The Wake Up Eager Podcast

Overview of Episode #21. The following topics are covered: Get an inside look into how Amazon creates a culture of accountability with Author of the The Amazon Way John Rossman:

• John shares three key actions every leader can take to create more accountability for themselves, their team and their organization
• The number one thing every leader at Amazon obsesses about
• The three Amazon leadership principles that you can use to create more accountability on your team and in your organization.
• Find out why 'social cohesion' is the enemy of accountability
• Contact Suzie Price at 770-578-6976 or [email protected]

Timing on Recording: @ 2:25 ---

Topic 1: John's Background, Contact Information, Fun Information and Challenges and Reward with John as a Leader

• John's favorite guilty pleasure tv show and favorite possession
• Challenging and rewarding moments as a leader
• - Twitter: @johnerossman - Blog: On-AMZN.com - Email: [email protected] - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Business- Kindle and Print Book - Get The Amazon Way on Audible, use my affiliate link here. (Free book, with 30 day trial.)
• Quotes from John: "In accountability a lot times it's not a situation you made, but you have to own it." "The best leaders...commit to it, there's no more hesitation, nor more pointing fingers or hedging...they really own it." Mantra: "I try to not drive looking through the rear view mirror, I only drive looking at the windshield." "You have to own your dependencies well beyond your current scope... you have to go upstream and downstream..." "Amazon does not let the organizational structure get in the way of ownership. Don't let your org structure get in the way of doing the right thing."

Timing on Recording: @ 30:00 ---

Topic 2: Describe what a culture of accountability looks like and the benefits, through examples at Amazon or in other companies, who have figured this out.

• Combination of habits and techniques
• Individual - understanding your daily priorities, really important.
• Team - orient around metrics - the metrics must have a logical flow and created thoughtfully -Amazon spends most of their time in getting the metrics right -Create a weekly rhythm around reviewing a consistent set of metrics -Every metric is owned by one person - make sure somebody owns it
• Organization - managing dependencies, other factors that you lean on to get your results - Trust but verify, everybody would dive into your business - this was usual and not personal; "This is how we manage together as a team..." -Leaders have to say and give permission for this - so that everybody is doing this... -Metrics can be THE way to run the business... -"In God we trust, all others must bring data."

Timing on Recording: @ 49:00 ---

Topic 3: The top 3 things that most get in the way of leaders/managers building a culture of accountability on their team and in their company

• Leaders are Right A Lot – understand the details, dive deep, great metric, experience and intuition to know what's right Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
• Having a Bias for Action – know the right time to analyze and the right time to take action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
• Be Vocally Self Critical - demonstrates that they are on top of their business, when leaders act this way – it gives permission to challenge others and builds trust. "How can we get better?" Speak up make sure the truth is heard… Honest feedback. "open his kimono --- there is simply no other way" Blend - Humility and will. A 1990's phrase @ Japanese silk robe - kimono - that means that everyone should share data. There should be no secrets between those in the meeting. everyone shares all the information they have with everyone else "honesty, bare and open" no holding back.
• Deliver Results The results and being accountable for them
• Have to get over social-cohesion. This is the tendency for groups and individuals to want to get along so much that we don't hold each other accountable. It can be one of the enemies of accountability. Metrics and managing dependencies in a good and deep way can help with social cohesion. We don't want group think.
• A good leader gets results, hold people accountable and can get along with people. Hard to do.

Timing on Recording: @ 57:00 ---

Topic 4: Which Principle Has Helped Your Career, Advice to 30 Year Old Self and Billboard Anywhere What Would It Say, Advice to Every Leader

• Bias for action
• Get comfortable with unproductive time; Not always taking over situations or being the driver of an agenda
• Advice to 30 Year Old Self: eat less sugar - have more unproductive time, your greatest personal strengths can become your weaknesses in some circumstances - "It's amazing what comes to you when you leave one hand open..."
• Billboard: You have to be willing to be misunderstood. (To do hard things or to make change.)
• Advice: Focus on the metrics of your business, be very thoughtful, slow down and really think about the metrics.

• 1. Obsess Over the Customer Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.
• 2. Take Ownership of Results Leaders are owners. They think long term and don't sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say "that's not my job".
• 3. Invent and Simplify Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by "not invented here". As we do new things, we accept that we may be misunderstood for long periods of time.
• 4. Leaders Are Right, A Lot Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
• 5. Hire and Develop The Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.
• 6. Insist on the Highest Standards Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
• 7. Think Big Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
• 8. Bias for Action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
• 9. Practice Frugality Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.
• 10. Be Vocally Self –Critical "How can we get better?" Speak up make sure the truth is heard… Honest feedback. "open his kimono --- there is simply no other way" Blend - Humility and will.
• 11. Earn Trust Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team's body odor smells of perfume. They benchmark themselves and their teams against the best.
• 12. Dive Deep Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.
• 13. Have Backbone; Disagree and Commit Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
• 14. Deliver Results Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.

• - Twitter: @johnerossman - Blog: On-AMZN.com - Email: [email protected] - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Business- Kindle and Print Book - Get The Amazon Way on Audible, use my affiliate link here. (Free book, with 30 day trial.)

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Related Podcasts and Articles:

Podcast Episode #20 - Setting Expectations the Easy Way, Build Accountability with a Dashboard

Podcast Episode #19 - REV - Three Steps to Help Leaders Improve Productivity

Related Service:

Short- Term Leadership Coaching – Using TriMetrix

Talent Tracker Workshop for Leaders and Teams

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!

Overview of Episode #20. The following topics are covered:

• Focus: Helping Leaders Create a Culture of Accountability on their team and in their organization.
• I share a seven question quiz to test your understanding around performance expectations.
• I show you how to use a three step model, the Job Dashboard, as an easy way to create and share performance expectations and keep people accountable.
• Book Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
• Video Resource: How to Create a Job Dashboard
• Book Reference: How to Hire Superior Performers: 70 Tips, Best Practices and Strategies
• Contact me at: 770-578-6976 or [email protected]

Timing on Recording: @ 1:48 ---

Topic 1: Performance Expectations - Seven Question Quiz - Test Your Understanding

• What client Jim shared and how that prompted this Series
• Upcoming programs in this Accountability Series
• Quiz (Agree or Disagree): 1) When team members help set their own performance expectations they tend to underestimate what they can accomplish. (Agree or Disagree?) 2) Not all performance expectations can be stated so that they are measurable. (Agree or Disagree?) 3) The best performance expectation plans are loose and flexible. (Agree or Disagree) 4) Not all expectations have to be written. (Agree or Disagree) 5) Most team members do not like have performance expectations. (Agree or Disagree) 6) Specific performance expectations help a manager evaluate a team member's performance. (Agree or Disagree) 7) Having team members share their performance expectations promotes team work. (Agree or Disagree)

Timing on Recording: @ 12:16 ---

Topic 2: Story/Analogy That Explains What a Job Dashboard Is...

• A Job Dashboard is a performance management and hiring tool that succinctly describes the top three to five performance expectations (or priorities) that are crucial for superior performance in a position. The employee gets involved in deciding what actions he/she will take for each of the Dashboard Expectations or Priorities and it is referenced often to track progress or breakdowns.
• Dashboard Story...
• Here is an EXAMPLE of one Performance Dashboard for a Senior Customer Service position: Priority #1.) Customer Satisfaction provided at required levels. Priority #2.) Become a product expert & learn new features as they are released. Priority #3.) Complete all orders and requests according protocol. Priority #4.) Train and mentor new customer service reps.

Timing on Recording: @ 20:45 ---

Topic 3: How to Create a Job Dashboard

• A simple three-step goal setting guidelines process that is easily remembered with the acronym: R.P.M. Can use post it notes.

1. R. Respond & Brainstorm Question What must happen or the job has failed?" Or said in a positive way, "This must happen in the job for superior performance…" Think about the job and past people in the job. Think about what you liked and what was a 'disaster'. Brainstorm your answers. 2. P. Place Responses, Create Headlines & Prioritize Group all of the answers you brainstormed into 3 to 5 categories. Create a summary statement or headline for each category.

3. M. Metrics Are Added & Interview Questions Selected Select measurements for each category. Create and select the best interview questions for each.

• You can create: • By yourself (I do this for my own position) • With the employee • For a position you are filling - include three to eight subject matter experts (SMEs) who have a vested interested in the success of the Position. (I facilitate these types of discussions.) The main objective here is to just have a Job Dashboard for every Position. If you can't get a group of SMEs together, do it by yourself.
• Watch me create a dashboard - video here. www.pricelessprofessional.com/dashboard
• Why a Job Dashboard Matters and How It Helps You: - Helps you and the employee get very clear about what's important and what matters the most. Promotes clarity and purpose. Eliminates confusion. - Improves ownership of their job and makes accountability conversations objective and non-threatening. - Help you have clear, honest and straightforward performance review conversations with every employee. - Helps new hires focus on what matters most for success in their new position, setting them up for quicker up time, less overwhelm and a greater probability of success.

Timing on Recording: @ 28:20 ---

Topic 4: Conversations With Your Employee

• Review top priorities with employee, ask their view
• Get the employee to share actions they are willing to take
• Negotiate any actions that are too high or too low - get clarity and agreement around what the actions will be.
• Create the measurements TOGETHER, AFTER you've agreed on the action.
• Have the employee repeat back to you what was agreed upon in the Dashboard. Make sure you are both on the same page.
• Schedule a time RIGHT THEN - open your calendars and schedule a time to meet and follow up.

Timing on Recording: @ 35:07 ---

Topic 5: Get the Employee Involved

• Job Dashboard, three steps, get the employee involved = more commitment, motivation and cooperation.
• Once set YOU MUST hold team members accountable to them.. Follow up, reference them… and support their performance by providing resources, encouragement, providing performance feedback and coaching, and recognition.
• When hiring and interviewing the Performance Dashboard helps: - Avoid the three biggest interview mistakes, because it keeps interviewers focused on the skills and attitude that are most important for success in the job. - The interview team ask the right interview questions because all interviewers are 'on the same page' around what's most important in the job. - Focus on the right final selection criteria so that the interview team does not over-focus on the candidate's likability and/or background. - Create clearer and more specific job postings so that you attract candidates who are a great match to the position. - Delivers a consistent message to all candidates and new hires about what's expected in the job. - Leaders do a much better job of instilling confidence in new hires and setting them up for success.

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Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company

How to Hire Superior Performers: 70 Tips, Best Practices and Strategies

Related Service: Short- Term Leadership Coaching – Using TriMetrix

Leadership Training

Interview Skills Training - Dodge the Duds

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!

Overview of Episode #19. The following topics are covered:

• Comments? Questions? Reach Suzie at 770-578-6976, [email protected] or http://www.pricelessprofessional.com/suzie
• Kicking off a series on Accountability - will have 3-4 podcasts devoted to this topic
• Key superior performance skill/attribute: Personal Accountability tools for looking for that skill in candidates.
• R.E.V. - A three Step accountability process. A mind map of things to consider as a leader – to help an employee get on track and to improve accountability.
• Books Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
• PDF Download of the R.E.V. Accountability Process Questions

Timing on Recording: @ 1:30 ---

Topic 1: Why an Accountability Series and What a Culture of Accountability Looks and Sounds Like

• What client Jim shared and how that prompted this Series
• Describing a culture of accountability
• Personal Accountability - a skill you can measure and develo QUIZ AND WORKBOOK Around Building the Skill: Personal Accountability = One of the Most Important Leadership Characteristics: What Every Executive Ought to Be Good At... PODCAST With Interview Questions to Help You Look for Personal Accountability in Candidates: Three Biggest Interview Mistakes And How to Avoid

Timing on Recording: @ 18:05 ---

Topic 2: What R.E.V. Stands for and Why It Works...

• R.E.V. Performance Improvement Process to build an action plan for this employee. Here are the steps we used: R. Remove Obvious Barriers E. Expectations for Performance V. Verify Job Fit

• Why R.E.V. works: - Leader takes responsibility for his/her part by taking positive action - Gets the leader "into" the situation – instead of pointing blame and feeling frustrated - It demonstrates the skill of someone with strong personal accountability - It is a Mind map and thought process for determining next best action steps - Lays the ground work for future conversations so that they can be clear, direct, helpful and specific - Ensures accountability if steps are completed - Clears confusion – helps leader think objectively

Timing on Recording: @ 24:25 ---

Topic 3: R. Remove Obvious Barriers:

• Questions for Remove Obvious Barriers (R): Does this employee have the right tools, experience and training to do the job? Are there structural team or company issues getting the way? Are you leading, managing and supporting the employee in the best and most effective way?
• Actions Mike Decided to Take: 1. Provide more mentoring and training by having this employee spend a few hours a week shadowing a high performer, in the same role, at another location and scheduling him for relevant skill training. 2. Review processes for approval on ordering items – leader Mike has been a bottleneck around that. 3. Mike also – recognized his desire to control everything – and that he had not specifically given this new supervisor the authority to take action – micromanaging him, he vowed to give him more responsibility and the authority to take action. 4. Mike will review the DISC Communication Style Video and Style Cheat Sheet to adapt his communication style match this employee's style and needs. 5. Throughout Mike's career, including time in the military, he ALWAYS did exactly what his leaders asked of him. Lately, he's been frustrated with many of his younger employees who are not similarly motivated. To gain a better understanding of what today's younger workers need, he decided to listen to this podcast: How to Train and Retain the Millennial / Generation Y Employee for ideas on how to engage this person and the other Millennials on his team.

Timing on Recording: @ 30:44 ---

Topic 4: E. Are Expectations Clear?

• Questions for: Are Expectations Clear? Does this employee clearly understand top focus areas and priorities in the job and have they been discussed? Has the employee had the opportunity to help craft the actions and measurements for each performance area? (Getting the employee involved will improve his buy-in.) Once performance expectations are in place, are employees held accountable to them? Are they reviewed regularly to check progress?
• Actions Mike Decided to Take: 1. He realized that the elaborate checklists he's been using, while accurate are probably overwhelming to someone new in the industry. He decided to create, with the employee, a Performance Dashboard of the top expectations in the job. 2. Mike committed to hold short employee accountability and trouble shooting meetings around Dashboard progress, success and trouble areas.

Timing on Recording: @ 37:23 ---

Topic 5: V. Verify Job Fit

• Questions for: Verify Job Fit (V.): Is this person a strong fit for the job? Does he match the style, motivators, personal skills, experience and future goals required for success in the job?
• Actions Mike Decided to Take: 1. This employee may or may not be a great fit for the job. He will revisit this area in three to six months. 2. If at that time: ---performance has decreased or stayed the same, Mike will take official Company Action Plan and Discipline steps toward termination. ---performance has only slightly improved, Mike will consider having this employee participate in the assessment and coaching process to determine job fit and next-step specific development actions.

Subscribe via iTunes or Leave a Review

Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company

Handout Mentioned: PDF Download of the R.E.V. Accountability Process Questions

Related Service: Short- Term Leadership Coaching – Using TriMetrix

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!

Overview of Episode #18. The following topics are covered:

• Understanding Hiring and Coaching Assessment Tool TriMetrix
• What It Is and How to Use It
• All About Its Rich History and the Science of Axiology
• How to Read and Understand the Dimensional Balance Page
• Questions? Comments? Contact Suzie @ [email protected] or 770-578-6976
• Directory of all Wake Up Eager podcasts: www.wakeupeagerworkforce.com

Timing on Recording: @ 2:26 ---

Topic 1: Personal Story and Why People Do Not Work Out

• A Personal Story: When I first realized how challenging it can be to hire the right person for the job – a tough lesson.
• Reasons why people do not work out.
• Georgia Labor Commissioner Mark Butler shared 69% let go due to lack of personal skills
• Cost of turnover 1.5 to 8 times salary – silent killer of Corporate Profitability

Timing on Recording: @ 14:37 ---

Topic 2: What People Bring to the Job

• My Car Analogy
• Have to get away from, "Anyone can be trained to do any job." "With enough training & try hard enough any one can excel…"
• People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators.
• Fit Matters
• Our data shows that one assessment is 60% predictable – good fit- in successful hiring; two assessments are 80% predictable in successful hiring and three assessments are 93% predictable in successful hiring.
• Department of Labor recommends three views of a person
• Assessment Results should account for less than 30%

Timing on Recording: @ 17:00 ---

Topic 3: What Is TriMetrix?

• What makes TriMetrix unique - tri-modal assessment = three views
• Dr. Hartman quote, "Are they going to be happy? Are they going to be productive? Will they want to stay? Will they own their job? Will they contribute their talent generously?"
• What TriMetrix measures
• Podcasts that explain two of the assessments in TriMetrix: - Episode #1 DISC – www.pricelessprofessional.com/disc - Episode #2 Motivators – www.pricelessprofessional.com/moremotivation - Episode #3 Motivators – www.pricelessprofessional.com/moremotivation2
• Assessment results help us understand the person –and a Benchmark for the job helps us understand the job.
• How we get to under the hood – what a person can do and perform easily.
• Sample TriMetrix Talent Report
• Sample Hiring Debrief
• Sample TriMetrix Coaching Report

Timing on Recording: @ 29:20 ---

Topic 4: History of TriMetrix and About the Science of Axiology

• Formal Axiology is a logic-based science
• When we make decisions and take action-we use our mental and emotional capacities to do so. Sometimes we take the right actions and make the right decisions, sometimes we don't
• Axiology is measuring the quality of our judgment and decision-making by gauging both our mental clarity and emotional orientation and conditioning. Judgement responses reveal strengths and development opportunities.
• Dr. Hartman, "This is a study of one's thinking habits."
• Robert Schirokauer – 1932 fled Germany fake passport. Rejected communism and believed that 'every life is sacred and that you can't kill people for an idea'
• Changed name: Robert S. Hartman. 12 books, hundreds of articles, 1970's – companies like Seimens, Volkswagen, Alcoa Aluminum were using HVP.
• Hartman's vision was to give us the means to recognize and fulfill "the good" within each of us, thereby enriching our lives. By applying these principles on a broader scale, we may also enrich our world and make it a place of more "goodness" and peace.
• Serves as a roadmap – pointing where we are and where we can go – to full self-actualization
• How people judge, think and process.
• TTI SI is powered by its three decades of research, conducted by Target Training International, Ltd. data pool of millions of individuals collected over these decades. They have four patents.
• I become certified in 2004.

Timing on Recording: @ 33:20 ---

Topic 5: Understanding How We Make Decisions – Three Dimensions of Thinking from Axiology and Dr. Hartman, The Dimensional Balance Page and Personal Skills

• How does axiology do this? Three main thinking dimensions.
• We all use all three dimensions in our thinking and decision-making to various degrees. We think and feel in all three dimensions, fluidly, all the time.
• Young Man on a Cruise – SYSTEMIC: I'm here to meet women; EXTRINSIC: Three days, tall women with brown hair; INTRINSIC: I met the love of my life
• How this relates to TriMetrix & Dimensional Balance page… The higher the score = high clarity = high capacity – "I can do this with ease – it will be a strength."
• External and Internal – Six areas: - External- Understanding Others –"stepping in the shoes of others…" Listening skills, empathy and degree of emotional distance, ability to build trust and rapport. Ability to adapt to others. - External- Practical Thinking -Common Sense -social norms, can do or frustration in getting things done. Understanding functions at work, apply resources. - External- Systems Judgment - understanding the system and order, approach to authority, understanding of rules and whether embrace them or rebel against them. Big picture, structure and order. - Internal- Sense of Self -Sense of inner worth, Comfortable in own skin, below average – hungry for achievement or tendency to burn out-does not take care of self. - Internal- Role Awareness – changes – impacts resiliency, self-management, internalized role, understand place in the world, if high + - no barriers to their drive/motivation/pride in role - Internal- Self-Direction - ideal self. Self-discipline, self-image, project self into the future
• Proxy Statements – 78 quadrillion ways to rank the items, First Set of 18 – good to bad, Second Set of 18 - agree to disagree
• Clarity - How well the respondent understands the dimension Based on how the 18 statements were ranked - 4-6 low, 6-8 medium, 8-10 high
• Personal Skills – research --- required at some level for most jobs; all are job related. most jobs only require Mastery of seven, 18- 20 high = high performer, high capacity
• Research – Top Personal Skills in Leaders: Personal Accountability, Goal Achievement, Interpersonal Skills, Leading Others, Persuasion.

Show Notes:

Overview of Episode #17. The following topics are covered:

• Overview of the Six Motivators
• Four Step process for MORE Motivation - How to double your levels of motivation and energy, in 70 days - How to use this info you help your ee's do the same - Understanding potential blind spots so you can manage them
• Five interview questions to ask candidates
• Complimentary offer

Timing on Recording: @ 0:02:25 ---

Topic 1: Suzie's Real-Life Story Around Mis-Matched of Motivators, What the Motivators Are and About the Workplace Motivators Assessment

• The Workplace Motivators is an Assessment used to reveal what puts gas in your tank. DISC style – what people see, WM – not seen, but they drive your behaviors. I use this assessment in team building, training – leadership/sales/interviewers and in hiring.
• Your Assessment results explain why people do what they do.
• Your top two motivators, according to the assessment, are your top strengths, preferences and where you thrive.

Timing on Recording: @ 0:16:08 ---

Topic 2: What are the Six Motivators?

1. The Learner/Intellectual motivator – She will research market trends and actually become trained in the workshop and become certified in the assessments so she can train other people to teach the class. She will focus on gathering all the necessary information. (Einstein, Professors, Journalists)
2. The Business Person/Resourceful motivator – He will focus on sales and figuring out what the budget should be. (82% of all top sales people score #1 in this area…) Work hard and long for economic return and want to reduce waste. He's going focus on how to maximize return on investment. (Donald Trump, Investors, Sales people)
3. The Serving Others/Altruistic motivator she will coach people who've completed the assessment before and after each workshop. She will also mentor the new trainers and coaches mentor as they are out around the country teaching, making sure their needs and interests are taken care of (Mother Teresa, princess Diana, coaches)
4. The Balance Seeker' Harmonious motivator he will focus on using his talents in design to make sure that the marketing materials look and feel just right. He will also oversee how the PowerPoint slides and workbooks look, ensuring just the right look and pleasing aesthetic. (Martha Stewart, Walt Disney, architects, designers-marketing, web, interior, landscaper)
5. The Power Player/Commanding motivator she will be the public image and face of the training program – making speeches to groups and attending networking meetings all over the country. She'll help lead the team and stay focused on thinking outside the box, getting visibility and advancing her own and the team's image. (Professional speakers, politicians, entrepreneurs, sales – networking)
6. The Principled /Process and Order Keeper motivator he'll drive the efforts for standard operating procedures for all employees and for the roll-out of the program. He'll monitor and enforce the rules to ensure that the traditions of the company stay strong. He'll also oversee that the budget – checking to make sure that everyone is following the budgetary guidelines. (Ministry, policeman, CFO)

• Motivators help answer these four questions, a quote from 1960 by Dr. Robert S. Hartman, the Founder of the Science of Axiology: "What am I here for in this world? Why do I work for this organization? What can this organization do to help me fulfill my meaning in the world? How I can help this organization help me fulfill my meaning in the world?"

Timing on Recording: @ 0:30:25 ---

Topic 3: M.O.R.E. Motivation – The First Two Steps, Questions for Candidates

• There are four key actions for getting MORE Motivation, they are M. Motivators and Strengths Matter O. Observe, List R. Re-Fuel Daily, Check Blind spots E. Embrace Differences
• M. Motivators and Strengths Matter. This first step for MORE motivation is a reminder about the power of using your strengths every day.
• O. Observe and List Begin OBSERVING your actions and energy and creating your own list of your top 5 strengths are - It's empowering to know what you're good at, and it's thrilling to spend your time focused there! Go to Episode #2 for five simple, but revealing Observe and List Actions You Can Take:
• "We have the energy to do what we want to, and we never have the energy to do what we don't want to do, and we always want to "do" our strengths and motivators."
• "People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators."
• Suzie's Book: How to Hire Superior Performance
• Information about the TriMetrix Hiring Assessment Process:
• Five Questions to Ask Candidates: Just ask the questions, and listen closely. Don't let the candidates off easy by allowing them to give you vague and general answers, be sure to press them to give you specific examples for every answer.

1. What jobs have you enjoyed the most? Why? Please share specific examples of what you enjoyed.
2. What jobs have you enjoyed the least? Why? Please share specific examples of what you disliked.
3. Give specific examples of past environments you worked best in.
4. Give specific examples of past environments that did not work well for you.
5. What kind of responsibilities would you like to avoid in your next job? Why?

Timing on Recording: @ 0:38:42 ---

Topic 4: M.O.R.E. Motivation – 1% a Day and in 70 Days, You're TWICE Improved & Step 3 R. Refuel Daily, Check Blind Spots

• Small efforts add up! Pick one: Option #1 - $3 million in cash this very instant OR Option #2 - A single penny that doubles in value every day for 31 days.
• If you chose Option #2, the penny, you're going to be very pleased with yourself. That's because on Day 31 you'll have $10,737,418.24! That's over three times more than Option #1, the $3 million in cash!!
• The "magic" of compounding: The Compound Effect by Darren Hardy. (Download this book for free! Get a complimentary audio download with a free 30 day trial by using my Audible.com affiliate link.)
• Take 15 minutes a day to use your strengths and motivators more, which is 1% a day, and your efforts will add up. Do this for 1% a day and in 70 days, your motivation will be twice improved.
• Top Stressors for Each Motivator
• What's a blind spot? Well, blind spots point to ANOTHER advantage to Observing, Listing and knowing your top M&S - that we've not even talked about yet – because your top strengths and motivators can become so second-nature to you, you often don't even realize when you're overusing them… We all have blind spots.
• "Any virtue carried to an extreme can become a crime."
• Top Blind Spots for Each Motivator

Timing on Recording: @ 0:50:20 ---

Topic 5: M.O.R.E. Motivation – Step 4 - E. Embrace Differences

• Pride around what you value (your top motivators) can lead to unintentional judgment and conflict, "I'm right, you're wrong."
• "One person's crazy is another person's refreshing."
• Hire people who match the job so that you have stronger intrinsic commitment to the work; and for the people already there – pay attention to their strengths and help each person become aware of them and use them as much as possible.
• This step is a reminder to not judge yourself for having differing interests from others, and to not judge others for their interests. Pushing against difference is usually the root cause of personal and professional conflict.

Timing on Recording: @ 0:59:58 ---

Topic 6: M.O.R.E. Motivation – Step 4 – E. Embrace Differences

• Schedule a Complimentary Consulting Call with Suzie – [email protected]
• Special offer for the first three who email and schedule a call – two options: 1) two DISC/WM Talent Insight Coaching Reports and access to my private self-study coaching tools web page and debrief video OR 2) One TriMetrixHD Candidate assessment, I'll compare to a national benchmark… written debrief with follow up recommendation.

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Related Podcasts and Articles: MORE Motivation, Episode #2

Related Service: Superior Performance Hiring Assessment Process

Selection Articles, Books, a Quiz and More…

Talent Tracker Workshop for Leaders and Teams

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Contact Suzie at 770-578-6976, [email protected], Podcast Directory of all Episodes, Here.

Overview of Episode #16:

Hear Cobb EMC's Director of Talent Management Ron Younker and I talk about how to have those tough conversations. Ron brings real world insight and fresh ideas from his 30+ years of experience.

We cover:

• How to Hold Those Tough Conversations
• The Power and Simplicity of Holding 'How's it Going?' Meetings…
• Performance Management Litmus Test: Four Questions to Ask Employees
• A Bright Idea: Peer Mentoring for Growth and Support for Leaders
• Biggest Struggles for Leaders in the Area of Performance Management
• One Thing You Should Always Do When Having Tough Conversations

Timing on Recording: @ 4:44---

Topic #1: Ron Younker's Background and How to Hold Those Tough Conversations

• Will often have "constructive tension"
• Create safety
• Describe the behaviors - Use the litmus test of "Did I hear it, did I see it?"
• Ask the person what s/he thinks
• Listen actively
• Remember: having the conversation is a gift you are giving the employee
• Be sure to remember to recognize people for great work. (Gallup Research)
• Match the recognition to the person. (DISC Styles overview video here.)
• Breaking down development: 70% is through experience, 20% comes from mentoring and coaching, 10% training
• Help employees move through problems/experiences or pair them up with a mentor, don't just throw people into training.

Timing on Recording: @ 32:40 ---

Topic #2: The Power and Simplicity of Holding 'How's it Going?' Meetings…

• Scheduled meetings with employees to stay in touch – make them a regular expectation.
• Used to stay in tune with employees – what hurdles they are facing.
• Hold more of these if you are in an active coaching situation – meet weekly. But if there are no real issues you can meet every 2-3 weeks.
• Let them start…
• Usually 30-45 minutes long.
• Always asking, at the end, "What can I do?"
• Leadership is about enabling people to get their work done.

Timing on Recording: @ 36:36 ---

Topic #3: Performance Management Litmus Test: Four Questions to Ask Employees

• 1) What are the objectives you are trying to achieve?
• 2) What are the behaviors and values your department is focused on?
• 3) How are you doing?
• 4) What are you doing to get better?

Timing on Recording: @ 44:10 ---

Topic #4: A Bright Idea: Peer Mentoring for Growth and Support for Leaders

• Create a "Board" of 2-3 peer leaders.
• Consider these folks as your accountability partners.
• Confidential discussions.Talk about real issues and challenges and sharing of best practices.
• This helps develop a common mindset among all of your leaders.
• A lot of companies keep safety at the forefront of their work. We hold meetings about safety every week and month. There is a continuous dialogue. As leaders we ought to doing the same thing so that it all stays fresh so that we're sharing best practices and always learning.

Timing on Recording: @ 50:15 ---

Topic #5: Biggest Struggles for Leaders in the Area of Performance Management

• Letting problems fester by turning our heads - do not have the courage to have the conversation – must display courage.
• Must realize that having the conversation is a gift you are giving that employee.
• Let wise people who've done it before – show you how to do it.

Timing on Recording: @ 53:53 ---

Topic #6: One Thing You Should Always Do When Having Tough Conversations

• Take great notes. --- Write out the conversation in advance – this will help you have the courage. --- Create thoughtful notes for recognition and development. --- Demonstrates respect.

Timing on Recording: @ 58:30 ---

Topic #7: Final Notes and Recommended Resources

• The Annual Review discussion should never be a surprise.
• The role of the leader – developing employees should be near the top, along with getting stellar results.
• Center for Creative Leadership
• Crucial Conversations: Tools for Talking When the Stakes Are High - Click this link and get a free audio book download with a 30 day trial by using Suzie's affiliate link: www.pricelessprofessional.com/audible

Subscribe via iTunes or Leave a Review

Related Wake Up Eager Workforce Podcasts: Being a Best Boss - An Interview with VPHR Dr. Randy Reece August 2015 Newsletter - The Three Step R.E.V. Performance Process

Related Service: Effective Communication eCourse -W.P.S.A. - Four Step Communication Template for Having Tough Conversations

Train/Coach Corporate Leadership Training Programs

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Overview of Episode #15:

Hear Talent Connections Owner and Founder, Tom Darrow, a leading Atlanta Businessman and Community Leader share this wisdom and insights from 30 years of professional experience in helping National Corporations formulate strategies to turn employees into their most valuable competitive advantage.

• Contact Host Suzie Price at 770-578-6976 or [email protected]

Find out about:

• The top two trends Tom shares on how corporations manage talent acquisition;
• Actions leaders should be taking right now;
• Top trends in employee retention and what actions you can implement immediately;

Timing on Recording: @ 4:25 ---

Topic #1: About Tom Darrow and His Extensive Involvement in Leadership in Business and Community

• Overview on Tom's 30 years experience in HR and recruiting
• Tom's company Talent Connections, in 2007 and 2008 was listed as one of the fastest growing companies.
• Tom serves on various boards in the community and is at the leading edge of national trends in HR.

Timing on Recording: @ 10:00 ---

Topic # 2: Tom Darrow's Background - Fun and Interesting Questions to Get to Know More About Him

• Tom designed and built his own mountain hideaway in Murphy, North Carolina. For some inspiration check out his mountain house at mountainmajesty.com.
• His most challenging moment in HR
• His most rewarding moment as a leader
• His journey as a leader and business owner
• One thing – most people do not know about Tom
• The one person who had the greatest influence on his career

Timing on Recording: @ 31:10 ---

Topic #3: What books and programs have helped you on your leadership journey?

• Business By The Book by Larry Burkett
• Leadership Counsel of 10 Christian business people
• Strengths Finder 2.0 by Tom Rath
• Create your life's purpose and build your life around that

Timing on Recording: @ 40:49 ---

Topic #4: Top Trends in Employee Selection

• The major problem now in talent acquisition is the volume of candidates and inundation of communications via email, phone, fax, mail
• Ask your employees. With an employee referral program, while it's necessarily automatically ideal for the role, it does go a long way
• How can you turn the impersonal hiring process into a positive experience of relationship building between the corporation and the prospective candidate.
• What is your sourcing strategy? The key is to specifically narrow down the role so that you have not just a job description, but also, key criteria of what the person is expected to achieve, an idea of their profile, their benchmarks, behaviors, competencies, and so forth.
• Be proactive - commence the process of creating the pipeline early. Most companies know within a year, what positions will need to be filled.
• Create an employment brand. Get out there, boots on the ground, so candidates want to work for you.
• It's not about getting a bunch of candidates for the role. It is about how to find the right one. To assist your client, you must go deeper than just the job description.
• Talent acquisition must be seen to be as important as anything else the company does. The objective is to think of talent acquisition as an investment where employees are the competitive advantage.
• THE Superior Performance Secret: Simple, Not Easy & Often Missed In this video I share THE main superior performance secret. It's something that most Leaders know, but without meaning to, don't focus on enough. Watch now: http://www.pricelessprofessional.com/superior-performance-secret.html

Timing on Recording: @ 55:40 ---

Topic #5: Top Trends in Employee Retention

• The new focus is engagement or re-engagement of employees.
• This is a challenge as many think they are not happy and are willing to search for other roles. They may be kicking the tires...
• Take a critical look at each of your people and sit down with each one. Do an employment survey once a year, talk to them, get their feedback - what do they like or don't like, help them understand how their role is critical to the company.
• Walk up to people every day. Engage them.
• Re-engage and re-energize your people.

Timing on Recording: @ 1:02:15 ---

Topic #6: How do you know if you're doing enough?

• You never want to be in a position where you think you've done enough
• How can you give exceptional client service?
• Ask and keep asking - what more can we do? Chick-Fil-A is a good role model for this.
• People want to know that they matter. It's not complicated but it is not easy either.
• Try to articulate the corporate culture you're moving towards. Have you mapped out what it looks like? What skills and attitudes will they need for tomorrow's culture?

Timing on Recording: @ 1:07:25 ---

Topic #7: What advice would you give to your 30 year old self?

• Focus on the long term. Don't get caught up in daily busyness.
• Three themes from interviews with centenarians - 1. spend more time with family and friends 2. take more risks 3. do more in this lifetime that will stand beyond your lifetime, that is create a legacy.
• What are you doing to build your legacy while you're building your resume?

Timing on Recording: @ 1:11:30 ---

Topic #8: If you were to create a Tom Darrow bill board, what would it say?

• "Jesus is The Answer"
• We need to heal people. The world is hurting. When we heal, they go on to heal others.

Timing on Recording: @ 1:11:30 ---

Topic #9: Reach Out

• Speaking engagements - recruiting, HR, Career Management, Leadership, How to Build A Legacy Not A Resume, Mis-employment, Optimize your career, Intentionally take charge of your career.
• Talent Connections specializes in HR, recruitment, executive level searches for key talent.

Best way to reach Tom Darrow –

• Email: [email protected]
• Linked In: https://www.linkedin.com/in/tomdarrow
• Cell: 770-633-5242
• Website: http://www.talentconnections.net/

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Related Podcasts: Four Skills Best Bosses Have Mastered

What Research Reveals About How to Train and Retain the Millennial Employee

Related Service: TRAIN/COACH: Corporate Leadership Training, Team Building and Coaching Programs

Employee Selection Assessment Tools and Resources

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of this!!

Overview of Episode #14:

Hear former Vice President of Human Resources executive Dr. Randy Reece, a student of leadership, share his insights and wisdom with no agenda. (He doesn't have a book or program to sell, he just wants to help out.)

Find out about:

• What Square One leadership is and how Randy used this to be a best boss;
• Why Randy asks questions to generate conflict and how questioning can improve engagement;
• One question that Randy asks every candidate in leader interviews;
• The difference between delegating, dumping and dropping;
• Four top Barriers to being a great leader;
• How to Overcome Being a Gutless Leader and How to Become More Strategic.
• Contact Suzie here.
• Website and full shownotes, here.

Timing on Recording: @ 2:50 ---

Topic #1: About Chattahoochee Technical College and How I Met Dr. Randy Reece

• Overview on Chattahoochee Technical College
• One of Randy's past employees, Beth Zullo, tells us why he has been her best boss

Timing on Recording: @ 11:41 ---

Topic # 2: Dr. Randy Reece's Background - Fun and Interesting Questions to Get to Know More About Him

• Why his favorite guilty pleasure TV show is The Bachelor and Bachelorette
• His favorite possession: His father's car the car he used to learn how to drive
• His most challenging moment as a leader
• Square one leadership
• His most rewarding moments as a leader.
• One thing – most people do not know about Randy

Timing on Recording: @ 33:44 ---

Topic #3: My Journey to Leadership and Why Questioning to Create Some Conflict is a Good Thing

• More about Randy's journey
• Why Randy asks a lot of questions
• How conflict creates better ideas
• Something HR people should be doing
• How to not put fence around people and keep people engaged
• Why leaders struggle with micromanaging and why you should change

Timing on Recording: @ 50:56 ---

Topic #4: The One Question Randy Always Asks and Some of His Belief Statements About Leadership

• Favorite Question: Tell me what trust means to you.
• A Strongly Held Belief: The vast number of employees want to do a good job.
• Another Strongly Held Belief: A small percentage of employees want to do an outstanding job. The really good leaders are the ones who can help people move from good to great.
• One of the best lessons he learned from a past boss...
• Looking at each work experience as though it an opportunity for an apprenticeship

Timing on Recording: @ 1:01:00 ---

Topic #5: The Difference Between Delegating, Dumping and Dropping

• The difference between providing a safety net and micromanaging
• How to allow people to get close to falling through the safety net so that they grow and take ownership

Timing on Recording: @ 1:08:30 ---

Topic #6: Greatest Influences on Randy's leadership Life and Recommendations to Help Other Leaders

• Find an advocate
• Formal education
• Always understand there is more to learn, always be learning
• Authors: John Maxwell and Patrick Lencioni (Get a complimentary audio book download with 30 day trial, at Audible. Use my affiliate link and look up Patrick Lencioni or John Maxwell: www.pricelessprofessional.com/audible )
• Gallup Organization Research (Podcast #13 Four Skills , go to 21:15 on the recording.)

Timing on Recording: @ 1:17:14 ---

Topic #7: Barriers to Great Leadership

• Micromanaging
• Me-Centered leader
• Gutless Leader
• Lack of Strategic Thinking and Strategic Action

Timing on Recording: @ 1:10:13 ---

Topic #8: How to Overcome Being a Gutless Leader and How to Become More Strategic

• Have guiding principles to make decision making easier.
• Make more decisions.
• Go through the strategic thinking process by tackling an easier decision first and make sure that there is a good result to build confidence in your decisions, even if they are not popular.
• Do your homework. Answer these questions with trusted team members.(Especially important for Human Resource people.) Why are we doing this? What are the alternatives? What are the implications?

Timing on Recording: @ 1:28:20 ---

Topic #9: Closing Questions

• The person that comes to mind when Randy hears the word: Successful
• What Randy would put on a billboard
• What advice would you give your 30-year old self? -Think strategically -Decide what you want to get out of your career and make that your overriding mission -Be patient and observe - Then think, act and plan strategically -OPA – Observe, Plan, Act

How to reach Dr. Randy Reece: [email protected]

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Related Podcasts: Four Skills Best Bosses Have Mastered

What Research Reveals About How to Train and Retain the Millennial Employee

Related Service: TRAIN/COACH: Corporate Leadership Training, Team Building and Coaching Programs

Employee Selection Assessment Tools and Resources

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of this!!

Overview of Episode #13: In this episode you'll hear real life examples from real people about their best and worse bosses, what they did that worked or didn't work and the impact it had on them and the business. I share Important research about what you specifically need to do as a leader to improve revenue, increase customer service, drive productivity and reduce turnover. Learn about four important leadership skills you can master to become a best boss!

• Important research that tells you EXACTLY what you need to do as a leader to improve revenue, increase customer service, drive productivity and reduce turnover.
• Real life examples from three different people about their best and worse bosses.
• Four important best boss skills
• Contact Suzie Schedule a Complimentary Consulting Call or Send Me Feedback
• FREE OFFER, Get This eCourse: Managing My Team - Building My Leadership Skills Six Week, Self-Paced eCourse Three simple steps to get this class for free: 1) Subscribe to this show via iTunes (for iPhone and iPad users) or via Stitcher and, 2) Leave a Review. 3) Send me an email [email protected] letting me know that you subscribed and left a review, and I will send you materials for: Managing My Team - Building My Leadership Skills Six Week, Self-Paced eCourse
• Full shownotes online: www.pricelessprofessional.com/fourskills

Timing on Recording: @ 5:03 ---

Topic #1: Who Were Your Best and Worse Bosses?

• Beth Zullo describes her best boss
• Kelly Vandever, Speaking Practically, describes her worse boss
• It's Sunday night and you are getting ready for work. How did you feel when you were going to work for your best boss? What about for your worse boss?
• Favorite quote, "I may forget what you said and did, but I will NEVER forget how you made me feel."
• Best Boss Descriptor themes that I've heard over the years, from all types of audiences: that he or she was a good listener; they were fair; they're very knowledgeable; knew their job so you respected them; could be tough, but also kind, and supportive; he was direct and a good communicator.
• Worse Boss Descriptor themes that I've heard over the years, from all types of audiences: he or she never listened; they were unfair; played favorites; she was arbitrary in her decisions so I never knew which way they were going to go; dictator; too easy/pushover; cruel, mean jokes; inconsistent; weak, and not honest.
• Impact of a bad boss on morale and performance. Kelly Vandever's experience. "We wanted to be heard... innovation comes from people being willing to step up..."

Timing on Recording: @ 21:25 ---

Topic # 2: Gallup's Research: EXACTLY What You Need to Do

Recap of Gallup's Study:

• First Break All the Rules: What Great Managers Do Differently
• Effective leaders per 25 person team: increased profitability through higher monthly revenues (a minimum of $80,000 month) increased customer loyalty, lower turnover and a big increase in productivity.
• Gallup determined that high performance teams and the strength of the workplace can be assessed with these twelve questions that are broken down into four main categories that represent the employees mindset. WHAT DO I GET? 1. Do I know what is expected of me from work? 2. Do I have the materials and equipment I need to do my work right?WHAT DO I GIVE? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?DO I BELONG HERE? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work?HOW CAN WE ALL GROW? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

Timing on Recording: @ 28:14 ---

Topic #3: Four Skills Best Bosses Have Mastered

These four skills:

• Easy to understand and discuss.
• Just make sense.
• Practical and point things you can begin doing more of, right away.
• Foundational skills that can be used in every conversation and interaction.
• Universal, base line skills for ALL levels of leadership

The acronym to remember the four skills: C.A.L.L. C- Cultivate a positive sense of self in others. A -Address problems quickly by focusing on behaviors and facts. L. Lead by inviting input and participation. L. Listen aggressively. These skills will help you:

• Help people rise to their potential and a higher level of performance
• Act quickly and be direct and specific when there are problems
• Get to get into the habit of getting people involved n decisions so that they are more committed to the decisions that are made and help you make better decisions
• Become one of those very rare leaders who listens to, really listens, to people. (When you master Listening Aggressively skill people will talk about you with wonder and awe, they will follow you and stay with you!)

Timing on Recording: @ 30:15 ---

Topic #4: Cultivate a Positive Sense of Self in Others

• Cultivate a Positive Sense of Self in Others - This is the ability to sustain or build self confidence in others.
• Kelly shares about her best boss, and how she did this skill really well.
• Definition of Sense of Self: This is a measure of a person's awareness of who they are; it is a person's ability to discern their own self-worth.
• People ARE responsible for their own sense of self, (background, choices, and more) but you can, as someone's leader, positively influence how well they see or believe in their ability to potentially do something, by your expression, of their value.
• What Beth Zullo's best boss did – when she started new on the job.
• I'm always thinking, in every conversation, with every personfrom my neighbors to my clients: - Can I cultivate a positive sense of self in this conversation? - Can I make things better by my contribution? - Can I see something good in this person and express it either by my actions or by just listening well or by reminding them of something that they've done well? - Is what I am about to share – going tohelp this person, hurt this person or am I just saying something to make me look good. (From another favorite book: Unleashed! Expecting Greatness and Other Secrets of Coaching for Exceptional Performance )
• As a leader – if you can think about yourself as a person who is an advocate for each person's potential and NOT primarily a judge or critic around what is not working, according to Gallup's research, you will create a stronger team.
• 3:1 ratio - three to one, three positives, for every one course correction
• We're talking about seeing someone's potential – and projecting that good to that person through your actions and words.
• GREAT leaders – positively influence others.You have to decide that that means something, and that you want to be that kind of leader. Ask yourself: have I left this person, after my interaction with them, in a stronger frame of mind? Have I strengthened them in some way by expressing my belief in them?
• Phil Davis shares about finding your "True North" and reminds us that leadership is a sacred duty.

Timing on Recording: @ 49:43 ---

Topic #5: Address Problems Quickly. Focus on Behaviors and Facts

• This is the ability to quickly, specifically and factually discuss problems and employee performance.
• Behaviors: Facts Specific Objective Rational Creates More Openness to Discussion... and you'll make more progress What you see someone do, things you see and hear
• Attitude: Opinion General Subjective Emotional Will Create Defensiveness... will create more arguments. What you think someone is feeling or thinking
• My own Best Boss story with Tony
• My materials and training via online classes http://pricelessprofessional.com/leadershiponline

Timing on Recording: @ 55:54 ---

Topic #6: Lead By Inviting Participation and Input

• This is the ability to improve connection, personal rapport and commitment by inviting participation and exchange of information and opinions.
• Gallup survey number 7 out of the 12, in the section where employees are thinking – Do I belong here? And the first statement is: Do my opinions count?
• Beth Zullo, how her best boss did this…
• Power formula: ED = RD X CD. (Effective decisions equal the (right decisions) multiplied by (commitment to the decisions)
• Your employees want and need to be heard…
• A very wise leader that I respect greatly and who is one of my best leaders always said, "I may not obey but I can definitely listen."
• www.pricelessprofessional.com/audible - Free Audio Download, with a 30 day trial using my link: Crucial Conversations: Tools for Talking When the Stakes are High
• It's a mature thing to do as a leader, not to shut people down, or not to do the other thing, which is just to have everybody vote. If you do either one of those things too often, it will shut people down and you won't get the level of commitment that you want.
• Actions You Can Take: - Sharing information with team members. - Giving team members recognition for their contributions. - Delegating a task to a team member. - Involving team members in decision making. - Asking team members for their ideas about a problem. - Asking team members for their help

Timing on Recording: @ 1:10:13 ---

Topic #7: Listen Aggressively

• Listening aggressively is to hear with determination and energetic pursuit, demonstrating a desire to understand.
• Here's Beth's best bosses ability to listen well…
• Being present with someone is a gift. There's a great quote that I love here. It says, "The greatest compliment that was ever paid to me was when one asked me what I thought, and attended to my answer" Thoreau
• A book recommendation: Seven Habits of Highly Effective People. One of the seven habits: Seek First to Understand, Then to Be Understood. So powerful. You want to understand where people are coming from, even if you disagree with what they are saying. Free audio download with a 30 day trial using my link: pricelessprofessional.com/audible
• Listening aggressively means that you are focused on hearing in a determined and energetic way. When you are doing it well, you demonstrate your desire to understand by asking questions and listening with NO agenda other than to understand.
• Beth shared about her boss and how he made people feel, "It made a person feel good – wow, he heard me."
• There are so many people who are not good at listening aggressively. It's, basically, listening to others without interrupting. It's listening and expressing support. It's asking questions to get more information. It's having an open mind, even when you disagree with what they're saying. Even if the other person is being defensive, you stay focused on listening so that you truly understand.
• It's a key skill as a parent, coach, friend, family member AND in arbitration and closing any kind of conflict.
• The tool I use to help myself listen aggressively, and that I teach in workshops is: RPSA. This stands for powerful steps in listening: reflect, probe, support, advise. My Article: The Forgotten Charismatic Leadership Skill: It Might Surprise You...
• We all have some negative listening habits. My Article: Improving Listening Skills - Do You Have Any of These Negative Listening Habits

Timing on Recording: @ 1:10:13 ---

Topic #8: Thank You and Free Offer

THANK YOU:

• Beth Zullo. I wish you well as you move from her role at GGC and goes back into teaching, where she'll be helping middle schoolers.
• If you need help with a presentation, and or giving your people to permission to speak contact: Kelly Vandever – Speaking Practically. Her website: www.speakingpractically.com
• If you need help to Outsource HR functions, or need consulting on compensation, strategy or business alignment, contact: Phil Davis – Flex HR. His website: www.flexhr.com

FREE OFFER, Get This eCourse: Managing My Team - Building My Leadership Skills Six Week, Self-Paced eCourse

• Three simple steps to get this class for free: 1) Subscribe to this show via iTunes (for iPhone and iPad users) or via Stitcher and, 2) Leave a Review. 3) Send me an email [email protected] letting me know that you subscribed and left a review, and I will send you materials for: Managing My Team - Building My Leadership Skills Six Week, Self-Paced eCourse

Subscribe via iTunes or Leave a Review

Related Podcasts: How to Train and Retain the Millennial / Generation Y Employee

M.O.R.E. Motivation In the Workplace The Workplace Motivators Assessment

Related Service: TRAIN/COACH: Corporate Leadership Training, Team Building and Coaching Programs

Employee Selection Assessment Tools and Resources

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of this!!

Show Notes...

Overview of Episode #12:

This episode will help you in your interviewing and hiring efforts so that you can be sure to put the right people in the right seats. Build more business success and outsmart your competition by doing the things, in the interview, that help you notice and attract the best employees.

• Five Benefits Interview Team is Better Than Going Alone
• Take the Free Top Thirteen Hiring Manager/Interview Mistakes Quiz
• Selection Criteria for Picking Interviewers
• Getting Your Interview Team Ready in Five Steps
• See the full shownotes here.
• Contact Suzie at [email protected] or call me at 770-578-6976

Topic #1: Get a Free Audio Download for Podcast Listeners

Timing on Recording: @ 4:00 ---

• Audible offering to Wake Up Eager Workforce Podcast Listeners: Get an free audio download and a thirty-day trial, here.
• Over 150,000 titles are available. Two books that I recommend, that will help you in the employee selection arena are: Good to Great by Jim Collins and Topgrading by Dr. Bradford Smart. Go to: www.pricelessprofessional.com/audible to get either one for free.

Timing on Recording: @ 7:30 ---

Topic # 2: The Problems with Having an Unprepared Interview Team

Having a unprepared interview team is like going to the grocery store in a rush... The new guy, who sounded great in the interview and the the entire interview team liked him, but turns out he's missing a important 'ingredients' and you end up making the best of what you had, but it's not what you intended, and it's not ideal.

Bad hiring is costly.Listen to an earlier podcast about the costs and the top three mistakes interviewers make: www.pricelessprofessional.com/interviewmistakes

Timing on Recording: @ 14:15 ---

Topic #3: The Benefits of having an Interview Team and not going it alone…

The benefits of involving others in the interview process are many, and include

• More "eyes" and insights from others about the candidates,
• Ability to dive deeper into import- ant topic areas by dividing up focus areas during the interview
• Use it as a development opportunity to up and coming leaders in the organization
• Creates increased buy-in and support for the new hire
• Improves new hire retention

Take the Free Hiring Manager Mistakes Quiz around the top thirteen mistakes interviewers make to see if you make any of them: www.pricelessprofessional.com/hiringmistakesquiz

Timing on Recording: @ 17:45 ---

Topic #4: One to one Interview Benefits and Interview Team Member Selection Criteria

I recommend one-to-one interviews, over and above Panel Interviews. Here are some benefits of one-to-one interviews:

• Create more comfort for the candidate to ask questions and tell more about who they really are
• Help interviewers have more in-depth discussions
• Reveals more clearly, how well the candidate does or does not fit into the team and company culture

Two Important Interviewer Selection Criteria:

• 1. Each interviewer on your interview team must have a vested interested in the success of the position.
• 2. Each interviewer on your interview team should have some training into how to interview. Interview Training That Suzie Offers: - Get 70+ interview questions, plus interview training, in my self-paced class: How to Conduct An Interview - Book: How to Hire Superior Performers: 70 Best Practices, Strategies and Tips -Workshop: Dodge the Duds, Pick the Winners: The Secret to Superior Performance

Topic #5: Hiring Process and Five Step READY Interview Team Strategy Meeting

Timing on Recording: : @ 21:30 ---

• Here is an image of the Eight Step Superior Performance Hiring Process that I recommend. If the image is not showing in the show notes - here is a link to it online.

• My Book: How to Hire Superior Performers: 70 Best Practices, Strategies and Tips
• Five Step Process R.E.A.D.Y. (get the meeting agenda form, here.)R. Review. Why the Position is open; Timeline for Filling; Job Description Superior Performance Hiring Worksheet; Candidate Resumes of Upcoming Interviews E. Evaluation & Feedback Selection Meeting Scheduled Schedule this meeting 24 hours (or less) after candidate interviews; can be in person or by conference call; make this a mandatory meeting. A.Assign Interview Focus Areas Focus Area Worksheet: blank – form fill-in online PDF worksheet. Worksheet for focus areas, here. D. Determine & Create Competency, Behavioral-Based Interview Questions Articles with information and many sample interview questions, here: www.pricelessprofessional.com/hiringarticles You can also get 70+ interview questions, plus interview training, in my self-paced class: How to Conduct An Interview Y "Why" Sharing by Each Interview Team Member

Topic #6: The "Why" of the Why Statement

Timing on Recording: @ 29:30 ---

• What is the Why Statement: Sharing with candidates, near the end of the interview, your answers to: "Why I work for the Company." "Why this position is valuable to the company and the team." While you are focused on vetting the candidate and you're looking for job fit by asking competency, behavioral-based interview questions, putting on your pleasant but response-neutral face and listening aggressively, you also need to remember that the interview is a mutual selection process. The best candidates usually have several options that they are considering. They are focused on selecting the best employer that meets their needs. Everything the company does during the interview process reflects on the company brand and the candidate's perceptions as to whether your company is good place to work.
• How to use this in the Interview Team Strategy Meeting: Ask each interviewer to share, in the meeting in round-robin fashion with you and their peers, their answers to those two questions. Having each interviewer share their "why" statements in the READY meeting helps each interviewer practice what he or she will share. It will also help others who are not sure what to say to candidates share more clearly and be more effective. Closing the meeting with a round-robin exercise like this ends the meeting on a high note. It also helps everyone remember that while they are vetting.
• Help In Creating a Solid Why Statement: It's important to have a strong and succinct "why" statement and to share it with your candidate as the last step in the TALENT interview agenda. Sharing a powerful and meaningful "why" statement will be one of the last impressions you leave with the candidate. Step 1. Brainstorm (an uncensored list) all the ideas and thoughts you have around why working at your company and in this role is so great. Step 2. Pick three to five key points from your brainstorm list that best explain why working at your company and in this position is desirable. Use these prompts to get your brainstorming started: • Share the organization's mission, vision, and values • Describe the culture as dynamic, stimulating, and growing • Mention low turnover, strong loyalty, and employee commitment • Share about the awards the company has received • Detail the exciting and interesting aspects of the job • Outline the business results the company has accomplished • Talk about the forecast for the future • Remind the candidate of the great location, benefits, leadership, or team.

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Related Podcasts: The Three Biggest Interview Mistakes and How to Avoid Them

Related Service: How to Conduct an Interview Self-Paced Class Dodge the Duds Workshop

Employee Selection Assessment Tools and Resources

Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie

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