Full transcript
0:04welcome to using organizational values
0:06as a planning and accountability tool
0:09i'm mike coffey president of imperative
0:12information group and
0:14i just welcome everybody uh thank you
0:16for joining us today i hope this is
0:18useful
0:19today's webinar is pre-approved
0:22by sherm for one hour of professional
0:25development credit and
0:27by hrci for one hour business
0:31recertification credit
0:33and uh
0:35what will happen is at the end of the
0:36webinar
0:38my team will
0:40get the people uh information for the
0:41people who actually showed up and you
0:43know
0:44registered and attended the webinar and
0:47then you'll get an email later today or
0:48first thing tomorrow with all the
0:50recertification information
0:53throughout the webinar feel free to
0:55drop questions use the chat box if you
0:58will uh if you have any questions and uh
1:00i'll try to pay attention to those as we
1:02go along and
1:05if
1:06either answer them then or make sure
1:07they get answered
1:08uh later on
1:10during the webinar
1:12great
1:14let's get going then
1:17so
1:18we talk about values and
1:20that's not a new topic right
1:23um
1:24you know for 25
1:27plus
1:28maybe 30 years
1:29companies have been talking about values
1:32and
1:33usually
1:35employees kind of roll their eyes some
1:37organizations have a really great sense
1:39of
1:40the kind of behavior that they want to
1:42incentivize and they really have a
1:43company culture
1:45that that builds that
1:47and others well it's just uh basically
1:50pictures on the wall and you know happy
1:52posters those kinds of things
1:55but your values just think about the
1:57word
1:58value
1:59what is the behavior
2:02that your organization values in other
2:04words
2:05what behavior
2:06do we select employees about what uh
2:10what do we incentivize what do we reward
2:14that's what your values really are so
2:18values like learning
2:20um or
2:22trust or whatever
2:25sound great they sound very noble
2:28but in reality
2:29a lot of organizations
2:32have learning as one of their values but
2:36they spend precious little money or
2:38effort
2:39in helping their employees
2:41learn
2:42you know
2:43build skills and do those things that
2:47bring them you know forward in the
2:49organization
2:50so
2:51you know i think that's one of the real
2:53risks that companies have when we start
2:54talking about values is what we really
2:56aren't we're not going to get there
2:59based on
3:00uh just some you know pi in the sky
3:03stuff we've got to make a an investment
3:05of time we've got to build it into our
3:07strategy to make sure that we really
3:09have values that
3:12reflect what the organization
3:14uh
3:15how things get done in the organization
3:17those values really have to be
3:19consistent across the organization you
3:22can't have a sales organization over
3:24here that's really cutthroat
3:27and
3:28teamwork isn't a priority here but then
3:32expect teamwork and you know any other
3:35value words like that
3:37to work in the rest of the organization
3:39um it's they really the values how we
3:43get things done into organization
3:46you know is through teamwork that's
3:48great but if
3:50people in accounting or people in
3:51operations see that over in sales it's
3:54it's every man for himself and those
3:56guys are making all kinds of having all
3:59kinds of success and that's where
4:01they're getting rewarded that's where
4:02the the money's being made
4:04then the rest of the organization's
4:05going to follow
4:07that behavior and so it really needs to
4:11be
4:12consistent it needs to be understood by
4:14everybody what those words mean when we
4:16say teamwork or learning
4:18environment or you know
4:20like an imperative ours are always
4:23acting the best interest of the client
4:26always work as one
4:28with compassion and respect and always
4:31act with integrity
4:32and uh everybody in my organization can
4:35recite those and they can also give
4:36examples of what that looks like and it
4:37doesn't look like but in many
4:39organizations they know the words but
4:41they really don't have a sense of what
4:43it really means uh
4:45in the organization
4:48so there are actually three different
4:50kinds of values then right
4:52we've got our actual values how things
4:55really get done in the organization
4:58what do we really reward what do we
5:00really incentivize
5:02how do we sell you know what kind of
5:04people do we select as employees and as
5:07leadership
5:08that's really where you see your values
5:10i mean you've got values as an
5:11organization whether they're on the
5:13posters or they're on the id cards or
5:16whatever
5:17you have values the real question is
5:19are are those really how things get done
5:22or do you orient employees on the first
5:25day of you know work well here's our
5:27values and here's you know everything
5:29that we aspire to as an organization and
5:31then when they actually are in their
5:33work area somebody pulls them aside and
5:35says yeah that's real nice but let me
5:38show you how this really happens and
5:39here's what you really have to do to get
5:41a
5:42to get ahead in the organization or to
5:43get anything done
5:45then there are
5:47aspirational values maybe we
5:49realize we need change as an
5:51organization
5:52and to achieve our strategy we need a
5:56different kind of behavior maybe we're
5:58going from
6:00a commodity based business where
6:04customer service isn't a giant priority
6:06and we're just trying to be the low
6:07bidder on on every project and get
6:09product out the door
6:11great nothing wrong with that business
6:13plan
6:14but let's say we want to transition away
6:16from that
6:17to
6:19a more premium product that's higher
6:21customer service uh and
6:24you know what that
6:25that our clients will pay more for
6:28well now we've got
6:29a value misalignment we've we've got a
6:32whole organization built around
6:35low customer service you get what you
6:37pay for we send it out the door and it's
6:39gone versus a high customer service
6:42more premium type product
6:44that probably involves more
6:46relationships with clients more
6:48hand-holding when clients have questions
6:50those kind of things so we know there's
6:53a gap there but we're going to call out
6:56that this is the behavior that will get
6:58us to where we want to go and we as an
7:00organization are going to start hiring
7:02and rewarding
7:04employees based on that behavior
7:07that's a real challenge right
7:09it's a it's a very difficult thing to do
7:11to change the values because
7:13generally our organizations hire people
7:17with and train them and orient them to
7:19them to the values
7:21that we needed
7:22you know
7:23at a specific time and those people
7:25generally their values align with that
7:27too
7:28and so now we're going to turn the
7:31the
7:32you know the car three you know 180
7:34degrees and go the other direction
7:36some people are going to need to get out
7:37of the car they're just not a good fit
7:40in that organization and we're going to
7:41that's what that whole process will look
7:43like as we move in the organization to a
7:46different set of values
7:48and then there's the values where we
7:49just know
7:51people aren't
7:53necessarily going to actually act like
7:57the way we want them to do
7:59but it feels really good it looks good
8:01in our marketing materials it's great
8:03when customers come visit and we've got
8:05these posters on the wall that you know
8:08say peace love and whatever
8:10but in reality when we when they come to
8:13deal with us or we hire these new
8:15employees and they come in the
8:16organization they realize it's
8:17completely different and we have no
8:18intention of changing it it's just
8:21it's it's just marketing fluff and
8:23unfortunately i think that that happens
8:25in too many organizations that
8:27really don't get
8:30that kind of
8:32attention to you know really
8:34implementing
8:35what they say their organization values
8:37are
8:39so
8:41the first thing when we're going to talk
8:43about our values is let's figure out
8:46as an organization
8:48what our current state of our values are
8:51you know
8:52how do we reward people
8:55um what's the perception of from
8:57employees about who who advances in the
9:00organization
9:02and so how do we and and with our
9:03customers and other stakeholders so
9:05first we need to have
9:06just interviews we need to sit down and
9:08talk to employers or employees
9:12uh customers
9:14uh suppliers
9:16all the other stakeholders uh in the
9:18organization and maybe even in the
9:20broader community because uh your
9:22business has an impact on more than just
9:25those initial you know the you know your
9:27standard stakeholders of your customers
9:29employees
9:30and and maybe vendors and shareholders
9:33and so
9:34we need to have interviews you know and
9:36with employees we're asking questions
9:38like
9:39why do you get up in them in the morning
9:40and come to work every day
9:42what is that
9:43uh why don't you go work someplace else
9:47why don't you go look for another job
9:50so and then maybe do behavioral events
9:52interviewing tell me about a time
9:56when in the organization where you felt
9:58like
9:59you couldn't be successful
10:02because of the organization's culture or
10:04tell me about a time where you were
10:06successful and you think that was unique
10:08to this organization
10:10uh tell me how
10:13you've what you've experienced in this
10:14organization that may be different than
10:17organizations
10:19in uh that you've worked for previously
10:21those kind of questions and then start
10:23peeling that onion to figure out
10:25uh what you know what when you get it
10:28right down to the core what is the value
10:30statement we're making about how people
10:32are treated rewarded incentivized that
10:35sort of thing
10:38you know tell me about a time where you
10:39were proud to be an employee here that's
10:41a great question
10:43when was the last time you were
10:44disappointed in the organization
10:47those things will give you and as you
10:50dig deeper and deeper in them a really
10:51better sense of um
10:55who the org you know where the
10:57organization is who who and how
11:00uh who you're hiring and how they're
11:02getting things done
11:04uh so another thing you can do is a net
11:06promoter score
11:08um how likely would you be as an organ
11:11as as a you know to
11:13on a scale of one to ten how likely
11:15would you be to recommend working for
11:18this company
11:19uh
11:20as an you know uh you know as a current
11:22employee highlight your or based on your
11:24last month of experience at this company
11:26how likely would you be to
11:29recommend to a friend or colleague that
11:31they consider a job at this organization
11:33and that'll give you some sense that
11:36especially with the follow-up questions
11:38from an nps net promoter score
11:41that tells you where
11:43where you where you stand with your
11:44employees
11:47another thing you can do to evaluate the
11:49current situation is
11:51look at the performance metrics for your
11:53top
11:55performers
11:56who who's considered a top performer in
11:58your organization um and what are their
12:02metrics what are we rewarding them for
12:04what are we actually rewarding them for
12:06what are they you know what are we
12:07seeing in their uh
12:09in their paychecks
12:11and their titles and their their scope
12:13of responsibility
12:15um maybe other departments have you know
12:18different departments have different
12:19performance measures and maybe it's
12:21really jumbled and so we need to look in
12:23different organs in different
12:24departments and see
12:25in this department what is the behavior
12:28that gets somebody uh to move ahead and
12:31or what does this department consider
12:33success
12:34uh if revenue is just the bottom line
12:36number then that's going to be really
12:38different
12:40than um
12:42you know if you if you're concerned more
12:44about you know customer service
12:46and some of those items as well not you
12:49know revenue is always an issue but
12:52there's oftentimes
12:53if uh
12:55you know just shooting for revenue is
12:57not going to get us the kind of place
12:59where we have the kind of people we want
13:01to work with and where
13:03the kind uh you know where we can be our
13:06best company and people can be their
13:08best
13:09self uh at work
13:11but we got to remember that when we're
13:12looking at these metrics we get what we
13:14measure and so
13:16what are the you know just looking
13:17strictly at the metrics so you know how
13:19how are
13:20uh departments and individuals uh
13:23how is their performance measured that's
13:25going to tell you uh what you what you
13:28really value
13:29and then look at your most recent
13:32employee terminations the involuntarily
13:35involuntary ones and then separately
13:38probably the the
13:40voluntary terms employees who left
13:43are there any
13:44behaviors
13:47performance standards or performance
13:49issues that are that are consistent
13:52across uh
13:53across those um
13:56those groups and maybe you'll see that
13:58yeah um
14:00you know our best leaders our best team
14:02players are the ones who are voluntarily
14:05leaving the organization
14:06uh and maybe that tells us something
14:08that we need to dig deeper into as we
14:10look into our values or maybe if we look
14:12at the people we're terminating we're
14:14saying yeah this guy wasn't you know a
14:16team player this lady was not somebody
14:19who uh
14:21you know supported uh the rest of their
14:23her co-workers uh whatever and maybe we
14:26see yeah we are terminating people for
14:27the right reasons according to what
14:29we've determined to be
14:31our values
14:36and then look at all this information
14:38together all of that and say okay so
14:40where the organization is headed what
14:42we've set as our vision
14:44uh what our three-year goals are maybe
14:46five-year goals whatever we're doing
14:49what are what do we what kind of
14:51behavior do we need more of in order to
14:53get where we want to go
14:55versus what the behavior we need less of
14:58and this is a great
15:01exercise you can do
15:03in your
15:04even in your inside of your hr group or
15:07in smaller groups
15:08if we're not going to look at this
15:09company wide yet
15:11but in your you know maybe you've got an
15:13annual planning uh meeting of some sort
15:16for your team
15:18have everybody go around and first
15:22identify for each other person
15:26what is the one behavior
15:28that we really appreciate from you this
15:30past year what's that what behavior has
15:32really you know helped move the
15:34organization forward
15:36and then move back around and from every
15:38person in the group and it takes a high
15:40level of accountability and trust
15:42but what's the one behavior we need less
15:45of you from in the coming year
15:47and so maybe you've got a a great
15:50performer who
15:52you know this is great we just want you
15:54to keep doing more of this and maybe
15:56that's you know always being willing to
15:59jump in and help other people uh get
16:01their jobs done that's great but maybe
16:04what we need less of
16:05is
16:06you um you know
16:09taking uh
16:12you know taking things on a personal
16:13level when you get when you get any kind
16:15of feedback
16:16uh but again
16:18going through
16:20as an organization looking at what
16:22behaviors we need more of and less of
16:24can funnel down to the to the lower
16:26level uh departments as well and can be
16:29pretty instructive
16:32so
16:34when you know we love talking about
16:36goals conducting swot analysis uh
16:40participating in all these strategic
16:41planning retreats
16:43it's really exciting
16:45but it's often pretty pointless because
16:47we don't really execute on these things
16:50because we don't ask the question what
16:52are we willing to change so when hernan
16:54cortes
16:56came to the new world the story is is
16:59that he
17:02brought all his men off the ships
17:04uh onto what's now called mexico
17:07and then he burned the ships and he said
17:10this is behavior that we're
17:12uh
17:14you know this is uh you know this is
17:15we're burning these ships we're not
17:17going back you don't have any choice
17:19we as an organization as a group of
17:20people are moving forward and
17:23you know there's no retreat from this
17:25and the same would go in your
17:27organization what behaviors what habits
17:31as an organization are we we willing to
17:33change
17:35not look back and then maybe what are we
17:37not unwilling to change which boats are
17:39we unwilling to burn um and and you
17:42we've got to figure that out before we
17:44really set as an organization these are
17:46the things we value because the things
17:48you value are going to be reflected in
17:51the choices about how you do business
17:53what you're willing to give up to
17:55achieve your goals and what you're not
17:56willing to uh to do to achieve your
17:59goals
18:01and then of course
18:02everybody in the organization
18:05has to be
18:06on the same
18:08diet right everybody you know the the
18:11values have to be the same across the
18:13organization
18:15and if we aren't willing to
18:18you know insist that all of our
18:20leadership exhibits all of these values
18:24then we're going to have a problem we're
18:26going to lose those
18:28those high performers who uh want to go
18:31someplace else because leadership's not
18:34living the values that that that these
18:36people were promised really that this is
18:38the kind of organization we are you're
18:40going to have inconsistencies in
18:42customer relationships things like that
18:44as well um
18:45and so
18:47are we really willing to get everybody
18:50in leadership on the same page
18:53even if that means some people in
18:55leadership may have to to leave
18:58that's uh that's a hard question for a
19:00lot of you know a lot of folks to
19:03to to face
19:06and then we have to define our values
19:08okay
19:09and they need to be
19:12those things that we're really
19:14willing to
19:15go to the mat for and you don't need a
19:17list of 15 of them i've seen
19:19organizations with really long values
19:20lists and if an employee can't simply
19:23recite what the values are
19:25off the top of their head
19:26without just a ton of rope memorization
19:30you're probably not doing it okay you're
19:32probably not getting there
19:34you know maybe three to five values
19:37uh a number that really carry you know a
19:39number of values that really define and
19:42characterize who you are as an
19:44organization
19:45uh and maybe honestly who you aspire to
19:48be
19:49and so again there's nothing wrong with
19:51those aspirational values that don't
19:53really reflect our current reality but
19:55this is the future state this is where
19:57we're going as an organization
20:01one of the great ways to do that is
20:02identify those employees you want more
20:04of
20:05you know you look at a in your hr
20:07department or in sales or in operations
20:10identify the three or four people if we
20:11had
20:12you know five more kds we as an
20:15organization would really be rocking
20:18and so what's unique about katie maybe
20:20it's some you know some competencies and
20:22things like that but most often
20:24it's values it's what it's how katie is
20:27best incentivized and rewarded
20:30and um you know and i'm not talking
20:33about just straight again you get what
20:35you measure so maybe it's not just
20:36straight revenue or straight production
20:38numbers maybe it is also we look at
20:40katie and we see that katie is somebody
20:42who
20:43is um you know always puts the customer
20:46first bends over backwards
20:49to make sure that we anticipate problems
20:51before the client ever does and just has
20:54an amazing
20:55relationship with those clients and so
20:57and then you identify in let's say in
20:59operations your top three or four people
21:01like that and you start looking at each
21:02one of them and say okay here's the
21:04through line for all these people and
21:06again maybe it's you know that they
21:08really value the customer relationships
21:11maybe they they're really team players
21:13uh maybe they're always learning they
21:14really are learners and uh and so maybe
21:17those are the values uh
21:20those are that's who helps uh
21:22the organization moves move forward and
21:25so it's not just those people we've all
21:26had employees who hit their numbers
21:28right
21:29especially in sales organizations we've
21:32got employees who are just real alpha
21:33dogs and step on everybody else in some
21:37cases maybe that's fine
21:39but if you're looking for an
21:41organization that's
21:43more teamwork oriented um
21:46you know and more
21:48you know just generally on the same page
21:50maybe we need to step back and look and
21:52say
21:53um
21:54given you know
21:55that some values you know what this
21:58person values and what gets them ahead
22:00isn't what we want more of in the
22:02organization and so you may define that
22:05yeah we've got some alpha dog sales
22:07people but they're crushing all the
22:09other people and it's causing horrible
22:10turnover which is ultimately affecting
22:12revenue and so maybe we need a different
22:14set of values in our sales organization
22:17so that
22:18everybody can produce and rise raise our
22:21organization even higher in sales than
22:24we would have been with just a couple
22:26top performers and everybody else uh
22:28just getting you know
22:30you know ground under you know in an
22:32unsupportive organization and the values
22:34should be really clear um they should be
22:37so simple that anybody recognizes them
22:40when they see them um
22:42you know at imperative when we've got a
22:44new employee
22:46on the first day i take them to lunch
22:48and we go we talk about history of the
22:50company and our values that's all the
22:51time and that person's own background uh
22:53because usually i haven't ever talked to
22:55them by the time we fired them and uh
22:57but i wanna i wanna get to know them
22:59but we um
23:01but i i we go through the values and
23:02i'll like i'll talk through each of them
23:04and tell them what that looks like so
23:05always act with integrity is one of our
23:07values and i explained that means really
23:09two things in our organization
23:12integrity
23:13like doing the right thing
23:16and following through and
23:19doing what you say you're going to do
23:21that's you know that's integrity but
23:23there's also the kind of integrity that
23:26means that something is
23:28suitable for the purpose for which it
23:30was designed and so like when we're
23:32delivering background checks to clients
23:35we want to make sure that we're not just
23:37giving them a piece of paper to stick in
23:39an employee's file that they can that
23:42it's a reliable
23:43uh source of information about this
23:46person's past history so that our
23:48clients make a well-informed decision so
23:50it's got integrity from the point of
23:51like structural integrity it's it's it
23:55means you know we know what it looks
23:56like uh we know it's it's good for the
23:59purpose
24:00that the uh the client is asking for and
24:03so those are what those two things look
24:04like and so the behaviors that go with
24:06those you know would be
24:08admitting always act with integrity
24:10admitting when i've made a mistake
24:12seeking help when i'm not sure what to
24:14do
24:16but also
24:17going that extra mile when when there's
24:19a question with data sometimes uh a lot
24:22of times the information from the courts
24:23isn't real clear and we're a premium
24:26background check company our clients pay
24:28a premium to work with us and so rather
24:30than just dumping incomplete information
24:32into the client's lap we're gonna go
24:34back and make sure that we understand
24:36the information uh we've we've obtained
24:39whatever additional details maybe may
24:41have been missing and then we hand that
24:43information to our clients in a way
24:45that's useful for the clients to use so
24:47it's built for a specific purpose and
24:49usable for that purpose and so that's
24:51how we have those conversations in an
24:53organization about all of those offering
24:54of those values so people recognize them
24:56when they happen and so when they're
24:58faced with a circumstance and they're
24:59not sure what to do the first response
25:01is always go back to the values
25:03uh so they really need to be clear and
25:06then we also they need to be
25:08recognized so
25:10when uh
25:12you know when you've got your values set
25:14in the organization
25:16there should be opportunity for people
25:18to be get recognition
25:20for executing the values if we you know
25:23we get what we reward and we get more of
25:25what we reward so
25:28it may be hard to measure put a number
25:30on values but certainly your peers
25:34and the rest of the organization
25:35customers vendors
25:38you know strategic partners
25:41encouraging them
25:42to be aware of your values and to give
25:45feedback when they see somebody living
25:47those values out or
25:50when they when they're disappointed when
25:51those values weren't part of
25:54the uh
25:56an exchange or an interaction
26:00a real good test on whether your values
26:03are good whether this even goes this
26:04goes for your personal values as a human
26:07and as your organization can you talk to
26:09somebody about your values without
26:11breaking eye contact with them
26:14um
26:14because it's really hard to look
26:16somebody right in the eye and tell them
26:18something that you know is not true
26:20and uh if you even if you you know you
26:24you say it and you don't break eye
26:26contact
26:28you know that you're having to force
26:29yourself and so that's a really good way
26:31to say uh okay maybe we're falling short
26:34here and we need to look deeper here
26:37another question you could ask yourself
26:38okay we've got these values we've
26:40defined them they're clear
26:42but are we really willing to fire
26:44somebody because they don't live those
26:46values out
26:48and if you're not willing to fire
26:50someone because they don't get it or
26:52they don't want to operate according
26:54those values they are probably not
26:56really your values as an organization
27:00and the final question once you define
27:02these three to five hopefully values
27:05is does our leadership
27:07really demonstrate these values a
27:10hundred percent of the time in
27:12everything we do
27:13does is are these values
27:16something that we can leadership will
27:18hold themselves accountable to and we'll
27:20let the organization hold them
27:21accountable too
27:23and
27:24going into the future maybe these are
27:26aspirational values and we want to we're
27:28changing the organization is leadership
27:30really willing to make the personal
27:32sacrifices
27:34to reap the benefits into the future
27:36of changing our values if it comes down
27:38to it
27:39those are hard things for for leadership
27:41to do
27:43some in some organizations
27:45so you definitely want to
27:48you know ask yourself these questions
27:50especially before you publicize them
27:52i'm a big fan of of
27:55creating organizational change without
27:58telling the world about it
28:00um i'm i'm convinced that
28:04if you're really living your values
28:07the feedback you get from customers from
28:10employees
28:12um from your vendors your strategic
28:14partners
28:16will be demonstrated already people will
28:18already have a sense of what your values
28:20are
28:21without ever looking at
28:22uh the posters you've got on the wall or
28:25whatever information's on your website
28:28because in reality if this is really
28:31what we value as an organization
28:33people will experience that as part of
28:38who they are and what the you know their
28:39experiences with the organization
28:42uh
28:43so without ever you know directly being
28:45told what the values are their own
28:47experience uh and this is helen keller
28:50with uh general eisenhower president
28:52eisenhower um
28:54you know the idea is that without being
28:58told we've got an idea of
29:00who this organization is just from our
29:03interactions
29:05and then
29:06if if your leadership
29:08really is committed to that and you're
29:11rewarding incentivizing folks according
29:13to those those values it becomes pretty
29:15apparent
29:17uh and certainly when
29:19imperative we probably
29:212012 2013 we sat down to really look at
29:25what our values were
29:26and the origin kind of organization we
29:28wanted to be
29:29uh and what we were right then we you
29:31know we did that current state exercise
29:34and what we did was list you know um
29:37you know especially on the operation
29:38side
29:39the uh the top three or four employees
29:41if we had three or four
29:43of each of these people
29:45you know uh you know if our organization
29:47was really made up of people like this
29:49who would they be who would we want to
29:50replicate
29:52and uh and sure enough and i was the
29:54thing i was gratified and to this day i
29:57still am that the uh the people
30:01who we chose as you know and who we knew
30:03were our best performers the and the
30:06folks we wanted more of
30:08we listed what was great about each one
30:10of those folks what what was it that
30:12made them unique and you could see the
30:14through lines between all those people
30:16the consistencies and again it boiled
30:17down to integrity uh that teamwork
30:20aspect
30:21working as one with compassion and
30:23respect
30:24and uh
30:25always acting in the best interest of
30:27the client and so and i was thrilled
30:29because those are probably if i just sat
30:31down on my own those i would have come
30:34up with very similar values that's what
30:35i wanted as an organization uh and as
30:38the owner that's the kind of
30:39organization i wanted to work for i'd
30:41quit previous organizations
30:44in the corporate world because they
30:45didn't have those those kind of values
30:47and so i was really gratified when i saw
30:49that but then when we defined them our
30:52and and rolled them out to the employees
30:53the employees were like oh yeah that's
30:55that's who we are
30:57and that was even better because they
30:58they saw it and as we talked you know to
31:01customers
31:02uh did net promo promoter score surveys
31:04and things like that over the last 10 12
31:06years
31:07we've consistently had that same message
31:09from our clients and we keep hearing the
31:10same messages so that tells me we're on
31:13track with where we need to be do we
31:14fall short sometimes every organization
31:17does and we are too we're going to have
31:18failures
31:19uh and if somebody fails we don't beat
31:23them up again
31:24you know work as one with compassion and
31:26respect is one of our values but if
31:28somebody just doesn't get it or doesn't
31:30want to get it and their values just
31:32won't line up
31:33that's when they have to leave the
31:34organization and uh it's a shame because
31:38but changing somebody's core behaviors
31:40and how they really see the world is
31:42almost impossible they can modify their
31:44behavior for a while but their world
31:46view
31:48and what they really value may be so
31:50different from ours that
31:51i'm wasting my time and theirs and all
31:54i'm doing is frustrating us both by
31:56having them change their try to change
31:58their behavior and so sometimes you just
32:00have to say
32:02in order for us to be the organization
32:04we need to be this person is going to
32:06have to go
32:08but as we decide what the values are and
32:11we roll them out to the organization
32:14that's where we have to be in this
32:15position where we can tell the story
32:17where we can explain
32:19to people with concrete examples what
32:22this looks like in our organization
32:25you know joe in accounting did this and
32:27this and this and it's and it you know
32:30it led this customer to reach back out
32:32to us and say thank you
32:34or
32:35uh you know this this new employee and
32:38and shipping and receiving did you know
32:42took this action
32:43took this initiative and it reflected
32:45this value and it was it brought value
32:47to the organization
32:49those kind of things as stories and
32:52showing people these are the things we
32:53recognize you for in the organization as
32:56they enter the organization and then
32:58using them again as a coaching tool
33:01along the way
33:04and then your values should drive
33:06your organizational planning if you
33:08really
33:12say these are the things as an
33:13organization organization that we value
33:16well then as you're doing your strategic
33:18plans as you're thinking through who we
33:21want to be as an organization
33:24those values should
33:27be part of your strategic planning
33:31and so like at the very beginning of
33:33strategic planning process
33:35we
33:36look at uh
33:38our values every time is are these still
33:40our values are these still the things
33:42that as an organization in the coming
33:44year and the coming three to five years
33:46uh
33:48these are the behaviors that are going
33:50to move us forward and that to where we
33:52want to be as an organization and it may
33:55mean
33:56we may never be the biggest background
33:57check company in the united states much
34:00less texas but it means that the kind of
34:02client we serve
34:04will be gratified and appreciate what we
34:07give them
34:08and
34:09uh i think knowing that is uh and and
34:12having that niche i i mean i'm all about
34:14profitability i own the company i need
34:16the company to be profitable to pay for
34:18my kids orthodontia and all of that but
34:21at the same time knowing
34:24who we serve and how we serve them is
34:27critical to our strategic planning
34:30process so we always review values at
34:32the very beginning of the process
34:35and uh if there's a disagreement about
34:38you know
34:39this the values we don't
34:41proceed
34:43with the planning until we've resolved
34:46that and so sometimes there'll be a new
34:47team member
34:49uh
34:50who's not been through a strategic
34:51planning process and we'll go through
34:52that process and they'll say
34:53what does that really mean you know um
34:57you know i've been here for three months
34:58six months uh and we've talked about
35:02uh you know always working as one with
35:04compassion and respect but
35:07i see this example in the organization
35:09where we're not doing that
35:11or where we rewarded somebody who wasn't
35:14uh living that way
35:15and
35:16that
35:17stops all other planning let's talk
35:19through that circumstance let's let's
35:21make sure that we all agree
35:23that this is our current state or
35:27it's aspirational but it's where we want
35:29to go as an organization we're willing
35:31to to make sacrifices
35:33[Music]
35:35and then
35:36as we're evaluating as an organization
35:38new initiatives in the organization um
35:42maybe we want to get into a new line of
35:43business maybe we want to uh
35:47acquire another company whatever
35:50we need to use our mission and our
35:52vision but also our values as the lens
35:55through which
35:56we examine those opportunities
35:59uh
36:00let's say
36:01and if imperative had a a fourth uh
36:06value
36:07it would probably be something along the
36:10lines
36:11uh well i guess probably integrity
36:13covers it but it'll be something along
36:15the lines of uh delivering best in class
36:19quality as far as the products we
36:21deliver
36:22and so maybe we were looking at an
36:24acquisition
36:25that was
36:26more of a you know your standard
36:28background check a 30 piece of paper in
36:30the file that you know misses a lot of
36:32records and clients get their records uh
36:35their reports they don't know what they
36:36mean
36:37that's fine that's a great business
36:39model it's a pretty lucrative business
36:40model and that you know for a lot of
36:42clients that's perfectly they're
36:43perfectly happy with a 30 background
36:45check that's not what we do and what it
36:47makes sense for imperative to get into
36:49the business of
36:51you know
36:52delivering those kind of reports to our
36:55clients or to acquire a company with
36:57maybe a lot of clients can we ask our
37:00employees to turn on and turn off their
37:02values in order to with this commodity
37:05type product over here serve our serve
37:08one set of clients and then turn on the
37:10values on this side
37:12and
37:13serve
37:14these other clients over here with more
37:16quality and uh you know customer service
37:20and all that and i would argue we can't
37:22in fact
37:23we acquired a
37:25company a few years ago that was right
37:28in line with our our values other other
37:31big screening companies in the industry
37:33had looked at that background screening
37:34company pfc it was based in california
37:37and uh as an acquisition target and they
37:40all said oh no we don't want those
37:41clients
37:43they did mostly background checks for
37:45nanny agencies and for home high wealth
37:48homes you know domestic staff nannies uh
37:51drivers and things like that
37:53and so
37:54it's real high touch
37:56uh white glove treatment
37:59and most of the background screening
38:00companies and you know the big guys who
38:02would you know normally be the ones
38:04looking at acquiring business uh by
38:06buying other companies uh said oh no we
38:09we don't want that because we can't keep
38:11those clients and they know they
38:12recognize that you know we're not in
38:15that kind of business and so they turned
38:17it down but several people told uh
38:20the owner of that organization you need
38:22to talk to mike coffee in texas he does
38:24the same thing it's the same kind of
38:26organization and so they called me up
38:27and it was a match made in heaven uh and
38:30now we've got these amazing clients all
38:32over the country who we continue to
38:34serve and uh
38:36and we didn't have to change anything
38:38internally as far as who we hire or the
38:40kind of products so that was part of
38:42that acquisition process was making sure
38:44those values lined up in fact lynn
38:46peterson who owned that company really
38:48grilled me
38:49i went out to san francisco to meet her
38:51uh with my vp of operations and we sat
38:53down
38:54and i thought okay i'm buying the
38:56company so she's gonna you know i'm the
38:58buyer she'll have to sell me i'm buying
38:59this company it was the other way around
39:01she put me to the you know just really
39:03grilled me about
39:05how we do our research how we treat our
39:07customers those kinds of things because
39:09she didn't want to see her baby uh
39:11handed off to the you know to
39:13somebody who who wasn't going to care
39:15for it
39:16and that's what we need to do in this i
39:18don't mean all this to be just about
39:19imperative but that's as an organization
39:22what you need to be looking at as you
39:23examine any new initiatives is what does
39:25this say about what we value as an
39:28organization both behaviorally how we
39:30treat people how we treat customers how
39:32we create treat vendors all those kinds
39:34of things
39:35and and it's always possible that you
39:38say
39:39yeah
39:40we need you know this commodity business
39:43we can't turn that away that's what we
39:45need to do
39:46and then you say okay
39:47can we continue to serve one group of
39:51customers over here and another group of
39:52customers over here maybe you can i'm
39:55not ever really seen that work i mean
39:57there's a reason that you go to you know
39:59mcdonald's and get a hamburger and you
40:01don't get fried chicken uh you know
40:04we've all you know we know who our
40:05customers are and how we serve them and
40:08trying to get outside of that is usually
40:11uh
40:12usually not a a great way for a company
40:15to succeed
40:17so if there's that disconnect between
40:19what we're thinking about doing and what
40:21we really say we value and in reality
40:24execute
40:26then
40:27then maybe we need to re-examine whether
40:29that's an opportunity that's appropriate
40:31for our organization
40:34and one way we do that
40:35there's a great book called traction
40:38and
40:40this is what a few years old now
40:42but
40:44the book is called traction and it's a
40:46an outlet by gina wickman and it's it's
40:49an outline of what he calls the
40:51entrepreneurial
40:52operating system eos and basically what
40:57eos does is all all the
41:00basic stuff you read in jim collins and
41:04all these other uh you know great
41:06business writers
41:08gino wickman inside this book traction
41:10just laid it out and this is his version
41:13of uh a simple business plan but it
41:15works great and you can see when we're
41:17doing our annual planning we go through
41:18all of this and you can see that
41:21we always
41:23act
41:24with integrity always work as one with
41:26respect and compassion always act in the
41:28best interest of the client the first
41:30thing we look at when we're looking at
41:32our values
41:33is uh or looking at our strategic
41:35planning
41:36is our our core values and then we go
41:39into our focus who we serve uh what our
41:42niche is so we really define the
41:44business we do but
41:46the uh i think it's really critical
41:50uh and i i've implemented traction not
41:53only in my company i've been implemented
41:55it with uh sherm chapters when i was
41:58present at fort worth hr uh we
42:00implemented this um and and and used
42:03that for strategic planning uh i i i've
42:07you know my my church is implementing it
42:09right now so uh
42:12there
42:13this and you can do this in departments
42:15uh i've seen uh organizations you know
42:19where where maybe hr
42:21uh well certainly where hr
42:24didn't have
42:26the flex with leadership
42:28to um
42:31to you know get leadership to get on
42:33board with changing how we're doing
42:34everything so just inside their
42:36department that hr leader said here's
42:38how we're going to design what we do as
42:41an hr organization and they use these
42:43same tools the book is again it's
42:45traction by gino wickman i strongly
42:48recommend it i don't make a dime from
42:51selling his books
42:52but it it radically changed the
42:55effectiveness of our organization
42:57and
42:58and how we strategically plan and i
43:00think it's critical uh that
43:02organizations
43:04use some kind of tool like this that
43:06leads with their values as they're
43:08planning everything else that they're
43:10going to do as an organization
43:14and then
43:15we need that as we're selecting
43:17employees and onboarding employees we
43:20need to make sure that we're a values
43:22first organization that we hire
43:24employees you should have i am convinced
43:28that most of the jobs in your
43:29organization
43:31you can find people with the
43:32competencies to do the job if you're
43:34hiring engineers you can find engineers
43:36if you look hard enough right now it's a
43:37little hard and or medical or whatever
43:40competencies are important
43:42but if somebody is you know got the
43:44basic qualifications to do the job
43:47you can usually slot them in the
43:49organization and they can do the job
43:52but
43:54the problem is is when you have to
43:56terminate people it's usually not
43:58because they're not competent it's
43:59because of a values misalignment it's
44:02because their behavior wasn't right for
44:04your environment and they may have been
44:06successful elsewhere with the same
44:08behavior but your culture your
44:10environment how things get done in your
44:12organization are completely different
44:14and you know i can tell you it's rare
44:17we've got a great hiring process that
44:20really works perfect for us and i mean
44:22i'm the hr guy who owns a background
44:23screening company and so i kind of
44:24figured it out over the last 22 years
44:27how to hire the right kind of people to
44:29do this kind of really detailed and
44:31tedious work
44:32that i would never be able to do by the
44:34way because i made way too atd and you
44:36know i couldn't do it uh but my
44:38employees are amazing i figured out that
44:39out but i can hire people to do the
44:41technical part
44:43but finding the people with the behavior
44:46that we want who people who
44:48you know
44:49in our organization there is no drama we
44:53we just don't have
44:55interpersonal conflicts we don't have
44:57those because we hire the right people
44:59to fit our culture right up front maybe
45:02your culture is different maybe you're
45:03in a really competitive environment a
45:05lot of sales oriented environments are
45:08really very competitive and they really
45:10want alpha sales people
45:12i i just don't for me
45:15we've we've looked at you know hiring
45:17out real alpha type sales people
45:19and it's never worked in our
45:20organization because of who we are those
45:23people are just kind of grinding against
45:25who we are are as an organization
45:28and oh by the way you like my hamburger
45:31and french fries
45:34cups cufflinks isn't that cool
45:37but we found that
45:39if we will
45:43have two or three at a minimum
45:45behavioral event interview questions
45:47around values during the employee
45:49selection process
45:51that gets us
45:53ninety percent of the way there
45:55because these prospective employees they
45:57don't know what our values are and so
45:59you can usually figure out
46:02pretty quickly if they're jerking your
46:04chain or not during the interview just
46:06by saying tell me about a time
46:09and often when i do a behavioral event
46:11interview question i will pose it in a
46:13way that makes it look like our value
46:16isn't what we're looking for
46:18so
46:19um always act with integrity
46:22uh a great question
46:23to look at the opposite of that to see
46:26you know give that applicant an
46:27opportunity to tell you a time where
46:30tell me about a time
46:31where
46:32um
46:33you had to cut corners in order to get
46:36a product out the door or
46:39to complete a project
46:40tell me about a time
46:43where
46:44uh
46:45you felt like a standard was
46:47uh
46:49unreasonable
46:51and uh and you had to
46:53misrepresent or uh
46:56you know
46:58fudge uh and and you make it sound like
47:01you're kind of sympathetic to that
47:02and and and then you know some employees
47:05you know some prospective employees will
47:07back away from that well no um that's
47:09you know i've had a situation where i
47:11felt that pressure to do that
47:13but here's what i did instead okay well
47:15tell me about that and and you get
47:17deeper into it so you're not signaling
47:19them because it's really easy to wave
47:20that red flag and say here's what i'm
47:22looking for
47:23and uh you know
47:26our applicants have been
47:27trained by these resume coaches and
47:29interview guides and all these things
47:31about how to
47:33uh you know
47:35get by those kind of questions which
47:38almost makes behavioral event
47:39interviewing useless now unless you're
47:42really thinking through what the
47:43questions are and how you phrase them so
47:45that you're not telling that the
47:46applicants so but i think you ought to
47:48have some a real
47:50focus during the applica application uh
47:53and interview process about uh values
47:56because behavior
47:58follows
47:59values right how you know what that
48:01person's core values are in the
48:03organization is going to determine how
48:05they behave
48:06once they're in the organization
48:09and you can develop skills
48:10maybe you can help them modify their
48:12behavior certainly some people are more
48:13coachable than others but in reality
48:17ultimately you're not going to be able
48:18to change their values their core
48:20behavior the things that drive and
48:21motivate them and and it's probably not
48:24fair to ask them to
48:26when you really think about it they need
48:28to be in an environment where they can
48:30be them their genuine selves their best
48:32selves
48:33and maybe that means it's not part of
48:34your environment and that's fine so god
48:37bless them go find something
48:39and you know i'll be glad to send you to
48:41my competitors if you're a bull in a
48:42china shop
48:45and so we hire for values you can
48:48include them prominently in your job
48:50description your job posting in fact in
48:52our job description the
48:54the first paragraph says this is the
48:57title of the job this is who they report
48:59to
49:00then the next paragraph the first very
49:02first section of that job description
49:05says
49:06this person and whatever the role is
49:08will always operate in accordance with
49:12imperatives three core values and we
49:14list those things and so when that that
49:17person sees their job description
49:19they understand
49:21this is exactly what's expected of you
49:24and there's no
49:26you know if you have questions ask us
49:28we'll talk about it well but really
49:30there's no doubt that we're serious
49:33about it this is right in the this is
49:35the number one part of your job uh
49:37before
49:38writing background checks or doing
49:40employment verifications or
49:42accounting the number one job is always
49:45act with integrity number two job is and
49:47these aren't in order but any specific
49:49order but number two is always uh work
49:52is one with compassion and respect and
49:54the third is always act in the best
49:55interest of the client that is your job
49:57now you perform your job by
49:59demonstrating these competencies and by
50:01doing these tasks but your job is to do
50:04these three things to live these values
50:06uh you can put your values in your job
50:09description sometimes or in your job
50:10postings having those right there on
50:12your job posting may flag to somebody
50:15yeah this is what they're looking for
50:16but it may also deter people if
50:19especially if somebody
50:21uh you know they don't want uh you know
50:24i don't wanna i don't to work in a high
50:25pressure competitive place and so if i
50:27see a value of
50:30excellence through competition or uh you
50:33know
50:34you know um
50:36what was i i saw one recently that that
50:38made me cringe just because i would hate
50:40it uh and i'm a pretty competitive
50:41person but i don't like the the meat
50:43grinder uh kind of workplace but i can't
50:45remember what they said but whatever it
50:47was it was basically
50:49business as a blood sport and that was
50:51their approach that's how they approach
50:53it which is fine because that's going to
50:54attract certain kinds of people um you
50:57know probably jacked on steroids and
51:00eight gallons of coffee every morning
51:01but that's you know there's a place for
51:03those folks that's just maybe not in in
51:05another organization
51:08so we want to hire for those
51:10and then a good bei question along that
51:12line again is
51:14tell me about your values
51:16what do you value as a person
51:18most people haven't thought about that
51:20so i wouldn't dig them for it i might
51:22even say okay
51:24you know take five minutes i'm gonna go
51:26get a cup of coffee you want a cup of
51:27coffee
51:28take five minutes write that down think
51:30through what what your values are as a
51:33you know as a person what do you you
51:34know what do you really value
51:36and uh
51:38you know i've got a list of that i've
51:40developed over the years of mine and
51:42the number one
51:44value for me
51:45is fun
51:47i don't like doing things that aren't
51:48fun
51:49i've designed my life i've been married
51:51to a fun lady for 22 years it'll be 20
51:55oh 20 no i've been never going to say
51:56that i've been married i've been married
51:58for 24 years he'll be 25 in january and
52:01uh
52:02i have i've designed my life so that i
52:06get to do a lot of fun things i'm taking
52:08yoga teacher training because i think
52:09yoga is fun and i've been practicing
52:11yoga for years now i'm doing teacher
52:13training at 52 years old
52:15so that's one of my top values and
52:18there's nothing wrong with that i mean
52:19you know i don't know that a prospective
52:21employer would necessarily enjoy that
52:23hearing that but it's true and if you
52:26give me a job that's not fun that's not
52:28situated
52:29you know the things that i i enjoy and
52:31value i'm gonna do a horrible job and so
52:34being frank about that um so
52:37let somebody take some time think that
52:39you know write down the top three or
52:40four things that really motivate you if
52:42somebody says money and success uh you
52:44know financial success or the number one
52:46two or three and you know this is a job
52:48that tops out at forty thousand dollars
52:50a year
52:52maybe this isn't the right job for that
52:54person
52:55or or if your your focus isn't you know
52:58is is more about incentivizing uh you
53:01know
53:02work-life balance and things like that
53:04and somebody just says all i want to do
53:05is work i just love the grind i love
53:08hitting the big goals and
53:10and you know and you're like well now we
53:12we work 40 hours a week here we want you
53:14to go home at the end of the day and
53:17enjoy your family enjoy your life we
53:18don't want people in here on the
53:19weekends it's just not how we do
53:21business then maybe
53:23then you need to uh you know help that
53:25person
53:27an organization that they they're better
53:29fit for
53:31so
53:32i really do think that hiring for values
53:34will solve so many of your problems
53:36right up front
53:38and it'll it'll help your employee
53:40turnover uh
53:42it'll help you find people who are on
53:44the same page with you about what the
53:46meaning of what the work is i mean
53:48everybody wants to work someplace
53:49meaningful and feel like their job's
53:50meaningful but it's not if they don't
53:52value what you do
53:54and they don't value who you serve
53:56then
53:57they're not gonna they're not gonna
53:58stick around they're not gonna have that
54:00sense of meaning and purpose
54:04and then we wanna manage for values
54:06uh that should be part of
54:08you know every performance conversation
54:11um
54:12on an ongoing basis we should be
54:14constantly talking
54:16to our employees and our team members
54:18and our leaders
54:20about our values be constantly reminding
54:22them what we say our values are
54:25uh it should be prominent in the
54:27handbook and all that but
54:29more importantly it should be in each
54:31conversation we have
54:33you know hey joe
54:35we had this issue with uh
54:39this background check report that uh you
54:42made an error on
54:44uh that's it's kind of problematic
54:45because it
54:46got to the client they were
54:48understanding once we realized what
54:50happened and fixed it they were cool
54:51about it but
54:53joe
54:54one of our
54:55you know core values is always act with
54:57integrity and we can see from the
54:59internal notes you caught the mistake
55:01after the fact
55:02but you didn't bring anybody's attention
55:04you just let that right that's not what
55:06we do we've got two values really always
55:08act in the best interest of the client
55:10and
55:11always act with integrity so
55:13uh that's a misalignment and that's not
55:16the kind of behavior we we want in the
55:18organization you got to be able to have
55:19those very honest conversations with
55:21folks but usually again
55:24it's not competencies that we have
55:26problems with it's their behaviors and
55:27their value and that boils down to
55:29values and often
55:32we give people once we give people the
55:34freedom
55:35to really follow our values and they
55:37know there's no penalty for following
55:40the values uh and they're not you know
55:43that
55:44you know hey we screw up that happens
55:46people make mistakes but when you do
55:49here's how we handle as an organization
55:51we work as one with compassion and
55:53respect you're not going to get hung out
55:55to dry now if you demonstrate that you
55:57just want the competencies you can't
55:58consistently do the job then we're going
56:00to have a different conversation we're
56:02gonna try to reskill you train you up or
56:04help you find the right place for you
56:06either in the organization or outside
56:08but
56:09you know those are conversations you can
56:11have
56:11when you're talking about values and
56:13people get it and and they want to have
56:15they want to work for organizations like
56:17that
56:18uh one thing you can do
56:20is have
56:21a separate sign off from your employee
56:23handbook
56:24that list these are the values and i
56:26understand i have to offer i'm expected
56:27to operate at all times according to our
56:29values that just drives home to them
56:31because
56:32uh you know
56:33i'm signing a separate document just for
56:35our values this is how important and
56:37it's not a liability waiver or anything
56:39like that then let me assign a secret
56:40piece paper just to say this is how i'm
56:42going to behave here and everybody else
56:44here signed the same document
56:46uh
56:47during your employee staff meeting spend
56:49time recognizing people uh
56:52who who've
56:54you know who've lived your values now
56:56like at our organization uh our
56:58behavioral profile if you're you know
57:00familiar with this uh or the predictive
57:02index it's you know we've got our for
57:05our analysts
57:06they're very low dominance low
57:08sociability
57:10uh you know real high uh steadiness high
57:13conscientiousness
57:15and so
57:16um
57:17they hate being called out so when we
57:19have our our quarterly full staff
57:21meeting lunch and i'm calling out people
57:24for that they're like oh my gosh thank
57:25you but oh don't call me out in front of
57:27everybody but
57:29even then though they recognize and i
57:31don't i make it as painless as possible
57:32but they recognize hey we really do take
57:34these things seriously
57:36and so recognizing that and having
57:38conversations around it all the time is
57:41really key to making values part of the
57:43organization so how much time do i have
57:46i've got one minute okay but i will
57:48stick around
57:49is there any are there any questions
57:50anybody has feel free to uh drop them
57:53into the chat box if there's anything
57:56i can
57:57answer for anyone
58:00again the
58:03hrci and charm recertification
58:05information will be sent out to everyone
58:08after the webinar
58:10if you're watching the recording
58:12of this
58:14webinar on our website welcome i'm glad
58:17you did that and again
58:19there should be
58:21just below this video
58:23in that case there will be a form for
58:24you to fill out uh there will be a
58:26keyword that you're looking for uh i
58:29think
58:30to do that and the keyword will be
58:32values and so to get the credit uh you
58:36had to watch to the very end to get the
58:37keywords you can fill out the form and
58:39get the credit and it's values with an s
58:42at the end b-a-l-u-e-s
58:45but
58:46not seeing any other questions um i'm
58:48gonna say thank you all for joining the
58:51next webinar is about ethics
58:54uh and so moving beyond values and
58:56really getting deep into what an ethical
58:59business environment looks like uh
59:02and that's on september 30th you can
59:04register for that
59:06at imperativeinfo.com
59:08i want to thank everybody again for
59:10joining us and i hope you all have a
59:14great uh
59:15wonderful ah betty thank you
59:18valuable presentation thank you thank
59:21you everybody well we'll talk soon in in
59:23the meantime as always
59:25if there's anything i can do for you oh
59:27one other thing i want to throw out
59:29there i forgot i need to put a slide in
59:31here for that i have a podcast now it's
59:33called good morning hr and it's uh you
59:36can go to goodmorninghr.com
59:38uh and listen we put drop a new episode
59:41every week we've been doing two a week
59:43for the last couple weeks
59:45and uh but goodmorninghr.com and every
59:49one of those episodes are each 30
59:50minutes and they're worth half a
59:52recertification credit from both sherm
59:54and hrci so you can get recertification
59:57credit simply for listening to a podcast
59:59and i don't do most of the talking in
1:00:01those podcasts because i i interview
1:00:03interesting leaders about
1:00:05um
1:00:07the issues that they have bringing
1:00:09people together to create value for
1:00:11shareholders
1:00:12uh and uh
1:00:14customers in the community and so it's
1:00:17all about people management and it's
1:00:18geared for hr folks small business
1:00:20owners folks like that so
1:00:22goodmorninghr.com
1:00:24and it's on apple podcast spotify
1:00:26youtube everywhere so
1:00:29and the recording will be on the
1:00:31recording of this webinar will be on the
1:00:32website here within the next day or two
1:00:34and you can share that with feel free to
1:00:36share that with anyone
1:00:38thank you again everybody have a great
1:00:41rest of your week
1:00:43be good
1:00:45do good and keep your chat up bye