of you have heard me talk about
00:42:37.000 --> 00:42:39.000
Unity, I talked about at the first of the…
00:42:39.000 --> 00:42:45.000
podcast is all about being and achieving unity.
00:42:45.000 --> 00:42:51.000
True unity in hiring begins when organizations stop filtering out wisdom.
00:42:51.000 --> 00:42:54.000
Yes, it's what's happening. Stop filtering out wisdom,
00:42:54.000 --> 00:42:58.000
You start building teams where experience…
00:42:58.000 --> 00:43:01.000
Energy and Emerging Talent
00:43:01.000 --> 00:43:03.000
grow together.
00:43:03.000 --> 00:43:06.000
Instead of competing with each other.
00:43:06.000 --> 00:43:08.000
Yes, that's what's happening.
00:43:08.000 --> 00:43:11.000
We need people to be able to come in and know things.
00:43:11.000 --> 00:43:16.000
Without the other person, the person that doesn't know, being insecure.
00:43:16.000 --> 00:43:19.000
Insecurity is so dangerous.
00:43:19.000 --> 00:43:21.000
And so costly.
00:43:21.000 --> 00:43:24.000
We want to make sure that the people are working together.
00:43:24.000 --> 00:43:27.000
Build on that knowledge.
00:43:27.000 --> 00:43:31.000
Build on that background, the education and experience, and grow forward.
00:43:31.000 --> 00:43:35.000
We all must learn, as I talked about again at the first of this podcast.
00:43:35.000 --> 00:43:38.000
Learning how to be encouraging.
00:43:38.000 --> 00:43:43.000
Inspiring, and including other. That's my E-I-I.
00:43:43.000 --> 00:43:47.000
That's where it comes. Encouraging.
00:43:47.000 --> 00:43:50.000
Inspiring. And including others.
00:43:50.000 --> 00:43:53.000
Growing together as a company, growing together as a team.
00:43:53.000 --> 00:43:56.000
As a family. It's a partnership.
00:43:56.000 --> 00:43:58.000
And, as an organization.
00:43:58.000 --> 00:44:01.000
When leaders choose clarity,
00:44:01.000 --> 00:44:04.000
overbuy us. And they choose outcomes.
00:44:04.000 --> 00:44:07.000
over those objects that we talked about earlier.
00:44:07.000 --> 00:44:09.000
Just because someone looks a little bit different.
00:44:09.000 --> 00:44:11.000
They look a little bit older,
00:44:11.000 --> 00:44:14.000
These people are not just filling positions.
00:44:14.000 --> 00:44:17.000
They are building cultures of trust.
00:44:17.000 --> 00:44:19.000
Cultures of continuity.
00:44:19.000 --> 00:44:25.000
And definitely sustainable success.
00:44:25.000 --> 00:44:33.000
Let's go to the next page.
00:44:33.000 --> 00:44:35.000
shouldn't associations?
00:44:35.000 --> 00:44:39.000
Businesses, companies, corporations, and universities
00:44:39.000 --> 00:44:43.000
higher for wisdom, and not just speed?
00:44:43.000 --> 00:44:45.000
Not just rush it through,
00:44:45.000 --> 00:44:48.000
Shouldn't they do that?
00:44:48.000 --> 00:44:51.000
Yes. They should.
00:44:51.000 --> 00:44:54.000
But… will they?
00:44:54.000 --> 00:44:57.000
Only when the very people
00:44:57.000 --> 00:45:00.000
Better hiring. Stand up.
00:45:00.000 --> 00:45:06.000
claim their value, and help lead organizations toward more intentional,
00:45:06.000 --> 00:45:11.000
unified and effective hiring practices will this ever happen?
00:45:11.000 --> 00:45:15.000
We, you and I, need to stand up and speak.
00:45:15.000 --> 00:45:17.000
Share. Help others.
00:45:17.000 --> 00:45:20.000
I understand. We need to help leadership.
00:45:20.000 --> 00:45:24.000
Need to talk to the C-suite, CEO, CIO, CFO.
00:45:24.000 --> 00:45:27.000
COO, Chief Operating Officer, Chief Financial Officer.
00:45:27.000 --> 00:45:32.000
All the chief officers.
00:45:32.000 --> 00:45:34.000
We've all got to work together.
00:45:34.000 --> 00:45:36.000
To help educate.
00:45:36.000 --> 00:45:39.000
Not with lack of leadership.
00:45:39.000 --> 00:45:42.000
It's not funny. It's not the lack of… it's not laughing out loud.
00:45:42.000 --> 00:45:45.000
That lack of leadership is hurting us all.
00:45:45.000 --> 00:45:50.000
And when you have a company that's hiring people fast,
00:45:50.000 --> 00:45:52.000
younger, inexperienced,
00:45:52.000 --> 00:45:55.000
great people. Please don't take me wrong.
00:45:55.000 --> 00:46:00.000
There's a lot of great young people out there, and all of us were young at one time.
00:46:00.000 --> 00:46:03.000
But we also know that the value.
00:46:03.000 --> 00:46:05.000
of hiring someone that has that background.
00:46:05.000 --> 00:46:07.000
That experience.
00:46:07.000 --> 00:46:10.000
That education, that knowledge, and taking that forward,
00:46:10.000 --> 00:46:14.000
is valuable. It can be very valuable.
00:46:14.000 --> 00:46:18.000
Every company. How many CEOs are there? They're young.
00:46:18.000 --> 00:46:23.000
There are a few. There's a couple of them that have started their companies in their early age.
00:46:23.000 --> 00:46:25.000
And they've done well.
00:46:25.000 --> 00:46:28.000
But a lot of them haven't, a lot of us haven't.
00:46:28.000 --> 00:46:30.000
A lot of us could have done better.
00:46:30.000 --> 00:46:32.000
But that's what we are looking for.
00:46:32.000 --> 00:46:34.000
That's what everyone's looking for, that next step.
00:46:34.000 --> 00:46:36.000
that next opportunity, that next option.
00:46:36.000 --> 00:46:38.000
That's where we need to be.
00:46:38.000 --> 00:46:41.000
growing, flawless in that ability.
00:46:41.000 --> 00:46:45.000
Let's go to the next screen.
00:46:45.000 --> 00:46:48.000
This is our final screen. This is our call to action.
00:46:48.000 --> 00:46:51.000
This is what each and all of us need to do.
00:46:51.000 --> 00:46:53.000
If you're a hiring leader,
00:46:53.000 --> 00:46:56.000
review your screening criteria.
00:46:56.000 --> 00:46:58.000
Do it this quarter, do it this month.
00:46:58.000 --> 00:47:04.000
Do it this week, and ask that one powerful question.
00:47:04.000 --> 00:47:09.000
Am I selecting for long-term value?
00:47:09.000 --> 00:47:11.000
or short-term.
00:47:11.000 --> 00:47:15.000
convenient. When we hire, are we saying,
00:47:15.000 --> 00:47:20.000
Well, we've looked at a lot of people. We… this person passed that tracking system process.
00:47:20.000 --> 00:47:22.000
Well, why not? Oh, yeah.
00:47:22.000 --> 00:47:27.000
But then what do we do later? Do we complain because they're not?
00:47:27.000 --> 00:47:29.000
carrying forward, they didn't have that background.
00:47:29.000 --> 00:47:33.000
They didn't have that depth that the company needed.
00:47:33.000 --> 00:47:35.000
That's where we have to focus.
00:47:35.000 --> 00:47:37.000
get focused.
00:47:37.000 --> 00:47:40.000
That's where we need to be going forward.
00:47:40.000 --> 00:47:42.000
And, if you're a professional,
00:47:42.000 --> 00:47:45.000
Navigating today's hiring market.
00:47:45.000 --> 00:47:48.000
do not diminish.
00:47:48.000 --> 00:47:52.000
Do not at all diminish your experience.
00:47:52.000 --> 00:47:55.000
Don't refine your story.
00:47:55.000 --> 00:47:59.000
Instead, stand in your value.
00:47:59.000 --> 00:48:03.000
Seek organizations that are ready to grow with you.
00:48:03.000 --> 00:48:10.000
Talk to organizations. Introduce those organizations to me, let me come speak to them on this same subject.
00:48:10.000 --> 00:48:15.000
Let me talk to them. Let me help put these processes into action.
00:48:15.000 --> 00:48:17.000
This is what we need to do.
00:48:17.000 --> 00:48:20.000
So I'm going to leave the call to action screen up there.
00:48:20.000 --> 00:48:23.000
Because that's what we need to do, and that is our call to action.
00:48:23.000 --> 00:48:25.000
Because that's where we need to be.
00:48:25.000 --> 00:48:32.000
That's where we need to go, and that's where we are going to be able to take us to that next level.
00:48:32.000 --> 00:48:35.000
And we're going to be doing that by achieving unity.
00:48:35.000 --> 00:48:39.000
Again, personally and professionally.
00:48:39.000 --> 00:48:43.000
Because that achieving unity, like everything we talked about today.
00:48:43.000 --> 00:48:47.000
Those 12 problems, those 12 possible solutions that could work today,
00:48:47.000 --> 00:48:50.000
which are putting them together.
00:48:50.000 --> 00:48:52.000
They're a mindset of value.
00:48:52.000 --> 00:48:54.000
They're not just an ideal.
00:48:54.000 --> 00:48:59.000
Knowing all sides to these important concepts,
00:48:59.000 --> 00:49:01.000
They're like living with purpose.
00:49:01.000 --> 00:49:04.000
Not with pressure. And…
00:49:04.000 --> 00:49:08.000
like Unity. They show us that they are success
00:49:08.000 --> 00:49:10.000
focused strategies.
00:49:10.000 --> 00:49:14.000
What we talked about today are about a daily choice.
00:49:14.000 --> 00:49:18.000
For each of us to lead with empathy.
00:49:18.000 --> 00:49:20.000
act with integrity.
00:49:20.000 --> 00:49:24.000
And uplift others along the way.
00:49:24.000 --> 00:49:27.000
This is a service that each of us can share.
00:49:27.000 --> 00:49:30.000
Share with others at no cost.
00:49:30.000 --> 00:49:37.000
As we gain much more value from the actions that we produce on a day-to-day basis,
00:49:37.000 --> 00:49:40.000
was what we accept, is what we're okay with.
00:49:40.000 --> 00:49:42.000
If you see somebody do something that's…
00:49:42.000 --> 00:49:45.000
Well, maybe you don't agree with, but you don't say something?
00:49:45.000 --> 00:49:48.000
You're telling them that you accept it.
00:49:48.000 --> 00:49:51.000
Don't. Let's work together.
00:49:51.000 --> 00:49:56.000
Let me ask, if achieving unity in anything we've talked about today does resonate with you,
00:49:56.000 --> 00:50:03.000
follow that feeling. Refer this podcast to others. It will be recorded, it's out on YouTube, or will be.
00:50:03.000 --> 00:50:05.000
Reach out and connect with me.
00:50:05.000 --> 00:50:09.000
www.achievingunity.com.
00:50:09.000 --> 00:50:12.000
www.marketrican.com.
00:50:12.000 --> 00:50:16.000
www.realityfocus.com.
00:50:16.000 --> 00:50:19.000
And of course, don't forget, 303 Focus.
00:50:19.000 --> 00:50:23.000
Call me. Let's get together, let's talk.
00:50:23.000 --> 00:50:25.000
With each inspiration,
00:50:25.000 --> 00:50:28.000
that we shared today. I hope you'll connect with me.
00:50:28.000 --> 00:50:31.000
start achieving unity.
00:50:31.000 --> 00:50:34.000
creating unity when required.
00:50:34.000 --> 00:50:37.000
Within ourselves, by clarifying vision,
00:50:37.000 --> 00:50:40.000
Aligning our daily actions?
00:50:40.000 --> 00:50:43.000
And these are daily. We need to put these into focus.
00:50:43.000 --> 00:50:51.000
Daily, taking those first meaningful steps forward.
00:50:51.000 --> 00:50:53.000
for the life where we can truly
00:50:53.000 --> 00:50:55.000
be encouraging.
00:50:55.000 --> 00:50:58.000
Inspiring, and including others.
00:50:58.000 --> 00:51:01.000
Through a quality of life for all of us.
00:51:01.000 --> 00:51:03.000
And that's what we've talked about today.
00:51:03.000 --> 00:51:05.000
A true quality of life for all of us.
00:51:05.000 --> 00:51:08.000
And again, this is a weekly podcast.
00:51:08.000 --> 00:51:14.000
Next week, I'll have a guest. Did not today, because we wanted to talk about the… this is 2026.
00:51:14.000 --> 00:51:16.000
We have a new year.
00:51:16.000 --> 00:51:18.000
If you're not hard, let's get hard.
00:51:18.000 --> 00:51:20.000
Let's work together, let's find the companies.
00:51:20.000 --> 00:51:22.000
that are building and growing.
00:51:22.000 --> 00:51:26.000
So let's come back next week. I'll have somebody else will be talking about ending anger.
00:51:26.000 --> 00:51:28.000
hate and prejudice.
00:51:28.000 --> 00:51:31.000
Ending that distancing.
00:51:31.000 --> 00:51:34.000
That frustration, and that prejudgment.
00:51:34.000 --> 00:51:39.000
building. Helping build bridges. Real bridges, not steel bridges.
00:51:39.000 --> 00:51:41.000
But bridges between people.
00:51:41.000 --> 00:51:45.000
Building unity. So until next time.
00:51:45.000 --> 00:51:47.000
Let us continue to transform.
00:51:47.000 --> 00:51:50.000
The complexities, like we talked about today,
00:51:50.000 --> 00:51:52.000
into execution.
00:51:52.000 --> 00:51:56.000
The chaos that we see too often.
00:51:56.000 --> 00:51:58.000
Turn that into connection.
00:51:58.000 --> 00:52:02.000
And turn our purposes, each and every purpose that we have,
00:52:02.000 --> 00:52:05.000
into action. Let us continue.
00:52:05.000 --> 00:52:13.000
Achieving unity. With www.achievingunity.com, call me, 303-362-8733.
00:52:13.000 --> 00:52:17.000
And I hope you always remember that is 303-focused.
00:52:17.000 --> 00:52:21.000
On your phone. 303focus.com.
00:52:21.000 --> 00:52:23.000
Remember, it's all about being focused.
00:52:23.000 --> 00:52:27.000
We can stay focused on turning the chaos that we talk about
00:52:27.000 --> 00:52:30.000
that we see into connection.
00:52:30.000 --> 00:52:34.000
As we achieve unity by harnessing the power.
00:52:34.000 --> 00:52:38.000
of encouraging, inspiring, and including others.
00:52:38.000 --> 00:52:41.000
In building better businesses,
00:52:41.000 --> 00:52:44.000
better lives, and a better world.
00:52:44.000 --> 00:52:48.000
Again, this has been Mark Intrican with the Achieving Unity Success Formula.
00:52:48.000 --> 00:52:52.000
Reminding you that life is truly
00:52:52.000 --> 00:52:55.000
Well, we make it. So let's make it. It's all of us.
00:52:55.000 --> 00:52:57.000
Help each other achieve.
00:52:57.000 --> 00:53:01.000
1. Intentional step at a time.
00:53:01.000 --> 00:53:03.000
And make life awesome. Together.
00:53:03.000 --> 00:53:06.000
in unity. Thank you all for helping others.
00:53:06.000 --> 00:53:09.000
Achieve, through your time,
00:53:09.000 --> 00:53:13.000
And your commitment. Hope to see you again next week.
00:53:13.000 --> 00:53:15.000
can contact me, 303-FOCUS,
00:53:15.000 --> 00:53:17.000
Market, MarkEntrican.com?
00:53:17.000 --> 00:53:19.000
MarketRealityfocus.com.
00:53:19.000 --> 00:53:21.000
I'm looking forward to hearing from you.
00:53:21.000 --> 00:53:27.000
Till then, cheers.
