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Inside-Out Leadership: How High-Commitment Teams Are Built (and sustained) - Best of 2025 — Leading into 2026
13 Jan 2026
00:54:18
Episode Preview:
In this episode of the Wake Up Eager Workforce podcast, host Suzie Price explores the power of self-awareness and emotional freedom in leadership. Drawing from her years of experience in leadership development and insights from TriMetrix and Axiology, Suzie explains how understanding your intrinsic motivators can transform your approach to leadership, creating clarity and consistency in your actions.
You'll learn how to align your personal values with your leadership approach, how to make accountability a natural, energizing force, and why small, deliberate steps lead to big, lasting results. Whether you're leading a team or working on personal growth, this episode offers actionable tools to help you show up with purpose, build stronger habits, and lead with intention.
Suzie also shares real-life examples of leaders and teams who have embraced inside-out leadership, using these insights to move from reactivity to intentionality. The episode emphasizes the importance of emotional freedom and clarity in leadership and how these principles can drive sustainable success.
If you're ready to lead with more confidence, increase your impact, and fuel your success by aligning your actions with what truly motivates you, this episode is for you.
Read the transcript for Episode 142 below and discover how to fuel your leadership, build accountability, and wake up eager every day.
Takeaways of Episode #142 ---
If you're not consciously driving, stress takes the wheel. Leadership begins when you take the driver's seat.
Small daily alignment builds big momentum—and turns setbacks into fresh starts.
You are not your emotions—but emotional freedom comes from listening to them.
Accountability isn't blame—it's clarity that fuels self-motivation.
Always give more than you get and leave more than you take.
People first is your strongest bet—and the real win is balance across all three dimensions.
In this episode:
[00:05:06] Suzie Price: "Accountability becomes effortless when it aligns with your motivators. When you understand what drives you, follow-through feels less like discipline and more like momentum."
[00:16:39] Suzie Price: "Emotional freedom in leadership starts when you stop fighting your feelings and begin listening to them. They're tools, not obstacles."
[00:22:49] Suzie Price: "Leadership isn't about doing it all perfectly, it's about doing it with clarity. Once you've gained clarity, it'll give you the energy to keep moving forward."
[00:27:49] Suzie Price: "Small daily actions lead to big shifts. The 1% Solution, even when done in small doses, compounds over time and builds real momentum."
[00:50:00] Suzie Price: "A brand becomes truly powerful when it moves from transaction to legacy. You create lasting trust by aligning your values and purpose with your actions."
Wake Up Eager Life: Own It! Fueling Accountability with What Drives You
10 Dec 2025
00:41:57
Episode Preview:
In this episode of the Wake Up Eager Workforce podcast, host Suzie Price dives into the powerful connection between personal accountability and your intrinsic motivators. Drawing on her extensive experience in leadership development and the science of motivators, Suzie uncovers how understanding what drives you can transform your approach to accountability, making follow-through feel natural and energizing.
You'll learn how to harness your top motivators to create momentum in your actions, stay consistent, and unlock greater results in your personal and professional life. Whether you're a leader seeking to enhance your influence or someone striving to cultivate better habits, this episode offers actionable insights and strategies to fuel your success.
Suzie also shares real-life stories, reflections on the power of motivators, and practical advice to help you embrace accountability, create meaningful growth, and lead with intention.
If you're ready to align your actions with what truly energizes you, build stronger accountability habits, and start creating consistent success—this episode is for you.
Read the transcript for Episode 141 below and discover how to fuel your accountability and wake up eager every day.
Takeaways of Episode #141 ---
Accountability gets easier when it aligns with your motivators When you understand what energizes you, follow-through stops feeling like discipline and starts feeling like momentum. "When you're in your flow, discipline becomes desire." — Unknown
Every motivator has a strength… and a blind spot Each motivator can support or sabotage follow-through. "Knowing yourself is the beginning of all wisdom." — Aristotle
Accountability grows through small, deliberate steps Your Accountability Action Plan anchors wins, opportunities, motivator connections, and measurable next steps. "Small disciplines repeated with consistency lead to great achievements gained slowly over time." — John C. Maxwell
In this episode:
[00:04:10] Suzie Price: "Accountability becomes effortless when it aligns with your motivators. When you understand what drives you, follow-through feels less like discipline and more like momentum."
[00:10:48] Suzie Price: "Every motivator has a strength and a blind spot. Recognizing this helps you leverage what energizes you and manage what might drain your energy."
[00:22:49] Suzie Price: "Small, deliberate steps lead to big results. It's not about making huge leaps—it's about consistent actions that align with what truly motivates you."
[00:26:08] Suzie Price: "True accountability comes from self-awareness. When you understand your motivators, you can create actionable plans that lead to consistent success."
[00:32:03] Suzie Price: "Leadership is about creating space for reflection and ownership. When we lead with clarity and intention, we inspire accountability in ourselves and others."
Mini-Episode #6: The 10 Most Common DISC Assessment Mistakes, Myths, and Solutions
13 Oct 2025
00:14:15
Episode Transcript:
[00:00:00] SUZIE: welcome to this wake up ego workforce podcast many episode where we share in 10 minutes or less our monthly article from LinkedIn in a new audio format courtesy of our AI co host as they walk through the article and share additional insights exclusively for you I am Susie Price I'm your podcast host and the founder of Priceless Professional Development and whether you're listening to one of our long form episodes or something like this mini episode our focus is always to provide everything to you related to helping employees in your organization build a high commitment low drama wake up eager workforce we're focused on creating great hiring creating great teams helping leaders and individuals wake up eager you can find all of our episodes long form and short form at Wake up eco workforce.com and you can subscribe anywhere that you get your podcasts so let me know if you have any questions if you are enjoying these mini episodes or any of our other episodes or if I can help you in any way you can find me at Susie at priceless professional. com Susie Price on LinkedIn and of course our contact information if you go to wake up eager workforce.com thanks for tuning in appreciate you very much and go out and have a wake up eager kind of day take care
[00:01:23] AI HOST 1: you're here because you wanna really get under the hood right yeah gain that deep knowledge without getting uh totally bogged down exactly you sent over some great material on the DISA assessment and we get it you want to cut through the noise and figure out what it really does and you know where it might fall short uh huh so that's our mission for this deep dive we're gonna unpack the common myths the misunderstandings around DIS check some clarity yeah exactly clarity so you can see its true value and also the potential pitfalls it kind of reminds me of that Abraham Maslow quote oh the hammer one yeah yeah I suppose it is tempting if the only tool you have is a hammer to treat everything as if it were a nail
[00:02:04] AI HOST 2: it fits perfectly doesn't it d I s C is a useful tool no doubt but it's definitely not the only tool you should have in your toolbox
[00:02:11] AI HOST 1: right so let's start with maybe the biggest one mistake No. 1 thinking d I s C is a complete personality profile
[00:02:18] AI HOST 2: yeah that's a really common one people often see it as this like comprehensive window into someone's entire psyche
[00:02:24] AI HOST 1: and you can sort of see why right the reports can look quite detailed
[00:02:28] AI HOST 2: they can absolutely but you know behavioral science tells us people are incredibly complex DISC fundamentally focuses on observable behaviors how we act how we communicate
[00:02:40] AI HOST 1: so it's descriptive of how someone behaves
[00:02:42] AI HOST 2: yes the misconception often comes because well we all like simple ways to understand complex things like human behavior and a detailed DISC report feels like it covers everything
[00:02:54] AI HOST 1: okay so let's nail this down if it's behavioral not a full personality test what are the big things it doesn't tell us
[00:03:01] AI HOST 2: well that's the key it gives great insight into how someone prefers to act and interact their dominant styles you know uh huh but it doesn't really dig into their core values what truly drives them deep down OK values are missing right and things like their underlying temperament those sort of innate predispositions and crucially something like emotional maturity how well they handle their emotions navigate tricky situations DISC doesn't measure that
[00:03:25] AI HOST 1: that's a huge distinction behavior versus values temperament emotional maturity if d I s C gives us this specific behavioral lens how do we get that fuller picture the article mentions combining it
[00:03:39] AI HOST 2: yeah with other tools and that's the smart approach really like try matrix mention that one specifically what does that add exactly going back to Maslow's hammer right relying only on DISC is limiting the article is spot on combining it with something like Tri Matrix which does measure those other pieces motivators competencies even decision making styles that gives you a much much richer more holistic view of a person it's like using different filters to see the whole image clearly
[00:04:06] AI HOST 1: got it okay so that naturally leads into the second myth doesn't it the idea that all DISA assessments are basically the same
[00:04:12] AI HOST 2: oh yeah that's another big Assumption people make you see DIC and think it's a standardized thing like you know a gallon of milk but it's not not at all the article points out there are variations different providers might use slightly different methodologies different terms and importantly have different levels of accuracy and validation behind them
[00:04:30] AI HOST 1: so why is that important if I just grab any dice test online
[00:04:34] AI HOST 2: well the risk is unreliable information right if one test uses a slightly different model or hasn't been properly tested the results might not be valid they might not actually measure what they claim to measure okay validity validity and reliability too does it give consistent results that's crucial if you're making decisions based on it
[00:04:53] AI HOST 1: so the advice is to look for validation studies support documentation
[00:04:59] AI HOST 2: exactly you need to do a bit of homework on the provider
[00:05:01] AI HOST 1: what should you look for in that documentation like what's the proof
[00:05:05] AI HOST 2: you want to see evidence that it's been scientifically studied look for information on the research the groups it was tested on the statistical methods they used a reputable provider will have this readily available they should be transparent about it
[00:05:18] AI HOST 1: right transparency is key so you need to know what DIS is measuring and then ensure the specific assessment you're using is actually valid and reliable
[00:05:28] AI HOST 2: precisely which brings us neatly to myth number three
[00:05:32] AI HOST 1: ah yes the idea that DISCE can predict success or failure in a job
[00:05:36] AI HOST 2: it's so tempting isn't it just give a DISCE and boom you know if they'll be a star performer [00:05:40] AI HOST 1: but the article says not so fast
[00:05:43] AI HOST 2: why not well think about what makes someone succeed it's it's a whole mix of things isn't it
[00:05:47] AI HOST 1: sure skills experience
[00:05:49] AI HOST 2: skills experience work ethic judgment how well their values align with the company culture DIS tells you about their preferred style of communication and work
[00:05:58] AI HOST 1: but not necessarily if they have the actual skills or make good decisions
[00:06:01] AI HOST 2: exactly someone might have a dis profile that seems perfect on paper for a role but if they lack the core skills or say have poor judgment their style won't save
[00:06:11] AI HOST 1: okay that makes sense so DIC isn't a crystal ball for job performance how should it be used in hiring theM
[00:06:19] AI HOST 2: as one piece of a much larger puzzle the article nails it use it alongside other things still tests proper interviews checking references assessing their values fit d I s C adds valuable context about how they might interact communicate fit into a team but it's just context
[00:06:34] AI HOST 1: one data point among many [00:06:36] AI HOST 2: precisely
[00:06:37] AI HOST 1: which feels related to myth number four that a specific behavioral style automatically dictates performance like the classic example you need a high I to be good at sales
[00:06:47] AI HOST 2: yeah that's the stereotype trap we think okay high d means strong leader high ass means great team player high I means ace salesperson
[00:06:56] AI HOST 1: but it's not that simple
[00:06:58] AI HOST 2: those are tendencies clues maybe but actual performance that depends on so much more motivation learn skills knowledge adaptability someone with a less typical style might absolutely crush it because they have those other critical factors
[00:07:12] AI HOST 1: so again it's about looking beyond just the letters on the DIS report
[00:07:16] AI HOST 2: absolutely you need to consider the whole person the article mentions again looking at motivators skills decision making using tools like try matrix to get that broader perspective
[00:07:25] AI HOST 1: it keeps coming back to the d I C is helpful but incomplete on its own
[00:07:29] AI HOST 2: exactly performance is multifaceted you need multiple lenses
[00:07:34] AI HOST 1: okay let's tackle skepticism myth 5 there's no proof assessments are accurate anyway some people just dismiss them entirely
[00:07:40] AI HOST 2: yeah you hear that oh it's just like astrology or something right
[00:07:43] AI HOST 1: so what's the counter to that
[00:07:45] AI HOST 2: well the key is accuracy depends entirely on the source of the assessment dismissing all assessments because some are poorly made is well it's throwing the baby out with the bath water
[00:07:55] AI HOST 1: isn't it so some are accurate
[00:07:56] AI HOST 2: definitely the good ones are rigorously developed and validated
[00:08:00] AI HOST 1: and the article mentions looking for tools that meet e E O c and OFCCP compliance standards why are those important
[00:08:08] AI HOST 2: ah yes those are crucial especially in hiring these standards basically ensure that an assessment is proven to be job related valid reliable and doesn't unfairly discriminate against protected groups
[00:08:20] AI HOST 1: so meeting those standards is a sign of a quality fair assessment
[00:08:23] AI HOST 2: it's a very strong indicator yes it means there's solid research backing it up like with reputable tools such as Trimetrix it separates the serious assessments from the less reliable ones
[00:08:33] AI HOST 1: okay good to know now another concern can people cheat can they just game the system answer how they think you want them to answer
[00:08:41] AI HOST 2: that's a totally valid question people naturally want to look good
[00:08:44] AI HOST 1: and the article suggests that with basic DIC it might be harder to tell if someone's doing that
[00:08:49] AI HOST 2: it can be yes but more sophisticated tools often have ways to address this
[00:08:54] AI HOST 1: how so the article mentioned the acumen part of trymetrix having a mathematical framework to spot inconsistencies that sounds intriguing
[00:09:03] AI HOST 2: it is quite clever yeah without getting super technical that part of the assessment often uses specific ways of asking questions and analyzes the pattern of responses okay so if someone's consistently trying to give like overly perfect answers if their answers contradict each other in subtle ways the system can often flag that it provides a check for authenticity
[00:09:21] AI HOST 1: interesting so there are built in ways to encourage
[00:09:24] AI HOST 2: more honest answers in some tools in the better designed ones yes an extra layer of confidence
[00:09:29] AI HOST 1: okay what about time myth seven assessments take too long people are busy
[00:09:34] AI HOST 2: I get that perception people think oh this is gonna eat up half my day but the reality is usually much quicker as the article says most solid behavioral assessments d I s included typically take maybe 10 to 30 minutes tops 10 to 30 minutes that's it pretty much and when you think about the potential payoff
[00:09:52] AI HOST 1: right the article frames it as saving time in the long run
[00:09:55] AI HOST 2: exactly a small time investment up front can save you huge amounts of time later by helping you make better hiring choices or pinpointing exactly what development someone needs it's efficient actually
[00:10:07] AI HOST 1: good point okay a really critical one now myth No. 8 the fear that assessments can be discriminatory
[00:10:13] AI HOST 2: yeah this is a serious concern and rightly so organizations have to be incredibly careful
[00:10:18] AI HOST 1: so how do you ensure an assessment isn't discriminatory
[00:10:22] AI HOST 2: it comes back again to validation properly validated tools are specifically designed not to discriminate how they focus on measuring job relevant competencies and potential things that actually predict performance without being biased by factors like race gender age etcetera
[00:10:39] AI HOST 1: and the article specifically says tools like Trimetrix are non discriminatory and meet those employment regulations we talked about
[00:10:46] AI HOST 2: correct when properly validated and used correctly they help reduce bias in decision making making the process fairer and more objective it's about choosing the right tools
[00:10:57] AI HOST 1: choose wisely got it myth No. 9 assessment results are fixed for life once a d always a d
[00:11:03] AI HOST 2: ah yeah like it's tattooed on you
[00:11:05] AI HOST 1: but it's not quite like that
[00:11:06] AI HOST 2: well there's nuance here your core DISC style your fundamental behavioral preferences those tend to be pretty stable over your adult life generally speaking
[00:11:16] AI HOST 1: okay so the DISC part is fairly stable
[00:11:19] AI HOST 2: largely yes but other things that more comprehensive assessments measure like say your acumen your skills in specific areas your perspectives those can and do change as you learn and grow exactly as you gain experience develop new skills broaden your understanding those aspects can evolve so assessment results aren't entirely static
[00:11:38] AI HOST 1: so they can actually be useful for tracking growth
[00:11:41] AI HOST 2: over time absolutely it makes them valuable not just for selection but for ongoing development seeing how people are progressing it adds a dynamic element
[00:11:50] AI HOST 1: interesting okay last one myth No. 10 assessments are just too expensive a luxury item
[00:11:55] AI HOST 2: the cost argument I hear this a lot from organizations so what's the perspective shift needed here framing it as an investment not an expense that's the key an investment because because of the return think about the cost the article mentions implicitly the cost of a bad hire which is huge the cost of wasted training budget on stuff people don't need the cost of high turnover
[00:12:16] AI HOST 1: right so paying for a good assessment up front can save you much more down the line
[00:12:21] AI HOST 2: precisely better hires are more productive and stay longer targeted development is way more effective it directly impacts the bottom line it's strategic spending really
[00:12:30] AI HOST 1: OK so looking back at all these myths DISC is behavioral not personality not all DSCs are equal check the validation it doesn't predict success alone style isn't performance good ones are accurate and not discriminatory if chosen carefully people can't easily game the best ones they're quick to take results aren't totally fixed and they're an investment not just a cost
[00:12:51] AI HOST 2: that's a pretty good summary busting those myths is key
[00:12:54] AI HOST 1: it really seems like understanding these points is crucial to actually getting value from d I C right otherwise you risk misusing it
[00:13:00] AI HOST 2: absolutely avoiding these pitfalls lets you use disce ideally alongside other tools much more effectively for hiring coaching team building it helps create more engaged more effective teams when used properly
[00:13:13] AI HOST 1: it definitely unlocks its potential for sure so maybe the final thought for you listening is now that you see these nuances how might looking beyond just basic DSC maybe exploring some of these complementary tools change how you think about building your team or even how you approach your own development
[00:13:29] AI HOST 2: yeah something to really chew on how could a more complete picture change your decisions primarily sensibly not at all
Watchmaker to Beekeeper #54
20 Apr 2019
01:20:54
Overview of Episode #54 ---
How SSOG helps organizations know what they need to do to grow – The components involved.
Understanding the keys to strategic growth and successful strategy.
Sharing Laurie and John's influences, favorite books, key tips for planning and more…
Contact Priceless Professional Development: 770-578-6976, suzie@pricelessprofessional.com or www.pricelessprofessional.com
Topic 1: Going from watchmaker to beekeeper, what does it mean and how does it relate to business and the work around the Seven Stages of Growth.
James Fisher story – Watchmaker vs. Beekeeper.
Watchmaker – Precise, knows exactly what he/she is supposed to be doing.
Beekeeper – Can sit back and watch their bees/team do their roles and understand their responsibilities.
Stages of Growth X – Creates dialogue, clarity.
Unusual dialogue.
Key indicators.
Language of growth.
Timing on Recording: @ 11:52 ---
Topic 2: Seven Stages of Growth.
Built around number of employees.
One size doesn't fit all.
Stage One: Startup, 1-10 employees.
Stage Two: Ramp Up, 11-19 employees.
Stage Three: Delegation, 20-34 employees.
Stage Four: Professional, 35-57 employees.
Stage Five: Integration, 59-95 employees.
Stage Six: Strategic, 96-160 employees.
Stage Seven: Visionary: 161-500 employees.
Four rules that govern the model:
As soon as you land in any stage of growth, you're going to get ready for the next stage of growth.
What you don't get done in any stage of growth doesn't go away.
Time will make a difference.
If you're not growing, you're dying.
Timing on Recording: @34:43 ---
Topic 3: How do you prepare a leader, CEO, for the Seven Stages of Growth? What has to be in place for it to be successful?
CEO Debrief.
We try to take the surprise.
Get the dialogue on the table.
"It's an organization issue, not a CEO issue."
Take the CEO out to dinner beforehand and may sure you pay.
Timing on Recording: @ 40:35 ---
Topic 4: Final key points.
Hidden agents.
Transition zones: Flood zone and Wind Tunnel.
Builder Protector Ratio.
Confident Caution Ratio.
Timing on Recording: @ 49:03 ---
Topic 5: Who has been your biggest influence and how have they influenced you?
John: My Mother, influenced a thousand different ways.
Laurie: Parents, Mother teaching the Golden Rule, "Treat others as you would want to be treated." First boss who was caring and good at teaching, didn't let things slide if they didn't go well.
Timing on Recording: @ 53:37 ---
Topic 6: Education, books or training that have been most instrumental in development.
John: Books: Seven Habits of Highly Effective People by Stephen Covey and Theory U by Otto Scharmer; Training - Target Training International Success Insight DISC and EQ
Laurie: Master's degree ("Stopped trying to talk to people and I started engaging people in conversations."), John Maxwell Speaking Program, John Maxwell Book The 21 Irrefutable Laws of Leadership
Timing on Recording: @ 59:32 ---
Topic 7: When you think of the word successful, who is the first person that comes to mind?
John: Supervisor, Truman Brooks ("He was an iron fist, but a velvet glove.")
Laurie:Business owners, especially business owners who are juggling families and trying to run a business at the same time.
Timing on Recording: @ 1:04:11 ---
Topic 8: Things that you do that helps you create the days that feel good and right for you, mind, body, spirit.
John: Divide my day into three quadrants; Mentally, physically and soul a spirit, make time for quiet time, 20 minute hard walk.
Laurie: I always find something positive about the day, exercise, stay active, spend time with family, enjoy working with my Growth Curve Specialist and Strategists Community
Timing on Recording: @ 1:08:27 ---
Topic 9: Getting to know John Garrott and Laurie Taylor.
What actor would you want to play you in a movie?
John: Charlton Heston or Gregory Peck
What's your favorite possession?
John: My horses.
Laurie: I don't look at things as possessing them, I look at how I look at things
Share a funny story that your family tells about you.
Laurie: Driving around in my hometown lost.
Advice you would give you 25 year-old self:
John: Enjoy the journey, seize the moment, carpe diem, how do you love?
Laurie: save for that rainy day, be true to yourself, know what your values are.
What would your billboard say? Where would it be?
John: A billboard with a picture of me next to Elvis.
Laurie: Believe in yourself.
Your last bit of advice or wisdom that you'd want everybody to take away.
Laurie: You do not have to figure it out as you go, there is a model to help you grow your business.
John: Pick up the phone and call somebody about Seven Stages of Growth, just begin the conversation.
Feeding Intrinsically Starved Employees #53
28 Feb 2019
00:54:58
Overview of Episode #53 ---
What does an intrinsically-starved employee look like, how does it impact and what to about it.
Impact of Glassdoor.
The power of having high interpersonal versatility and how to build it.
Sharing about Ashley's influences, favorite books, key tips for planning and more…
Contact Priceless Professional Development: 770-578-6976, suzie@pricelessprofessional.com or www.pricelessprofessional.com
Topic 1: Top three things that leaders and coaches can do more of to activate greatness.
Listen for their greatness.
Listen for their strengths.
Listen for their commitment for the positive intention behind their words.
Timing on Recording: @ 7:14 ---
Topic 2: How does it help you serve others when you take a stand for their greatness?
When we stretch ourselves, there's going be a point in which we waver or wobble, the key is to not get sucked into the wobble, stay focused and be a reminder of their vision.
Timing on Recording: @ 8:50 ---
Topic 3: How did you get so strong and oriented this way? (Activating greatness) What can others do to change the tendency to say, "I did this wrong?"
The first thing that comes to mind is what's wrong, what's not working right.
Your first thought is not always your best thought.
It's easier with clients than it is with family, positive distance.
"Your only agenda is that I'm happy and successful."
Timing on Recording: @ 11:26 ---
Topic 4: What are some of the things that you say to yourself or that you help others do to make sure that their agenda is first and foremost?
You aren't successful if you aren't happy too.
Don't get sucked into their story of why they can't do something.
Keep their commitment and their vision in mind.
Affirm their strengths, even when they don't see them themselves.
Empower people.
Clear parameters.
Set an end result.
Clear communication.
The commitment and vision behind the words are more important than the words.
Timing on Recording: @ 16:49 ---
Topic 5: A different way of listening.
Be absolutely present in the moment. Turn off all the distractions.
Listen to what they're saying, not what you want to say next.
Listen with all of you.
Distinguish between what your head is saying and what your gut or your intuition is saying.
Appreciate more.
Timing on Recording: @ 30:00 ---
Topic 6: How to get out of the problem.
You can't be in the energy of the problem and find the solution from there.
Set a time limit.
Talk about the problem, complain about it, go neutral and then move towards a solution.
"Don't want."
Timing on Recording: @ 33:33 ---
Topic 7: Reasons it is hard to listen and activate greatness.
Super busy.
Impatient.
Juggling multiple objectives.
We have an agenda.
We're attached to our solution versus being attached to the outcome.
Timing on Recording: @ 35:32 ---
Topic 8: How being humble ties with acknowledging strengths or not acknowledging strengths.
Opposite of humble: Arrogant.
Healthy competence.
But vs. And.
Ask to give a suggestion.
Timing on Recording: @ 42:05 ---
Topic 9: Secret to affirming strengths while giving feedback on improvements.
Make a request for change, not a demand.
Ask permission for feedback.
Don't use telling language.
"You're not really serving somebody if you don't also tell them how they can do better."
Timing on Recording: @ 46:38 ---
Topic 10: Who influenced you to your greatness? What did they say?
Landmark Education Seminar Leader, Doug. He refused to see me as my "little self," and challenged me, he saw me as bigger than my problems.
Lovingly, but firmly challenge someone.
Timing on Recording: @ 50:49 ---
Topic 11: What books or training programs have been most instrumental to your development?
Landmark Education training program.
Coach University.
Mindset training.
Teaching of Abraham Hicks.
Timing on Recording: @ 52:55 ---
Topic 12: When you think of the word successful, who's the first person that comes to mind?
Suzie Price.
Successful to me, means happy, we can be successful in the terms of the trappings in life, what is our position in life, how much money we're making, all those kinds of things that people typically call success, and for me, success is my ability to move through life happy, doing work that I want to do, making a difference in people's lives and doing it from a space of a happy, energetic being.
Timing on Recording: @ 54:07 ---
Topic 13: Getting to know Denise Hedges.
Favorite guilty pleasure TV Show: "So, you think you can dance?"
A funny story your family tells about you: Five year-old open-heart surgery story.
Advice you would give you 25 year-old self: "Chill out. Trust more. Believe in herself and that it's all gonna be okay. Don't to be so controlling. And get quiet, list more to what's going on on the inside and do less."
What would your billboard say? Where would it be?: "Believe in yourself, trust in yourself." It would be everywhere.
Last bit of wisdom, advice that you want everybody who's listening to take away about activating greatness: We are all tempted to go into what's wrong, what needs to be changed? Know that that's a default and comes with this organism called a human being, that's okay, and your first thought is not always your best thought. Put that aside and focus your time and energy on your strengths and what they're doing well, and hold the vision, the end result vision of what you want and what it looks like even when you don't know exactly how you're going to get there.
Stress Management Tips From a Busy COO #51
30 Nov 2018
00:42:54
Overview of Episode #51 ---
Why and how Business Owner Will Brooks, from The Brooks Group, made a change to better manage his health and well-being.
How choice and awareness can help you overcome false negative beliefs that drive negative behaviors.
How hiring good people and trusting them can help leaders and business owners manage their stress and create a life and business they love.
Topic 1: Welcome; What three things do you do regularly for your mind, your body, your spirit?
The mind and body is intertwined.
Workout first thing in the morning. "I tend to be restless and don't have the clarity of thought that I really need in order to do what I do."
Have a healthy breakfast.
Have close connections with people outside of work, meet new people, make new connections.
Put discipline around fitness.
"I was sick and tired of being sick and tired."
Things happen gradually. It's gradual to get to where we got to, and it's gradual to get to where we want to be, but by the same token, it's got to be dramatic enough to make a difference/change.
Be the person you were raised to be. A lot of people talk about a spiritual moment or a moment of clarity, or you just wake up one day and realize you need to do something different, and do something different quick.
Push yourself out of your comfort zone.
Don't let your business define who we are.
Entrepreneurial people who were very focused on building a business need to make sure they are hiring good people and letting go of some of the decisions. Because inadvertently, you can become held hostage by your own business.
Empowering others can be a very uncomfortable sensation, but can be immensely freeing and gratifying.
Timing on Recording: @ 27:27 ---
Topic 2: How does fitness, eating healthy, making connections that feel comfortable to you outside of work, how does this help you manage your stress? How do you find time to do these things?
The concept of choice and awareness.
Focus on awareness and taking a good, hard look at some of the false negative beliefs that drive undesirable behavior.
Many people are driven by fears or insecurities and as a result, they're always pushing themselves into areas that are unhealthy.
Structure your day in a way that plays to your strengths.
Know yourself. "I know I am a morning person."
It's okay for to live your life the way you want to live it, not according to how you were programmed.
Structure your day in a way that plays well for you.
Life is short.
Timing on Recording: @ 31:02 ---
Topic 3: What helped you become more aware and more able to make choices?
It is about the power of the mind and how we can shape our reality based on what we think of most and what we do most.
Assessments.
Idea of self-improvement.
Looking outside for insight.
Executive summaries.
Book – The Four Agreements.
Timing on Recording: @ 33:49 ---
Topic 4: Who has most influenced you in your life?
I always look to people who have achieved something that I would like to achieve.
People who have very impressive businesses, that are not held hostage by them.
You are the average of the five people you spend time with most.
Timing on Recording: @ 35:05 ---
Topic 5:When you think of the word successful, who comes to mind?
People who have built businesses, that is impressive to me.
Timing on Recording: @ 35:27 ---
Topic 6: Getting to Know Will Brooks.
Favorite guilty pleasure TV show(s): Historical accounts of wars, Civil War, World War II; House of Cards.
Favorite possesion: Cars.
Advice you would give your 25 year-old self: "Be more serious about your career."
One bit of advice you want every leader or sales professional to take away from our discussion about stress management and checking in daily or recalibrating daily: Hire good people and trust them, step away from the idea of controlling outcomes.
Evaluate Job Fit #50
22 Nov 2018
01:19:28
Overview of Episode #50 ---
Three things hiring managers should do to make sure they are hiring the right person.
How to handle mergers and acquisitions; what it takes to onboard new team members.
Gain new insights on how to be an influential leader.
Topic 1: Welcome; Three things hiring managers should do to make sure they have the right person in the job? During the interview, what are the things they need to focus on most?
Don't hold back on the tough questions.
Cultural fit.
Involve the team in every step of the process.
Situational behavioral questions are better than work behavioral questions.
Make eye contact, does the person you are interviewing make eye contact with you? Make sure you make eye contact with him or her during the interview.
Does the person you are interviewing speak to their resume?
Ask about what positive outcomes that have come from what they are doing.
Does the person you are interviewing set themselves apart?
Timing on Recording: @ 16:51 ---
Topic 2: What are some mistakes interviewers make?
Not being sincere.
Not making eye contact.
Focusing entirely on skill set.
Timing on Recording: @ 20:48 ---
Topic 3: Why is it so hard to focus on Job Fit?
There is an underlying assumption from hiring managers that it will be easier to train or onboard someone if they have specific skill sets.
The hardest part of being a leader is investing the time and taking away from other stuff.
Invest the time, build the trust.
Timing on Recording: @ 30:30 ---
Topic 4: How to handle acquisitions.
There are lessons learned with each acquisition.
Create authenticity.
Show that you are going to be truthful.
Integration doesn't happen overnight, true cultural integration takes a minimum of 2 years.
The power of continually getting better with your acquisition process.
Timing on Recording: @ 38:29 ---
Topic 5: Getting to Know Jack as a Leader.
The hardest part, or the most challenging part, is when I'm not able to influence a positive outcome for my team and I have a team member that ends up leaving.
While giving feedback just make it to where there's a separation between the personal and the work, make it about the work.
My most rewarding moment as a leader is when I see people on my team move through the ranks, and not just moved through the ranks from a promotional standpoint, but from a knowledge standpoint.
"I tried sales once. It made it very clear to me that I wanted to be a Human Resources leadership professional." It was something that I could do, but not what I enjoyed.
Biggest mentor, Jim at Southwest Securities, in Human Resources we influence outcomes, but he is the single most influential person in my career and that's where I got my HR bones.
Timing on Recording: @ 58:10 ---
Topic 6: Specific favorite books that you recommend to others on leadership or Human Resources.
Read leadership articles.
Get certified from an HR perspective.
Learn through experience, mostly bad experience.
Experimental learning, sitting in and watching someone.
Timing on Recording: @ 1:00:48 ---
Topic 7: Getting to Know Jack.
When you think of the word successful, who's the first person that comes to mind?: Jerome, he is the nicest, most humble guy, he puts his family and God first. And George, he always puts his family first, even as a politician. You can't get in the game of being successful unless you're well liked and have a good family and support system.
Your favorite guilty pleasure TV show: On Netflix, House of Cards.
What actor would play you in a movie: George Clooney.
What advice would you give your 25 year-old self: Be patient, let things play out more, and you don't have to let them play out forever, but let them play out. There are very, very few instances in this world, outside of abuse, in which someone is a 100 percent right or 100 percent wrong, and you need to always take a look and see what your part is in something.
You could put one billboard anywhere. What would it be? What would it say? Location?: "So goes the follower," on the 635 in Dallas.
Is there one last bit of advice or wisdom you'd like every leader to take away from what we've talked about today about hiring, about being a leader, being a Human Resources Executive?: We're looking to marry someone, not date someone, and so it's imperative that we do our due diligence during the hiring process, and doing due diligence doesn't mean just looking at a resume and seeing what school they went to, it is a skill assessment. Don't make decisions in silos, but also take ownership for your decisions. So, be willing to make the decision but involve others.
How to Grow Trust #49
17 Nov 2018
01:21:30
Overview of Episode #49 ---
Three Things You Can Do To Grow Trust
Five Fingers of Trust
How Fear Gets in the Way and a Bridge to Help You
Five Step Process for Leaning into Healthy Conflict
Topic 2: This life is about love, especially if you want to lead, it's really about love.
There is truth.
Servant Leadership Model.
Be willing to ask tough questions.
Timing on Recording: @ 20:18 ---
Topic 3: Two things that will help you accomplish more than you ever have.
Relationships: Have rich relationships, people will do things, people will give you discretionary effort that they wouldn't give you if you don't have a good relationship with them.
Make better decisions: When you are too busy, you make poor decisions, if you make better decisions, even just 10% better, and the people you are counting on help you achieve whatever it is you are trying to accomplish, then you have better relationships, you accomplish more.
Timing on Recording: @ 32:03 ---
Topic 4: What Gets in the Way of Growing Trust?
Being busy.
Fear, fear is number ONE.
Not finding your courage.
Timing on Recording: @ 37:42 ---
Topic 5: How Do You Help People and Challenge People at the Same Time?
Lean into healthy conflict.
Put the issue on the table, this takes courage.
Seek first to understand, then to be understood.
You don't have to agree, but you do have to figure out to move forward.
Follow through.
Timing on Recording: @ 47:20 ---
Topic 6: Five Fingers of Trust.
Character – Have to trust someone's character. (Middle finger)
Commitment – How committed are you to the team and to me? (Ring finger)
Competence – Can you do what you say you are going to do? (Pinky finger)
Communication – Do we connect? (Thumb)
Alignment – Are we aligned on something? (Pointer finger)
Timing on Recording: @ 58:11 ---
Topic 7: What are some of the traits or things the people who influenced you the most do?
They were courageous.
They believed in you.
They were tough, they didn't accept excuses, but they were tender hearted.
Timing on Recording: @ 1:05:35 ---
Topic 8: Close.
Favorite TV Show: Sports or American Idol, real life drama, anything learning (theology, history), and comedies, The Big Bang Theory.
Favorite Possession: My house.
Advice You Would Give Your 25 Year-Old Self: "My greatest failure to this point is I have no great failures." "Be willing to fail because that's where you're going to really grow the most."
One billboard anywhere, where would it be and what would it say: "Are you living?"
Bit of Advice or Wisdom You Want Every Leader to Take Away About Growing Trust: "Risk being willing to give when you might not receive."
You Are a Genius #48
01 Nov 2018
00:54:02
Overview of Episode #48 ---
Define the Activate Greatness Habit and Why It Matters.
"Everyone is a genius, but if you judge a fish by it's ability to climb a tree, it will live it's whole life believing that it is stupid." – Albert Einstein
Think of the word activate, what does it mean to activate?
If you have mastered greatness you: Are taking full ownership of your happiness, your motivation, your inspiration; Are self-aware; See the potential in others.
Gallup Organization research on using your strengths, talents and genius.
Timing on Recording: @ 14:22 ---
Topic 2: What Normal Really Is.
What is normal to you is enthusiasm.
What is normal to you is laughing a lot many times a day.
What is normal to you is to feel strong, sure, confident and secure.
What is normal to you is to feel so much self-confidence in your life and in your work and about who you are, that when you look at others you're always in a positive place and able to uplift others.
What is normal to you is to have so much energy at the end of the day that you're looking for more good things to do.
What is normal to you is to have such passion for life that when you're with other people you're eager to hear about what they're doing and how they're doing it.
What is normal to you is to have so much energy at the end of the day that you're already eagerly planning tomorrow.
What is normal to you is feeling disappointment that the sun goes down and enthusiastic that the sun comes up.
What is normal to you is a zest for life beyond anything that most of you over 8 years old have remembered or felt in a long time. THAT's what is normal.
Timing on Recording: @ 18:43 ---
Topic 3: Seven Things that Get in the Way of Greatness.
We don't know how to figure it out, so we don't.
We don't remember, or we don't know how powerful it is for everyone to use their strengths.
Old habits – Looking at what is wrong instead of looking at what is right.
We can confuse talking about strengths with bragging.
It feels selfish.
We rationalize mediocrity.
We think that our preferences don't matter.
Timing on Recording: @ 29:21 ---
Topic 4: Three Actions You Can Take.
Pay attention to when you feel energized or satisfied.
Have high self-awareness.
Embrace differences.
Timing on Recording: @ 49:11 ---
Topic 5: Close.
"It's not what you look at. It's what you see."
Enter the Zone, Part 2 #47
22 Aug 2018
01:24:45
Overview of Episode #47 ---
Hear about what Tom learned about what Superior Performers do interviewing Hall of Fame Baseball Players, like Hank Aaron.
Discover tips and insights on how to be in the top 5 percent in your field.
Practice the three ABC steps to guide yourself to top performance.
Learn how insight from Assessment Tools can help coaches and leaders provide specific guidance to each "player."
Tell us your favorite guilty pleasure TV show: "Jane the Virgin" on Netflix.
Tell us your favorite possession: My Doctoral Dissertation: "The Mental Aspects of Hitting."
Favorite interview: Hank Aaron.
Timing on Recording: @ 20:42 ---
Topic 2: What do you have players/executives do during visualization?
Know yourself.
Know what you need to do to play your best.
Know your ABCs; Act big, Breath big, Commitment big.
Examples of using your ABCs as a player and leader.
Go out and do a great job with what YOU can control.
Put yourself in a resourceful state.
How the ABCs came out of talking to an eight-year old baseball team.
Timing on Recording: @ 34:59 ---
Topic 3: How do you guide executives, as well as athletes, around committing in a way that's helpful and helps them get in the flow/in the zone?
When you have been the most successful, how did you do it? What really works for you?
What feels right, what feels empowering?
"Segment it down."
"Get freed up and let go."
Instead of having a "training mindset," have a "trusting mindset."
Life is a double-header, win BOTH games.
Timing on Recording: @ 44:48 ---
Topic 4: How do you use the assessments with players?
Know yourself.
Individual differences and situational differences, you have to really know yourself to know what buttons to push and what moves to make.
Figure out what you're good at and build that as a strength and understand what your blind spots are.
Step out of yourself.
Timing on Recording: @ 59:06 ---
Topic 5: What resources do you think leaders could refer to? What else would you suggest so they can bring the best of who they are, to their work and have that double header that you talked about.
Book - Who Will Do What by When.
Timing on Recording: @ 1:05:40 ---
Topic 6: What you do to get in the zone yourself? Actions, key tools, mindsets.
Visualize what I want to have happen.
Five Tibetan rights.
A muse, a meditation device.
Smoothies.
Pilates.
Dan Sullivan's Free Day, Focus Day, Buffer Day.
Timing on Recording: @ 1:09:28 ---
Topic 7: Close.
Your billboard to leaders and athletes about playing big, getting in the zone, being your best, what would it be and where would you put it? – "Everything is always working out for me." "We are all headed for a box." "The clock is running and it is not infinite in this life, what is important to you, and do that."
Advice you would give your 25 year old self – "Lighten up and have more fun."
One last bit of advice or wisdom you'd like every leader to take away from our discussion today about playing big, bringing their "A" game – "Pay attention to when you were "lit up" in this conversation and then look to extend that out into taking some action."
Enter the Zone, Part 1 #46
16 Aug 2018
01:30:35
Overview of Episode #46 ---
Learn about these terms: "Playing from the Neck Up, Working Outside the Pocket of Play and the River of Flow," and how each can impact your level of performance.
Four performance barriers that can keep out of the zone or flow.
Five actions you can take to prepare for high performance.
Four actions you use when you are in high-pressure performance situations.
Topic 1: Welcome; Getting to Know Performance Coach Sarah Derrenbacher.
Tell us your favorite possession: Photograph of Great Grandmother as a Flapper – Radiates freedom.
Timing on Recording: @ 13:44 ---
Topic 2: Share a situation where an athlete was struggling to meet their goal, of what was getting in the way to meet their goal of performance? How did you work through it with them so that they could get "back in the zone" or get into high performance?
4th year female college student, jam-packed curriculum, 3.9 average GPA, team captain, phenomenal presence, great in practice, but she was crippled by fear inside of these big game situation, she would go into a paralysis (play reactive versus proactive, miss shots she always made, fall on defense).
She had a fear of failure, it was not an option for her.
Challenge to skill ratio.
Find a middle ground, where it's enough stress to push you just beyond your comfort level, but not so much stress that it causes you to shutdown, that paralysis.
If you learn to anticipate failure as part of high performance, you will be less stuck when failure happens.
Four-step process about awareness, acknowledgement, acceptance, and then adjustment.
What we resist, persists.
Timing on Recording: @ 24:57 ---
Topic 3: What happens when someone is more present?
Presence by Amy Cuddy
Timing on Recording: @ 25:58 ---
Topic 4: "Being in the zone/Being in flow."
Sarah's definition of "Being in flow."
"All of us everyday are standing right next to this river of flow and we have a choice about whether we surrender and drop into that river of flow, which gives us that sense of limitless potential, or do we stay in this place where we need to control and predict all of the time."
Observations of athletes "in the flow."
Working smarter, not harder "in the zone/in flow."
How do you know when you are "out of flow?"
"Where the heck did that come from?"
4 personal performance barriers (Fear of failure, Perfectionism, Not being connected to your desire/your "why," and Trust).
Playing from the neck up.
Levels of passion.
What is it that makes you feel alive?
Repeating question.
High consequences.
State of concentration.
Visualization.
Restorative movement.
Clarify our goals.
Timing on Recording: @ 56:59 ---
Topic 5: Prescription to being/bringing your best.
Performance preparation.
Identify the risks.
Articulate the goals.
Be aware of performance barriers.
Embodiment practices.
Relief and recovery strategies.
Performance habits/triggers.
Self-talk.
Timing on Recording: @ 1:09:10 ---
Topic 6: Resources.
The Rise of Superman by Steven Kotler.
Presence by Amy Cuddy.
Finding Your Why by Simon Sinek.
Peak Performance: Elevate Your Game, Avoid Burnout and Thrive With the New Science of Success by Brad Stulberg and Steve Magnus.
Timing on Recording: @ 1:11:26 ---
Topic 7: How do you get in the zone for your work and interaction? What are some key tools, actions, mindsets that you use? What do you do to get into flow?
Daily meditation.
Visualization.
Embodiment.
Single attention/risk.
Timing on Recording: @ 1:17:50 ---
Topic 8: Close.
Your billboard for leaders and athletes about being in the flow – "Feel the flow."
Advice to your younger self – "Open up to the awareness that goes beyond mind and beyond fear."
One bit of advice or wisdom you want every leader to take away from this discussion about getting in the zone, finding flow – "Performance or being in flow does not have to come at the expense of yourself. That there is a different way of achieving high performance and in fact this kind of way, this dropping into the river of flow actually gives you an opportunity to be more, bless you, but more of you and at the same time help you achieve higher levels of performance."
Keeping New Hires #45
17 Jul 2018
01:02:13
Overview of Episode #45 ---
The biggest mistakes leaders makes with new hires.
The best actions leaders can take to keep new hires on board and productive.
Innovative ideas that her organization has implemented to improve engagement and retention.
Tell us your favorite guilty pleasure TV show(s): Anything on HGTV.
Tell us your favorite possession(s): Our dogs, Rider and Leah.
Timing on Recording: @ 13:52 ---
Topic 2: Some of the biggest mistakes leaders make with their new hires.
Leaders really need to spend time with new hires as they enter the organization to get to know them and understand where their strengths are, what their goals are so you can help them to quickly align with your goals and your firm/company's goals.
Leaders need to help new hires understand the expectations that they have of them so that they can deliver on those expectations and have a mission right away.
Leaders need to check in on a regular basis, daily, to make sure that their new hire is still on track.
One size does NOT fit all…get to know your new hire as an individual.
Take your new hire to lunch the first day.
Remember it starts from the very first contact in the employment application process. How was your new hire treated in that process?
Timing on Recording: @ 19:00 ---
Topic 3: Top tools and tips and tricks.
Get to your new hire early and making sure that you have good communication with them from the very start is really important.
Try to do your onboarding process in smaller bites, rather than all-day or multi-day.
Make sure that your new hire is prepared for the first day of work – Let them know what to expect.
Find ways to introduce your employees to the larger group; lunch, scavenger hunt.
Monthly social gathering for all new hires for that month.
Assign buddies.
Assign an advocate to every new hire, in addition to the manager.
Getting away from the review process and focus on career planning.
Timing on Recording: @ 25:54 ---
Topic 4: What are some things you have seen best leaders do around new hires?
Frequent check-ins.
Give honest feedback, have open dialogue.
Timing on Recording: @ 27:58 ---
Topic 5: How to help leaders have open dialogue.
Role play a discussion.
Have focus groups.
Encourage your new hire to calendar time with managers, every month, every quarter, whatever is ideal for them to touch base and career plan.
Timing on Recording: @ 32:05 ---
Topic 6: "Small bites" of onboarding.
Focus on the welcome.
Allow employees to focus on getting settled.
Monday morning orientation.
Make sure new hires aren't walking around, scratching their head wondering where their desk, the bathroom or lunchroom is.
Build a seating chart.
Timing on Recording: @ 36:20 ---
Topic 7: 3 things you need to do with every new hire.
Reduce fear.
Increase their understanding of how they fit in the company, the role and the team.
Help them be productive quickly.
Timing on Recording: @ 38:10 ---
Topic 8: Secrets to making sure every leader is involved in the onboarding process.
Make sure each leader has one-on-one time with their new hire by organizing a lunch or small group conversation.
"If you're observant, you'll learn all the time."
Importance of forming a steering committee.
Timing on Recording: @ 43:01 ---
Topic 9: Best and worst hiring experiences.
24 hour organizations should find a way to make sure that their night shift employees have a definite connection to their managers and fellow employees.
Be engaged early on, make sure new hires are challenged and make sure that they have a vision and that there's something they can contribute to you right away.
Timing on Recording: @ 46:36 ---
Topic 10: Close.
Your billboard – "Treat others as you want to be treated," whether they are your top performer or an underperformer.
Advice you would give your 25 year-old self about your career and being a leader - "Don't sweat the small stuff."
One last bit of advice/wisdom you'd like every leader to take away about new hires and retention – "Read about things that might not be in your particular profession, build your Business Acumen, build your leadership development resource library." "Perform stay interviews."
Mini-Episode #5: Top Strategies to Turbocharge Your Employee Engagement
13 Oct 2025
00:10:45
[00:00:00] Suzie Price: Welcome to this Wake Up, Eager Workforce podcast mini episode where we share in ten minutes or less our monthly article from LinkedIn in a new audio format, courtesy of our AI co-hosts as they walk through the article and share additional insights exclusively for you. I am Suzie Price, I'm your podcast host and the founder of Priceless Professional Development. And whether you're listening to one of our long form episodes or something like this mini episode, our focus is always to provide everything to you related to helping employees in your organization build a high commitment, low drama, wake up eager workforce. We're focused on creating great hiring, creating great teams, helping leaders and individuals wake up eager.
[00:01:24] AI Host 1: so you want to build a team that's not just clocking in but actually psyched to be at work
[00:01:28] AI Host 2: it's a great goal love the ambition your source material today is by Suzie Price she's a total guru when it comes to workplace motivation and she's got this awesome article about turbo charging employee engagement buckle up because she uses a Formula 1 racing analogy and trust me it'll make sense as we go what's fascinating about prizes approach is how she takes something as intense and high pressure as Formula 1 racing and shows us how the principles apply to creating a workplace where people thrive right
[00:01:58] AI Host 1: and the best part is she doesn't just draw parallels she gives us actual strategies to implement pulled straight from the world of F1 now she talks a lot about finding the right job f I t as the foundation and it makes sense you know like trying to win a race with a driver who hates tight corners we'll definitely deep dive into that another time but for today we're all about those turbo charged tactics that really get people revved up about their work
[00:02:20] AI Host 2: it's like building a winning Formula 1 team you need those superstar drivers at the wheel sure but you also need the pit crew the strategists the mechanics everyone has to be in sync playing their part flawlessly
[00:02:31] AI Host 1: and just like those F1 teams are constantly analyzing data to optimize performance price talks about the importance of regular employee engagement surveys it's like a pit stop for your team to see what's working and what needs adjusting exactly think of it like this those pit stops aren't just about collecting data they're about understanding what needs to happen next same with those surveys price is all about taking action based on what you learn from your team are there any roadblocks they're facing what adjustments can you make to keep everyone motivated and moving toward the finish line which brings us to communication clear open two way communication like those high stakes radio transmissions between the driver and the pit crew in Formula 1 Price is a big advocate for regular check ins productive team meetings none of that pointless stuff and addressing performance issues head on just like a pit crew would fix a mechanical problem immediately if we connect this to the bigger picture it's about fostering a culture of trust and transparency when employees feel heard and valued when they know their input matters that's when you start to see real sustainable engagement take root now let's talk about celebrating wins everyone left to feel appreciated right absolutely price talks about creating a winner's podium in the workplace and I have to admit I love the visual imagine celebrating achievements big or small with the same excitement as those champagne showers in Formula 1 when a driver wins a race
[00:03:55] AI Host 2: yeah it's about creating that energy that sense of accomplishment and just like in Formula 1 where every member of the team contributes to that victory recognizing individual and team accomplishments is crucial
[00:04:08] AI Host 1: so it's not just about like those big end of year awards ceremonies it's about finding those everyday wins and celebrating them exactly it's not always about grand gestures either sometimes a simple thank you for a job well done can go a long way right it's those little things that show you're paying attention that you value the work being done
[00:04:27] AI Host 2: price talks about understanding what she calls workplace motivators essentially what makes each person on your team feel valued and appreciated because what motivates one person might not do anything for someone else right exactly for some it might be public acknowledgement like a shout out at a team meeting for others it might be a bonus or even just a handwritten note it's about figuring out what makes each individual feel seen and appreciated
[00:04:52] AI Host 1: okay so we've got engaged employees who feel appreciated that's a great start but just like in Formula 1 you can't win on yesterday's tune up price talks about the importance of fine tuning the human engine which I love
[00:05:05] AI Host 2: it's such a great analogy
[00:05:06] AI Host 1: isn't it it really is because it highlights how crucial ongoing development is for both the individual and the team
[00:05:12] AI Host 2: it's like in Formula 1 teams are constantly analyzing data tweaking the car's setup even making tiny adjustments between laps to gain a competitive edge it's the same principle with your team investing in leadership training programs providing mentoring opportunities even just helping employees gain new certifications these are all ways to fine tune those human engines and keep them running smoothly
[00:05:36] AI Host 1: so it's about equipping your team with the tools and resources they need to keep improving to keep leveling up just like those seemingly tiny adjustments in the pit lane that can make all the difference in a race
[00:05:47] AI Host 2: and it's not just about performance either it's about well being too price talks about balancing speed and safety and I think this is such a crucial point
[00:05:55] AI Host 1: it is because it's so easy to get caught up in the need for speed for for constant output but we can't forget about the human element
[00:06:03] AI Host 2: Formula 1 drivers need to be in peak physical and mental condition to handle those high speed races right the same goes for employees they need that balance too they can't be running on fumes all the time
[00:06:14] AI Host 1: so how do we create that pit stop for our teams that space for them to recharge and refuel I know price has some thoughts on this she does she really does price is all about encouraging employees to actually use their vacation time to step away from their desks and recharge
[00:06:31] AI Host 2: which can be surprisingly hard for some people
[00:06:33] AI Host 1: it really can and it's not just about time off either she even suggests creating spaces in the workplace where people can connect and unwind think less about those drab break rooms with the flickering fluorescent lights and more about the kind of cool collaborative spaces you see at tech companies you know with comfy seating maybe a game or two a place to just chill for a bit
[00:06:53] AI Host 2: it's all about shifting the company culture creating a space where people feel supported yeah where they can bring their whole selves to work without feeling like they have to be on all the time
[00:07:03] AI Host 1: because when employees feel valued and cared for well they're more likely to be engaged productive and stick around for the long haul
[00:07:11] AI Host 2: which is what we're all aiming for
[00:07:12] AI Host 1: right exactly it's a win win for everyone involved now before we wrap up we have to talk about feedback price has this great analogy comparing it to the post race debrief in Formula 1
[00:07:24] AI Host 2: oh yeah those post race debriefs are crucial in Formula 1 it's not about dwelling on mistakes it's about understanding what went well what could be improved and how to optimize for the next race
[00:07:35] AI Host 1: every detail matters absolutely and every voice on the team is heard and acted on hopefully and here's where praise gets really tactical she doesn't just want you collecting feedback she wants you to close the loop imagine an F1 team gathering all this data after a race and then just ignoring it
[00:07:54] AI Host 2: I mean they'd be making the same mistakes over and over again exactly it's about showing your team that you're truly listening and more importantly that you're taking action based on what you're hearing whether it's implementing suggestions from a survey making changes based on performance reviews or even just acknowledging an idea during a team meeting sometimes that's all it takes
[00:08:15] AI Host 1: those actions speak volumes it shows that you value their input their perspective their contribution to the team
[00:08:23] AI Host 2: it shows you're really paying attention and it's not a one time thing either it's about making that feedback loop a continuous part of your company culture right it's got to be ongoing
[00:08:31] AI Host 1: communicate those changes back to the team let them know how their feedback is making a real difference transparency and action those are the key ingredients
[00:08:39] AI Host 2: it all comes back to creating that sense of shared purpose that feeling of being part of something bigger when employees feel like their voices are heard that they have a say in shaping the way things are done well that's when you unlock true engagement and ultimately that's how you build a winning team
[00:08:55] AI Host 1: so you came to us looking for ways to turbo charge employee engagement and I think Suzie Price's Formula 1 analogy gives us a really powerful framework to do just that
[00:09:06] AI Host 2: a really useful way to think about it
[00:09:07] AI Host 1: it really is it's about finding the right fit for every member of the team creating a culture of open communication and appreciation investing in their development prioritizing well being and creating that continuous feedback loop where everyone feels heard and valued and just like in Formula 1 where those seemingly small adjustments can be the difference between winning and losing those consistent everyday actions that focus on building a positive and supportive work environment can make all the difference in creating a team that's not just showing up but showing up engaged motivated and ready to cross the finish line together price talks about building a wake up eager workforce and that's a powerful image isn't it it is
[00:09:50] AI Host 2: it really captures the goal
[00:09:52] AI Host 1: so as you think about your own workplace what's one small change one tiny adjustment you can make to inspire more of that feeling in your team that's something to ponder until next time keep those engines revved
Keeping New Hires #44
24 Jun 2018
00:47:02
Overview of Episode #44 ---
Three key reasons why preventing new hire turnover is more important today, than ever before.
Three goals you should focus on with new hires to keep them.
One action you should take with every new hire.
32 ideas, tools and tips of actions you can start taking right away.
Do you remember your first day at a new job? How was it?
My experience at an international software company.
Mid-size company example – Need to learn how to "Welcome" your new hire.
Timing on Recording: @ 17:00 ---
Topic 2: Three reasons why getting new hires to stay is especially important today.
Market conditions.
Cost of turnover.
Poor new hire process.
Timing on Recording: @ 20:15 ---
Topic 3: Three things to focus on when you're thinking about onboarding.
Reduce fear.
Increase the understanding of the company and the job.
Give them everything they need to be productive quickly.
Timing on Recording: @ 21:49 ---
Topic 4: New Hire Coaching and Working Together Effectively Process
Immediately demonstrates the company's commitment to employee growth and development.
Timing on Recording: @ 24:47 ---
Topic 5: Onboarding starts immediately.
Send emails.
Keep in touch with your new hire.
Align what it takes to get started.
"My new hire isn't here until they're actually here."
Make sure your new hire knows what is going on.
Timing on Recording: @ 26:18 ---
Topic 6: How to Reduce New Hire Fears.
Help them understand the company, the big picture and how they fit in.
Share a Performance Dashboard.
First day of driving analogy.
Why a Performance Dashboard is so important.
Timing on Recording: @ 32:49 ---
Topic 7: 32 Onboarding Tips
Have the CEO or top executive welcome them to the organization with a phone call or letter.
Have a new hire luncheon on the first day to meet the team.
Hang a welcome banner, for his or her workspace, signed by the team.
Take a team picture on the first day and have it signed by all.
Place a notice in the local paper welcoming them to let everyone know of your new team member (like consulting and law firms do).
Give them a plaque celebrating their first day.
Place a welcome note and/or picture on your corporate website.
Give them a predated five-year pin to show them that you expect them to be part of the team for a long time.
Give them a "meet everyone card" that requires (rewards) them for getting all key team members to sign the card during the first 14 days.
Give them a "new hire" reserved parking spot to celebrate their first week.
Give them $25 gift certificates to give to the top five mentors who help them the most during their first week/month.
Get the manager to ask them for a "what they dislike" list. Develop a "more or less of" list and then manage to it.
Ask them about how they like to be managed. Manage toward it. (Consider having the new hire take a DISC Assessment, which outlines how they like to be managed, do's and don'ts for communication, and more.)
Give them five free-lunch coupons to use with co-workers so they will rapidly get to know them and the local restaurants, as well.
Expand the recruiter's job description to include staying in touch with their hires and using their knowledge to help man- agers understand and manage their new employees.
Give them a rouge's gallery (pictures of the whole team) of all team members so it will be easier for them to put names with the faces they meet.
Change the managers' and teams' performance appraisal and reward systems to include time to productivity.
Prior to starting, set up their email address, password, telephone, ID card, corporate credit card, a departmental organization chart, telephone directory, and more.
Provide a glossary of acronyms, buzz-words, and online FAQs so they quickly feel a part of the company culture. Knowing these words might also decrease the number of errors on the job.
Assign a departmental mentor to assist them during the first month.
Give them a copy of your mission and vision statements, your department's short-term plan, and organizational chart prior to the first day.
Have their business cards mailed to their house before their first day.
Do a survey of your past new hires and identify their problems, frustrations, and things they would like to have more of and less of.
Preassess the training needs of the candidate and schedule the required development before the candidate starts.
Preschedule a series of one-on-one meetings to discuss questions and identify any frustrations or problems.
Do a frustration (barriers to productivity) survey among all new hires at the end of the first, third, and sixth months. Manage to the results.
Do not let the intern or human resources benefits person do the entire orientation! Dump the dull videos and take out the boring stuff.
Extend the orientation to at least a week (to as much as 6 weeks) so that you don't initially overwhelm them with information. Don't do it all in one day.
If they are new to the area give them a list of the best restaurants, schools, childcare, and so forth in the neighborhood to help them feel comfortable with their new neighborhood.
If they have relocated, consider getting the spouses and kids of your current employees to help orient the family to the cool things in the community.
Develop a private new hire Facebook page to help them help each other. Consider forming an affinity group and pay for their lunches.
Do a post-orientation survey and ask them what they want more of and less of from orientation. Ask them to write down any new ideas or solutions they have on how to improve orientation, and then use them.
Anger at Work #43
07 Jun 2018
01:25:42
Overview of Episode #43 -
Understanding the importance difference between anger and rage.
Nine things we all do when we think we are expressing anger, but we're actually expressing rage.
How regression happens to all of us at times, and leads to rage and what we can do about it to move rage to appropriate anger.
Actions we can take to help someone who's in rage.
The Detour Method: The five questions we can use on ourselves or with another to move out of regression and rage.
Topic 1: Welcome; Getting to Know Best Selling Author, John Lee.
Tell us your favorite guilty pleasure TV show(s): Downton Abby and Poldark
What actor would you want to play you in a movie?: Will Smith
Timing on Recording: @ 17:00 ---
Topic 2: How did the topic of anger become a topic that you write about? Why does this topic matter to you and how did it become part of your specialty?
"You are the angriest man I have ever known."
"I just wanted to do this so that nobody else that I loved or I was loved by would be hurt by my repressed, stored-up, bottled-up anger that I didn't even know that I had."
" I read every book that was written on anger, and none of them were satisfactory to me because they were leaving out big, big parts. They were leaving out the body, anger management and anger books make it an intellectual and head issue."
People get confused between anger and rage, and using those terms interchangeably as if they meant the same thing.
Anger expressed appropriately equals: Energy, intimacy, and serenity.
Anger is about what you said or did or didn't do last night, yesterday or today. Rage is about what you've been saying for 20 years.
Three Ds: Distance, Disaster and Divorce.
Inrager vs. Outrager.
Timing on Recording: @ 26:05 ---
Topic 3: Triggers.
If you're Hungry, Angry, Lonely or Tired, H.A.L.T.
Four drinks metaphor.
Rage is contagious, anger is spontaneous.
Emotional regression.
Nine things we all do when we think we are expressing anger, but we're actually expressing rage:
Shaming
Blaming
Demeaning
Demoralizing
Preaching
Teaching
Judging
Criticizing
Analyzing
Rage is an action or behavior that numbs people's feelings.
Anger is a secondary emotion and it covers up what people are really feeling.
Timing on Recording: @ 39:45 ---
Topic 4: The Detour Method.
Catch your rage and regression before you do too much damage.
What are your triggers? What are your "buttons?"
Cornerstone for doing the Detour Method: Attention is key, Empathy, Listen to people, Time, give them time, Contact and Release.
The Detour Method questions:
How am I feeling right now?
What does this remind me of from my history? (stick with this…) Has there been anything else like this, in my past?
What would I have liked to have said?
What do I wish the other would have said or done?
(Usually moved out of Rage and ready to express anger appropriately- go back to present day session) Now, what do I want to say to this person/in this situation – now?
Examples of the Detour Method
Timing on Recording: @ 58:00 ---
Topic 5: Changes/differences made as people better understand anger/rage.
"I've never heard this before."
Body signals.
Locate where in the body that they're feeling this overreaction, disproportional reaction.
Timing on Recording: @ 1:03:15 ---
Topic 6: What to do when you're not the person in rage, but someone around you is.
Difference between empathy and sympathy.
Ask questions and listen.
Timing on Recording: @ 1:06:20 ---
Topic 7: Close.
Your billboard – "Treat our children with respect and cherish them and get rid of this petty, scary, inappropriate racism."
Advice to 25/30 year-old self – "Buy stock in Whole Foods, Dell, Microsoft," and "Just relax."
Biggest takeaway you want everyone listening to podcast to remember – "Before you make somebody angry, walk a mile in their shoes, and then if they get angry, you're a mile away and you've got their shoes," and "There-Are-No-Big-Deals."
Debrief TriMetrix #42
09 Mar 2018
00:44:54
Overview of Episode #42:
Overview of this episode:
Understanding How to Put Some Science into your Hiring Decisions
How to Debrief a TriMetrix Talent Report in Three Steps
Recap of Annual Conference with Assessment Partner - "New for 2018"
Timing on Recording: @ 7:50 --- Interview with Director of Research and Assessments for Bates Communications Michael Seitchik
Topic 1: Getting to know Michael.
Favorite guilty-pleasure TV show – "The Voice."
Favorite possession – Bottle collection.
Timing on Recording: @ 10:56 ---
Topic 2: Leaders and derailment.
Derailment – Costs to the company, percentage of managers/executives who are engaged. Derailment can cost an organization more than 20 times an executive's salary, in some cases amounting to millions of dollars.
"People feel stuck."
Not great at engaging people and getting them involved. Only 34% of managers and executives are engaged.
Don't feel appreciated, too much going on, unclear roles and responsibilities, too much change and uncertainty.
How leadership is changing/transitioning. 60% of all companies cite "leadership gaps" as their top business challenge.
Timing on Recording: @ 17:54 ---
Topic 3: Warning signs of derailment.
Look for distress, it doesn't have to be big things, look for little things too (i.e. being short or frazzled).
There is too much to do and the pressure of getting it done is too much.
Viscous cycle: Doing things without explaining why you are doing them, leaves your team confused.
Timing on Recording: @ 22:00 ---
Topic 4: How confidence can cause derailment.
CFO example.
Take the time to slow down, engage and involve others.
Timing on Recording: 26:48 ---
Topic 5: Root causes of derailment.
Being unaware.
Lack of good feedback.
Gap between your intentions and other people's perceptions.
Story – Moving from HR Manager to the right-hand man of the CEO.
Timing on Recording: @ 34:50 ---
Topic 6: Top areas (facets) that are seen most often to cause an executive to start going off-track.
Measurements in the ExPI.
What challenges are being faced?
Highest rated facet: integrity.
Timing on Recording: @ 38:18 ---
Topic 7: Confidence.
Self-confidence vs. Social confidence.
Bank teller to 2nd in charge of one of the largest financial firms in the world.
Imposter syndrome. 80% of people experience the imposter syndrome. Why it is healthy.
Positive feedback. "Helps people see a little bit better."
Give people permission to take a reasonable risk.
Inviting dissent. JFK example.
Have a good clean fight!
Timing on Recording: @ 58:30 ---
Topic 8: Humility.
Balancing confidence and humility. Be high in both!
Don't lower anything, raise your other facets.
Timing on Recording: @ 1:00:35 ---
Topic 9: Wrap-up.
Billboard: "Be curious."
Advise you would give your 25-30 year old self about executive presence and leadership: Watch more closely how people react to what a leader says or does.
One bit of advice you would like every leader to take away from our discussion about confidence, executive presence and derailment: You always have the choice of changing how you show up; your presence, your leadership, how people perceive you. Your behaviors can change.
Executive Presence #40 - Part 3 Looking the Part
28 Nov 2017
02:04:59
Overview of Episode #40 -
The six factors related to style in the Executive Presence Index.
Discussion with Mark Fonseca, Executive Image Consultant about the power of nonverbal communication, the rules around professional dress in traditional as well as casual settings, and how to use a combination of clothes and attitude to command a room.
Discussion with Anna Hopkins, Owner and Principal Image Consultant at Elevated Image about looking fatigued, poorly dressed or unprepared, discussing the importance of self-care and the message you send when you put yourself last.
"When you're looking in the mirror, you're looking at the problem. But you're also looking at the solution"
Recap of Episode #38, interview with Executive Presence expert Scott Weighart
What is Executive Presence?
Definition of Executive Presence: The qualities of a leader as seen through the eyes of others that engage, inspire, align & move people to act.
Timing on Recording: @ 6:40 ---
Topic 2: 360 Feedback
What is 360 feedback?
The feedback you receive from your peers is for YOU. It allows you to think about business goals, themes or objectives that you are trying to meet. "What are my peers trying to tell me?"
Reminder of what vulnerability feels like.
Timing on Recording: @ 12:45 ---
Topic 3: Think of Senior Leaders and Executives You Have Worked With in the Past
Reflection exercise.
Who inspired you? Who did not?
Who caused you to want to take action? Who did not?
Do the "did not" people come to mind easier?
Timing on Recording: @ 16:30 ---
Topic 4: Three Areas That Are Measured in Executive Presence
1) Style and execution.
2) Substance and credibility
3) Character and trust
Suzanne Bates book – "All the Leader You Can Be, the Science of Achieving Extraordinary Executive"Presence.(Available - complimentary copy with a 30 day trial - www.audibletrial.com/wakeupeagerworkforce
Definition of Style in Executive Presence: "The word style is commonly used to describe a person's wardrobe and grooming as in stylish appearance. A more accurate and complete definition of style is a way of doing things." Suzanne Bates
Five Areas Measured in the Executive Presence Index (360 Degree Feedback tool) in the area of Style and Executiion:
Appearance
Intentionality
Inclusiveness
Assertiveness
Interactivity
Timing on Recording: @ 20:00 ---
Topic 5: Appearance
Looking and acting like an executive, commanding the room, energy and vigor.
How energy plays a part in how you are perceived.
Not showing up looking fatigued, poorly dressed or unprepared.
Timing on Recording: @ 25:45 ---
Topic 6: Intentionality
Your ability to execute, articulate your vision and leave a meeting with a clear course of action.
"Become a compass."
Timing on Recording: @ 28:32 ---
Topic 7: Inclusiveness
"Inclusiveness is essential to building support for initiative and getting the best of people's thinking and effort. Inclusive leaders tend to bring a lot of people into the discussion. They are approachable and convey the sense that all views are welcome." Suzanne Bates
The right balance of inclusiveness.
Timing on Recording: @ 31:12 ---
Topic 8: Assertiveness
The ability to speak up without being shut down.
How to speak up while reflecting confidence and building confidence in others by being direct and forthright.
Timing on Recording: @ 34:25 ---
Topic 9: Interactivity
How accessible are you? Do you have the right quality or quantity of interaction with people?
Are people able to reach you, see you and connect with you?
How well you do in interactivity impacts a lot of other area within the Executive Presence picture.
Interactivity is about free-flowing exchange of information.
You are not rushed, you are not impersonal.
You find the right balance.
You pay attention to what is being said, as well as what is not being said.
You are seen as approachable.
If you are doing interactivity well, your calendar is filled with communication activity because you see it as a priority.
Conflict. Do you allow it to simmer? Or do you have a discussion?
Timing on Recording: @ 41:00 ---
Topic 10: Five Actions You Can Take to Improve Interactivity
Figure out how you can be less formal with people and more available.
Think about who you regularly meet with and work with. Look at your calendar; can you allocate your time differently?
Get feedback on how you conduct meetings. Are you having effective meetings?
Favorite place to travel - Iceland. Nature and the outdoors, especially outdoor swimming pools. Spectacular and different.
A funny story your family tells about you – Kitten "Peek-A-Boo."
What is Executive Presence? 18:57
"Definition of Executive Presence: The quality of a leader as see through the eyes of others that engage inspire align and move people to act."
Measuring for 3 years. Geared for senior or high potential leaders.
How did this become your and Bates Communication's focus? Why should leaders care about Executive Presence? Why does it matter? 21:30
Get down to business and get some science around it.
A tool of influence. What leaders bring to the table to influence eachother.
Communication is the only tool Senior Leaders have to work with, if you cannot communicate and get work done through others you really cant do much of anything.
How does one get better at this? What are the skills related to Executive Presence and how can a leader build those skills? 24:40
3 dimensional model: Character, substance and style. Style what you see, how they come into the room; Substance is leadership, how they lead, content you bring; character fundamentals you cant see, how people experience you and trust you.
Character - qualities we develop early in life that are key in engaging others, gaining trust , what our temperament and disposition is. Qualities important in building trust.
Substance – adult development, qualities to building trust and credibility.
Style – execution, clarity about what needs to be done. Appearance, are you dressed appropriately for the job.
Execution, credibility, trust.
What gets in the way of getting better at this? 38:10
Paula story.
Struggle with restraint story. During a conflict situation, when you retain or restrain yourself, you retain the upper hand.
What would you say to the leader who says, that'stoo softfor me (or for my organization). We're in a tough business and I can't see how this would make a difference... 45:00
Integrity – do you do the things you say you are going to do?
Lack of trust is the only real objection.
Focus on strengths. Talking the leader off the ledge. Leveraging what you are naturally good at.
Don't focus on 50 things at one time; focus on 1 or 2 things. Mount Everest Goals vs. A Set of Stairs Goals. Start small and continue to build.
What changes have you seen in people – as they've built this skill? What's the impact on their personal and professional life? On the business? 59:00
"You're only good as your last night of sleep."
If you could put one billboard anywhere, with anything on it, where would it be and what would it say? 1:07:15
"Never forget that Executive Presence is in the eyes of the beholder."
"Every time you interact with someone you are making a deposit or withdrawal in your Executive Presence bank."
We are always perceiving/appraising each other. What can we do to come across better to others? It doesn't matter how smart or authentic you are if people are not experiencing you that way. How we see ourselves is that odds.
What advice would you give your 25/30-year old self about being executive presence and leadership? 1:11:15
Story about 17 year-old son, Tim.
There is power in what you know, and there is power in who you are.
Let's close with one last bit of advice or wisdom you want every leader to take away from our discussion about Executive Presence, what is it? 1:13:45
"There are a lot of good reasons why are you successful today, remember them and bask in them." Even improving a little bit makes the difference between a VP and an Executive VP. We all have strengths and things we could improve.
If we could jump in a time machine, what would we want to look different?
Topic 1: Welcome; Getting to Know Dr. Mark Goulston.
Favorite possession - Personal journal.
Funny story - Garage sale.
Timing on Recording: @ 15:15 ---
Topic 2: How Did Just Listen Become Your Focus? Why Does this Matter to You?
Story about "Nancy" and how all those years ago, out of tiredness, you let go and were totally present with her and she started to feel less alone. Powerful.
A demonstration of what we can all do with the people we are with.
Timing on Recording: @ 24:45 ---
Topic 3: What Gets in the Way of Getting at This?
Tactics shared around intending to connect, be a first class notice and be curious about what you notice and ask a question.
What to listen for: I.C.U. = Important; Critical; Urgent.
"The purest form of communication is to listen without memory or desire."
A.L. = Purposeful; Agendaless; Listening.
Timing on Recording: @ 35:40 ---
Topic 4: Can You Talk About the Brain Science Related to Listening in Layman Terms?
What a great mentor does.
Tether Love - Believe in and see their future and their goodness, tether them to the future you see for them.
Homework assignment with specific 3 steps for thanking our mentors.
72 hour hold. (If I have a breakdown, sit with it - Don't drink, shop, blast people and you'll get the breakthrough).
Timing on Recording: @ 51:15 ---
Topic 5: What Changes Have You Seen - As Leaders Have Become Better at "Just Listening?" What's the Impact on Their Personal and Professional Life?
CEO exercise with 180 CEOs about sharing who had been there for them, stood up for them, stood by them in crisis.
C.G. = Vulnerable. Courageous. Grateful.
Timing on Recording: @ 56:00 ---
Topic 6: What Changes Have You Seen in People - As They've Built this Skill? What's the Impact on Their Personal and Professional Life?
Huffington Post article "Oxytocin Deficient Disorder." (Sacrificing joy for excitement)
Deep hunger for connectedness.
Wince confrontation.
"Pains me to have this conversation..."
"I need your help..."
"I want to root for you..."
"...triggering a flashback... people have to work around that..."
Timing on Recording: @ 1:03:20 ---
Close.
Your billboard - "Forgiving creates space. Be more interested, than interesting. Be more fascinated, than fascinating.
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Architecting Culture #36
03 Aug 2017
01:11:56
Overview of Episode #36 -Suzie interviews Jeff Gray CTO/VP of Novologic; Teachable Moment; Culture Host; Force Multiplier & Thoughtmosphere; 3 Love Languages
"Life is too short not to create memories and have fun! Laughter is a wonderful and therapeutic thing."
"Life is not a straight line, life is a bunch of different curves and different points.
Timing on Recording: @ 13:15 ---
Topic 2: Most Challenging Moment as a Leader.
Speaking up when knowing something wouldn't be fair or reasonable for my team.
Knowing something was going to happen at the end of a conversation that is going to take me in a different direction.
Assumptions do not go well in strategic meetings, things have to stay true.
Get clarity up front, know your swim lane, speak up when things aren't on track, be authentic, transparent.
Letting people know you care, you have to have trust and credibility, people don't care about what you know, how much do you care about succeeding and us is what matters.
Timing on Recording: @ 19:30 ---
Topic 3: Role Models.
Manager Steve and Dad.
What they said and what they did were always connected.
Integrity. "Go be awesome." Encouraging.
Timing on Recording: @ 22:30 ---
Topic 4: Most Rewarding Moment as a Leader.
When I see people lead and start doing things without me knowing, they are just doing it while developing other people.
A leader should be handing off things, encouraging other leaders. You have the opportunity to make a difference in other's lives.
"Sometimes you just have to snot bubble it"…it means that you have to try so hard that you have snot bubbles coming out of your nose. Sometime you are going to have adversity in your life but you just have to hold tight and power through and hold on!
Timing on Recording: @ 28:30 ---
Topic 5: Journey as a Leader.
High School - I was asked to lead things.
Career at IBM was asked to lead which required to take on a lot of responsibility.
Needed to get along with people, support and work well together.
Studied behaviors, what makes them tick, motivates them.
Servant-based leader - As a leader you are there to serve others, not have others serve you.
What is the brand? Leaders drive culture, culture drive engagement, engagement drives results, everything is driven by leaders. People model what you do.
Leaders are culture hosts.
Timing on Recording: @ 35:45 ---
Topic 6: How to Create Force Multipliers and a "Thoughtmosphere."
Force multipliers – A relevant, meaningful dialogue constantly creates alignment.
A "thoughtmosphere" is balancing your brand promise internally and externally. What is important? "I need to be serving."
Timing on Recording: @ 40:42 ---
Topic 7: Culture Host.
Be present and visible. Leaders are "on" 100% of the time.
Culture comes from the top (most of the time), it can create positive and negative culture, culture can be bad or good.
Timing on Recording: @ 43:00 ---
Topic 8: Getting a Consistent Culture.
There has to be different processes, people and technology as the company expands.
People want meaningful, ongoing dialogue. "I have to deal with you vs. we have a relationship."
Systems of engagement.
Dialogue of coach and mentor. Buy into the culture, buy into the brand.
Timing on Recording: @ 46:00 ---
Topic 9: Switch in Engagement.
Survival vs. wanting advancement/opportunity/competency of leadership/career paths.
You have to support a survival need and give people opportunity. I want my work to connect with something I believe in.
Timing on Recording: @ 49:00 ---
Topic 10: How You Connect in Your Job.
In culture people connect to their jobs through:
Craft/fulfillment
Driven by cause/purpose
Community of people where you want to be
Google is a: craft, community, cause.
Timing on Recording: @ 55:00 ---
Topic 11: Ethnogrophy.
A form of anthropology, how people in the organization work through observation.
Having anonymous conversations to look for trends.
You really start to understand tweaks that need to be made, game plans to sustain culture.
What their culture is, how people feel about it and how they can do better.
Finding the meaningful needs of the organization. Develop people. Willing to coach and have dialogue.
Timing on Recording: @ 1:00:30 ---
Topic 12: 3 Things Leaders Can Begin Doing Right Away to Shape Culture, Be a Better Culture Host.
Be present.
Quit monologueing, Dialogue is more important.
Get alignment with what your brand promise is as a company and the behaviors internally. A reflection moment. What are my non-negotiables as a leader?
Timing on Recording: @ 1:02:45 ---
Topic 13: If You Could Put One Billboard Anywhere, With Anything On It, What Would It Say?
"Where did grit go?" People not taking responsibility, quitting. Gratitude, Respect for self and others, Integrity, Tenacity.
Timing on Recording: @ 1:05:45 ---
Topic 14: What Advise Would You Give Your 25/30 Year-Old Self?
Find a mentor earlier.
Read more.
Push yourself/be open to more experiences.
Timing on Recording: @ 1:06:45 ---
Topic 15: What is One Thing You Want Other Leaders to Remember About Creating an Engaged, Committed and Motivated Culture?
Commitment to be intentional, it has to be part of your core strategy.
You have to commit and become part of the DNA, nurture, support, put processes, time, and investment.
A culture will not stay in tact, it will drift, you have to commit.
Culture is not a project; it is a way of life and doing business.
Podcasts and Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: Get a Free Audio Book w/ 30-day Trial
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Handle Conflict #35
21 Jun 2017
01:00:24
How to Handle Conflict Like a Pro, Episode #35 - by Suzie Price, 770-578-6976 - Overview:
Get better at having difficult conversations and discussing problems
Learn a four step process for handling conflict, a process I teach in client workshops.
Today's podcast is brought to you by audible.com - get a FREE audio book download and 30 day free trial at www.audibletrial.com/wakeupeagerworkforce Over 150,000 titles to choose from for your iPhone, Android, Kindle or mp3 player.
Emotion Check: HALT – if you are hungry angry lonely or tired, what are you going to do? HALT. – sleep on it.
Timing on Recording: @ 34:45---Topic 5: The Fourth P.R.E.P. step P. Perfect Listening Aggressively Skills
Listening aggressively means that you are focused on hearing in a determined and energetic way. When you are doing it well, you demonstrate your desire to understand by asking questions and listening with no agenda other than to understand.
Actions: Don't interrupt, full attention, ask probing questions, seem to understand even if they don't agree. Listens and tells me what they think, creates safety, acknowledges the emotions – does not try to suppress, Present with me – tuned into to me (Podcast #25 How Leaders Can Use the Power of Relational Presence to Engage and Influence)
Wall Street Journal article, Why You Should Never Tell Someone To Relax
Four actions you can take to listen aggressively: (Podcast #13 - Four Skills Best Bosses Have Mastered & Best and Worse Boss Stories...) R. P.S.A.-R. Reflect - Is to: Verify and Clarify."Sounds like you feel frustrated and stressed about how your workload has gone up with the extra work from that other department…"
P. Probe - Is to: Ask Clarifying Questions to Understand."Will this extra work from the other department continue, for how long, what have you tried…, etc."
S. Supporting – Is to: Demonstrate that you've heard and that you understand."It seems like this has been a challenging time trying to juggle all of this – and its made your every day job harder…"
Advising – Share your view or a different view "Let's talk about what can happen to make sure my messages, files and status updates happen. Client relationships for our department hang in the balance… are there things you can do."
"The greatest compliment that was ever paid to me was when one asked me what I thought, and attended to my answer."-Henry David Thoreau ---
Ted Talk – Megan Phelps-Rogers shares how she learned to communicate with people who have different viewpoints in an extreme situation, and how it changed her life. For ALL leaders who want to get better at feedback, conflict, building trust and communication overall - POWERFUL story (2+ million views)
Book Mentioned in This Podcast: Crucial Conversations Get a complimentary audio book and support this podcast by using my affiliate link: Get a Free Audio Book w/ 30-day Trial
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Books Mentioned in This Podcast: Crucial Conversations Get a complimentary audio book and support this podcast by using my affiliate link: Get a Free Audio Book w/ 30-day Trial
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
- See more at: http://sbiapps.sitesell.com/sitebuilder/blockbuilder/preview/50521421.xml#sthash.YhdKUZvG.dpuf
Mini-Episode #4 - Case Study on Unveiling Hidden Gaps in Hiring
13 Oct 2025
00:06:17
Episode Overview
In this AI episode, the hosts explore a compelling case study about the challenges of executive hiring and how assessments can uncover hidden gaps in candidate fit. The featured organization, headquartered in the U.S., was expanding internationally and needed to hire a key executive overseas. While the candidate they selected seemed perfect on paper, a TriMetrix assessment revealed critical misalignments between their skills, motivations, and the role's requirements. These insights prompted the hiring team to reevaluate their initial impressions, ask deeper questions, and ultimately make a more informed hiring decision. The episode highlights the importance of benchmarking, assessing both technical and behavioral competencies, and using structured evaluation tools to prevent costly hiring mistakes.
Key Takeaways:
Benchmarking is Essential – Defining key skills, behavioral traits, and cultural rewards before hiring ensures a structured evaluation process.
Assessments Uncover Hidden Gaps – Even highly qualified candidates may lack key competencies needed for success in the role.
Use Assessments as a Complement, Not a Replacement – They should inform, but not dictate, final hiring decisions (ideally making up no more than 30% of the decision-making process).
Deeper Evaluation Prevents Costly Hiring Mistakes – Structured hiring processes reduce the risk of poor fit, turnover, and leadership struggles.
Transcript:
[00:00:00] Suzie Price: Welcome to this Wake Up, Eager Workforce podcast mini episode where we share in ten minutes or less our monthly article from LinkedIn in a new audio format, courtesy of our AI co-hosts as they walk through the article and share additional insights exclusively for you. I am Suzie Price, I'm your podcast host and the founder of Priceless Professional Development. And whether you're listening to one of our long form episodes or something like this mini episode, our focus is always to provide everything to you related to helping employees in your organization build a high commitment, low drama, wake up eager workforce. We're focused on creating great hiring, creating great teams, helping leaders and individuals wake up eager.
You can find all of our episodes long form and short form at WakeUpEagerWorkforce.com, and you can subscribe anywhere that you get your podcasts. So let me know if you have any questions. If you are enjoying these mini episodes or any of our other episodes, or if I can help you in any way. You can find me at Suzie@Pricelessprofessional.com Suzie Price on LinkedIn and of course, our contact information if you go to wakeupeagerworkforce.com. Thanks for tuning in. Appreciate you very much. And go out and have a wake up eager kind of day. Take care.
[00:01:22] AI Host 1: Welcome to Priceless Professional Development mini episodes. I'm Emma Grace, and today we're exploring a fascinating case study about hiring an executive and the risks that come with it. This story highlights how uncovering hidden gaps in hiring can save an organization from costly mistakes, while ensuring a strong fit for a critical role. Let's dive in.
[00:01:42] AI Host 2: Hiring an executive is no small task. It's a process that can take 4 to 8 months and requires thoughtful planning, extensive interviewing, and ensuring the candidate is the right fit. After all that effort, you want to be confident that the person you hire can hit the ground running, connect with the team, and drive the organization towards success.
[00:02:01] AI Host 1: Exactly. In this case, the organization we worked with was headquartered in the US and had ambitious plans to double their revenue and team size over the next three years. They needed to fill a pivotal executive role overseas, someone who could manage a local team while reporting back to the executive team in the US.
[00:02:18] AI Host 2: The stakes were high. The previous person in this role had a strong resume, but lacked the people oriented skills needed to effectively manage the overseas team. That caused significant challenges and made this hire even more critical for the organization's expansion.
[00:02:32] AI Host 1: When they started their search, they found a candidate who seemed like a dream hire on paper. The interview team was impressed and excited about the potential this candidate brought to the table. However, they wanted to be certain this candidate was a good fit, especially for such a high stakes position.
[00:02:47] AI Host 2: That's when we stepped in with a TriMetrix assessment. But first, let's talk about benchmarking. Before starting their executive search, the hiring team defined seven key personal skills required for success in this role. They also outlined the position's reward style and preferred behavioral traits to ensure alignment with the organization's culture.
[00:03:05] AI Host 1: Benchmarking is such an important step. It provides a clear picture of what the role demands and serves as a guide for evaluating candidates. Now here's where it gets interesting. Despite this candidate's impressive qualifications, the assessment revealed some major gaps when compared to the benchmark.
[00:03:20] AI Host 2: Right? The assessment showed that while the candidate was a top match for three of the seven required personal skills, they didn't align with the top four critical competencies needed for success in the role. That's a significant red flag.
[00:03:33] AI Host 1: It didn't stop there. When it came to job rewards, this candidate was only moderately motivated by the organization's top cultural reward. And out of the 13 key points identified in the benchmark, the candidate was an exact match for only two of them.
[00:03:47] AI Host 2: The acumen portion of the assessment raised even more concerns. It revealed tendencies toward unbalanced decision making and an overemphasis on personal career advancement, rather than fostering local team connections, something that was essential for this role in a foreign country.
[00:04:02] AI Host 1: With these insights, the hiring team had to reevaluate their initial impressions. While assessments should never account for more than 30% of the hiring decision. This one highlighted key areas where the candidate fell short of the role's requirements. It prompted the team to go back and ask more specific questions to address these gaps.
[00:04:19] AI Host 2: This case study really underscores the value of assessments in the hiring process. They provide a deeper, more holistic view of a candidate's potential and ensure alignment with the organization's strategic goals. In this case, the assessment revealed critical gaps that might have gone unnoticed during the interview process.
[00:04:37] AI Host 1: That's the power of tools like TriMetrix and benchmarking. They help organizations make more informed hiring decisions, reducing the risk of mismatches that can lead to turnover, team disruption or underperformance.
[00:04:49] AI Host 2: For anyone listening, if you're involved in hiring, especially for key roles like executives, consider incorporating assessments as part of your process. They're not a replacement for interviews or reference checks, but they are a strategic complement that can give you the confidence to make the right hire.
[00:05:05] AI Host 1: And if you're interested in mastering these tools, we offer a comprehensive certification program that will teach you how to interpret and apply assessments like TriMetrix effectively. It's a game changer for organizations looking to build strong, aligned teams.
[00:05:19] AI Host 2: You can learn more and get certified at pricelessprofessional.com. Thanks for joining us on this episode of Priceless Professional Development mini episodes. Remember, the right insights can make all the difference in hiring. Until next time, take care and keep building your team's success.
Be the Boss Everyone Wants to Work For... #34
23 May 2017
01:21:10
Overview:
Suzie interviews Bill Gentry, PhD. author of the book: How to Be the Boss Everyone Wants to Work For: A Guide for New Leaders
Compelling Stats - leaders are struggling
Non Verbal Communication Research
Personal and professional leadership journey
What flip your script means and six flips all leaders need to make
Opening Bill Gentry quote, "Flip your script – Understand that if you want to have success in leadership it is less about me, and more about we and your team."
Compelling stats reveal that new leaders are struggling
Most challenging and most rewarding moments as a leader An act of bravery and Brave Leaders Inc.
Bill's story and journey
Who has had the greatest influence on his career...
Timing on Recording: @ 24:00 ---
Topic 3: Non-Verbal Communication Insight - Dev Tools He Used
Non Verbal Communication Research - Six non-verbal channels influence how others perceive how successful we will be - 1) dress 2)tone of voice (BIGGEST IMPACT) 3) facial expressions 4) rhythm and use of time 5) space and touch with people 6) gestures and posture - Leaders have to mindful of all six at all times, every day. -All eyes are on you, all the time.
If you want to be seen as effective after receiving feedback: say thank you, share your takeaways/goals and invite them to hold you accountable. (Mirror what you want people to do.)
Timing on Recording: @ 42:40 ---
Topic 4: What it Means to Flip Your Script and Six Flips
Flip Your Script from me, myself and I TO we and team
Six Flips: 1) Mindset 2) Skills - particularly in the areas of Communication and Influence 3) Relationships (BIGGEST IMPACT - DO THIS NOW) - have a proactive conversation with all new Peer to Boss relationships, do not leave this unspoken with former 'best friends' you are now managing - focus on Direction, Alignment and Commitment (Suzie Mentioned the Dashboard tool, here are two tools for understanding: Podcast #20 - Setting Performance Expectations the Easy Way w/ a Dashboard and a video demonstration of the Dashboard Process - Three Easy Steps ) 4) Do It All Attitude - learn to delegate, develop, mentor 5) Perspective - dealing with politics, broaden your focus, your network matters 6) Focus - character strength (CAN BE MOST CHALLENGING) - there's a lot more grey area as a leader - values alignment - get clear and let others know, use to guide decisions - In senior roles - integrity means the most to their success; if we are not gauging this in younger leaders - you could be promoting people into senior leadership roles.
Timing on Recording: @ 1:06:00 --- Topic 5: Closing Questions and How to Contact Bill
This person comes to mind - when I think of most successful, and here's why...
Advice to my 25 year old self
Bill board - Flip Your Script, Less About Me, More About We
Advice: Don't go it alone, find: mentors, advisors and coaches
Podcasts and Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: Get a Free Audio Book w/ 30-day Trial
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Manage Your Spirit #33
15 Apr 2017
00:42:08
Episode #33;
Opening Quote, "Life is partly what we make it, and partly what it is made by the friends we choose." Tennessee Williams
3:00 - What's been going on at PPD. The thing that helps us manage stress and stay out of overwhelm when things are busy...
13:40 - Top Tips for 'Actively Inviting People Into Your World"
15:30 - Some things Suzie did to actively invite people into her world
18:19 - Professional Networking -making it real and even fun! Key tactical networking tips - small talk can lead to big talk, small talk is where it all starts; practice listening aggressively; Ask, "What brought you here today?" or "What have you been working on lately?"; Volunteer
23:24 Networking Introduction Template: - Name, company name, what you do - Who you do it for - What it does for others
25:00 Remember - You Get to Choose Who You Spend Time With
Three types of friends: Type #1: Those like food, without which you can't live. Type #2: Those like medicine, which you need occasionally. Type #3: Those like an illness, which you never want.
27:03 A few ideas that really help me have no 'Debbie Downer' Relationships
28:45 Relationship Quiz: - Pick a Friend - Which best describes ow You Feel After Spending Time With This Person Exhausted, Tired, Okay, Pretty Good Energized? - SCALE: Rate Each Statement from 1 (not true) to 5 (very true) 1) This person is loyal to me. If I had an emergency or just needed some last minute help, this person would be there for me. 2) We are casual and comfortable with each other. I would feel comfortable, if I wanted to, picking up the phone to talk with no specific agenda or request. 3) This person shares my values. We have the same level of integrity. 4) This person celebrates my successes with me and is always cheering me on. I believe this person always hopes I will win and find success in all of my endeavors. 5) This person sees and brings out the best in me. I feel good about myself when I am with this person. Count up points - highest score 25 and lowest score 5
Teresa Poole Jones and Suzie Price at Big Canoe 2012
- See more at: http://sbiapps.sitesell.com/sitebuilder/blockbuilder/preview/50282632.xml#sthash.8lu2T2aL.dpufEpisode #33
Episode #33 - Managng Your Spirit - Stress Management Strategies for Professionals
Episode #33 - Managing Your Spirit - Stress Management Strategies for Professionals (Part 3 of 3)
13:40 - Top Tips for "Actively Inviting People Into Your World"
15:30 - Some things Suzie did to actively invite people into her world
18:19 - Professional Networking -making it real and even fun! Key tactical networking tips - small talk can lead to big talk, small talk is where it all starts; practice listening aggressively; Ask, "What brought you here today?" or "What have you been working on lately?"; Volunteer
23:24 Networking Introduction Template: - Name, company name, what you do - Who you do it for - What it does for others
25:00 Remember - You Get to Choose Who You Spend Time With
Three types of friends: Type #1: Those like food, without which you can't live. Type #2: Those like medicine, which you need occasionally. Type #3: Those like an illness, which you never want.
27:03 A few ideas that really help me have no 'Debbie Downer' Relationships
28:45 Relationship Quiz: - Pick a Friend - Which best describes ow You Feel After Spending Time With This Person Exhausted, Tired, Okay, Pretty Good Energized? - SCALE: Rate Each Statement from 1 (not true) to 5 (very true) 1) This person is loyal to me. If I had an emergency or just needed some last minute help, this person would be there for me. 2) We are casual and comfortable with each other. I would feel comfortable, if I wanted to, picking up the phone to talk with no specific agenda or request. 3) This person shares my values. We have the same level of integrity. 4) This person celebrates my successes with me and is always cheering me on. I believe this person always hopes I will win and find success in all of my endeavors. 5) This person sees and brings out the best in me. I feel good about myself when I am with this person. Count up points - highest score 25 and lowest score 5
32:30 - This Podcast is dedicated to High School Friend Teresa Poole Jones - who passed away on the morning of recording this Podcast. --------R.I.P. Sweet "T" - August 17, 1964 - April 2, 2017
13:40 - Top Tips for 'Actively Inviting People Into Your World"
15:30 - Some things Suzie did to actively invite people into her world
18:19 - Professional Networking -making it real and even fun! Key tactical networking tips - small talk can lead to big talk, small talk is where it all starts; practice listening aggressively; Ask, "What brought you here today?" or "What have you been working on lately?"; Volunteer
23:24 Networking Introduction Template: - Name, company name, what you do - Who you do it for - What it does for others
25:00 Remember - You Get to Choose Who You Spend Time With
Three types of friends: Type #1: Those like food, without which you can't live. Type #2: Those like medicine, which you need occasionally. Type #3: Those like an illness, which you never want.
27:03 A few ideas that really help me have no 'Debbie Downer' Relationships
28:45 Relationship Quiz: - Pick a Friend - Which best describes ow You Feel After Spending Time With This Person Exhausted, Tired, Okay, Pretty Good Energized? - SCALE: Rate Each Statement from 1 (not true) to 5 (very true) 1) This person is loyal to me. If I had an emergency or just needed some last minute help, this person would be there for me. 2) We are casual and comfortable with each other. I would feel comfortable, if I wanted to, picking up the phone to talk with no specific agenda or request. 3) This person shares my values. We have the same level of integrity. 4) This person celebrates my successes with me and is always cheering me on. I believe this person always hopes I will win and find success in all of my endeavors. 5) This person sees and brings out the best in me. I feel good about myself when I am with this person. Count up points - highest score 25 and lowest score 5
Teresa Poole Jones and Suzie Price at Big Canoe 2012 - See more at: http://sbiapps.sitesell.com/sitebuilder/blockbuilder/preview/50282632.xml#sthash.8lu2T2aL.dpuf
Manage Your Body #32
29 Jan 2017
00:48:08
Episode 32– Get my top tips for Managing Your Body - all the latest stuff I am doing to manage stress and feel good related to fitness and health. This is Part 2 of a three-part series about top Stress Management Strategies for Leaders for you Mind, Body and Spirit.
Opening Quote, "The perfect man of old looked after himself before looking after others." Chuang Tzu
5:00 - 1% Exponential Growth Principle - VIDEO: Beautiful transformation by Army Veteran Arthur Boorman - demonstrating that 1% a day is powerful. Watch Video Here
8:25 - #1 Tip/Focus Area - Eat More Real Food and Less Processed Food
Your Mantra Statement: "I like to eat and drink foods that nourish me and help me feel my best. I do. Taking time to plan ahead, so that I often pick healthy foods, is time well-spent. No one else can do this for me. I do this so I can feel and be my best."
Top Facts/Reminders/Actions: - Weight loss and feeling good in your body is 80% the quality of the food you eat and 20% exercise. - Eat MORE foods that live in the wild, and grow on trees and plants, and eat LESS food that's manufactured or packaged in factories. Eat ALL of the whole and real foods (proteins, veggies, fruits, eggs, nuts) you want, until you're full. - 11:41- Drink more water. -"Every single thing you put in your mouth makes you healthier or less healthy." - 15:27 - Any time you feel as though you've gotten off track from eating more real food and less processed – start a food journal. Track and write down EVERYTHING you eat. (Or use your favorite app.) - Get in the habit of eating a salad and drinking water before your entree comes. - Hot tea with Collagen Protein, from Vital Proteins. - Make and Drink Green Smoothies - Healthy Meals Delivered to Your Door - What Suzie's being using: Green Chef - Bullet Proof Coffee – Dave Asprey - YouTube Video Link
22:26 - #2 Tip/Focus Area – Rest
Your Mantra Statement: "I make sure I get quality sleep, because when I'm rested I think more clearly, I'm healthier, and I'm better able to handle stress."
Top Facts/Reminders/Actions: - Bad sleep on a regular basis can lead to weight gain, illness, and a lack of alertness, memory loss, lower job performance, and a bad mood. - Sleep deprivation can impair your thinking as much or more than alcohol, the effect of lost sleep is similar to being drunk. - Not enough sleep on a regular basis can cause slower brain function, weight gain, moodiness, stress, and lower immune functions. The average adult needs 7.5 to 9 hours of sleep a night. - Experts Recommend: Stick to a schedule. Exercise. Take a hot shower or bath before bed. Make your bed and bedroom as comfortable and pleasant as possible. Avoid eating just before bed. Give yourself at least 2 hours from the last food you eat to when you sleep. - Suzie's Top Tips: Meditation. Calm app – Deep Sleep – full body scan. Audible.com – (an Affiliate Link) - favorite: hypnosis by Joel Thielke.
30:01 - #3 Tip/Focus Area– Move Your Body Every Day
Your Mantra Statement: "I appreciate myself and my body. I LIKE taking good care of me. I move my body every day."
Top Facts/Reminders/Actions: - Fitness is Good for Your Career: People who exercise on work days are more productive, happier, and suffer less stress, than on non-gym days. 72% reported improvements in time management on exercise days, compared to non-exercise days. 79% said mental and interpersonal performance was better on the days that they exercised. 74% said they managed their workload better. Feedback from focus groups found that people who built exercise into their workday were re-energized, calmer, and more able to solve problems. How to Keep Yourself Motivated and Interested in Moving Your Body: - 34:45 - Journal Prompt for Pre-Paving Action: "I want to move my body more because I want____ ." Answer this over and over, and then read what you wrote every day for a week. - My Top 10 Cardio Motivation Workout Tips article: Secrets of Home Cardio Workouts. - Easy Options for Getting More Movement into Your Busy Schedule: Pick parking spots further away from your destination. Take the stairs. Have 'Walking Lunch Meetings' on nice days. Go for walks with your family after dinner. Take a mid-day break and walk around your office building. Focus on finding ways to build extra movement into your day, all day. - Suzie's Spin Bike that she's using with the Peloton App. - Inversion Table - Teeter - Stand up desk - VariDesk - Remember: Small efforts add up, and are better than no effort. - For Inspiration, Watch: The one percent a day video of the man who would not give up! - My Three Best Workout Inspiration Resources for Finding Motivation & Keeping It! - Inversion table – Teeter. Hang upside down.
45:00 - Closing: Very Funny Anti-Fitness Video to Adele's 'Hello" song – Wake Up Eager Facebook Page. Scroll down to January 8, 2017 to see this very fun video! And while you're there LIKE our Page.
"The perfect man of old looked after himself before looking after others." Chuang Tzu
3:38 - Wake Up Eager Habit - Re-Calibrate Daily. What it is and why is matters.
8:20 - These top five Managing My Tips relate to TriMetrixHD Assessment area: Self Direction and in the TriMetrixEQ Assessment area: Motivation (know where you're going, know what you want to do and happy to do that)
11:40 - Tip #1 - My Preferences Matter - Mantra: "I name, claim, and use my strengths. I also manage my blind spots."
19:40 - Tip #2 - Build Momentum: Pre-Pave - Mantra, ""I plan every day in advance. I also have three monthly goals that are in writing, so that I can review and take action on them daily."
Henry Ford, "Before everything else getting ready is the secret to success."
In the Name of the One Most Compassionate, Most Merciful, Most Kind
I ask in the Name of the One to help us all to know: that our hearts are always cared for that our every step is guided that we need do nothing alone.
Help to open the way, to reveal the path, to make the signs unmistakable.
I ask for nourishment, and support, in abundance for us all. I ask that all of those who need the gifts that we've been given, find their way to us without blocks, or veils, or hesitations. Make our provision easy.
I ask for love, and healing. For mercy, and kindness. For power and ability. For gentleness and peace. For strength and success. For life, for justice, for form.
I ask for presence, and light. And Love, and love, and love.
For you, and your loved ones, and your business, in this new year.
PART 2 - Brain Research & Negative Reactions – What You Need to Know to Lead and Grow Yourself and Your Team, Interview Dr. Ron Bonnstetter, SVP of Research and Development, TTI
5:00 The more you know,the more you learn - what happens in your brain. Why embracing learning matters.
8:30 Understanding the Development of Soft Skills(see second image, below, with 23 Personal Skills and brain images)
12:15 More asking real questions, listening and allowing silence
15:05 More about Development, Avoidance and Emotional Baggage
23:00 Five Sciences are like an onion... each layer goes deeper
25:00 Top Advice from Dr. Ron Bonnstetter – Recognize the role of avoidance in decision -making; Science of Self, Listen More, Have More 'We' Conversations
26:24 Exciting Projects Around Emotional Intelligence and Intuition - 'This is the age of the brain.''This is replicate-able.'
34:33 Dr. Ron's Advice to His 30 Year Old Self, We can learn from everyone." Also, about the power of mentor.
40:05 If He Could Have a Billboard Anywhere "Listen for those things you have never heard."
42:22 Dr Ron's Number One Takeaway – "Embrace Uniqueness" - the future: neuro-diversity
Overview of Episode #29: Brain Research & Negative Reactions – What You Need to Know to Lead and Grow Yourself and Your Team, Interview Dr. Ron Bonnstetter, SVP of Research and Development, TTI
13:00 What and How Dr. Ron Measures the Brain (see brain image below of three reactions)
19:00 How His Research is Used – Validation and Assessment Refinement -When We Say No – What That Really Means & What Happens in Our Brain
24:00Words That Don't Work - Triggers - His Politics Study (see Words That Don't Work - Verbal Barriers Study)
31:00 Why Dr. Ron Got Into This
37:05 What Separates Us, Me/You VRS We Conversations and How to Overcome It
41:26 The Dance of the Mirror Neurons (Our ability to experience and feel what someone else is experiencing.) Back and forth, ying and yang.
43:26 Three Step Process - Understanding Self, Others and then Adapting
45:30 What We Avoid - Why It Matters & We Are Moving from Motivators to Driving Forces
51:35 Diversity, Ying and Yang, Conflict, Appreciation and Listening
Five Reasons Why Employees Fail and What To Do About It
Overview of Episode #28. The following topics are covered:
The power of a person being "in accord with its own nature" on the job
Why people fail – two faulty beliefs by hiring managers
What is Job Fit and why it matters
Five reasons why people fail – Job Fit Car Analogy
Actions You Can Take and 17 Interview Questions You Can Use Right Away
Timing on Recording: @ ---
Topic 1: What Employees Say and Leader's False Beliefs
"A happy life is one which is in accord with its own nature." Seneca
What high performing employees say: "My job fits me so well, often work is play." "My work is a natural expression of my talents and personality." "I don't have to pretend to be someone else at work." "My job rewards my most important values and allows me to fulfill my goals in terms of personal growth, achievement, income and stability." "I feel like a duck in a pond."
What research tells us about high performing employees.
Two beliefs hiring managers have that are false.
"Are they going to be happy? Are they going to be productive? Will they want to stay? Will they own their job? Will they contribute their talents generously?" Dr. Robert S. Hartman Developer of the Science Behind TriMetrixHD
Timing on Recording: @ ---
Topic 2: Job Fit Car Analogy -Five reasons why employees fail - Job Fit Car Analogy:
90% of the time when people fail it's related to one of these areas:
UNDER THE HOOD - Personal Skill Horsepower.
GAS IN THE TANK - Is the gas tank is empty or full?
WHAT AND HOW THEY DRIVE: Does this person's style match the job?
GARAGE: WHERE THEY'RE PARKED - Does the person fit our culture?
10% of the time, failure on the job relates to this area:
ROADS TRAVELED AND FUTURE DESTINATIONS - Does this job match the background AND the future this person wants?
Contact Suzie at 770-578-6976 or suzie@pricelessprofessional.com
Timing on Recording: @ 2:10 ---
Topic 1: Avoiding to Acknowledging
My story - avoiding Debbie Downer
My Definition for Listening Aggressively: A focus on hearing in a determined and energetic way. When you are doing this well, you demonstrate your desire to understand by asking questions and listening with NO agenda other than to understand. Action Steps: Reflect, Probe, Support, Advise.
Why You Should Never Tell Someone to Relax
Timing on Recording: @ 17:45 ---
Topic 2: Beliefs, Mindset and Habits of Great Listeners
"I seek to understand others first, before I try to get them to understand my view. THIS is crucial to all relationships and the level of trust and respect we have with each other."
"Words alone don't teach, life experience teaches. What I say needs to be clear, but people need to experience things for themselves to really know, understand and accept."
"My example is my strongest message."
"My way is not the only way, it's just 'A' way. I am the Leader but I invite participation, new ideas and new ways of doing what we do."
"I try to look at and focus upon the best attributes in others. Even in difficult and tense situations, I can discuss negative facts and behaviors, and still value the person."
Topic 3: Four Listening Aggressively Steps - R.P.S.A. and "the Nail" video
STEP #1: R. Reflect - Is to: Verify and Clarify.
STEP #2: P. Probe - Is to: Ask Clarifying Questions to Understand."Do you mind if we ask a few questions, we'd love to get your thoughts..." "What did you think about...?" "Help me understand what's…
STEP #3: S. Supporting - Is to: Demonstrate Understanding. You can show understanding even if you disagree. You can almost always sincerely gain a true understanding of the other person's viewpoint IF you've done Steps 1 & 2-Relect & Probe, well. If you've been sincere in expressing your understanding you can then, successfully and safely, move to the next step.
STEP #4: A. Advising - Is to: Provide Facts & Make a Recommendation.
Ian's Book: Challenging Coaching: Going Beyond Traditional Coaching to Face the FACTS. Get free book with a 30 day trialon Audible.com (my affiliate link)
Timing on Recording: @ 8:15 ---
Topic 2: Get to Know You Questions and Overview of the FACTS Model
Favorite guilty pleasure t.v. show
Favorite possession story
The FACTS Coaching Model - all equally important and leaders may want to keep them in mind while working with their employees/coachee:
Timing on Recording: @ 20:35 ---
Topic 3: What is the Zone of Uncomfortable Debate and Why Does It Matter? How to Get Better at This
Timing on Recording: @ 34:42 ---
Topic 4: The Support Challenge Matrix
Timing on Recording: @ 51:15 ---
Topic 5: Top Three Barriers to Using High Support High Challenge
Timing on Recording: @ 55:04 ---
Topic 6: The Freedom and Responsibility Matrix
Timing on Recording: @ 1:02:58---
Topic 8: Advice to 30 Year Old Self, My Billboard Any Where and One Thing for Leaders to Remember About This Topic
Timing on Recording: @ 1:07:15 ---
Topic 9: Suzie's Recap of Key Points
Research - People learn and grow best when there's a balance between support and challenge, where you take them out of their comfort zone. How to get better:
Ways to Improve: - Get comfortable with ZOUD - the Zone of Uncomfortable Zone - Self Awareness - my assessment and coaching process - Practice: Learn about WPSA, a course correction process outlined in this Podcast:www.pricelessprofessional.com/wpsa - Practice: Self-paced audio workshop with 15 minute practice call with me What Everybody Ought to Know About Workplace Communication - Use Feedforward and Triad Calls - check out the Podcast for more information - Be a brave leader – let go and challenge others and create an interdependent culture on the team you lead – mix of freedom and responsibility - Believe in yourself.
Marianne Williamson – Author, Speaker – Our Biggest Fear: "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, Who am I to be brilliant, gorgeous, talented, fabulous? Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It's not just in some of us; it's in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others."
Podcasts and Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: Get a Free Audio Book w/ 30-day Trial
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Relational Presence #25
14 Jun 2016
01:28:41
Overview of Episode #25
An interview with Speech and Presentation Coach Eric Atwood.
All about a little known leadership and communication skill: Relational Presence. What it is, why it matters and how to develop it.
Contact Suzie at 770-578-6976 or via my contact form on my website - Contact Suzie
Timing on Recording: @ 1:35 ---
Topic 1: My First Remembered Experience of Relational Presence
Topic 2: What is Relational Presence, Why Do You Care About It? Why Should Leaders Care
Timing on Recording: @ 31:06 ---
Topic 3: How Does Somebody Get Better At This? What Gets in the Way?
Timing on Recording: @ 50:20 ---
Topic 4: If a Leader Says, "That's too soft..." What Do you Say In Response? What Changes Have you Seen? What Does it Mean "to Be Witnessed?
Timing on Recording: @ 1:04:16 ---
Topic 5: Eric's Billboard, Advice to His 25/30 Year Old Self and Last Bit of Advice, Suzie Recap, Contact Info
Suzie's Recap of Eric's comments about Relational Presence:
Eric reminds us to think about how we are relating to people, & that how we are being with people matters more that the words and content we use, those things are not what people remember, and by themselves are not what make people want to work for you and with you…
AWESOME Eric Quotes:
"Sometimes the most influence you can have is when you invite people into the conversation."
"Your presence really matters."
"Be fully present."
"Speak from your heart, not just from your mind."
"Words are just a small part of how we express ourselves."
"The best way to engage with people is to be real with others and relate-able."
"The most powerful way to connect with someone is to just be yourself."
Podcasts and Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: Get My Free Audio Book w/ 30-day Trail
Four Skills Best Bosses Have Mastered
Being a Best Boss - interview with Dr. Randy Reece
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Mini-Episode #3 - Case Study: Using Assessment to Navigate Employee Challenges
13 Oct 2025
00:06:21
Episode Overview: In this AI mini-episode, we explore a powerful case study showcasing how assessments like TriMetrix can transform workplace challenges into opportunities for growth. Our AI Hosts share the story of a high-potential employee struggling with stress and performance issues. Through deep insights from the TriMetrix assessment, her hidden challenges were uncovered, leading to a tailored development plan. This personalized approach not only improved her performance and morale but also enhanced team dynamics and prevented burnout. Learn how tools like TriMetrix can help organizations uncover root causes, align employee strengths, and foster long-term professional success.
Key Takeaways:
Holistic Insights with TriMetrix: Assessments uncover stress-impacted behaviors, motivators, and emotional challenges that may not be visible on the surface.
Tailored Development Plans: Solutions like stress management, confidence-building, and improved communication foster sustainable professional growth.
The Role of Historical Data: Comparing past and current assessments provides valuable context for understanding evolving stressors and patterns.
Organizational Impact: Addressing individual challenges through assessments benefits the entire team and helps prevent turnover and burnout.
Episode Transcript:
speaker-1: [Welcome to Priceless Professional Development Mini-Episodes! I'm Emma Grace, and today we're diving into a fascinating case study about using assessments to navigate employee challenges. This story highlights how targeted insights and personalized strategies can transform workplace stress into professional growth. Let's get started.]
speaker-2: [This case is such a great example of how assessments can go beyond surface-level observations to uncover the root causes of performance challenges. In this instance, a company approached us about a high-potential team member who was struggling with significant stress and performance issues. On paper, she had all the potential to excel, but something wasn't clicking.]
speaker-1: [Exactly. Our goal was to figure out what was holding her back and how we could help her thrive in her role. The key to unlocking the answers? The TriMetrix assessment, one of the most powerful tools for coaching and development across the employee lifecycle. It provides a holistic view of an individual, going deeper than what's visible in day-to-day interactions.]
speaker-2: [Let's talk about the insights that TriMetrix revealed. The first piece was about stress-impacted behavioral patterns. The DISC component showed a high compliance factor, which means she had a strong need for accuracy and structure. Under normal circumstances, this could be an asset, but under stress, it became a challenge. Her heightened need for precision clashed with the flexibility her role required, leading to friction and inefficiency.]
speaker-1: [That was such a critical finding. Then there were her motivators—the drivers behind her strengths and weaknesses. The assessment pinpointed where she excelled but also uncovered areas where she felt undervalued and disconnected from her work. That disconnect was a key factor in her performance issues.]
speaker-2: [It gets even deeper. The acumen component of the assessment revealed hidden emotional and motivational concerns. While she appeared composed outwardly, the results showed significant frustration and self-doubt beneath the surface. This emotional struggle was affecting her decision-making and overall job satisfaction. She also had a negative bias about her future, feeling blocked and unclear about her career path. That emotional weight was a big part of what was holding her back.]
speaker-1: [What's interesting is how we used historical data. By comparing her current and past assessments, we could see how her behavioral and emotional patterns had evolved over time. This historical context shed light on how organizational changes had impacted her stress levels and performance.]
speaker-2: [Once we had these insights, the next step was creating a tailored development plan. This part is so important—it's not just about identifying problems; it's about taking action. We recommended starting with empathy and co-creating a plan with her input to ensure strong buy-in. Here's what we focused on.]
speaker-1: [First, stress management. Her role was adjusted to include clearer guidelines and consistent procedures, which helped her feel more in control. Second, self-esteem building. This involved regular feedback sessions and recognition of her achievements to rebuild her confidence and sense of value.]
speaker-2: [And the third focus was on clear communication. By aligning team goals and expectations, she began to feel heard and understood. This improved not only her morale but also her ability to collaborate effectively with her team.]
speaker-1: [We also introduced a feedback mechanism to ensure ongoing support. This iterative process allowed for adjustments based on her progress, creating a sustainable path for her professional growth.]
speaker-2: [The results speak for themselves. This case shows how assessments like TriMetrix can uncover hidden challenges and provide actionable insights for development. The tailored plan didn't just help the employee; it benefited her team and the larger organization by preventing burnout or turnover.]
speaker-1: [If you're listening and wondering how you can apply this in your own organization, consider this: Assessments like TriMetrix can be a game-changer. They provide clarity and direction that might otherwise take months—or even years—to uncover.]
speaker-2: [And if you want to become an expert in interpreting these assessments, we offer a comprehensive certification program to get you up to speed. It's a fantastic way to bring this level of insight to your organization.]
speaker-1: [You can learn more and get certified at www.pricelessprofessional.com. Thanks for joining us on this episode of Priceless Professional Development Mini-Episodes! Remember, with the right tools and strategies, you can turn challenges into opportunities for growth. Until next time!]
Leadership Advice #24 w/ SVP Dennis Wallenta
23 May 2016
01:46:17
Learn about Senior Leader Dennis's career: his journey; top challenges and successes; how he prepares for tough conversations; who's had the greatest influence on his career; development tools that have helped him the most
Dennis also shares about how he uses two coaching tools: Feed Forward and Triad Coaching Calls. (More about these tools, as shared in Podcast #23)
Timing on Recording: @ 2:00 ---
Topic 1: Background and Career Insights From Dennis
Background on TPI and Dennis Wallenta's Bio
1) Fun Question - What is your favorite possession? 2) Most challenging moment as a leader. Most rewarding moment as a leader. 3) Your journey as a leader… What's your story? Who has had the greatest influence on you in your career? mattered the most to you? What education, books and/or training programs were instrumental to your development?
Dennis Answers: What difference does it make? Why does it work? What helps? What hinders? What advice would you give to leaders who are thinking about using this Feed Forward?
Dennis Answers: How do you approach these type of facilitated calls? How these calls make a difference. What advice would you give to leaders who are thinking about using the Assessment Triad Call?
Podcasts and Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Magic Motivation Tools #23
18 May 2016
00:46:22
Show Notes:
Overview of Episode #23. The following topics are covered:
More Information about two development tools: Feed Forward and Triad Coaching Calls
What they are and why they work
My perspective and hear from a Senior Leader who's used both tools
How to use each tool - download step-by-step guide
Tips to make them more effective
Timing on Recording: @ 3:50 ---
Topic 1: What is Feed Forward?
A future focused way to get feedback for improvement. Simple three step process that focuses on the future, where you ask others for ideas for improvement.
Three Steps: 1. PICK ONE: Pick #1 behavior you most want to change and want to get suggestions from others about to improve 2. ASK & LISTEN – ASK: "I'm focused on doing a better job of (insert focus area here). Do you have any ideas or suggestions for me?" LISTEN to EVERY suggestion without defensiveness or push back. GOAL:-Get as many ideas as you can. 3. FOLLOW UP- determine top themes – use them as your development and in a coaching process (create a Dashboard top 3 to 5 priorities) See more about the Dashboard Podcast #20 Also follow up by reporting back to the people who gave you feedback – what you're working on.
Why it's magic... my experience.
16:06 - SVP Dennis Wallenta shares about his experience with Feed Forward
Topic 3: Second Magic Motivation tool Triad Coaching Call
What is it? Three way call with me, a manager and employee who's completed a TriMetrix Assessment. Usually my second coaching call with a person who's being coached and/or received an assessment. 60 minutes. Employee and Manager Agenda in advance.
Senior Leader, Dennis,"We've never had a bad triad call." "window of sharing and honesty" –"measurable change and improvement"
Books and Podcasts Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Effective Course Correction Conversations #22
23 Mar 2016
00:44:36
Overview of Episode #22. The following topics are covered:
Conversation model to help you effectively handle conflict, performance issues and sensitive subjects in a calm, confident, get results way four simple steps
Greatest possibility for Building trust, cooperation and buy-in
#4 in a four-part series on Accountability
Questions for Suzie? Call 770-578-6976, suzie@pricelessprofessional.com
Timing on Recording: @ 2:15---
Topic 1: Three Other Accountability-Focused Podcasts
#21 How Amazon Creates a Culture of Accountability - An Interview with the Author of The Amazon Way How amazon does it – expectations/ metrics = dashboard/expectations (LOT OF TIME) If metrics are right and everybody has them – then – the conversations feel less personal, and people understand that there will be conversations; "Social cohesion is the enemy of accountability…" I like you, I want us to be friends, I don't want to be the bad guy/gal" - No secrets – leader goes first – admits what's not working, why, action plan…
Timing on Recording: @ 8:50 ---
Topic 2: Effective Course Correction Conversation
How do you prepare so that you can have an effective course correction conversation – one that will help you clearly state the problem and get buy-in to begin make changes?
Conversation a dialogue a back and forth where all of the information is shared and discussed with a focus on eventually coming up with a plan, together
Awkward at first – clumsy – each time, easier, faster, more natural…
First step is W- Warm Start– that is to begin the conversation with a calm and open demeanor.
The next is: P – for Problem. This is where you state the problem and then you ask the other person, their view.
Once the problem's been thoroughly discussed and there's been some agreement on it, you move to the next step, S – Solutions.
Once one or more solutions have been selected you go to the fourth and final step with is: A-Agreement. This is where you confirm what actions will be taken and you set a time and date for review.
That's it: WPSA.
Timing on Recording: @ 14:00 ---
Topic 3: Let's Go Into Detail Around Each Step...
Warm Start. FOCUS: Make the conversation as comfortable as possible given the circumstance.
CHARACTERISTICS: • Be Sincere and Real • Be Specific • Express what's right about this person, situation • If the situation is super tense: at a minimum take the scowl off your face and offer warm eye contact, a firm handshake and calm demeanor.
The next step is to into to Stating the Problem FOCUS: State and Get Agreement on the Facts. Plan what you say in advance. There are two steps.
CHARACTERISTICS: Step 1- You share your view of the facts, what you've seen and heard Be succinct, be direct Do not ramble.
Step 2- Ask: What's your view of this? Listen Aggressive – to understand. No, "Yea, but..." Just listen & ask questions. Breathe!
Step 3 - SOLUTIONS- FOCUS: Only move to solutions after you've both come to some agreement about the facts. Let the other person start first
CHARACTERISTICS: Part 1: Ask, "What ideas do you have?" Questions to use: "Tell me more." "How would that help?" "What obstacles (or problems) would this create or cause?""Do you have any additional ideas? Breathe! Part 2: Share your ideas after the other person shares
Part 3: Discuss Options and Decide What's Next
You wrap up the discussion with an important, very simple step, Agreement. This simple step gets skipped over often. If you skip this step – you've blown it. If you do not confirm what you heard with what the other person heard – you do not have a commitment.
FOCUS: Recapping What's Been Discussed. Confirming commitments.
CHARACTERISTICS: • Get the employee to restate the plan, agreement –"So Jim, we came up with some great ideas for improvement today – let's recap with you sharing what your plan is…" Add anything that needs to be added or clarified. • Add measurements • Schedule a specific time for follow up
That's WPSA.
Timing on Recording: @ 35:00 ---
Topic 4: Your Turn - Get Out a Piece of Paper
WARM START: How will you start the conversation? What will you do to demonstrate sincere care and appreciation.
PROBLEM: Step 1 – Describe the problem succinctly and factually. Step 2 – Ask, What's Your View? (listen)
SOLUTIONS: Ask, What ideas/ solutions do you have? (listen) List the ideas/suggestions you'll make here:
AGREEMENT EE Restate agreed upon solution. What date and time will you recommend for follow up
Hardest parts – 1) stating the PROBLEM clearly, succinctly, factually and 2) listening to understand
I remember one of my leadership class participants, Joe, a seasoned manager who was very skeptical of the steps we're about review together. He didn't think they would work. I challenged Joe to try it and then, if it didn't work he wouldn't have to come to class again.
When we met again the following week, he stood up and said, "Well, I guess I'll continue to come to class because this stuff works!" He tried the communication template with one of foremen who had some safety issues and in the past had been defensive.
Joe exclaimed, "I followed every step. It felt a little awkward to me, but my Foreman didn't seem to notice. We had a good discussion and we made progress. He didn't even stomp out like he usually does."
So if you're skeptical – I understand. But I will also challenge you – try it first. Okay?
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Creating a Culture of Accountability - The Amazon Way #21
13 Feb 2016
01:14:22
Overview of Episode #21. The following topics are covered: Get an inside look into how Amazon creates a culture of accountability with Author of the The Amazon Way John Rossman:
John shares three key actions every leader can take to create more accountability for themselves, their team and their organization
The number one thing every leader at Amazon obsesses about
The three Amazon leadership principles that you can use to create more accountability on your team and in your organization.
Find out why 'social cohesion' is the enemy of accountability
Contact Suzie Price at 770-578-6976 or suzie@pricelessprofessional.com
Timing on Recording: @ 2:25 ---
Topic 1: John's Background, Contact Information, Fun Information and Challenges and Reward with John as a Leader
John's favorite guilty pleasure tv show and favorite possession
"In accountability a lot times it's not a situation you made, but you have to own it."
"The best leaders...commit to it, there's no more hesitation, nor more pointing fingers or hedging...they really own it."
Mantra: "I try to not drive looking through the rear view mirror, I only drive looking at the windshield."
"You have to own your dependencies well beyond your current scope... you have to go upstream and downstream..."
"Amazon does not let the organizational structure get in the way of ownership. Don't let your org structure get in the way of doing the right thing."
Timing on Recording: @ 30:00 ---
Topic 2: Describe what a culture of accountability looks like and the benefits, through examples at Amazon or in other companies, who have figured this out.
Combination of habits and techniques
Individual - understanding your daily priorities, really important.
Team - orient around metrics - the metrics must have a logical flow and created thoughtfully -Amazon spends most of their time in getting the metrics right -Create a weekly rhythm around reviewing a consistent set of metrics -Every metric is owned by one person - make sure somebody owns it
Organization - managing dependencies, other factors that you lean on to get your results - Trust but verify, everybody would dive into your business - this was usual and not personal; "This is how we manage together as a team..." -Leaders have to say and give permission for this - so that everybody is doing this... -Metrics can be THE way to run the business... -"In God we trust, all others must bring data."
Timing on Recording: @ 49:00 ---
Topic 3: The top 3 things that most get in the way of leaders/managers building a culture of accountability on their team and in their company
Leaders are Right A Lot – understand the details, dive deep, great metric, experience and intuition to know what's right Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
Having a Bias for Action – know the right time to analyze and the right time to take action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
Be Vocally Self Critical - demonstrates that they are on top of their business, when leaders act this way – it gives permission to challenge others and builds trust. "How can we get better?" Speak up make sure the truth is heard… Honest feedback. "open his kimono --- there is simply no other way" Blend - Humility and will. A 1990's phrase @ Japanese silk robe - kimono - that means that everyone should share data. There should be no secrets between those in the meeting. everyone shares all the information they have with everyone else "honesty, bare and open" no holding back.
Deliver Results The results and being accountable for them
Have to get over social-cohesion. This is the tendency for groups and individuals to want to get along so much that we don't hold each other accountable. It can be one of the enemies of accountability. Metrics and managing dependencies in a good and deep way can help with social cohesion. We don't want group think.
A good leader gets results, hold people accountable and can get along with people. Hard to do.
Timing on Recording: @ 57:00 ---
Topic 4: Which Principle Has Helped Your Career, Advice to 30 Year Old Self and Billboard Anywhere What Would It Say, Advice to Every Leader
Bias for action
Get comfortable with unproductive time; Not always taking over situations or being the driver of an agenda
Advice to 30 Year Old Self: eat less sugar - have more unproductive time, your greatest personal strengths can become your weaknesses in some circumstances - "It's amazing what comes to you when you leave one hand open..."
Billboard: You have to be willing to be misunderstood. (To do hard things or to make change.)
Advice: Focus on the metrics of your business, be very thoughtful, slow down and really think about the metrics.
The Amazon Way: 14 Leadership Principles
1. Obsess Over the Customer Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.
2. Take Ownership of Results Leaders are owners. They think long term and don't sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say "that's not my job".
3. Invent and Simplify Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by "not invented here". As we do new things, we accept that we may be misunderstood for long periods of time.
4. Leaders Are Right, A Lot Leaders are right a lot. They have strong business judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs.
5. Hire and Develop The Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.
6. Insist on the Highest Standards Leaders have relentlessly high standards - many people may think these standards are unreasonably high. Leaders are continually raising the bar and driving their teams to deliver high quality products, services and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.
7. Think Big Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
8. Bias for Action Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking.
9. Practice Frugality Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.
10. Be Vocally Self –Critical "How can we get better?" Speak up make sure the truth is heard… Honest feedback. "open his kimono --- there is simply no other way" Blend - Humility and will.
11. Earn Trust Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team's body odor smells of perfume. They benchmark themselves and their teams against the best.
12. Dive Deep Leaders operate at all levels, stay connected to the details, audit frequently, and are skeptical when metrics and anecdote differ. No task is beneath them.
13. Have Backbone; Disagree and Commit Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. Leaders have conviction and are tenacious. They do not compromise for the sake of social cohesion. Once a decision is determined, they commit wholly.
14. Deliver Results Leaders focus on the key inputs for their business and deliver them with the right quality and in a timely fashion. Despite setbacks, they rise to the occasion and never settle.
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Accountability Series:Setting Perf Expectations the Easy Way #20
19 Jan 2016
00:40:26
Overview of Episode #20. The following topics are covered:
Focus: Helping Leaders Create a Culture of Accountability on their team and in their organization.
I share a seven question quiz to test your understanding around performance expectations.
I show you how to use a three step model, the Job Dashboard, as an easy way to create and share performance expectations and keep people accountable.
Book Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Contact me at: 770-578-6976 or suzie@pricelessprofessional.com
Timing on Recording: @ 1:48 ---
Topic 1: Performance Expectations - Seven Question Quiz - Test Your Understanding
What client Jim shared and how that prompted this Series
Upcoming programs in this Accountability Series
Quiz (Agree or Disagree): 1) When team members help set their own performance expectations they tend to underestimate what they can accomplish.(Agree or Disagree?) 2) Not all performance expectations can be stated so that they are measurable.(Agree or Disagree?) 3) The best performance expectation plans are loose and flexible. (Agree or Disagree) 4) Not all expectations have to be written. (Agree or Disagree) 5) Most team members do not like have performance expectations. (Agree or Disagree) 6) Specific performance expectations help a manager evaluate a team member's performance. (Agree or Disagree) 7) Having team members share their performance expectations promotes team work. (Agree or Disagree)
Timing on Recording: @ 12:16 ---
Topic 2: Story/Analogy That Explains What a Job Dashboard Is...
A Job Dashboard is a performance management and hiring tool that succinctly describes the top three to five performance expectations (or priorities) that are crucial for superior performance in a position. The employee gets involved in deciding what actions he/she will take for each of the Dashboard Expectations or Priorities and it is referenced often to track progress or breakdowns.
Dashboard Story...
Here is an EXAMPLE of one Performance Dashboard for a Senior Customer Service position: Priority #1.) Customer Satisfaction provided at required levels. Priority #2.) Become a product expert & learn new features as they are released. Priority #3.) Complete all orders and requests according protocol. Priority #4.) Train and mentor new customer service reps.
Timing on Recording: @ 20:45 ---
Topic 3: How to Create a Job Dashboard
A simple three-step goal setting guidelines process that is easily remembered with the acronym: R.P.M. Can use post it notes.
1. R. Respond & Brainstorm Question
What must happen or the job has failed?" Or said in a positive way, "This must happen in the job for superior performance…" Think about the job and past people in the job. Think about what you liked and what was a 'disaster'. Brainstorm your answers.
2. P. Place Responses, Create Headlines & Prioritize
Group all of the answers you brainstormed into 3 to 5 categories. Create a summary statement or headline for each category.
3. M. Metrics Are Added & Interview Questions Selected
Select measurements for each category. Create and select the best interview questions for each.
You can create: • By yourself (I do this for my own position) • With the employee • For a position you are filling - include three to eight subject matter experts (SMEs) who have a vested interested in the success of the Position. (I facilitate these types of discussions.)
The main objective here is to just have a Job Dashboard for every Position. If you can't get a group of SMEs together, do it by yourself.
Why a Job Dashboard Matters and How It Helps You: - Helps you and the employee get very clear about what's important and what matters the most. Promotes clarity and purpose. Eliminates confusion. - Improves ownership of their job and makes accountability conversations objective and non-threatening. - Help you have clear, honest and straightforward performance review conversations with every employee. - Helps new hires focus on what matters most for success in their new position, setting them up for quicker up time, less overwhelm and a greater probability of success.
Timing on Recording: @ 28:20 ---
Topic 4: Conversations With Your Employee
Review top priorities with employee, ask their view
Get the employee to share actions they are willing to take
Negotiate any actions that are too high or too low - get clarity and agreement around what the actions will be.
Create the measurements TOGETHER, AFTER you've agreed on the action.
Have the employee repeat back to you what was agreed upon in the Dashboard. Make sure you are both on the same page.
Schedule a time RIGHT THEN - open your calendars and schedule a time to meet and follow up.
Timing on Recording: @ 35:07 ---
Topic 5: Get the Employee Involved
Job Dashboard, three steps, get the employee involved = more commitment, motivation and cooperation.
Once set YOU MUST hold team members accountable to them.. Follow up, reference them… and support their performance by providing resources, encouragement, providing performance feedback and coaching, and recognition.
When hiring and interviewing the Performance Dashboard helps: - Avoid the three biggest interview mistakes, because it keeps interviewers focused on the skills and attitude that are most important for success in the job. - The interview team ask the right interview questions because all interviewers are 'on the same page' around what's most important in the job. - Focus on the right final selection criteria so that the interview team does not over-focus on the candidate's likability and/or background. - Create clearer and more specific job postings so that you attract candidates who are a great match to the position. - Delivers a consistent message to all candidates and new hires about what's expected in the job. - Leaders do a much better job of instilling confidence in new hires and setting them up for success.
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Accountability Series: Three Step R.E.V. Process for Leaders, #19
06 Jan 2016
00:47:01
Show Notes:
Overview of Episode #19. The following topics are covered:
Kicking off a series on Accountability - will have 3-4 podcasts devoted to this topic
Key superior performance skill/attribute: Personal Accountability tools for looking for that skill in candidates.
R.E.V. - A three Step accountability process. A mind map of things to consider as a leader – to help an employee get on track and to improve accountability.
Books Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Topic 2: What R.E.V. Stands for and Why It Works...
R.E.V. Performance Improvement Process to build an action plan for this employee. Here are the steps we used: R. Remove Obvious Barriers E. Expectations for Performance V. Verify Job Fit
Why R.E.V. works: - Leader takes responsibility for his/her part by taking positive action - Gets the leader "into" the situation – instead of pointing blame and feeling frustrated - It demonstrates the skill of someone with strong personal accountability - It is a Mind map and thought process for determining next best action steps - Lays the ground work for future conversations so that they can be clear, direct, helpful and specific - Ensures accountability if steps are completed - Clears confusion – helps leader think objectively
Timing on Recording: @ 24:25 ---
Topic 3: R. Remove Obvious Barriers:
Questions for Remove Obvious Barriers (R):
Does this employee have the right tools, experience and training to do the job?
Are there structural team or company issues getting the way?
Are you leading, managing and supporting the employee in the best and most effective way?
Actions Mike Decided to Take:
1. Provide more mentoring and training by having this employee spend a few hours a week shadowing a high performer, in the same role, at another location and scheduling him for relevant skill training. 2. Review processes for approval on ordering items – leader Mike has been a bottleneck around that. 3. Mike also – recognized his desire to control everything – and that he had not specifically given this new supervisor the authority to take action – micromanaging him, he vowed to give him more responsibility and the authority to take action. 4. Mike will review the DISC Communication Style Video and Style Cheat Sheet to adapt his communication style match this employee's style and needs. 5. Throughout Mike's career, including time in the military, he ALWAYS did exactly what his leaders asked of him. Lately, he's been frustrated with many of his younger employees who are not similarly motivated. To gain a better understanding of what today's younger workers need, he decided to listen to this podcast: How to Train and Retain the Millennial / Generation Y Employee for ideas on how to engage this person and the other Millennials on his team.
Timing on Recording: @ 30:44 ---
Topic 4: E. Are Expectations Clear?
Questions for: Are Expectations Clear?
Does this employee clearly understand top focus areas and priorities in the job and have they been discussed?
Has the employee had the opportunity to help craft the actions and measurements for each performance area? (Getting the employee involved will improve his buy-in.)
Once performance expectations are in place, are employees held accountable to them? Are they reviewed regularly to check progress?
Actions Mike Decided to Take: 1. He realized that the elaborate checklists he's been using, while accurate are probably overwhelming to someone new in the industry. He decided to create, with the employee, a Performance Dashboard of the top expectations in the job. 2. Mike committed to hold short employee accountability and trouble shooting meetings around Dashboard progress, success and trouble areas.
Timing on Recording: @ 37:23 ---
Topic 5: V. Verify Job Fit
Questions for: Verify Job Fit (V.):
Is this person a strong fit for the job? Does he match the style, motivators, personal skills, experience and future goals required for success in the job?
Actions Mike Decided to Take:
1. This employee may or may not be a great fit for the job. He will revisit this area in three to six months. 2. If at that time: ---performance has decreased or stayed the same, Mike will take official Company Action Plan and Discipline steps toward termination. ---performance has only slightly improved, Mike will consider having this employee participate in the assessment and coaching process to determine job fit and next-step specific development actions.
Books Mentioned in This Podcast Get a complimentary audio book and support this podcast by using my affiliate link: www.pricelessprofessional.com/audible - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition - The Oz Principle: Getting Results Through Individual and Organizational Accountability - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Understanding TriMetrix #18
06 Dec 2015
01:05:33
Overview of Episode #18. The following topics are covered:
Understanding Hiring and Coaching Assessment Tool TriMetrix
What It Is and How to Use It
All About Its Rich History and the Science of Axiology
How to Read and Understand the Dimensional Balance Page
Topic 1: Personal Story and Why People Do Not Work Out
A Personal Story: When I first realized how challenging it can be to hire the right person for the job – a tough lesson.
Reasons why people do not work out.
Georgia Labor Commissioner Mark Butler shared 69% let go due to lack of personal skills
Cost of turnover 1.5 to 8 times salary – silent killer of Corporate Profitability
Timing on Recording: @ 14:37 ---
Topic 2: What People Bring to the Job
My Car Analogy
Have to get away from, "Anyone can be trained to do any job." "With enough training & try hard enough any one can excel…"
People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators.
Fit Matters
Our data shows that one assessment is 60% predictable – good fit- in successful hiring; two assessments are 80% predictable in successful hiring and three assessments are 93% predictable in successful hiring.
Department of Labor recommends three views of a person
Assessment Results should account for less than 30%
Timing on Recording: @ 17:00 ---
Topic 3: What Is TriMetrix?
What makes TriMetrix unique - tri-modal assessment = three views
Dr. Hartman quote, "Are they going to be happy? Are they going to be productive? Will they want to stay? Will they own their job? Will they contribute their talent generously?"
Topic 4: History of TriMetrix and About the Science of Axiology
Formal Axiology is a logic-based science
When we make decisions and take action-we use our mental and emotional capacities to do so. Sometimes we take the right actions and make the right decisions, sometimes we don't
Axiology is measuring the quality of our judgment and decision-making by gauging both our mental clarity and emotional orientation and conditioning. Judgement responses reveal strengths and development opportunities.
Dr. Hartman, "This is a study of one's thinking habits."
Robert Schirokauer – 1932 fled Germany fake passport. Rejected communism and believed that 'every life is sacred and that you can't kill people for an idea'
Changed name: Robert S. Hartman. 12 books, hundreds of articles, 1970's – companies like Seimens, Volkswagen, Alcoa Aluminum were using HVP.
Hartman's vision was to give us the means to recognize and fulfill "the good" within each of us, thereby enriching our lives. By applying these principles on a broader scale, we may also enrich our world and make it a place of more "goodness" and peace.
Serves as a roadmap – pointing where we are and where we can go – to full self-actualization
How people judge, think and process.
TTI SI is powered by its three decades of research, conducted by Target Training International, Ltd. data pool of millions of individuals collected over these decades. They have four patents.
I become certified in 2004.
Timing on Recording: @ 33:20 ---
Topic 5: Understanding How We Make Decisions – Three Dimensions of Thinking from Axiology and Dr. Hartman, The Dimensional Balance Page and Personal Skills
How does axiology do this? Three main thinking dimensions.
We all use all three dimensions in our thinking and decision-making to various degrees. We think and feel in all three dimensions, fluidly, all the time.
Young Man on a Cruise – SYSTEMIC: I'm here to meet women; EXTRINSIC: Three days, tall women with brown hair; INTRINSIC: I met the love of my life
How this relates to TriMetrix & Dimensional Balance page… The higher the score = high clarity = high capacity – "I can do this with ease – it will be a strength."
External and Internal – Six areas: - External- Understanding Others –"stepping in the shoes of others…" Listening skills, empathy and degree of emotional distance, ability to build trust and rapport. Ability to adapt to others. - External- Practical Thinking -Common Sense -social norms, can do or frustration in getting things done. Understanding functions at work, apply resources. - External- Systems Judgment - understanding the system and order, approach to authority, understanding of rules and whether embrace them or rebel against them. Big picture, structure and order. - Internal- Sense of Self -Sense of inner worth, Comfortable in own skin, below average – hungry for achievement or tendency to burn out-does not take care of self. - Internal- Role Awareness – changes – impacts resiliency, self-management, internalized role, understand place in the world, if high + - no barriers to their drive/motivation/pride in role - Internal- Self-Direction - ideal self. Self-discipline, self-image, project self into the future
Proxy Statements – 78 quadrillion ways to rank the items, First Set of 18 – good to bad, Second Set of 18 - agree to disagree
Clarity - How well the respondent understands the dimension Based on how the 18 statements were ranked - 4-6 low, 6-8 medium, 8-10 high
Personal Skills – research --- required at some level for most jobs; all are job related. most jobs only require Mastery of seven, 18- 20 high = high performer, high capacity
Research – Top Personal Skills in Leaders: Personal Accountability, Goal Achievement, Interpersonal Skills, Leading Others, Persuasion.
M.O.R.E. Motivation #17
15 Oct 2015
01:08:11
Show Notes:
Overview of Episode #17. The following topics are covered:
Overview of the Six Motivators
Four Step process for MORE Motivation - How to double your levels of motivation and energy, in 70 days - How to use this info you help your ee's do the same - Understanding potential blind spots so you can manage them
Five interview questions to ask candidates
Complimentary offer
Timing on Recording: @ 0:02:25 ---
Topic 1: Suzie's Real-Life Story Around Mis-Matched of Motivators, What the Motivators Are and About the Workplace Motivators Assessment
The Workplace Motivators is an Assessment used to reveal what puts gas in your tank. DISC style – what people see, WM – not seen, but they drive your behaviors. I use this assessment in team building, training – leadership/sales/interviewers and in hiring.
Your Assessment results explain why people do what they do.
Your top two motivators, according to the assessment, are your top strengths, preferences and where you thrive.
Timing on Recording: @ 0:16:08 ---
Topic 2: What are the Six Motivators?
The Learner/Intellectual motivator – She will research market trends and actually become trained in the workshop and become certified in the assessments so she can train other people to teach the class. She will focus on gathering all the necessary information. (Einstein, Professors, Journalists)
The Business Person/Resourceful motivator – He will focus on sales and figuring out what the budget should be. (82% of all top sales people score #1 in this area…) Work hard and long for economic return and want to reduce waste. He's going focus on how to maximize return on investment. (Donald Trump, Investors, Sales people)
The Serving Others/Altruistic motivator she will coach people who've completed the assessment before and after each workshop. She will also mentor the new trainers and coaches mentor as they are out around the country teaching, making sure their needs and interests are taken care of (Mother Teresa, princess Diana, coaches)
The Balance Seeker' Harmonious motivator he will focus on using his talents in design to make sure that the marketing materials look and feel just right. He will also oversee how the PowerPoint slides and workbooks look, ensuring just the right look and pleasing aesthetic. (Martha Stewart, Walt Disney, architects, designers-marketing, web, interior, landscaper)
The Power Player/Commanding motivator she will be the public image and face of the training program – making speeches to groups and attending networking meetings all over the country. She'll help lead the team and stay focused on thinking outside the box, getting visibility and advancing her own and the team's image. (Professional speakers, politicians, entrepreneurs, sales – networking)
The Principled /Process and Order Keeper motivator he'll drive the efforts for standard operating procedures for all employees and for the roll-out of the program. He'll monitor and enforce the rules to ensure that the traditions of the company stay strong. He'll also oversee that the budget – checking to make sure that everyone is following the budgetary guidelines. (Ministry, policeman, CFO)
Motivators help answer these four questions, a quote from 1960 by Dr. Robert S. Hartman, the Founder of the Science of Axiology: "What am I here for in this world? Why do I work for this organization? What can this organization do to help me fulfill my meaning in the world? How I can help this organization help me fulfill my meaning in the world?"
Timing on Recording: @ 0:30:25 ---
Topic 3: M.O.R.E. Motivation – The First Two Steps, Questions for Candidates
There are four key actions for getting MORE Motivation, they are M. Motivators and Strengths Matter O. Observe, List R. Re-Fuel Daily, Check Blind spots E. Embrace Differences
M. Motivators and Strengths Matter. This first step for MORE motivation is a reminder about the power of using your strengths every day.
O. Observe and List Begin OBSERVING your actions and energy and creating your own list of your top 5 strengths are - It's empowering to know what you're good at, and it's thrilling to spend your time focused there! Go to Episode #2 for five simple, but revealing Observe and List Actions You Can Take:
"We have the energy to do what we want to, and we never have the energy to do what we don't want to do, and we always want to "do" our strengths and motivators."
"People bring who they are to the job – and who they are is not only their background and experience, but their natural style, strengths and motivators."
Five Questions to Ask Candidates: Just ask the questions, and listen closely. Don't let the candidates off easy by allowing them to give you vague and general answers, be sure to press them to give you specific examples for every answer.
What jobs have you enjoyed the most? Why? Please share specific examples of what you enjoyed.
What jobs have you enjoyed the least? Why? Please share specific examples of what you disliked.
Give specific examples of past environments you worked best in.
Give specific examples of past environments that did not work well for you.
What kind of responsibilities would you like to avoid in your next job? Why?
Timing on Recording: @ 0:38:42 ---
Topic 4: M.O.R.E. Motivation – 1% a Day and in 70 Days, You're TWICE Improved & Step 3 R. Refuel Daily, Check Blind Spots
Small efforts add up! Pick one: Option #1 - $3 million in cash this very instant OR Option #2 - A single penny that doubles in value every day for 31 days.
If you chose Option #2, the penny, you're going to be very pleased with yourself. That's because on Day 31 you'll have $10,737,418.24! That's over three times more than Option #1, the $3 million in cash!!
The "magic" of compounding: The Compound Effect by Darren Hardy. (Download this book for free! Get a complimentary audio download with a free 30 day trial by using my Audible.com affiliate link.)
Take 15 minutes a day to use your strengths and motivators more, which is 1% a day, and your efforts will add up. Do this for 1% a day and in 70 days, your motivation will be twice improved.
Top Stressors for Each Motivator
What's a blind spot? Well, blind spots point to ANOTHER advantage to Observing, Listing and knowing your top M&S - that we've not even talked about yet – because your top strengths and motivators can become so second-nature to you, you often don't even realize when you're overusing them… We all have blind spots.
"Any virtue carried to an extreme can become a crime."
Pride around what you value (your top motivators) can lead to unintentional judgment and conflict, "I'm right, you're wrong."
"One person's crazy is another person's refreshing."
Hire people who match the job so that you have stronger intrinsic commitment to the work; and for the people already there – pay attention to their strengths and help each person become aware of them and use them as much as possible.
This step is a reminder to not judge yourself for having differing interests from others, and to not judge others for their interests. Pushing against difference is usually the root cause of personal and professional conflict.
Schedule a Complimentary Consulting Call with Suzie – suzie@pricelessprofessional.com
Special offer for the first three who email and schedule a call – two options: 1) two DISC/WM Talent Insight Coaching Reports and access to my private self-study coaching tools web page and debrief video OR 2) One TriMetrixHD Candidate assessment, I'll compare to a national benchmark… written debrief with follow up recommendation.
Schedule a Complimentary Consulting Call or Send Me Feedback: Contact Suzie
STAY IN TOUCH: Are you a leader, trainer or consultant focused on building a Wake Up Eager Workforce? Subscribe to this Podcast Here. You can also sign up for monthly email updates, here. Thank you for being a part of the Wake Up Eager Workforce Podcast!!
Hear Cobb EMC's Director of Talent Management Ron Younker and I talk about how to have those tough conversations. Ron brings real world insight and fresh ideas from his 30+ years of experience.
We cover:
How to Hold Those Tough Conversations
The Power and Simplicity of Holding 'How's it Going?' Meetings…
Performance Management Litmus Test: Four Questions to Ask Employees
A Bright Idea: Peer Mentoring for Growth and Support for Leaders
Biggest Struggles for Leaders in the Area of Performance Management
One Thing You Should Always Do When Having Tough Conversations
Timing on Recording: @ 4:44---
Topic #1: Ron Younker's Backgroundand How to Hold Those Tough Conversations
Will often have "constructive tension"
Create safety
Describe the behaviors - Use the litmus test of "Did I hear it, did I see it?"
Breaking down development: 70% is through experience, 20% comes from mentoring and coaching, 10% training
Help employees move through problems/experiences or pair them up with a mentor, don't just throw people into training.
Timing on Recording: @ 32:40 ---
Topic #2: The Power and Simplicity of Holding 'How's it Going?' Meetings…
Scheduled meetings with employees to stay in touch – make them a regular expectation.
Used to stay in tune with employees – what hurdles they are facing.
Hold more of these if you are in an active coaching situation – meet weekly. But if there are no real issues you can meet every 2-3 weeks.
Let them start…
Usually 30-45 minutes long.
Always asking, at the end, "What can I do?"
Leadership is about enabling people to get their work done.
Timing on Recording: @ 36:36 ---
Topic #3: Performance Management Litmus Test: Four Questions to Ask Employees
1) What are the objectives you are trying to achieve?
2) What are the behaviors and values your department is focused on?
3) How are you doing?
4) What are you doing to get better?
Timing on Recording: @ 44:10 ---
Topic #4:A Bright Idea: Peer Mentoring for Growth and Support for Leaders
Create a "Board" of 2-3 peer leaders.
Consider these folks as your accountability partners.
Confidential discussions.Talk about real issues and challenges and sharing of best practices.
This helps develop a common mindset among all of your leaders.
A lot of companies keep safety at the forefront of their work. We hold meetings about safety every week and month. There is a continuous dialogue. As leaders we ought to doing the same thing so that it all stays fresh so that we're sharing best practices and always learning.
Timing on Recording: @ 50:15 ---
Topic #5:Biggest Struggles for Leaders in the Area of Performance Management
Letting problems fester by turning our heads - do not have the courage to have the conversation – must display courage.
Must realize that having the conversation is a gift you are giving that employee.
Let wise people who've done it before – show you how to do it.
Timing on Recording: @ 53:53 ---
Topic #6:One Thing You Should Always Do When Having Tough Conversations
Take great notes. --- Write out the conversation in advance – this will help you have the courage. --- Create thoughtful notes for recognition and development. --- Demonstrates respect.
Timing on Recording: @ 58:30 ---
Topic #7:Final Notes and Recommended Resources
The Annual Review discussion should never be a surprise.
The role of the leader – developing employees should be near the top, along with getting stellar results.
Hear Talent Connections Owner and Founder, Tom Darrow, a leading Atlanta Businessman and Community Leader share this wisdom and insights from 30 years of professional experience in helping National Corporations formulate strategies to turn employees into their most valuable competitive advantage.
Contact Host Suzie Price at 770-578-6976 or suzie@pricelessprofessional.com
Find out about:
The top two trends Tom shares on how corporations manage talent acquisition;
Actions leaders should be taking right now;
Top trends in employee retention and what actions you can implement immediately;
Timing on Recording: @ 4:25 ---
Topic #1: About Tom Darrow and His Extensive Involvement in Leadership in Business and Community
Overview on Tom's 30 years experience in HR and recruiting
Tom's company Talent Connections, in 2007 and 2008 was listed as one of the fastest growing companies.
Tom serves on various boards in the community and is at the leading edge of national trends in HR.
Timing on Recording: @ 10:00 ---
Topic # 2: Tom Darrow's Background - Fun and Interesting Questions to Get to Know More About Him
Tom designed and built his own mountain hideaway in Murphy, North Carolina. For some inspiration check out his mountain house at mountainmajesty.com.
His most challenging moment in HR
His most rewarding moment as a leader
His journey as a leader and business owner
One thing – most people do not know about Tom
The one person who had the greatest influence on his career
Timing on Recording: @ 31:10 ---
Topic #3: What books and programs have helped you on your leadership journey?
Create your life's purpose and build your life around that
Timing on Recording: @ 40:49 ---
Topic #4: Top Trends in Employee Selection
The major problem now in talent acquisition is the volume of candidates and inundation of communications via email, phone, fax, mail
Ask your employees. With an employee referral program, while it's necessarily automatically ideal for the role, it does go a long way
How can you turn the impersonal hiring process into a positive experience of relationship building between the corporation and the prospective candidate.
What is your sourcing strategy? The key is to specifically narrow down the role so that you have not just a job description, but also, key criteria of what the person is expected to achieve, an idea of their profile, their benchmarks, behaviors, competencies, and so forth.
Be proactive - commence the process of creating the pipeline early. Most companies know within a year, what positions will need to be filled.
Create an employment brand. Get out there, boots on the ground, so candidates want to work for you.
It's not about getting a bunch of candidates for the role. It is about how to find the right one. To assist your client, you must go deeper than just the job description.
Talent acquisition must be seen to be as important as anything else the company does. The objective is to think of talent acquisition as an investment where employees are the competitive advantage.
THE Superior Performance Secret: Simple, Not Easy & Often Missed In this video I share THE main superior performance secret. It's something that most Leaders know, but without meaning to, don't focus on enough. Watch now: http://www.pricelessprofessional.com/superior-performance-secret.html
Timing on Recording: @ 55:40 ---
Topic #5: Top Trends in Employee Retention
The new focus is engagement or re-engagement of employees.
This is a challenge as many think they are not happy and are willing to search for other roles. They may be kicking the tires...
Take a critical look at each of your people and sit down with each one. Do an employment survey once a year, talk to them, get their feedback - what do they like or don't like, help them understand how their role is critical to the company.
Walk up to people every day. Engage them.
Re-engage and re-energize your people.
Timing on Recording: @ 1:02:15 ---
Topic #6: How do you know if you're doing enough?
You never want to be in a position where you think you've done enough
How can you give exceptional client service?
Ask and keep asking - what more can we do? Chick-Fil-A is a good role model for this.
People want to know that they matter. It's not complicated but it is not easy either.
Try to articulate the corporate culture you're moving towards. Have you mapped out what it looks like? What skills and attitudes will they need for tomorrow's culture?
Timing on Recording: @ 1:07:25 ---
Topic #7: What advice would you give to your 30 year old self?
Focus on the long term. Don't get caught up in daily busyness.
Three themes from interviews with centenarians - 1. spend more time with family and friends 2. take more risks 3. do more in this lifetime that will stand beyond your lifetime, that is create a legacy.
What are you doing to build your legacy while you're building your resume?
Timing on Recording: @ 1:11:30 ---
Topic #8: If you were to create a Tom Darrow bill board, what would it say?
"Jesus is The Answer"
We need to heal people. The world is hurting. When we heal, they go on to heal others.
Timing on Recording: @ 1:11:30 ---
Topic #9: Reach Out
Speaking engagements - recruiting, HR, Career Management, Leadership, How to Build A Legacy Not A Resume, Mis-employment, Optimize your career, Intentionally take charge of your career.
Talent Connections specializes in HR, recruitment, executive level searches for key talent.
Mini-Episode 2 - How I Turned My Cranky Christmas Mood Around for More Peace, Love & Happiness
13 Oct 2025
00:06:32
Overview In this AI mini-episode, we explore Suzie Price's transformative holiday story from 2005. Overwhelmed by burnout and a relentless need to please others, Suzie's "cranky Christmas" became a turning point. After weeks of overcommitting to obligations driven by guilt and a desire to meet others' expectations, she realized she had neglected her own needs. This led to the creation of her Y.E.S. framework: a three-step approach to staying grounded in peace, love, and happiness. By saying YES to her feelings, empowering herself to prioritize her needs, and embracing self-care, Suzie has since enjoyed stress-free and joyful holidays. This episode serves as a powerful reminder to set boundaries and align your choices with your values to create a holiday season—and life—that brings true fulfillment.
Key Takeaways from Mini-Episode #2 ---
Acknowledge Your Feelings: Recognize and embrace how you feel as a starting point for positive change.
Empower Yourself to Say No: Take control of your time by prioritizing what aligns with your values and brings you joy.
Practice Self-Care: Treat self-care as an act of love that allows you to bring your best self to others.
Create Your Ideal Season: There's no "perfect" holiday; focus on what matters to you for a fulfilling experience.
Transcript speaker-1: [Welcome to Priceless Professional Development Mini-Episodes! Today, we're exploring a story that's all too relatable around the holidays—feeling burned out and overwhelmed despite all the festive cheer. It's a lesson in finding peace, love, and happiness even during the busiest season, and it comes from our own Suzie Price, who shared her personal holiday meltdown back in 2005. Let's dive in.]
speaker-2: [This story is such a great reminder of how easily we can lose ourselves in the chaos of the season. Suzie's Christmas in 2005 started on a rough note—slamming her finger in a car door while battling freezing, 20-below wind chill. She arrived at her sister-in-law's house feeling cranky and bruised, both inside and out.]
speaker-1: [It didn't help that the rest of the day spiraled downhill. Suzie admitted she drank too much wine, ate too much food, and couldn't shake her bad mood. By the end of the day, she felt completely depleted, physically and emotionally. She was far from the peace, love, and happiness she had jokingly toasted when she arrived.]
speaker-2: [The real turning point came later, after the holidays were over. Suzie found herself reflecting on what had led to her "cranky Christmas," and she realized that her burnout wasn't a fluke. It was the result of weeks of overcommitting to things she felt obligated to do—things she justified with the thought, "They need me."]
speaker-1: [Exactly. Suzie made a list of all the things she'd said "yes" to leading up to Christmas: a mid-December training in cold Pittsburgh, a stressful last-minute work project, a guilt-driven trip to see her parents, a dinner party with retired family friends, and three separate Christmas parties—all because she felt others were depending on her.]
speaker-2: [And that's the crux of the problem. In trying to meet everyone else's needs, Suzie completely neglected her own. By saying "yes" to everything, she burned herself out and became emotionally unavailable to those she cared about most.]
speaker-1: [This reflection was a game-changer for Suzie. She realized she needed to approach the holidays—and life—with a different mindset. That's when she created her Y.E.S. framework, a three-step approach to staying grounded in peace, love, and happiness. Let's break it down.]
speaker-2: [Sure! The first step, 'Y,' stands for saying YES to your feelings. Suzie learned the importance of acknowledging how she felt instead of ignoring it. She realized that unacknowledged feelings often lead to burnout, frustration, and, in her case, overindulgence during the holidays.]
speaker-1: [Her mantra for this step is so simple yet profound: "I am where I am, and where I am is good. Knowing where I am helps me get to where I want to go." It's about being honest with yourself and using that honesty as a starting point for change.]
speaker-2: [The next step, 'E,' is about empowering yourself to be deliberate about what you say yes to. Suzie recognized that she couldn't control other people's expectations, but she could control her own choices. By prioritizing what brings her peace, love, and happiness, she could make better decisions about how to spend her time.]
speaker-1: [Her mantra here is another great reminder: "I am responsible for how my life feels, so I will make more deliberate decisions about how I use my time." It's about taking ownership of your happiness and setting boundaries that align with your values.]
speaker-2: [The final step, 'S,' encourages you to be selfish enough to tune into what you need. Suzie realized that self-care isn't selfish—it's an act of love. When she prioritized her own needs, she was able to show up as her best self for others.]
speaker-1: [And her mantra for this step is perfect: "The best gift I can give others is my peace, love, and happiness. I can't give it if I don't have it." It's a reminder that we can only truly support others when we're taking care of ourselves.]
speaker-2: [Since adopting her Y.E.S. framework, Suzie hasn't had another cranky Christmas. She now feels more in control, more present, and more joyful during the holidays—and throughout the year. Her story is such a powerful example of how small mindset shifts can have a big impact.]
speaker-1: [It really is. The key takeaway here is that there's no such thing as a "perfect" holiday season—there's only the one you create, based on your values and priorities. By saying yes to yourself and setting boundaries, you can find peace, love, and happiness, no matter how busy life gets.]
speaker-2: [Thank you for sharing Suzie's story and the Y.E.S. framework. It's such a valuable tool, especially during this time of year. For our listeners, we hope this inspires you to take a step back, set boundaries, and focus on what truly matters.]
speaker-1: [Thanks for tuning into this episode of Priceless Professional Development Mini-Episodes. Remember, your peace, love, and happiness are priceless, and prioritizing them is the best gift you can give yourself—and others. Happy holidays, and we'll see you next time!]
Being a Best Boss #14
19 Aug 2015
01:48:34
Overview of Episode #14:
Hear former Vice President of Human Resources executive Dr. Randy Reece, a student of leadership, share his insights and wisdom with no agenda. (He doesn't have a book or program to sell, he just wants to help out.)
Find out about:
What Square One leadership is and how Randy used this to be a best boss;
Why Randy asks questions to generate conflict and how questioning can improve engagement;
One question that Randy asks every candidate in leader interviews;
The difference between delegating, dumping and dropping;
Four top Barriers to being a great leader;
How to Overcome Being a Gutless Leader and How to Become More Strategic.
Topic #1: About Chattahoochee Technical Collegeand How I Met Dr. Randy Reece
Overview on Chattahoochee Technical College
One of Randy's past employees, Beth Zullo, tells us why he has been her best boss
Timing on Recording: @ 11:41 ---
Topic # 2: Dr. Randy Reece's Background - Fun and Interesting Questions to Get to Know More About Him
Why his favorite guilty pleasure TV show is The Bachelor and Bachelorette
His favorite possession: His father's car the car he used to learn how to drive
His most challenging moment as a leader
Square one leadership
His most rewarding moments as a leader.
One thing – most people do not know about Randy
Timing on Recording: @ 33:44 ---
Topic #3: My Journey to Leadership and Why Questioning to Create Some Conflict is a Good Thing
More about Randy's journey
Why Randy asks a lot of questions
How conflict creates better ideas
Something HR people should be doing
How to not put fence around people and keep people engaged
Why leaders struggle with micromanaging and why you should change
Timing on Recording: @ 50:56 ---
Topic #4: The One Question Randy Always Asks and Some of His Belief Statements About Leadership
Favorite Question: Tell me what trust means to you.
A Strongly Held Belief: The vast number of employees want to do a good job.
Another Strongly Held Belief: A small percentage of employees want to do an outstanding job. The really good leaders are the ones who can help people move from good to great.
One of the best lessons he learned from a past boss...
Looking at each work experience as though it an opportunity for an apprenticeship
Timing on Recording: @ 1:01:00 ---
Topic #5: The Difference Between Delegating, Dumping and Dropping
The difference between providing a safety net and micromanaging
How to allow people to get close to falling through the safety net so that they grow and take ownership
Timing on Recording: @ 1:08:30 ---
Topic #6: Greatest Influences on Randy's leadership Life and Recommendations to Help Other Leaders
Find an advocate
Formal education
Always understand there is more to learn, always be learning
Authors: John Maxwell and Patrick Lencioni (Get a complimentary audio book download with 30 day trial, at Audible. Use my affiliate link and look up Patrick Lencioni or John Maxwell: www.pricelessprofessional.com/audible )
Topic #8: How to Overcome Being a Gutless Leader and How to Become More Strategic
Have guiding principles to make decision making easier.
Make more decisions.
Go through the strategic thinking process by tackling an easier decision first and make sure that there is a good result to build confidence in your decisions, even if they are not popular.
Do your homework. Answer these questions with trusted team members.(Especially important for Human Resource people.) Why are we doing this? What are the alternatives? What are the implications?
Timing on Recording: @ 1:28:20 ---
Topic #9: Closing Questions
The person that comes to mind when Randy hears the word: Successful
What Randy would put on a billboard
What advice would you give your 30-year old self? -Think strategically -Decide what you want to get out of your career and make that your overriding mission -Be patient and observe - Then think, act and plan strategically -OPA – Observe, Plan, Act
How to reach Dr. Randy Reece: reecer52@comcast.net
Overview of Episode #13: In this episode you'll hear real life examples from real people about their best and worse bosses, what they did that worked or didn't work and the impact it had on them and the business. I share Important research about what you specifically need to do as a leader to improve revenue, increase customer service, drive productivity and reduce turnover. Learn about four important leadership skills you can master to become a best boss!
Important research that tells you EXACTLY what you need to do as a leader to improve revenue, increase customer service, drive productivity and reduce turnover.
Real life examples from three different people about their best and worse bosses.
Four important best boss skills
Contact Suzie Schedule a Complimentary Consulting Call or Send Me Feedback
Kelly Vandever, Speaking Practically, describes her worse boss
It's Sunday night and you are getting ready for work. How did you feel when you were going to work for your best boss? What about for your worse boss?
Favorite quote, "I may forget what you said and did, but I will NEVER forget how you made me feel."
Best Boss Descriptor themes that I've heard over the years, from all types of audiences: that he or she was a good listener; they were fair; they're very knowledgeable; knew their job so you respected them; could be tough, but also kind, and supportive; he was direct and a good communicator.
Worse Boss Descriptor themes that I've heard over the years, from all types of audiences: he or she never listened; they were unfair; played favorites; she was arbitrary in her decisions so I never knew which way they were going to go; dictator; too easy/pushover; cruel, mean jokes; inconsistent; weak, and not honest.
Impact of a bad boss on morale and performance. Kelly Vandever's experience. "We wanted to be heard... innovation comes from people being willing to step up..."
Timing on Recording: @ 21:25 ---
Topic # 2: Gallup's Research: EXACTLY What You Need to Do
Effective leaders per 25 person team: increased profitability through higher monthly revenues (a minimum of $80,000 month) increased customer loyalty, lower turnover and a big increase in productivity.
Gallup determined that high performance teams and the strength of the workplace can be assessed with these twelve questions that are broken down into four main categories that represent the employees mindset.
WHAT DO I GET? 1. Do I know what is expected of me from work? 2. Do I have the materials and equipment I need to do my work right? WHAT DO I GIVE? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? DO I BELONG HERE? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? HOW CAN WE ALL GROW? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?
Timing on Recording: @ 28:14 ---
Topic #3:Four Skills Best Bosses Have Mastered
These four skills:
Easy to understand and discuss.
Just make sense.
Practical and point things you can begin doing more of, right away.
Foundational skills that can be used in every conversation and interaction.
Universal, base line skills for ALL levels of leadership
The acronym to remember the four skills: C.A.L.L. C- Cultivate a positive sense of self in others. A -Address problems quickly by focusing on behaviors and facts. L. Lead by inviting input and participation. L. Listen aggressively.
These skills will help you:
Help people rise to their potential and a higher level of performance
Act quickly and be direct and specific when there are problems
Get to get into the habit of getting people involved n decisions so that they are more committed to the decisions that are made and help you make better decisions
Become one of those very rare leaders who listens to, really listens, to people. (When you master Listening Aggressively skill people will talk about you with wonder and awe, they will follow you and stay with you!)
Timing on Recording: @ 30:15 ---
Topic #4: Cultivate a Positive Sense of Self in Others
Cultivate a Positive Sense of Self in Others - This is the ability to sustain or build self confidence in others.
Kelly shares about her best boss, and how she did this skill really well.
Definition of Sense of Self: This is a measure of a person's awareness of who they are; it is a person's ability to discern their own self-worth.
People ARE responsible for their own sense of self, (background, choices, and more) but you can, as someone's leader, positively influence how well they see or believe in their ability to potentially do something, by your expression, of their value.
What Beth Zullo's best boss did – when she started new on the job.
I'm always thinking, in every conversation, with every personfrom my neighbors to my clients: - Can I cultivate a positive sense of self in this conversation? - Can I make things better by my contribution? - Can I see something good in this person and express it either by my actions or by just listening well or by reminding them of something that they've done well? - Is what I am about to share – going tohelp this person, hurt this person or am I just saying something to make me look good. (From another favorite book: Unleashed! Expecting Greatness and Other Secrets of Coaching for Exceptional Performance )
As a leader – if you can think about yourself as a person who is an advocate for each person's potential and NOT primarily a judge or critic around what is not working, according to Gallup's research, you will create a stronger team.
3:1 ratio - three to one, three positives, for every one course correction
We're talking about seeing someone's potential – and projecting that good to that person through your actions and words.
GREAT leaders – positively influence others.You have to decide that that means something, and that you want to be that kind of leader. Ask yourself: have I left this person, after my interaction with them, in a stronger frame of mind? Have I strengthened them in some way by expressing my belief in them?
Phil Davis shares about finding your "True North" and reminds us that leadership is a sacred duty.
Timing on Recording: @ 49:43 ---
Topic #5: Address Problems Quickly. Focus on Behaviors and Facts
This is the ability to quickly, specifically and factually discuss problems and employee performance.
Behaviors: Facts Specific Objective Rational Creates More Openness to Discussion... and you'll make more progress What you see someone do, things you see and hear
Attitude: Opinion General Subjective Emotional Will Create Defensiveness... will create more arguments. What you think someone is feeling or thinking
Topic #6: Lead By Inviting Participation and Input
This is the ability to improve connection, personal rapport and commitment by inviting participation and exchange of information and opinions.
Gallup survey number 7 out of the 12, in the section where employees are thinking – Do I belong here? And the first statement is: Do my opinions count?
Beth Zullo, how her best boss did this…
Power formula: ED = RD X CD. (Effective decisions equal the (right decisions) multiplied by (commitment to the decisions)
Your employees want and need to be heard…
A very wise leader that I respect greatly and who is one of my best leaders always said, "I may not obey but I can definitely listen."
It's a mature thing to do as a leader, not to shut people down, or not to do the other thing, which is just to have everybody vote. If you do either one of those things too often, it will shut people down and you won't get the level of commitment that you want.
Actions You Can Take: - Sharing information with team members. - Giving team members recognition for their contributions. - Delegating a task to a team member. - Involving team members in decision making. - Asking team members for their ideas about a problem. - Asking team members for their help
Timing on Recording: @ 1:10:13 ---
Topic #7: Listen Aggressively
Listening aggressively is to hear with determination and energetic pursuit, demonstrating a desire to understand.
Here's Beth's best bosses ability to listen well…
Being present with someone is a gift. There's a great quote that I love here. It says, "The greatest compliment that was ever paid to me was when one asked me what I thought, and attended to my answer" Thoreau
A book recommendation: Seven Habits of Highly Effective People. One of the seven habits: Seek First to Understand, Then to Be Understood. So powerful. You want to understand where people are coming from, even if you disagree with what they are saying. Free audio download with a 30 day trial using my link: pricelessprofessional.com/audible
Listening aggressively means that you are focused on hearing in a determined and energetic way. When you are doing it well, you demonstrate your desire to understand by asking questions and listening with NO agenda other than to understand.
Beth shared about her boss and how he made people feel, "It made a person feel good – wow, he heard me."
There are so many people who are not good at listening aggressively. It's, basically, listening to others without interrupting. It's listening and expressing support. It's asking questions to get more information. It's having an open mind, even when you disagree with what they're saying. Even if the other person is being defensive, you stay focused on listening so that you truly understand.
It's a key skill as a parent, coach, friend, family member AND in arbitration and closing any kind of conflict.
Beth Zullo. I wish you well as you move from her role at GGC and goes back into teaching, where she'll be helping middle schoolers.
If you need help with a presentation, and or giving your people to permission to speak contact: Kelly Vandever – Speaking Practically. Her website: www.speakingpractically.com
If you need help to Outsource HR functions, or need consulting on compensation, strategy or business alignment, contact: Phil Davis – Flex HR. His website: www.flexhr.com
Three simple steps to get this class for free: 1) Subscribe to this show via iTunes (for iPhone and iPad users) or via Stitcher and, 2)Leave a Review. 3) Send me an email suzie@pricelessprofessional.com letting me know that you subscribed and left a review, and I will send you materials for: Managing My Team - Building My Leadership Skills Six Week, Self-Paced eCourse
Getting Your Interview Team READY in Five Steps #12
08 Jul 2015
00:39:24
Show Notes...
Overview of Episode #12:
This episode will help you in your interviewing and hiring efforts so that you can be sure to put the right people in the right seats. Build more business success and outsmart your competition by doing the things, in the interview, that help you notice and attract the best employees.
Five Benefits Interview Team is Better Than Going Alone
Take the Free Top Thirteen Hiring Manager/Interview Mistakes Quiz
Contact Suzie at suzie@pricelessprofessional.com or call me at 770-578-6976
Topic #1: Get a Free Audio Download for Podcast Listeners
Timing on Recording: @ 4:00 ---
Audible offering to Wake Up Eager Workforce Podcast Listeners: Get an free audio download and a thirty-day trial, here.
Over 150,000 titles are available. Two books that I recommend, that will help you in the employee selection arena are: Good to Great by Jim Collins and Topgrading by Dr. Bradford Smart. Go to: www.pricelessprofessional.com/audible to get either one for free.
Timing on Recording: @ 7:30 ---
Topic # 2: The Problems with Having an Unprepared Interview Team
Having a unprepared interview team is like going to the grocery store in a rush... The new guy, who sounded great in the interview and the the entire interview team liked him, but turns out he's missing a important 'ingredients' and you end up making the best of what you had, but it's not what you intended, and it's not ideal.
Topic #5: Hiring Process and Five Step READY Interview Team Strategy Meeting
Timing on Recording: :@ 21:30 ---
Here is an image of the Eight Step Superior Performance Hiring Process that I recommend. If the image is not showing in the show notes - here is a link to it online.
Five Step Process R.E.A.D.Y. (get the meeting agenda form, here.) R. Review. Why the Position is open; Timeline for Filling; Job Description Superior Performance Hiring Worksheet; Candidate Resumes of Upcoming Interviews
E. Evaluation & Feedback Selection MeetingScheduled Schedule this meeting 24 hours (or less) after candidate interviews; can be in person or by conference call; make this a mandatory meeting.
A. Assign Interview Focus Areas Focus Area Worksheet: blank – form fill-in online PDF worksheet. Worksheet for focus areas, here.
D.Determine & Create Competency, Behavioral-Based Interview Questions Articles with information and many sample interview questions, here: www.pricelessprofessional.com/hiringarticles You can also get 70+ interview questions, plus interview training, in my self-paced class: How to Conduct An Interview
Y "Why" Sharing by Each Interview Team Member
Topic #6: The "Why" of the Why Statement
Timing on Recording: @ 29:30 ---
What is the Why Statement: Sharing with candidates, near the end of the interview, your answers to: "Why I work for the Company." "Why this position is valuable to the company and the team."
While you are focused on vetting the candidate and you're looking for job fit by asking competency, behavioral-based interview questions, putting on your pleasant but response-neutral face and listening aggressively, you also need to remember that the interview is a mutual selection process.
The best candidates usually have several options that they are considering. They are focused on selecting the best employer that meets their needs. Everything the company does during the interview process reflects on the company brand and the candidate's perceptions as to whether your company is good place to work.
How to use this in the Interview Team Strategy Meeting:
Ask each interviewer to share, in the meeting in round-robin fashion with you and their peers, their answers to those two questions.
Having each interviewer share their "why" statements in the READY meeting helps each interviewer practice what he or she will share. It will also help others who are not sure what to say to candidates share more clearly and be more effective.
Closing the meeting with a round-robin exercise like this ends the meeting on a high note. It also helps everyone remember that while they are vetting.
Help In Creating a Solid Why Statement:
It's important to have a strong and succinct "why" statement and to share it with your candidate as the last step in the TALENT interview agenda. Sharing a powerful and meaningful "why" statement will be one of the last impressions you leave with the candidate.
Step 1. Brainstorm (an uncensored list) all the ideas and thoughts you have around why working at your company and in this role is so great.
Step 2. Pick three to five key points from your brainstorm list that best explain why working at your company and in this position is desirable.
Use these prompts to get your brainstorming started: • Share the organization's mission, vision, and values • Describe the culture as dynamic, stimulating, and growing • Mention low turnover, strong loyalty, and employee commitment • Share about the awards the company has received • Detail the exciting and interesting aspects of the job • Outline the business results the company has accomplished • Talk about the forecast for the future • Remind the candidate of the great location, benefits, leadership, or team.