Culture: Recruiting Juggernaut

Culture is a powerful multi-tool. It slices. It dices. It motivates performance and leads to retention of customers and employees alike.

And… It’s a recruiting juggernaut. Company Culture is a major recruiting unfair advantage.

Recruiting in Two Parts

One aspect of recruiting is getting your openings in front of the right applicants – the perennial need-based marketing problem. That’s what Monster and ziprecruiter and oodles of other jobsites are out there to help with. It’s a tricky problem, a tough problem, and ultimately a simple problem. And that’s not my bailiwick. Part 1: Find people.

The second side of the problem is being a place that’s attractive to top talent. Part 2: Attract people. 

How do you create a company that people want to work for? How do you draw people in, so they’re on the lookout for your postings, and sending you resumes even when you’re not actively recruiting so you can have a full bench? That problem can also be divided in two.

One half of the problem is essentially compensation. Salary, benefits, bonuses, signing bonuses, moving allowances, food in the break-room, and other perks. That’s not my area of expertise either. (Notice I’ve put food in the “compensation” bucket. I’d put time-off, education stipends, and other such things in the same bucket. Most people I read and talk to categorize that stuff as culture. I see it as a result of culture, but not culture itself.)

That leads me to my area of expertise, and the second category of attractiveness – CULTURE. This is the powerhouse of attractiveness. This is where the little guy can compete with the giants in any given industry. The little guy may not be able to compete on salary or benefits. The little guy can compete on fulfillment.

Unfair Advantage in Recruiting

Most companies can’t rely on salary as their recruiting advantage. If that’s you, don’t worry. There’s hope.

At the end of the day, we all want to have a life that’s worth living. Salary can help us get there. It’s tough to live without being able to afford a decent home, put food on the table, etc. So, salary indirectly affects and contributes to a life worth living. I bring in $X dollars/month isn’t the evidence most people point to when it comes to satisfaction or fulfillment. It’s a proxy.

Money allows time for family and friends. It allows for experience like travel, art, sky-diving. Those things directly impact a live worth living. Experience is the key. Experience of relationships, of spacious time, of novelty and diversity. Even for those of us who are more money focused, it’s the experience of status and of wealth (a state of mind). Compensation provides an experience of being valued and being ahead in the game.

Culture is the key.

What’s culture? Culture is the contagious beliefs, attitudes, and behaviors shared in a specific group. And in a company, culture is either deliberately shaped and reinforced, or it happens by chance. Chance culture will usually trend to the baser natures of the people in leadership. It trends toward the lowest common denominator. Deliberate culture takes care and feeding. What’s measured and rewarded is reinforced.

What’s the day-to-day experience of work? That’s the job satisfaction juggernaut. And it’s becoming more so, as the social culture around us focuses more and more on company culture. People are coming to insist that work should be good. exists because of this shift. It’s intended to help people identify where their day-to-day experience will be fulfilling. Company culture, perhaps more than compensation, contributes to a day full of fulfillment and a life worth living.

In a strong culture, people have meaningful relationships with others – whether they ‘like’ each other or not – because they’re collaborating to achieve a shared goal. Their contributions are valued. Their personal lives are given credence and weight and they’re permitted to pursue a balanced life.

Soap Box Aside:

Work-life balance is a fallacy. If you’re trying to find work-life balance, you’ve already lost because you can’t balance one against the other. It’s a false dichotomy. Work isn’t difference from life. Work is a part of life. Strive for a balanced life, and you’ll be more valuable outside of work and at work both because you’ll take a wider view that permits greater relevance to the situation. You’ll put more time in at work when a deadline looms. You’ll put more time in at home when you’ve got a new baby. You can give weight to different events and circumstances instead of keeping an accounting of hours spent and effort given.

By building a culture that reinforces collaboration, communication, recognition, personal growth, community, high performance and achievement, humane choices, constant feedback, relationships of mutual interest and respect… A company’s leadership can create an environment that’s attractive, even if the compensation package is less than competitive. Reputations are built on culture, for better or for worse. Your top producers will be fulfilled, and will talk about their experience with their friends, and share about their experience on social media. The old adage is true – Word of mouth marketing is the best marketing. And top performers’ friends are far more likely to be top-performers as well. Like follows like.

You can’t Surpass Your Culture

Culture is also far more transparent than most of us are generally aware of. Those who are even the slightest bit culture aware will sense any incongruence between the values on the wall, and the contagious habits of those whom they meet and speak to during the recruiting process.

And remember, recruiting by the best begins long before you post a position. Recruiting begins when you open your doors and start to do work. Every interaction your people have with one another, with clients, with vendors reflects your culture and builds your reputation in the marketplace.

And nature loves integrity. Not integrity as in, “Do the right thing.” Integrity meaning, “Of a muchness – cut from the same cloth.” Your sales culture reflects your service culture reflects your collaborative team culture reflects your management culture reflects your leadership culture.

Choose and shape your culture with as much care as you choose and shape your business model and business plan. Recruit powerfully.

What to do today

Here’s your Mighty Good Work Checklist:

  1. Play the long game. It takes time and deliberate action to build a lasting culture to your design specs. It’s an investment, and it pays dividends.
  2. Start Now. Don’t put off starting the long process to shape the culture you want to work in and that others want to work in. It’s not true that every day you wait to start is another day until you have the results you want. Every day you wait, the culture you’ve got (which is imperfect no matter how good it is) gets stronger.
  3. Focus on your people and make work work for them. Your best recruiters are the people who work for you. Want more people like them? Make sure they’re fulfilled by their work and would be proud to bring their friends into the fold.
  4. Broaden your KPI focus for yourself as a leader. You’re responsible for results, yes. You’re also responsible for the relationships with the people who attain those results for you. Their experience is a leading indicator of your long term and ongoing results.
  5. Ask your people to recruit NOW. Dig your well before you’re thirsty. Build your bench before you need people. Ask your people to help you grow your network of people you’d like to work with in the future. Have an ace up your sleeve. (Mix as many metaphors as you can.)
  6. Only hire a sure-fire fit. Don’t hire to fill a seat. You can struggle on understaffed far better than you can carry dead weight. Hire for culture fit (diverse culture fit) and skill, both. If you hire someone who undermines the culture you’re working to build, everything, everything gets harder.

Other resources:

In the podcast episode that’s a companion to this blog post, I mention a few companies who are killing it in this department and past podcast episodes where they share the secrets in their culture sauce. Here they are for your reference.

MGW #17 - “Happy Side-Effects of Channel Partnership” with Jen Spencer

GUEST: Jen Spencer

Twitter: @JenSpencer




Your partners are a natural extension of your sales, marketing, and customer success teams. And they should be treated as such.


These relationships and their health starts at the top.


Fear, uncertainty, and a lack of trust can erode the health of those partner relationships.


What would help your partners be successful in the partnership. Give them access to all information and control that will help them succeed. Expose more to your partners than you may be inclined to.


Alignment at the executive level is key. A culture of partnership and a win-win compensation agreement that doesn’t lead partners to compete with one another lays the groundwork for successful partnership.


Why bring resellers or referral partners on board?


  • They give you access to a community you wouldn’t have access to.
  • Fill in expertise gaps with expertise you don’t have.
  • Give you a regional access you don’t have.


Symbiosis adds value for the customer, and makes the customer very sticky. Customer first drives effective partnerships.


B2B buyers in a SAAS environment can change providers at a moment’s notice. To keep customers, you’ve got to add more and more value.


There are beneficial side-effects to great partnerships.


The differing perspectives and backgrounds of partnering organizations can drive and catalyze innovation.


In M&A circumstances, partner organizations can help to preserve the integrity of the original vision, and the customer service of an acquired company.


Strategies are strengthened by collaborating to develop and implement them across companies.


Understand why you are partnering. Be sure you’re on the same page with your partners. Align your purpose with theirs, or know this is not a right-fit partnership.


Build out partner personas the same way you’d build out customer personas. Be purposeful about partnering.

Build a business plan together.


Relationships are not all about the soft-stuff. Data can help predict what partner relationships will thrive.


Partnership is a human endeavor.


Choosing a partner is as important and nuanced as choosing an employee to hire.


A bad partnership can impact your brand. And without synergy, a partnership will fizzle out. That’s lost opportunity, and wasted investment.


For a long time, partnership seemed like a strategy for large organizations only. That’s not true anymore. Small and startup organizations are using partnerships to catapult them to success.


And lastly, while Jen Spencer is a huge animal lover, she does not trust birds.


Your host on Mighty Good Work is Aaron Schmookler.


And, we’re The Yes Works — Helping to make work good for people, and make people good for work.


Resources mentioned in today’s show:

Aaron’s appearance on Jen’s podcast: The Allbound Podcast

Allbound offers a free version of their platform to help you get started with your channel partner program.
Check out this episode!

MGW #16 - “Drive Learning and Growth” with Elaine Lin Hering

GUEST: Elaine Lin Hering


Across industries, people say that feedback conversations are their most difficult conversations — both giving and receiving.


ONe the receiving end, it’s triggering. On the giving end, you may cause a trigger in the receiver, and you don’t know how it’s being received.


Three kinds of feedback:

  1. Positive feedback: appreciation
  2. Coaching: guidance for improved effectiveness
  3. Evaluation: Tracking against expectations


In order to learn and thrive and do good work, we need all three kinds of feedback.

Feedback is:

  • solicited and unsolicited
  • Verbal and non-verbal


When receiving feedback, people often feel judged.


When feedback is non-verbal, it’s especially hard to interpret.


Principles of Improvisation:


  • Everything is an offer.
  • We are meaning making machines.
  • Be specific.
  • Yes, And. “Tell me more about that.”


Skills for giving feedback is half the equation. Receiving feedback is an equally important set of skills.


We reject feedback for three reasons:

  1. Truth trigger: You’re wrong. You have incomplete data.
  2. Relationship trigger: I don’t like or trust you and your motivations.
  3. Identity trigger: That’s not me. That’s not who I want to be. I don’t want to face the possibility that this describes me or my behavior.


Build awareness as a feedback giver and receiver of the above triggers.


As a giver of feedback, notice and unpack the labels you’re using in giving feedback — and Be Specific. Specificity can help get around the truth trigger by helping people to be clear that we’re talking about the same thing.


As a receiver of feedback? take some time away and assess the feedback away from the stress of the confrontation.


Don’t use vague or uncertain terms that require interpretation, and that will inevitably get different interpretations from different people. “Be more man-like.”


Describe behavior and describe impact instead.


When receiving feedback, observe your first reaction, and then you can choose your response.


Human beings think in labels. It’s our job as givers (and even as receivers) to translate those labels into useful information.


How can you frame the feedback to be in the self-interest of the feedback receiver. How will it benefit that person to make the change you’re suggesting?


As a receiver, if 90% of the feedback someone gives you is off and irrelevant, focus on the 10% that can serve you.


Feedback is information exchange and it’s the fuel and driver for getting stuff done. So, ask yourself, how is feedback going on our team? How painful is it? How effective is it?

We need a mindset shift: Feedback isn’t the “F” word. It’s an opportunity for improvement and accelerated growth.


Neglecting to give feedback insulates people from the reality of their behavior, of the reality of the impact of that behavior. If you aren’t giving me feedback, you’re cheating me out of the opportunity to learn and grow.


There is no learning without feedback.


If you’re giving people feedback, and it’s not working. 1) Look at how you’re having the conversation. 2) Give meta-feedback. “We’ve had this conversation before. There’s a problem here with your making adjustments based on feedback.”


It’s critical to discuss the impact, the results, the consequences of behavior.


As feedback givers, we will never be free of bias. We can work to filter it out. And as feedback receivers, our job is to try to filter through that bias as well.


Your host on Mighty Good Work is Aaron Schmookler.


And, we’re The Yes Works — Helping to make work good for people, and make people good for work.


Resources mentioned in today’s show:

Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William Ury

Difficult Conversations: How to Discuss What Matters Most, by Douglas Stone

Thanks for the Feedback: The Science and Art of Receiving Feedback Well?, by Douglas Stone and Sheila Heen

Manager Tools

HR West, A Professional Conference for HR folks in Northern California
Check out this episode!

MGW #14 - “Thriving Business/ Product, Process, and People” with Eric Johnson

GUEST: Eric Johnson — CFO of Nintex


Nintex is a leader in workflow and content automation. Making more time in workflow for what really matters.


The Eric Johnson approach: When I make a commitment, I deliver on that commitment. That builds respect and trust. Caring about people, and hold a mark of high integrity. And look for creating benefit for everyone.


If you’re great to work with, and you do great work, life goes pretty well.


We’ve never taken venture capital to fund operations.


How are we achieving excellence, growth and recognition? It’s a combination of a few things.


  1. Fundamentally, serve a broad need around something that people care about.
  2. A great distribution model. We’ve done a great job of partnering to distribute and get great results for the customer.
  3. Hire great people. We are disciplined about how we hire, and how we treat people.

If you’re competent, but terrible to work with, we’ll try to help you be better to work with? and ultimately, ask you to move on if you don’t improve.


We’re transparent about how we want to work and what our values are. We onboard with a 30-60-90 process and again at 180 and there’s straight-talk about how they’re living up to expectations.


Through our management training, we work to prepare our managers for positive feedback for a positive culture. Celebrate success. Recognize good work. This happens on a large scale and a small scale.

Managers are given guidance and training, not simply expected to be effective without guidance and oversight.


One-on-ones are expected to be a regular thing: weekly or semi-weekly. The reporting in one-on-ones isn’t just about the performance. “How are YOU doing?”


When you employ best people practices, you can experience the difference quickly and powerfully.


There is a hierarchy of function and roles — and a personal way of relating to one another.


We operate with a high level of transparency, and allow employees to ask probative questions. We don’t always answer with a high-level of specificity. But we are honest, even if we’re delivering an answer they may not want to hear.


It’s important to identify the opportunities to say “no” to.

1) What has alignment with our core values and goals, and what doesn’t?


2) After clearing that alignment, what’s going to deliver value to customers and investors?


When there is disagreement around important questions? people need to be heard. They need to have the opportunity to go through the exploration process.


If you’re not going to allow everyone on the team to express their ideas, and to be affected by the input of others — then why have a team?


When we face a situation that may in the short term be worse for us, but it’s right in the long term for partnering, then we go with the right in the long term for partnering.


We need to do the right thing for partners, and the right thing for customers. That way, we have sustainable outcome — not flash in the pan temporary gains.


We don’t let policy prevent us from doing the right thing.


Caring for employees, partners and customers pays dividends.




Today’s guest: Eric Johnson, CFO of Nintex



Your host on Mighty Good Work is Aaron Schmookler.



And, we’re The Yes Works — Helping to make work good for people, and make people good for work.
Check out this episode!

MGW #13 - “The Employee Experience Advantage” with Jacob Morgan

GUEST: Jacob Morgan — Founder of The Future Organization
Engagement efforts have failed. There’s a lot of investment in surveys and measurement, but the numbers — and the practices that drive those numbers — don’t change.


Engagement is a result of core workplace practices. It’s not affected long-term by perks. We know when perks are installed to manipulate us.


Employment day 1, everyone is engaged. Then, slowly, the organization breaks people down, and trains them to become disengaged.


Part of the problem is that when corporations are focused on quarterly profit, things like changing workplace satisfaction that take time don’t get the attention they need to move the dial.


We promote the wrong people. Leadership is a specific set of skills, and being a good individual contributors don’t always have the skills that leadership requires.


There are people skills in your company already. Seek them out and leverage those skills.

Organizations lie to recruits. We tell them how amazing and wonderful it is to work here — even when it’s not true. Now, the new hires quickly become resentful and unhappy, not only because of the environment, but also because of the bait-and-switch.


If you’re an individual contributor, speak up about your experience. Manager’s be committed to the success of others. Executives, take a stand for designing exceptional employee experience.


The common assumption is — You need to give your employees challenging and exciting work. But the employer doesn’t control what the work is that needs to be done. It controls the environment in which the work is done. How does the company require you to do your work? How does the company support you in your efforts? What is the culture of work in which the work gets done? What metrics are used to measure performance?


Results are a trailing metric. Behaviors lead results. Measuring and rewarding behaviors improves employee satisfaction and results both.


Environment can be controlled by the employer/organization. There are three environments. Culture. Physical environment. Technology. These three environments all play together. It’s important to deliberately design all three.


With every change an organization makes, it’s important to consider the impact of change on the above three environments.


There’s no such thing as an organization where 100% of the people are going to be happy all the time. The most important thing is how the organization responds to those people who at a given time are not happy.


The companies that are doing people well are treating the problem as a laboratory would — with quick, measured, deliberate experimentation, not with a lot of drawn out thinking. Make attempts and respond to the results with new attempts.


This is a messy process. Decide for yourself whether this is a battle worth fighting — at whatever level you are working. Expect that it’s not going to be easy. And the results are


Subscribe to Jacob’s newsletter: text “future” to 44222

Find Jacob’s books, The Employee Experience Advantage, The Future of Work, and The Collaborative Organization here:


Your host on Mighty Good Work is Aaron Schmookler.


And, we’re The Yes Works — Helping to make work good for people, and make people good for work.
Check out this episode!

MGW #12: “Cultivating a Business Improviser’s Mindset” with Greg Towne and Aaron Schmookler

Today, a departure from our usual format. Instead of host, today I’m the guest on another podcast. The host of the “Go Time” podcast, Greg Towne of Greg Towne Training invited me to be his guest. I enjoyed the conversation so much that we’ve decided to share it with you.


Today, instead of the interviewer, I’m the interviewed. And I’ll be talking about what makes for effective training, why accountability is not a  burden, but a great grace, and the way having a kid has shaped my career.


Thanks to Greg and Go Time for having me on their show, and allowing us to share our conversation with you.


Dreading failure leads to mediocrity.


Celebrating failure can make you less self-conscious, more flexible in thinking, and more willing to take risks.


“I can’t” and “That’s not my personality.” are crutches to protect us from facing fear. They help us feel safe. And they prevent us from being effective. It’s not necessary to rip those crutches out of people’s hands. Whatever people (yourself included) throw your way to excuse a lack of accountability, simply deny the applicability of the crutch. And insist gently but firmly on performance.


Taking unreasonable accountability for reaching your goals and performing exceptionally gives you access to success. Gives your people access to success.


Any success without unreasonable accountability is luck.


Asking for help is called employing resources. If you’re not using resources at your disposal because of pride, you’re cheating yourself (and your organization) out of success potential. And there’s no lost pride. It’s just smart. It’s resource management.


I speak about a client’s success in turning things around on his team. Here’s a link to a case study.


Training that’s information transfer is ineffective because people go into auto-pilot, especially under stress. When training is habit-forming, it creates change, even in people who may be reluctant or resistant trainees.


Work is more and more about experience, community, affinity. Work is more and more the place where we get those things, instead of other gathering places of communities in the past.

Work is built on relationship. The stronger the relationships, the stronger the work.


Accountability can be a pleasure — when you’re striving to perpetually become better.


Perfection is impossible to reach Striving is worthwhile. It’s enlivening. It gets people up in the morning to go to work. It’s uncomfortable, but rewarding.


“That’s just the way things are,” “That’s not me,” “We’ve always done it this way?” Those phrases are a death knell.


Comfort and complacency are tempting, but boring.


Managers, supervisors, leaders who invite and inspire us into the roller-coaster of striving are the people whom we most appreciate.


Thanks again to Greg Towne for hosting me, and for allowing me to share our conversation with you.
Check out this episode!

MGW #11: Lee Cockerell - Build Self Awareness

GUEST: Lee Cockerell – Executive Vice President, Disney World


Lee’s website –

Time Management Magic Course –


Lee Cockerell has had a long and storied career in Hospitality, starting as a banquet waiter for Hilton, later helping put Marriott on the map, and eventually retiring after 10 years as Executive Vice President of Disney World.


Now, Lee’s professional life is dedicated to sharing the wisdom he’s gathered over the years. Lee, you’re conducting workshops, delivering keynotes, doing a podcast of your own with our mutual friend, Jody Maberry, and consulting with leaders who care enough to become great.


So I’m really glad to have Lee Cockerell on our show, dedicated to helping you create Mighty Good Work.


Here are a few notes from our conversation.


When you’re the boss, your behavior can have a profound effect on the people who work for you.


Intimidation behaviors stem from low self-confidence. If you’re finding people intimidated by you? check your own confidence level.


Consider your authority and status when interacting with people.


Ask yourself, “Who am I?” Do people trust you?


Success boosts your confidence level.


“The world needs less big, bad bosses, and we need more teachers? Role-modeling is a gigantic responsibility.” Don’t underestimate the power of it.


Management is defined as the act of controlling. Keeping important aspects of business on track requires a great deal of organization.


With better organization, most people could get 50% more done.


Train, test the effectiveness of your training, and respect the responsibility of being a role-model.


Management is what to do. Leadership is how to be. How to be there for people. How to be a person of honesty and integrity. To be a person who can have the hard conversations. We can be more respectful, and more respectable.


What can I do, and how can I improve my behavior?


Have people in your life who will tell you the truth about how you’re doing and who you’re being.


We do not see ourselves the way other people see us.

Take a good look at the things you believe. Don’t believe everything your parents told you. Don’t believe everything you hear. Don’t believe everything your culture has led you to believe.


Treat people as individuals. Not as a group.


People only change in two ways: Education or crisis. Make it easy for your boss to tell you the hard truths — so you can learn by education rather than through crisis.


The people who are close to you can give you great feedback about even your professional life. Listen. Give them credence.


Life is all connected. Physical health, family health, emotional health? These all affect your performance throughout your life including at work. You can’t have one personality at home, and a different one at work.


Take stock on a regular basis. Strive consistently.


Change is tough. It takes time. There are setbacks.


People will tell you the truth if you’re consistent about setting the environment where people are not afraid of you one bit.


Plan your day for effectiveness, not by default.


Look to the future. Start putting things on your calendar, and have it before you need it. Do it now so the things that come up later have space, and your life doesn’t get out of control.


Your personality must not conflict with your responsibilities. Effectiveness has requirements.


Be careful what you say and do. People are making meaning from everything they observe of you.


Culture starts at the top, and it affects attitudes.


Don’t stay in a job that’s changing you for the worse. Move on.


Three things that make the difference: 1) Hire the right people. 2) Train people. Test the training. Enforce the training. Train them so well their confidence skyrockets. 3) Create a culture where people know they’re valued, and they want to come to work.


You can’t find the time. You must make time.


Books by Lee:

The Customer Rules

Creating Magic

Career Magic

Time Management Magic


Lee’s website –

Time Management Magic Course –
Check out this episode!

MGW #10: “Get S#!t done. Have fun.” with BitTitan’s Culture Team

GUESTS: Darci Lee – Director of Talent and Culture and Kate Butcher – Manager of Culture from BitTitan


Stay active to keep your energy up.


Find great people. Onboard them well.

A common thread in our conversations on Mighty Good Work. “It starts at the top. Culture is established and reinforced by leadership.


Find your core values at the beginning.


“Get shit done. Have fun.” Cut to the chase.


If you don’t have integrity, you’re not going to be here.


“We used to tout flat management and limited process? With 200 people, now, we have to have some management, and we have to have some procedures? The right procedures.”


Procedures must be streamlined.


Guidelines are more effective than limiting procedures.

No-one wants to go see HR. That’s why we have talent and culture. “People come to us to get our guidance about how to have fun.”


We’re in a new business model and a new environment. We move so quickly, you have to be who you are. It’s so liberating.


Celebrate failure. “Yay! I failed.” Failure is not an end, it’s an inflection point. A time of learning and change.


We’re not tied to a ship date. We’re not tied to a product launch.

We “dog food” our products here before we got to market.


We tell our engineers that you can just try stuff. Not all your work has to go to market. That’s part of creating an innovative culture.


We’re willing to put something out into the market — and if it’s not right, pull it back. That’s something that’s true throughout the company. It’s external — and internal as well. Policies are tried, and adjusted, and changed whole-cloth.


People need time-off. Mental health is served by a change of venue, a relief from pressure. Your people work better when they’ve had a break to reset.

“A big part of our job is, how can we help people destress and get out of the office?”


Policies have long been in place in corporate culture to try to create the trailing result of performance and results. When you enlist and inspire people to accomplish goals — when you give them your trust, faith, and feedback — you’ll be amazed at their motivation and drive.


We invest in coaching for our people because they want to do good work — and they will if they have the tools.


Work-life balance is a fool’s errand. That’s a false dichotomy. Work is a part of life. Live a balanced life.


People at BitTitan know they need to bring their full-self to work.


Notice whether your people seek guidance from one another. Do people seek coaching, advice, help from HR, from their peers, from their managers? If not, how can you create a company culture in which people make the most of the resources available to them?


Make sure in recruiting that what candidates see is what they’ll get when they come on board. Bait and switch is a recipe for losing people to resentment and mistrust.


Your people need someone to talk to who isn’t their direct colleague, and who isn’t their line-manager.


People we hire are willing to do the work.


We provide a kind of “concierge service” to make things easy for people. The work is hard. Being able to do the work should be easy. We orient people as well as we can, and give them the tools they need to do the job.


We have reverse engineered some of what we do from the folks out there who were already winning best place to work awards. That’s how we learn what people truly want in our sector.


Look for the subtle cues that people aren’t being entirely themselves, and instead of ignoring those signs, probe into that — their changes — with kindness and care. We want people in the right place at the right time.


How do you plan for succession? The most important thing is to hire the right people. People who have passion, integrity, and a sense of impeccability.


Fun is a more effective motivator than fear or compensation. Not forced fun? Levity. Everybody has a different definition of fun.


The names of things — job titles, initiative names, etc — carry information. Stuffy names lead to stuffy attitudes about and receptions of those things.


ID high potential employees. Empower them to select their picks as well. Form a team of those folks to develop their leadership — by giving them real leadership work to do, and autonomy.


We’re people first, and workers second. If you don’t care for the person — yourself included — then the worker isn’t going to be at their best.


Introversion is not the same thing as social anxiety.


At the end of the day, we need to treat people as individuals.


QUIET: The Power of Introverts in a World That Can’t Stop Talking

By Susan Cain

BitTitan is HIRING! Getting up to 400 employees this year — doubling in size. If you’re looking for a great place to work, get in touch with Darci and Kate.

Check out this episode!

Sales - A Noble Profession with Bill Caskey - MGW #9


Sales – A Noble Profession with Bill Caskey – MGW #9

GUEST: Bill Caskey

Sales Trainer, Coach, and Podcast Host


Professionals in sales are looked down upon in some quarters, and some sales pros even look down on their own professions. So we’ve brought Bill Caskey onto the show to help those of us who are in sales to practice the trade in such a way that we can all feel great about sales and selling.

Here are a few notes from the conversation:


Anyone can become a great salesperson as long as you’re willing to think differently about yourself.


A lot of salespeople think they need to wear a persona. We’re not powerful when we’re wearing armor. We’re powerful when we don’t wear a mask.


Sales can be a very noble profession if we think about in the right way.


I’m not in sales. That’s not an accurate depiction of what we do in 2017. A salesperson creates an environment where a prospect can share about their problems or goals, and discover together whether the salesperson can help solve those problems or reach goals.


Sales is not about convincing. Taking that off the table helps eliminate the fear of failure, fear of rejection.


Avoid hyperbole. Don’t get ahead of the prospect. Don’t be more eager and enthusiastic than the client.


Find detachment. If you’re attached to the outcome, you’re less likely to make the sale.


Don’t work to “mirror” your prospect. When you imitate someone else, you lose yourself. When you practice sales gimmicks, you become a manipulator, and you feel the lack of integrity.


People will tell you what they want if you’ve established trust, and you’re not pitching, and conniving, and contorting.


If you’re faking it, pushing, pitching, and convincing, you’ll make sales in the short-run. But the sales will collapse as you build a reputation for poor service and poor sales qualification.


Create. Create something useful for your prospects and clients. Articles, videos? Provide resources. Publish, write, produce, curate.


That connects you to your work more, and separates you in the marketplace.

Position yourself as an expert.


If you bring value to my business, even outside of the products you sell, I’m going to be glad every time you ring my phone.


Your product or service may be a commodity. A connector — connecting people, resources, etc. — will never be a commodity.


There is a loneliness in sales. Sales leaders have to find ways to require working together. Sales reps somehow team up. Share what’s working. Listen in on calls, and give feedback.


Compete together with the past, with the industry trends? Less competition within the team.


Top performers are curious about what works. They’re hungry to learn new best practices. And they reach out to get the information. Ego interferes with lower performers’ willingness to ask for help, advice, and training.


Don’t buy into the idea, “How I am, others are.”
You need a coach to help you recognize what you’re doing, to reflect your actions, to help you shape what you’re going to do.
Check out this episode!