Employee Personality: Understand it for Hiring, Retention and More bölümünün tam dökümü

00:04:00.629 --> 00:04:05.189 do spend quite a lot of time and the internal function of helping resolve conflict, 54 00:04:05.430 --> 00:04:11.020 helping create more dynamic teams, and it really is the diversity within that 55 00:04:11.180 --> 00:04:14.819 group that, I think, create some of the most dynamic and powerful teams. 56 00:04:14.860 --> 00:04:17.899 Yeah, you know, I just caught up with Jordan Libardo, who 57 00:04:17.980 --> 00:04:21.899 is a sales leader at Builton, and she is a huge fan. So 58 00:04:23.819 --> 00:04:26.649 just back up a little bit. When you take your culture indextually get a 59 00:04:26.730 --> 00:04:30.290 kind of a profile or a moniker. So you have the persuader, for 60 00:04:30.410 --> 00:04:33.290 instance, or the philosopher yeah, the technical expert. I came out as 61 00:04:33.689 --> 00:04:39.560 what you call the enterpriser. So when I was talking with Jordan, she 62 00:04:39.920 --> 00:04:44.680 uses these profiles and so many decisions that she makes. So over time, 63 00:04:44.800 --> 00:04:48.680 for instance, the Sales Team, they've identified specific profiles that they know will 64 00:04:48.759 --> 00:04:54.509 thrive in her account executive positions, and she actually told me I think without 65 00:04:54.550 --> 00:04:58.629 culture index I would be flying blind in terms of hiring. But, as 66 00:04:58.709 --> 00:05:03.110 you just mentioned, it's also very internal because she uses it to understand whether 67 00:05:03.189 --> 00:05:09.579 someone maybe uses deductive or inductive reasoning, which is part of what your assessment 68 00:05:09.620 --> 00:05:12.819 shows. What she does then and she can shape her one on one conversations 69 00:05:12.899 --> 00:05:16.060 accordingly. So just a multitude of uses. But I wanted to take a 70 00:05:16.139 --> 00:05:20.490 minute to recognize one of the most important things that culture index can support, 71 00:05:20.490 --> 00:05:26.089 which is retention. So tell me the relationship between culture index and retention. 72 00:05:26.730 --> 00:05:29.970 Well, Tiffany, I'm glad you brought that up because I've been spending a 73 00:05:30.129 --> 00:05:32.850 lot of my time in this place with my clients. There's varying statistics out 74 00:05:32.889 --> 00:05:36.920 there, but gallant recently reported that forty eight percent of Americans are currently looking 75 00:05:36.959 --> 00:05:41.399 for jobs. If you're a leader right now in an organization. Hearing that 76 00:05:41.480 --> 00:05:45.120 should make you feel really uneasy if you think about half of your people are 77 00:05:45.120 --> 00:05:48.560 actually open to new opportunities. So one of the most powerful things that we 78 00:05:48.839 --> 00:05:53.870 measure, I believe that Culture Index, is this concept of fit. How 79 00:05:53.870 --> 00:05:57.870 am I changing up my personality to fit into my role? And when we 80 00:05:58.029 --> 00:06:01.709 see these really disparate, really different outcomes from WHO I am to how I 81 00:06:01.790 --> 00:06:04.939 have to behave in my job, it's not a red flag in my opinion. 82 00:06:04.939 --> 00:06:08.660 In other words, I don't know that person is feeling so much stressed 83 00:06:08.699 --> 00:06:11.860 that they might be looking for another job, but I definitely view it as 84 00:06:11.860 --> 00:06:15.100 a white flag. Huge opportunity as a people leader to have a conversation with 85 00:06:15.180 --> 00:06:18.569 that individual and say hey, are we pushing you outside of Your Comfort Zone? 86 00:06:18.610 --> 00:06:23.370 And in this year of the great resignation, this data point becomes more 87 00:06:23.449 --> 00:06:27.290 and more of an opportunity for individual leaders to take a look at their team, 88 00:06:27.490 --> 00:06:30.250 make sure they've got a good pulse on how their people are doing and 89 00:06:30.930 --> 00:06:33.800 pick up or identify if there's places where there may be some stress on people. 90 00:06:34.240 --> 00:06:40.279 I also think there's one other thing with regard to retension that we've talked 91 00:06:40.319 --> 00:06:44.240 about before, which is looking at managers. Can you elaborate a little bit 92 00:06:44.279 --> 00:06:48.629 on that? Absolutely specifically, if we look at we're having difficulty, if 93 00:06:48.670 --> 00:06:54.029 we've got a team or a department where there's too much turnover, generally we 94 00:06:54.110 --> 00:06:58.310 need to take a peek at the management style of that individual manager. Maybe 95 00:06:58.350 --> 00:07:01.139 there are some opportunities to provide some coaching. Maybe there are people that are 96 00:07:01.180 --> 00:07:04.459 being hired and put on to that team that really just aren't a good fit 97 00:07:04.660 --> 00:07:09.379 for what that managers looking for. And oftentimes, Tiffany, you know, 98 00:07:09.500 --> 00:07:12.779 we look at a resume and we're really excited about what we see on that 99 00:07:12.860 --> 00:07:17.810 resume and there's no discounting resume because experience and knowledge and expertise is critically important. 100 00:07:17.850 --> 00:07:21.410 Culture INEX is simply a portion of the equation. So at culture and 101 00:07:21.449 --> 00:07:28.730 next we don't buy any measure undervalue or undermine ones expertise or knowledge critically important, 102 00:07:29.290 --> 00:07:32.240 but understanding how an individual's personality is going to impact their knowledge and our 103 00:07:32.279 --> 00:07:35.920 expertise is very important. So helping those managers make sure that they're bringing the 104 00:07:35.959 --> 00:07:39.879 kind of people in that are going to work well within the dynamic of the 105 00:07:39.959 --> 00:07:43.399 team that they have and just being able to give some feedback in terms of 106 00:07:43.480 --> 00:07:46.269 where things might be going wrong, where their watch outs are, where their 107

00:07:46.269 --> 00:07:49.149 blind spots might be, so that we can improve the experience and retain those 108 00:07:49.269 --> 00:07:53.509 people. And I'm sure you're also looking at the profiles of the people that 109 00:07:53.709 --> 00:07:58.550 these managers are leading and saying where there's Yenyang and where there's absolutely none. 110 00:07:58.819 --> 00:08:01.540 It is truly the dynamic and that's why we don't really believe in any kind 111 00:08:01.540 --> 00:08:03.980 of template. In other words, said we oh, we need to build 112 00:08:03.980 --> 00:08:07.660 a marketing team. What are all the kind of culturn x crafts that we're 113 00:08:07.699 --> 00:08:11.339 looking for? Going no clue. We need to look at what you're trying 114 00:08:11.339 --> 00:08:15.170 to accomplish, what each of these individual rules need? What's the style of 115 00:08:15.250 --> 00:08:16.730 the leader? Who are they going to work most effectively? What? So 116 00:08:16.850 --> 00:08:22.930 it really is a complex company by company platform from our perspective. Yeah, 117 00:08:22.329 --> 00:08:26.759 so you came in and gave a presentation at built in about what this new 118 00:08:26.879 --> 00:08:30.199 thing, at least new at the time it, was going to be about 119 00:08:30.319 --> 00:08:33.919 for us, and you said, okay, I want everyone to repeat after 120 00:08:35.120 --> 00:08:41.240 me, this is not a test. or it was maybe something like there 121 00:08:41.590 --> 00:08:45.590 is no pass fail. So it was kind of Hilarious to see a hundred 122 00:08:45.590 --> 00:08:48.230 forty people repeating and wrote like we were. I felt like I was back 123 00:08:48.269 --> 00:08:52.710 in school. But it's just emphasize is how very important portant it isn't how 124 00:08:52.789 --> 00:08:58.059 much you want to emphasize that this is an assessment, not a test. 125 00:08:58.100 --> 00:09:01.740 Yeah, and I'm glad you brought that up and I do feel really powerful 126 00:09:01.779 --> 00:09:05.419 when I can make a hundred and forty adults repeat something very silly like that. 127 00:09:07.259 --> 00:09:09.250 But the truth of the manner is the reason that I do that is 128 00:09:09.330 --> 00:09:13.769 because I want to pound home and because it's funny and it's embarrassing and it 129 00:09:13.809 --> 00:09:18.210 feels really preschoolish to do that exercise. I hope to really get people's attention 130 00:09:18.250 --> 00:09:22.250 on it because it matters to me so deeply to emphasize that this is not 131 00:09:22.289 --> 00:09:26.120 a pass fail. I really cringe when I hear that we're test and it 132 00:09:26.200 --> 00:09:28.120 gets applied to culture, index a here a lot and to my clients I 133 00:09:28.200 --> 00:09:31.799 say I would confind you if I hear you using that language, because it's 134 00:09:31.879 --> 00:09:37.080 very that creates a lot of stress for people because then there's some inherent I 135 00:09:37.120 --> 00:09:39.830 can do this wrong and when it's getting utilize that way it's really not well 136 00:09:39.870 --> 00:09:43.830 understood. In my opinion, and I think you know there's some statistics out 137 00:09:43.830 --> 00:09:48.230 there that say sixty to seventy five percent of companies are putting some sort of 138 00:09:48.269 --> 00:09:50.669 assessment on the front and of their hire in selection, and so the candidate 139 00:09:50.750 --> 00:09:54.419 experience people are familiar with having some of these and there are tests out there, 140 00:09:54.659 --> 00:10:00.980 and so I just think it's really important to differentiate culture index because for 141 00:10:01.139 --> 00:10:03.539 our clients we understand that we're going to look at that graph and say where, 142 00:10:03.980 --> 00:10:07.970 where are the blind spots of this kind of person? How would they 143 00:10:07.970 --> 00:10:11.690 fit into our team? This isn't a pass fail. There's no way for 144 00:10:11.850 --> 00:10:15.690 me to look at anyone single culture index outcome and say this one's better than 145 00:10:15.690 --> 00:10:16.889 that one, or this one was right and this one was wrong. It 146 00:10:18.049 --> 00:10:20.600 just doesn't work that way. Yeah, so anyone out there who has refer 147 00:10:20.720 --> 00:10:26.159 her to culture index as a test, we are putting you on blast right 148 00:10:26.240 --> 00:10:33.960 now. Shannon has promised that she'll come find you. So so tell me. 149 00:10:33.440 --> 00:10:37.350 I was wondering or kind of imagining that you probably come across the CEO 150 00:10:37.470 --> 00:10:43.070 who is skeptical. You know, I have so many competing priorities. I 151 00:10:43.309 --> 00:10:46.230 obviously need to think about bottom line why should I care about this warm and 152 00:10:46.350 --> 00:10:52.100 fuzzy aspect of personality? So what do you do to win that guy in? 153 00:10:52.740 --> 00:10:54.860 Well, I'm so glad you use the terms warm and fuzzy at Culture 154 00:10:54.899 --> 00:10:58.980 Index. That start really not our platform in any way, shape or form, 155 00:10:58.059 --> 00:11:03.059 and actually we believe that the deep knowledge and understanding of culture index should 156 00:11:03.100 --> 00:11:07.169 be in the hands and in the brains of the individual leaders within an organization. 157 00:11:07.250 --> 00:11:11.409 As soon as it is something that is given to a candidate and somebody 158 00:11:11.450 --> 00:11:13.929 says green light, red light, you're back to a test. And so 159 00:11:13.450 --> 00:11:18.440 where we create a lot of value for CEOS as we monetize this experience very 160 00:11:18.440 --> 00:11:22.159 quickly. If you look at the cost of turnover, there's varying statistics out 161 00:11:22.200 --> 00:11:26.240 there that it costs about three to five times someone's annual salary if they flip 162 00:11:26.480 --> 00:11:30.799 on you in the first year. Again, fifty percent

of Americans looking for 163 00:11:30.919 --> 00:11:33.629 jobs. It's pretty easy for me to put a really big dollar sign on 164 00:11:33.750 --> 00:11:37.789 people's foreheads for CEOS. And then I've also got case studies that I can 165 00:11:37.909 --> 00:11:43.950 provide of companies where we can really quickly see the Roi in terms of retention 166 00:11:43.070 --> 00:11:48.299 rates of employees, turnover and just pure revenue growth. That is going to 167 00:11:48.340 --> 00:11:52.100 get the CEO's attention. The CFO's a tension and break through some of that 168 00:11:52.299 --> 00:11:56.460 skepticism. But a lot of time. So often and organization is going to 169 00:11:56.580 --> 00:12:01.289 launch a program it starts to gain momentum, it's popular within the organization, 170 00:12:01.409 --> 00:12:05.210 there's laws about it, but then over time it's sort of it's sort of 171 00:12:05.250 --> 00:12:11.570 fizzles, whether it's the managerial level the executive level, people get pulled away 172 00:12:11.769 --> 00:12:16.080 and it loses traction. So yeah, I've known, you seen companies that 173 00:12:16.240 --> 00:12:20.480 have really integrated culture index into their culture. Tell me a little bit about 174 00:12:20.519 --> 00:12:26.080 what that can do. So you know the companies that get the most benefit 175 00:12:26.120 --> 00:12:31.070 from this really do invest in the leadership to go through this culture index training. 176 00:12:31.269 --> 00:12:33.350 What I've seen is when there's my pockets are not deep and I'm not 177 00:12:33.429 --> 00:12:39.230 going to invest in the knowledge transferred to my leadership team, limited usage, 178 00:12:39.269 --> 00:12:43.750 you start seeing it dwindle. When you've got individual leaders who really understand it, 179 00:12:43.789 --> 00:12:46.100 it's my job to stay connected with them so that they're able to apply 180 00:12:46.259 --> 00:12:50.539 this in a meaningful way. But to touch on the other benefits of this, 181 00:12:50.820 --> 00:12:52.860 it really does become a language. Much like you referred to with Jordan, 182 00:12:54.019 --> 00:12:58.970 becomes a language within organizations that they can speak and understand each other more 183 00:12:58.009 --> 00:13:03.610 effectively, and the output of that is generally employee satisfaction, because the more 184 00:13:03.649 --> 00:13:07.370 I feel understood, the more I feel like my manager really gets me and 185 00:13:07.769 --> 00:13:11.090 provides the guidance that I want, whether it's very little guidance or a lot 186 00:13:11.169 --> 00:13:15.279 more guidance based on some of the qualities of my personality. That's where, 187 00:13:15.399 --> 00:13:18.480 to me, there's a ton of intrinsic reward, is seeing companies that are 188 00:13:18.519 --> 00:13:22.879 just well oiled machines and people are having fun, because what I know is 189 00:13:22.960 --> 00:13:26.549 when you're having the most fun

it's generally when your personality feels like it's in 190 00:13:26.629 --> 00:13:30.470 its sweet spot. You don't have to change yourself a whole lot. I 191 00:13:30.590 --> 00:13:35.509 have a little bit of a contrast to that, which I have thought about 192 00:13:35.629 --> 00:13:39.549 in terms of culture index. Right now, in the current climate, there's 193 00:13:39.590 --> 00:13:43.740 a ton of energy being poured into this idea of we're going to build workplaces 194 00:13:43.820 --> 00:13:48.299 where everyone can bring their whole selves to the office. How whever, I 195 00:13:50.299 --> 00:13:54.139 really cannot think of a job where you do not have to modify yourself or 196 00:13:54.179 --> 00:13:58.210 your personality to you know, at least some degree. What do you say 197 00:13:58.250 --> 00:14:01.850 to that? Yeah, so I completely agree with you, even me, 198 00:14:03.169 --> 00:14:05.850 and I feel like I live the dream pretty much every day because I absolutely 199 00:14:05.889 --> 00:14:09.610 love what I do. But my rule of thumb, and if this is 200 00:14:09.610 --> 00:14:11.159 a Shannon rule of thumb, this is not a culture and next rule of 201 00:14:11.240 --> 00:14:15.440 thumb, but my rule of thumb is that if eighty percent of the time 202 00:14:15.440 --> 00:14:18.159 I feel like I'm sitting in my sweet spot, my personality really seems to 203 00:14:18.240 --> 00:14:22.879 line up well with what my job requires of me, and twenty percent of 204 00:14:22.919 --> 00:14:24.629 the time I've got to do some Google guck that I don't like doing. 205 00:14:24.990 --> 00:14:28.990 Generally individuals are going to report them to live in the dream. So pretty 206 00:14:30.029 --> 00:14:33.950 good ratio. The problems really become when we start flipping that around. And 207 00:14:33.750 --> 00:14:37.740 eighty percent of the time I'm having an out about the experience because I'm a 208 00:14:37.820 --> 00:14:41.299 very friendly, gregarious person and every time I walk in the office my boss 209 00:14:41.340 --> 00:14:45.220 looks at me and gives me that stare down, like shut it, we 210 00:14:45.259 --> 00:14:46.779 don't want to hear any more talking. Put your head down and get to 211 00:14:46.860 --> 00:14:50.860 work. That's definitely the opposite of built in. I would like that. 212 00:14:52.009 --> 00:14:56.529 Oh my goodness, the first time that I walked into built in into that 213 00:14:56.690 --> 00:15:01.889 big open office area, I was like this is a place for fun people, 214 00:15:01.929 --> 00:15:07.200 because there was so much energy overflowing in that big office. I can 215 00:15:07.399 --> 00:15:13.600 honestly say I've never been in a company that had that obvious culture of engagement 216 00:15:13.679 --> 00:15:20.750 and community and connectivity and excitement. It was palpable and I will say I 217 00:15:20.870 --> 00:15:26.070 have a super clear memory of your coming in and we all took the assessment 218 00:15:26.110 --> 00:15:30.590 before you came in, during that same presentation I mentioned earlier, and you 219 00:15:30.710 --> 00:15:37.019 said, okay, this is a chatty bunch of people and of course we 220 00:15:37.059 --> 00:15:39.860 all you know, having lived it and knowing it. We all just were 221 00:15:39.940 --> 00:15:43.539 cracking up about that and also kind of mystify it as to how you knew 222 00:15:43.580 --> 00:15:46.500 that. But you also used it to point out, Hey, you know, 223 00:15:46.620 --> 00:15:50.889 you have a lot of philosopher types here, you have a lot of 224 00:15:50.970 --> 00:15:56.809 people who might be more introverted, and let's make sure that we're creating equitable 225 00:15:56.809 --> 00:16:00.289 opportunities for them to shine and to contribute as well. So it was both 226 00:16:00.490 --> 00:16:04.159 funny and poignant. Yeah, and I think it's just to the beauty of 227 00:16:04.200 --> 00:16:07.919 this is understanding, and that's not a right or a wrong. It's not 228 00:16:07.080 --> 00:16:11.840 a good or a band and understanding and how other people think. Those very 229 00:16:11.879 --> 00:16:15.240 social people process information out loud, and you know you mentioned that philosopher. 230 00:16:15.279 --> 00:16:18.669 Their internal processors. They take some time to think things through, they think 231 00:16:18.710 --> 00:16:22.870 in their head, and so you hear more words from those social folks than 232 00:16:22.909 --> 00:16:26.149 you work for from the others, and often times when you do hear words 233 00:16:26.149 --> 00:16:27.509 from them, you want to lean in because they've given it a lot of 234 00:16:27.590 --> 00:16:32.389 thought. So yeah, I think it's the value really becomes not a good 235 00:16:32.389 --> 00:16:34.179 or a bad but just a different way of going about things. Not a 236 00:16:34.259 --> 00:16:37.700 pass fail, for sure. So I actually want to ask you that. 237 00:16:37.820 --> 00:16:42.419 You mentioned the philosopher and it makes me think of the fact that some of 238 00:16:42.580 --> 00:16:48.090 my best collaborations, some of them basically magical collaborations within built in are with 239 00:16:48.210 --> 00:16:55.289 people whose profiles could not be more different from mine. So Daniel Assan, 240 00:16:55.330 --> 00:16:57.929 who's our digital marketing directors, just one example. He's a philosopher. Couldn't 241 00:16:57.929 --> 00:17:03.679 be more different. I have a kind of rapid fire ideation approach and he 242 00:17:03.000 --> 00:17:06.160 said to me, you know, the first time we had a work session, 243 00:17:06.240 --> 00:17:07.160 he said, you know, I have to think about that, and 244 00:17:07.200 --> 00:17:11.559 I was like, Oh, wows that I was confused and then of course 245 00:17:11.640 --> 00:17:15.230 he came back with just, you know, something so amazing I couldn't have 246 00:17:15.349 --> 00:17:19.869

imagined it in my throws spaghett against the wall kind of approach. So tell 247 00:17:19.910 --> 00:17:25.269 me a bit about that. So that's for me. That's where this is 248 00:17:25.430 --> 00:17:29.349 fun. You know, we don't need to duplicate seven tiffanies. We may 249 00:17:29.470 --> 00:17:32.740 not get what we're looking for if we have seven of you. We need 250 00:17:32.859 --> 00:17:37.940 the diversity of personality within a team to really accomplish the goals. And so 251 00:17:37.140 --> 00:17:41.539 thinking about these complimentary teams, and shout out to Daniel Assan. He's philosophers. 252 00:17:41.579 --> 00:17:45.049 They do they pause, they take time to think things through, but 253 00:17:45.130 --> 00:17:48.250 they're incredible, really strategic, incredibly analytic and they can come up with some 254 00:17:48.490 --> 00:17:52.809 really amazing conceptual ideas. So it is that Yin and Yang that I think 255 00:17:52.849 --> 00:17:56.809 is the beauty, and we're companies really get the benefit from this. Is 256 00:17:56.289 --> 00:18:00.359 Not that we want a one size fit all in our organization, but rather 257 00:18:00.920 --> 00:18:04.000 we're going to honor and understand that the differing ways that we approach things is 258 00:18:04.160 --> 00:18:07.400 really going to be where we where we hit home runs. No one thing. 259 00:18:07.480 --> 00:18:10.640 If I can add it, tiffany, is that a culture. And 260 00:18:10.759 --> 00:18:15.069 next we have nineteen typified patterns, or the monikers that you're referring to in 261 00:18:15.470 --> 00:18:18.309 the beautiful news about this is that about five percent of the population is going 262 00:18:18.309 --> 00:18:22.309 to fall into each of these patterns. And so what that means, Tiffany, 263 00:18:22.349 --> 00:18:25.710 is there's about five percent of the people who have personality qualities similar to 264 00:18:25.789 --> 00:18:29.460 yours. The scary thing about that is ninety five percent of the population doesn't. 265 00:18:29.740 --> 00:18:32.299 Okay, and so when I look at this, I think about it 266 00:18:32.420 --> 00:18:34.900 in terms of so, how do I land the plane with someone who's polar 267 00:18:34.940 --> 00:18:38.980 opposite from me from a personality standpoint, because it's not going to be nearly 268 00:18:40.019 --> 00:18:42.809 as intuitive for me to understand how they process information, how they think about 269 00:18:42.809 --> 00:18:45.690 things, the risks they're willing to take, the environments that they want to 270 00:18:45.730 --> 00:18:49.250 work in, the way that they feel motivation. So the value really comes 271 00:18:49.289 --> 00:18:52.769 into how do I work really effectively with someone who's really different from me? 272 00:18:53.369 --> 00:19:00.839 So something I'm wondering are those traits going to change over time with life experience? 273 00:19:00.799 --> 00:19:04.400 Actually, it's very interesting. I did some work in China and the 274 00:19:04.480 --> 00:19:07.400 Chinese actually believe they said, if you want to know how someone's going to 275 00:19:07.440 --> 00:19:11.589 behave when they're eighty, meetum when they're free. That's like a it's just 276 00:19:11.670 --> 00:19:15.069 say saying in Chinese culture, and so we believe in that. Okay, 277 00:19:15.109 --> 00:19:21.069 so when we're measuring these seven work related traits and an individual's personality, we 278 00:19:21.230 --> 00:19:25.059 believe that these are going to remain very stable over the course of one's lifetime. 279 00:19:25.619 --> 00:19:29.420 But I think it's really important to honor that. We are not the 280 00:19:29.539 --> 00:19:32.740 same. If I think about twenty one year old me and fifty one year 281 00:19:32.779 --> 00:19:36.619 old me, thirty year time span in between. Not the same human and 282 00:19:36.980 --> 00:19:40.250 that's really because of the experiences that I've had, the things that I've learned, 283 00:19:40.450 --> 00:19:44.049 how I've under learned to understand myself better. But the qualities in my 284 00:19:44.130 --> 00:19:47.410 personality, if I look back to age twenty one, they were still there, 285 00:19:47.650 --> 00:19:49.809 those core tenants. But we do become wiser, we learn from our 286 00:19:49.849 --> 00:19:53.640 experiences, we fall down, we scrape our knees, have to put bandaids 287 00:19:53.720 --> 00:19:56.200 on go. That wasn't very fun. I think I'll choose not to do 288 00:19:56.359 --> 00:20:00.839 that again. So we definitely evolve and develop over time, but the core 289 00:20:00.920 --> 00:20:03.440 tenets of our personality will remain quite stable. You know, I often look 290 00:20:03.440 --> 00:20:07.109 at my three year old nephew and I say, Yep, there he is. 291 00:20:07.349 --> 00:20:11.710 He's totally, fully himself already. His sense of humor, his intensity 292 00:20:11.829 --> 00:20:15.309 and focus. I just think yet he's fully baked. He's going to be 293 00:20:15.430 --> 00:20:18.150 this way and some manner for the rest of his life and now, I 294 00:20:18.269 --> 00:20:22.579 know, until he's eighty. So one thing that I think people should know 295 00:20:22.819 --> 00:20:26.259 that I'm curious about. Let's so here I am, I'm Jane Doe and 296 00:20:26.380 --> 00:20:30.420 I'm an employee and I'm good at my job, or actually, let's say 297 00:20:30.460 --> 00:20:33.180 that I'm really good, that I'm great at my job, but then I 298 00:20:33.579 --> 00:20:40.289 take my culture index assessments and it shows that my personality traits are not aligned 299 00:20:40.690 --> 00:20:44.849 to whatever degree with the traits that are needed for the job that I currently 300 00:20:44.970 --> 00:20:48.410 fill. So what would you tell me and what would you tell my boss? 301 00:20:48.650 --> 00:20:52.640 Well, first of all, performance trumps everything. So somebody's kicking

but 302 00:20:52.799 --> 00:20:57.400 at their JAB. Leave it alone, do not touch past, go collect 303 00:20:57.400 --> 00:21:02.359 two hundred dollars. And then my other question mark would be did we have 304 00:21:02.759 --> 00:21:07.029 what we thought we were looking for right, because there's a benchmarking tool that 305 00:21:07.109 --> 00:21:10.430 we have within our platform called the CE job, which is the assessment of 306 00:21:10.470 --> 00:21:14.670 the position and what we should consider first and foremost, as if we have 307 00:21:14.750 --> 00:21:18.549 a rock star and a roll. That's our best data, as our best 308 00:21:18.549 --> 00:21:22.700 data that informs US more than anything in the world, because we're getting the 309 00:21:22.819 --> 00:21:26.259 performance that we want from that individual. So I would say when you're looking 310 00:21:26.339 --> 00:21:32.859 at the assessment, performance trumps all things, and so it becomes then a 311 00:21:32.930 --> 00:21:36.769 data point that helps us understand how to be more effective in communication. Much 312 00:21:36.809 --> 00:21:40.009 less about this is right or wrong or Gosh, this person is the wrong 313 00:21:40.130 --> 00:21:42.490 culture and next, no, they don't. Actually they're kicking but they're doing 314 00:21:42.569 --> 00:21:48.160 great. Leave that one alone. How does that benchmarking work? So the 315 00:21:48.240 --> 00:21:52.480 CE job is what we call our benchmarking tool, is fifty nine questions. 316 00:21:52.599 --> 00:21:57.279 Actually they're fifty nine statements, and they ask the hiring manager or anyone else 317 00:21:57.400 --> 00:22:03.589 who's in the role who really understands what this open position is going to require. 318 00:22:03.829 --> 00:22:07.190 In the individual interacts with these statements on a one to ten scale. 319 00:22:07.309 --> 00:22:11.829 One means this is not a critical quality, ten means it is a critical 320 00:22:11.910 --> 00:22:17.299 quality. So you'll see statements like building into personal relationships is and you're answering, 321 00:22:17.380 --> 00:22:19.779 you're responding to that on the one to ten scale. At the conclusion 322 00:22:21.019 --> 00:22:25.099 of that assessment, it kicks out for US data that says, according to 323 00:22:25.299 --> 00:22:30.490 said hiring manager or I also really like having a top performer participate in that, 324 00:22:30.650 --> 00:22:33.369 because that individual really knows what's required of the job. We can look 325 00:22:33.369 --> 00:22:37.089 at that data and that gives us some insight into the qualities that we're looking 326 00:22:37.130 --> 00:22:41.130 for. Now this isn't narrow. In other words, we don't look at 327 00:22:41.170 --> 00:22:45.599 that outcome and say, Oh, there's one configuration of dots that's going to 328 00:22:45.680 --> 00:22:48.559 work. When that's happening, if it's getting way too narrow in my opinion 329 00:22:48.559 --> 00:22:52.880 as an advisor, I believe that generally we need to look at what are 330 00:22:52.920 --> 00:22:56.079 some of the calm marks of this kind of pattern that we've come up with, 331 00:22:56.240 --> 00:23:00.470 and there's probably four or five similar type patterns. That would also be 332 00:23:00.630 --> 00:23:04.750 a really strong fit if we can find somebody who's really got an outstanding resume 333 00:23:04.950 --> 00:23:08.670 for the position, outstanding qualifications. You know, culture, N X is 334 00:23:08.950 --> 00:23:12.619 is also a management tool. So if I get someone who has knowledge and 335 00:23:12.700 --> 00:23:17.019 expertise that just knocks my sacks off, oh my gosh, if we could 336 00:23:17.059 --> 00:23:22.180 bring what they know to our company, huge value add then I look at 337 00:23:22.180 --> 00:23:25.099 their culture and next graph and if it's different than what we had set our 338 00:23:25.140 --> 00:23:27.450 benchmark for, okay. Well, why is it different? Because that's what 339 00:23:27.650 --> 00:23:30.809 I like about this not being a pass feel. It's not like aunt know, 340 00:23:32.049 --> 00:23:36.369 this person does not pass go. It can't operate that way because as 341 00:23:36.410 --> 00:23:37.930 a manager, I should be able to look at that and go, am 342 00:23:38.009 --> 00:23:42.279 I willing to manage to what I see here? Am I willing to make 343 00:23:42.359 --> 00:23:48.039 some management decisions? Because I really want this person's expertise. We're going to 344 00:23:48.079 --> 00:23:51.759 benefit imensely from it and I understand where I'm going to fill in the gaps 345 00:23:51.839 --> 00:23:55.910 as the leader of this individual so it really should be viewed as something that 346 00:23:56.150 --> 00:24:00.549 we still have the opportunity to make management decisions. The see job should always 347 00:24:00.549 --> 00:24:03.269 be current. In other words, we don't want to take the C job 348 00:24:03.349 --> 00:24:07.390 result and sit it in there and let it gain dust. We really want 349 00:24:07.430 --> 00:24:11.579 to think about when we're filling positions, position by position, because what we're 350 00:24:11.619 --> 00:24:15.140 looking for might change based on the circumstances of the job, the leader, 351 00:24:15.539 --> 00:24:18.579 what we need these folks to do, all these things influence the outcome of 352 00:24:18.700 --> 00:24:21.420 that see job. So we do really want these things to be very time 353 00:24:21.539 --> 00:24:23.490 sensitive. As we're filling roles. Okay, so, speaking of time, 354 00:24:23.650 --> 00:24:27.289 we've got a tight time frame for what we call the two minute take away. 355 00:24:27.650 --> 00:24:30.289 So this is when, Channon, I'd love you to share a few 356 00:24:30.730 --> 00:24:36.289 key ideas. Absolutely, I think right now there is so much value and 357 00:24:36.410 --> 00:24:41.079 having an

opportunity to measure and assess how your people feel they're fitting into the 358 00:24:41.119 --> 00:24:44.599 job. I think, with so many people working in remote environments, this 359 00:24:44.799 --> 00:24:48.079 ability that we have to measure. What do we understand about someone's core personality? 360 00:24:48.440 --> 00:24:52.759 How much are they modifying in their role? It's a great way to 361 00:24:52.950 --> 00:24:56.029 be able to take a pulse check on your people and make sure that you 362 00:24:56.109 --> 00:25:00.430 don't have individuals work experiencing a lot of stress in the role, so that 363 00:25:00.549 --> 00:25:03.990 you can triact that before the person opts out and you have to replace them. 364 00:25:04.029 --> 00:25:07.700 So I think for me, that's the biggest opportunity that we present right 365 00:25:07.700 --> 00:25:12.059 now is just check in on your people make sure they're okay. Are the 366 00:25:12.220 --> 00:25:15.619 things that you can do to support them in a more effective way so that 367 00:25:15.700 --> 00:25:21.059 you attain and keep the folks you've currently got in your organization. Just said, 368 00:25:21.140 --> 00:25:23.970 what my takeaway that I have from talking to you about all of this, 369 00:25:25.289 --> 00:25:27.569 which is that personality matters. As you have said before, we've all 370 00:25:27.609 --> 00:25:33.210 been duped by a shiny resume. The person comes in and joins and doesn't 371 00:25:33.250 --> 00:25:37.440 turn out to be as successful as we thought. And you have said, 372 00:25:37.759 --> 00:25:41.119 people ask what did I miss and you've said, well, what you missed 373 00:25:41.319 --> 00:25:45.119 is personality. For me, the takeaway is not just that personality matters, 374 00:25:45.240 --> 00:25:52.109 but it's really predictive. So, Shannon, if our listeners want to reach 375 00:25:52.150 --> 00:25:56.630 out to you and learn more about you, about culture index, tell me 376 00:25:56.670 --> 00:26:00.109 a good way to reach you. Yeah, absolutely. I feel free to 377 00:26:00.190 --> 00:26:04.900 send me an email at s Phenema, at culture and Nextcom or certainly go 378 00:26:06.019 --> 00:26:10.819 to our website at culture and Nextcom and there is an opportunity on the website 379 00:26:11.019 --> 00:26:15.339 to participate in a demo and this gives you the opportunity to send surveys to 380 00:26:15.420 --> 00:26:19.849 individuals within your team and have a complimentary one hour follow up call with me 381 00:26:21.009 --> 00:26:22.569 where I can share some of the results of your team members with you. 382 00:26:22.769 --> 00:26:26.849 If you do go to the website and you request the Freedomo, just please 383 00:26:26.890 --> 00:26:30.049 funtion in there that you've heard about this on technically keep people with tiffany Myers. 384 00:26:30.490 --> 00:26:33.240 She's so awesome. So yeah, that's the best way. Fantastic. 385 00:26:33.279 --> 00:26:37.240 Yeah, go to that website and I can just tell you. I don't 386 00:26:37.240 --> 00:26:41.680 know if you remember, Shannon, but I was so geeked out on culture 387 00:26:41.720 --> 00:26:44.759 index that I just like ran up to you after the presentation. I heard 388 00:26:44.799 --> 00:26:48.390 that. It's like you gotta tell me more. So it's just so fantastic 389 00:26:48.670 --> 00:26:52.950 that we're now able to share this with the podcast sphere. So let me 390 00:26:52.990 --> 00:26:56.869 actually, I'm just it's occurring to me that people should watch out for your 391 00:26:56.869 --> 00:27:02.099 last name. So it's as Phenema, but a finema is spelled F like 392 00:27:02.299 --> 00:27:08.180 Frank e double n Ema. So, with that spelling out of the way, 393 00:27:08.259 --> 00:27:12.859 Shannon, thank you for joining us today. It was great to talk. 394 00:27:14.339 --> 00:27:18.569 It was great to be here, tiffany. So so just a final 395 00:27:18.650 --> 00:27:22.890 note to our listeners, go ahead and subscribe on your favorite podcast player, 396 00:27:22.089 --> 00:27:27.769 go to technically peoplecom and join us in the conversation that we're having on Linkedin. 397 00:27:29.049 --> 00:27:32.359 So thank you, listeners for taking the time to tune in and we'll 398 00:27:32.440 --> 00:27:37.880 talk to you next week. Whether you're looking to fill opportunities or find them 399 00:27:37.359 --> 00:27:41.839 built in hows you've covered. If you're seeking to meet aggressive hiring goals, 400 00:27:42.319 --> 00:27:48.269 will help you attract sought after tech talent you might not otherwise reach. And 401 00:27:48.349 --> 00:27:52.430 if you're on the market for a career change, visit our site to explore 402 00:27:52.509 --> 00:27:57.819 exciting dogs with our customers and even with built in find talent, find opportunities 403 00:27:59.339 --> 00:28:00.460 built incom