Shannon Johnson: Having the Right Mindset to Get Hired

January 31, 2019

A great hire happens when Career & Hiring objectives are in alignment.

Now more than ever, people want to feel whole in their careers and personal development has taken the lead in the decision-making process. Today we are going to look at hiring from the Interviewee’s perspective.

Today’s Quote:

"The things that bring you the greatest joy are in alignment with your purpose" - Jack Canfield

Show Guest: 

As a Success Mentor, Shannon Johnson's passion for people has been the common denominator of her success throughout her 25 year career in corporate America. Today she is founder of her company, Stand Out and Get Hired, inc...taking one of her most successful achievements in launching best-in-class products to market, to now, launching the most exciting product of all...our future leaders.

Shannon worked for leading Fortune 500 companies in the retail, staffing, and pharmaceutical industries. Holding positions in marketing, management and sales, she has always been attracted to innovation and addicted to influencing others to think differently and get better every day.  

Her mission is to inspire ambitious, driven, college students to take action in preparing to embark on their careers where they will thrive. She knows that Everything is possible when you believe in YOU FIRST & take action!

Episode highlights:

  • How to hire & get hired in the right role
  • The 3 pillars to “Stand Out & Get Hired”

Mindset

  • Getting your game plan together to successfully get hired
  • Settling for a “job”
  • How do you get the interview first?

Preparation

  • Not performing at 100% in an interview kills your confidence
  • Interviewing burns people out, then you lose momentum
  • Emphasis on the Resume- important but not
    • The resume is really a screening tool for the company!

Why is this important

  • Being sold on the Mission!
  • Bring your value and strengths to life
  • Mastering the skill of interviewing
  • Prepare for what will happen
  • Practice- mock interviews
  • Put your “Game face” on

How does a person/company stand out to make the right decision

  • Know your values
  • Your Why
  • Target what you Desire
  • Take Action

Shannon’s plan

  • Building your Brand

    • Expert in You… values, vision, strength building  
    • Strength dashboard- strength finder assessment
  • Grow your quality network
    • Linkedin network, utilizing, leveraging and maximizing relationships that already exist
  • Sharpen your Interview Skills
    • Skills to beat your competition
    • Fundamentals:  approach the opportunity, preparation (dress, execution)
    • Interviewing is a behavioral test. (highlight stories around 10 different behaviors)
      • Practice, follow up (stand out and be memorable)
      • Be relentless with follow up!

Rick’s Input

  • Identify target companies (no spray and pray)
  • Utilize Linkedin, Separate yourself from the pack (rise above)
  • Be pleasantly persistent & ask for the Interview

Key Take Aways

  • Align with your purpose
  • Take action to beat your competition
  • Self Awareness, Grow your Quality Network, Sharpen your Interview Skills
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Katie Weber: Evaluating Your Team to Get the Right People in the Right Seats

January 24, 2019

Today we are talking about Workforce Planning and our goal is to provide Clarity of what is really needed vs. what you think you want.  Evaluating Your Internal Team and Your Mission is crucial to get the right people in the right seats at your company!

Today’s Quote:

"Never look back unless you are planning to go that way."Henry David Thoreau

Show Guest:

Katie Weber, Founder & CEO of KMW Recruitment Consulting, a recruitment and coaching firm specializing in high-growth and transition scenarios for small to mid-size companies. With nearly 20 years of diverse recruitment experience, Katie has worked around the world with early stage start-ups to Global Fortune 500s. She now utilizes that experience to quickly assess recruitment challenges, recommend and implement best practices, and find creative solutions ranging from engaged search to plug and play recruitment teams for her clients.  She has developed a Recruiting Search Framework with supporting tools that facilitates organizational communication, reinforces recruitment branding, eliminates bias, and attracts the right talent. With the addition of High Performance & Career Coaching, she ensures that the candidates she places change the game with levels of confidence, employee engagement, productivity and influence that are off the charts. Her hires are often the company's best hires and top performers. The company motto is: It's not just about filling a position, it's about fueling your mission!

Katie serves on the Advisory Board for London-based start-up, Grad DNA, holds a BA in Psychology from Elizabethtown College, and has a coaching certification from High Performance Institute.  She is available for speaking engagements or workshops and will be a speaker at the April ERE Recruiting Conference in San Diego.

Episode highlights:

  • What happens when you don't plan?
  • Where to start
  • How to implement your hiring plan

Why is it important?

  • Run Lean- Instagram sold for $1B to Facebook with just 13 employees (2013)
  • Cost of a Bad Hire
    • Kills Morale, productivity
    • Disengagement is contagious

Planning & Kicking off your hiring plans for 2019

    • Evaluating the Mission

      • Defining what needs to be accomplished
    • Think about leadership first.
      • Evaluate the team that is already in place (workforce planning)
    • Budget & Timeline
    • The volume of positions needed to be filled, vs lack of internal leadership to manage them- open headcount before leadership.
  • Invest in hiring / promoting strong leaders
    • To chose the right recruiting strategy (partner, in-house recruiter)

Define who “We” are and Who we need

  • First Who, Then What - Jim Collins

    • Dare to Go From "Good to Great" - “First the people, then the direction”
    • Get the Right people on the bus, In the Right seats
    • Get the Wrong people off the bus

Evaluating your internal team

    • Cultural fit (Values, Attitude, Mission Ownership)
    • Education & Training required
      • Provide resources
    • Work Performance
      • Current
      • Growth
  • Accomplishments- Recognize even the small wins
  • Fulfillment- breeds engagement > Increased Productivity

Employment Branding/Messaging

  • Define the 3 things that are most important to them in terms of the job search

    • (open leadership) for greater collaboration
    • Top 3 trait alignment
    • What does that mean
    • Usually describing a company challenge
  • Transparency

Take Aways

  • Evaluate your mission, evaluate your people
  • Over communicate everything!
  • Fit people into your Company and not your Job
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Liran Kotzer: Will AI Really Keep People Engaged with Your Company?

January 17, 2019

What do perspective Employees really want? A Personal connection or an automated interaction? I argue personal connection!My hope is that AI will be the disruptor that eliminates the transactional relationship from the recruiting process. AI is here and already starting to affect the way in which people interact with potential employers.  

Today’s Quote:

"Automation is going to cause unemployment, and we need to prepare for it." - Mark Cuban

 Our Guest:

Liran Kotzer, Founder & CEO of Woo.io. A serial entrepreneur, Woo.io is Liran’s third startup. For the past decade, he has been immersed in helping redefine and advance the online tech recruiting and hiring market sector. Liran spotted a market gap for helping employers and tech talent find each other much more efficiently, without all the hassles and wasted cycles between the two groups.

Show hightlights:

  • Where AI is already having an impact & where it is REALLY useful
  • Should you Leverage AI to maximize your impact (employment brand awareness)

What AI can and cannot do NOW in terms of recruiting

  • very interaction is totally transactional- can not be humanized...yet
  • Can’t yet fake a “Personal” connection
    • The nuances of human interaction
  • @scale- need technology to do the heavy lifting
  • Continuing an ongoing relationship
    • Automation using AI & ML
  • What do people (candidates) really want?
    • Personal connection to release or an automated release?
    • Communication, feedback & closure
  • Cultivate a relationship for relevant skills for future
    • Can automation REALLY cultivate relationships??
    • No- Neither can email or texting

What recruiting functions is AI replacing

  • Transactional components

    • Sourcing, Gathering intel (contact information), Farming
  • Process

Where is AI in recruiting relevant now

  • AI & ML to keep a pipeline warm.

    • Ability to create communication with the candidate in a unique & personalized way to help them to keep them engaged. To be able to recognize changes in behavior.
  • Understand your relevant audience. Can do the job and feed the culture (flexible)
  • Expand your target audience ("official" resume vs. True Skills)
  • Content?
  • Skills-based recruiting

Take Aways

  • Shifting from transactional recruiting into a long term relationship is a critical component for winning the right talent ahead of the competition
  • Technology can mainly assist you in maintaining long term relationships with your pool of talent and also with scouting the right people at the right time
  • Technology will not replace human interaction.
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Craig Weber: Interviewing for Conversational Capacity

January 10, 2019

Conversational Capacity is the ability to balance Candor and Curiosity under pressure. Critical elements to every entrepreneur and business leader who are building an organization. And yet this element is often overlooked in the hiring process.

The great news is, it can be taught!

Today’s Quote:

"The single biggest problem in communication is the illusion that it has taken place." - George Bernard Shaw

Show Guest:

Craig Weber is the author of the best-selling book, Conversational Capacity: The Secret To Building Successful Teams That Perform When The Pressure Is On (McGraw-Hill, 2013) and Influence In Action: How to Build Your Conversational Capacity, Do Meaningful Work, and Make A Powerful Difference (McGraw-Hill, 2019) (Amazon.com). He is also the founder of The Weber Consulting Group, an alliance of experts committed to helping people build more resilient, healthy, and agile organizations. He helps people and teams dramatically improve their performance by treating dialogue as a discipline.

He works with people and teams from such diverse organizations as Boeing, The Royal Bank of Canada, Kaiser-Permanente, PWC, The CDC, the Pancreatic Cancer Action Network, and Los Alamos National Labs. He’s also working with legislators in an expanding list of states to help them engage in more constructive policy debate.

Episode highlights:

  • What is Conversational Capacity & Why is it important
  • How do you interview someone and accurately evaluate their conversational capacity
  • What our audience can implement today to hire & manage stronger

What is conversational capacity?

  •      Definition 1: Constructive, learning-focused dialogue about difficult subjects, in challenging circumstances, and across tough boundaries.
    ·      Definition 2: The Sweet Spot. Where candor and curiosity are in balance. Open, honest, direct, yet open-minded, humble, and eager to learn. This is where the best learning occurs. Smart people working smart.
  • Elements / Communication Traits
    • When triggered: MIN Low candor.  WIN Low curiosity.
    • Need the ability to remain balanced. Everyone struggles, but often in very different ways.

Why is it important?

  • Defines teamwork. A team that can’t communicate when the going gets tough isn’t a team.
  • Why good intentions are never enough: The gap between how people believe they behave bow they actually do.
  • Work the issue on both sides: Hire for Attitude and personality (fit) and then build your team’s conversational capacity.
    o   Hire right, then create a “Conversational Code of Conduct” – clear behavioral norms; formal or informal– to align team behavior with organizational strategy.

How do you recognize and evaluate

  • Evaluation of the process

    • Well thought through the process
    • Preparation emphasis- prep call beforehand

Interviewing for Conversational Capacity

  • Locate evidence of past experience
  • Personality Assessment
  • Behavioral Interview - questions
    • Tell me about a time you had to give negative information up the chain to your boss. How did you handle it? What did you say?
    • With a colleague?
    • To someone who you managed?
    • Tell me about a time you were really wrong about something or someone.
    • What was your family dinner table like growing up?
  • Mock Interview!
  • People can learn to converse in a more disciplined, balanced manner. There are skills.
  • To be good at working in the sweet spot, everyone needs to do some work. If someone is UNWILLING to do that work, well, let’s just say there are some people you’d prefer were working for your competition.
    • CCOC

Key Take Aways:

  • conversational capacity needs to be on your management dashboard
  • It affects every aspect of your organization’s performance from decision-making, to managing change, to running meetings, and implementing strategy.
  • Hire the right people and then make sure you manage them in a way that allows them to bring their best work to your business.
  • Get the right people around the table (ability to learn; right temperament, etc, and then build CC of team. Each person will have to do some work to stay balanced.
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Joe Mullings: How to Choose the Right Recruiting Partner for the New Year.

January 3, 2019

A true partner has your back! Look for the person who shares your values and invests the time to understand the intricacies of your company. 

Today’s Quote:

"Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved."

- William Jennings Bryan

Show highlights:

  • Reflect on your internal process
  • Walk through understanding & managing expectations
  • Provide you some tools to evaluate the right partner for you

Be honest about your internal process

  • What are your main hiring challenges

    • moving too slow?
    • Too many cooks in the kitchen.
    • Recruiter relationship
    • Type of search you choose makes a huge difference

Clearly define & communicate Expectations

  • Partner for process

    • Partners ask for a slide deck & messaging collateral at a minimum
  • Diligence
    • Ask for a synopsis of what they think they heard, what the positions about what methodology and the messaging they are going to use
    • How you are being represented is crucial
  • Candidate Management expectations
    • What will I become? Make it easy for the individual.
    • Make it easy for the person to plug in. put together a landing page, catered toward the person.
    • Ghosting is unacceptable on either front
    • Live document to get them to lean in.

Recommendation for evaluating the best firm for your needs

  • Evaluation of the process

    • Well thought through the process
    • Preparation emphasis- prep call beforehand
  • Ask for references
    • The last 3 candidates placed- How well did you service the people who did not get the job
    • How did you represent your candidate on behalf of your client?
  • Agility and endurance

Learn about the liability of the organization

  • How do people handle information
  • Over-indexing toward behavior way too far to the left
    • Stability is really an illusion, It doesn't exist

Words of Wisdom

  • Compensation goes up and down due to interest level.
  • Cadence- value of cadence
  • Provide a flex deck tease

Joe Mullings is a serial entrepreneur, Founder, and CEO of The Mullings Group (TMG), the world’s leading executive talent acquisition firm in the medical device industry. TMG specializes in cultural transformations for emerging technology start-ups and has placed over 5000 people in over 500 companies. Joe is an innovator and thought leader who has been featured on CNBC and in The Wall Street Journal. Joe’s philosophy ‘Build, Inspire, Teach’ has guided his work over the past 25 years specifically through his establishment of The Mullings Foundation, a non-profit with a focus on supporting veterans of war during times of transition. Joe recently served on the board of MassMEDIC and holds a BS in Engineering from the University of Dayton.

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