EP 75: The Importance of Human Connection with Jonathan Reynolds

Traci Scherck: Welcome to talent optimization we are chatting today about how do we inspire individuals to perform, and this could be managers and so much of this has to do with how we designed the teams inside of our organizations.

Traci Scherck: And I have a very special guest today with me is Jonathan Reynolds from titus talent solutions and Jonathan welcome to the show.

Jonathan Reynolds: Thank you it’s good to be here thanks for the invite.

Jonathan Reynolds: certainly appreciate is always good time.

Jonathan Reynolds: connecting with you.

Traci Scherck: Absolutely, you know, Jonathan I always think back to when we met and I just crack up.

Jonathan Reynolds: i’d do have a lot of fun in life.

Jonathan Reynolds: remind me again what happened.

Traci Scherck: Yes, it was Tracy walked in and felt like an idiot because I couldn’t figure out how to get the door open at your corporate offices in downtown milwaukee.

Traci Scherck: And i’m trying to pull the door open, so I ring the doorbell and you come up and you’re like Tracy the door was open and i’m like all right.

Jonathan Reynolds: Oh, my gosh I didn’t just didn’t just spit my coffee out out good memories good memories oh my gosh.

Traci Scherck: You know, like when we think about how we welcome individuals to our organizations or how we inspire them some of those like missteps become some of those key things are like yeah remember when you can open a door and we’re like yep, however, look at how many doors been open since then.

Jonathan Reynolds: I had somebody coming in our office what time for an interview in milwaukee 100% remote company now, we still have a training Center in milwaukee Wisconsin.

Jonathan Reynolds: So I was in there, I was getting I was going to be your to a conference that afternoon in Wisconsin and I was really speaking and I had to iron a shirt shirt with me and so.

Jonathan Reynolds: Something had gone wrong drama matures buy a shirt I keep ironing out the creases in our office and somebody walked in for an interview.

Jonathan Reynolds: Listen i’m hitting me with Jonathan and that’s me and i’m just standing there society and they’re just like so confused what is going on, you know.

Jonathan Reynolds: And then, this person asked if I wanted to do you want me to iron a shirt for you struggling they’re like, no, no, I think this would be really it’s a different interview if I if I share I don’t want to go down that road.

Jonathan Reynolds: But it was memorable and they still look at this now years later.

Traci Scherck: it’s not fun, so we have somebody that we just brought on, and you know she’s like what I so loved about your interview process is that you are real people I didn’t feel stuffy.

Jonathan Reynolds: That so so what I think is what the biggest somebody asked me that they are you concerned about artificial intelligence taking over the industry and i’m like.

Jonathan Reynolds: i’m in a course I believe that Ai is going to increase over the next decade and how’s it going have an impact on our business, yes, it will have an impact on our business, hopefully in a positive way, but at the end of the day, if I tell.

Jonathan Reynolds: If I responded this person said hey what, if I could tell you there was a technology that would eliminate all of the useless interaction with your your spouse or your significant other.

Jonathan Reynolds: We can eliminate all events squeeze it down to an entire week I could have the only interaction you actually have to have is about 15 Minutes because I can use technology to do it, or we.

Jonathan Reynolds: You know I actually want relationship, I make created for you know interaction and I am not going to lose all of that, I think.

Jonathan Reynolds: When it comes into the talent space, one of the things we need to do well, your topic here, how do we inspire people.

Jonathan Reynolds: That human connection it’s so important, because everything is customized down to a single APP customization of everything is easy for me.

Jonathan Reynolds: Relationships sorry the bad news here they’re difficult and it takes time and it’s the stuff that were made to do.

Jonathan Reynolds: And figuring out how to work those out and get the most out of relationships and how to give the most in relationships.

Jonathan Reynolds: And serving one, and I think is the one most fascinating and amazing things and the biggest opportunity.

Jonathan Reynolds: That leaders have in the days ahead when technology is going to replace so much to make as efficient, yet at the same time, I say efficient meaning quote unquote efficient for the listeners that really, we need to become masters at human connection.

Traci Scherck: Absolutely absolutely and you know, Jonathan one of the things I love about the process that titus has so we send a number of our clients to you to do recruitment, because we don’t do it right.

Traci Scherck: But one of the things that I absolutely love is you know this idea of what does winning look like and what do you need from your supervisor right.

Traci Scherck: And right in that interview process, but then building that throughout the the entire kind of life cycle of an employee because.

Traci Scherck: What that culture is and how we inspire individuals and how our managers are inspired that’s something that’s very specific to the DNA of that person, and when we can realize what that is.

Traci Scherck: and ensure that that’s built in I can’t take that right a I can do a lot of things to help us understand what those things are but they can’t take place of like the conversation that we’re having right now.

Jonathan Reynolds: yeah totally I think the big question of why like why, why do we do this, why do we do this, some have said boomers value, one of their values is security.

Jonathan Reynolds: They value the sense of security, because then the grew up parents their parents really great depression and some job security, really important to you see in recruitment, you see, in hiring we’ve got people.

Jonathan Reynolds: retire for this company they’ve been here for 20 plus years and you got these jen’s ease and millennials.

Jonathan Reynolds: stadium and 20 plus years you kidding me so you the value system of boomers a lot kind of about security generalization the gen X is like significant don’t want it to be.

Jonathan Reynolds: This thing to be significant OK, and then because they.

Jonathan Reynolds: Maybe didn’t have their parents around as much as even the helicopter parents and they really want to be significant in the lives of their kids also in work as well, they want things to be significant.

Jonathan Reynolds: And then you’ve got the millennials like this whole freedom generation like back here, he stopped hovered around me but looking over what i’m doing.

Jonathan Reynolds: Give me freedom, I want free schedules, I want to do it whenever I want to work and that’s been going on for quite a while, and then you get the gen Z is coming in a give me purpose, I want to know what the purposes of what we’re doing.

Jonathan Reynolds: And, and I think with the over half the workforce being millennials and gen Z or two thirds of the workforce.

Jonathan Reynolds: That sense of purpose is super super important sense of meaning is super super important of significance like, why does this matter what we’re doing and I think it really ties into.

Jonathan Reynolds: recognizing that work has changed dramatically though it’s kind of the way the way we work in the world of work and how people are motivated they going to choose the companies that actually.

Jonathan Reynolds: kind of scratch this picture of purpose, meaning significance, why does this matter, why do we do what we do whatever it is your company exists the venue but again dig dig dig deep to the why.

Jonathan Reynolds: yeah we’re doing this and why is it good for the world or people around us, not just for shareholder.

Jonathan Reynolds: returns, but like why and helping your people see that but anyway, I find this world fascinating this world of work, but.

Traci Scherck: It is because that Why is really important, but then also knowing not only Why am I doing it, but hey at the end of the day.

Traci Scherck: What impact, am I having within us right sometimes that impact is, I know that I made something easier for my supervisor sometimes that impact is knowing.

Traci Scherck: hey I made you know our organization or the city that we’re in really attractive to tourists, and that means that our city is going to thrive that’s my why.

Traci Scherck: And I did that, through the pictures that I took or the blog posts that I put on social media or the fact that we just you know closed a whole entire hotel block I was just working with a visitor Convention bureau, can you tell.

Traci Scherck: You know so like whatever, that is, those things are really important, but you have to make sure that they’re aligned between what the organization needs and what the individual needs.

Jonathan Reynolds: I totally totally I think tying tying all that together so you’re right you’re right and that’s well you mentioned it.

Jonathan Reynolds: I think when we’re in recruitment and it’s a lot of what titus titus how strategies does we help companies that are hiring.

Traci Scherck: For that, by the way.

Traci Scherck: There you go.

Jonathan Reynolds: Well, I know your reasoning was earlier, you said we refer clients to you because we don’t do it, I was hoping that it was because we’re amazing, but if.

Traci Scherck: You are but it were amazing at what we do to right but it’s like amazing and that’s why a partner, because we have such an amazing.

Traci Scherck: We have the same reasons for what we’re doing in the same thought process around it.

Traci Scherck: Alright, so thanks for all your amazing.

Jonathan Reynolds: Why, why does it matter, what I do every single day when I come to work or i’m working from home like, why does this actually matter whether I give 80% or 100% or 110%, why does it matter why.

Jonathan Reynolds: it’s not just about, especially with the generations now it’s not just like give me more money people rarely choose the job because of how much money they make, then the percentage of people actually leave that job because they’re going to get paid more money.

Jonathan Reynolds: That is not typical.

Jonathan Reynolds: Certainly, our typical very players anyway, and so, how, why does, why does it matter, what I do, and if people can see the meaning and the the inspiration and the the why behind it, I want to give my everything.

Jonathan Reynolds: To this thing is like this it’s like in the movie elves like at the end and Christmas the very, very end it’s like wow we did in another business and they’re like.

Jonathan Reynolds: hey let’s go for next year now they’re just super excited to start again wow they really deeply care about all of these kids are going to get presents like wow it’s amazing this great picture inspiration.

Jonathan Reynolds: and

Jonathan Reynolds: But I think that’s a real story of why so cool.

Traci Scherck: And so much of it is who am I doing this with, who is sitting next to me.

Traci Scherck: That we can elevate each other, and that is so much of what this is like when we look out how do we inspire people it’s understanding what drives them and.

Traci Scherck: It may be that it’s friendly competition that is the inspiration and maybe I want somebody to throw ideas off with because that’s going to inspire me to perform better work and get me from the.

Traci Scherck: I have to do this for a job and I hate life to oh my gosh I want to do this because i’m better because I make them better and we’re doing something really cool.

Jonathan Reynolds: Great athletes want to be on teams that are winning teams right they don’t want to pick a losing team like Oh, I want to go in there and turn this thing around because they recognize it’s not just about them they’re on a team it’s a team of.

Jonathan Reynolds: Every single person knowing what their position is and what excellence looks like in that position.

Jonathan Reynolds: Like what what is the role that i’m supposed to play on this team and i’m supposed to do 110 hundred just 100% i’m going to do 100% to my ability and i’m going to be absolutely amazing a practice this is move or this role this position this run whatever it is.

Jonathan Reynolds: And they know that thing really, really well and that’s what makes a winning team, when everyone knows what the role is everyone’s going to as a standard of excellence for that position that, all together, you know that’s a championship team.

Jonathan Reynolds: And I was just thinking about how many teams and companies, the team doesn’t each individual doesn’t work excellence looks like in their own.

Jonathan Reynolds: right they don’t train for it, they don’t get better at because no one’s told them what excellent look that, let alone this what winning looks like as a company or a big team or regional, whatever your team you’re on like what.

Jonathan Reynolds: If we can really get people in their superpower strengths, where they’re they’re kind of we call the head the heart the briefcase and the head.

Jonathan Reynolds: And the babies and cognitive where it’s aligned to the job that needs to get done their heart is all the motivations and the why there’s behind it like.

Jonathan Reynolds: Why do I do this job in this company over another one and that’s kind of how good of the people you work with etc you just mentioned, and then the skills.

Jonathan Reynolds: The briefcase what do they actually bring to the table by way of experience, imagine if you could get all the trifecta of that aligned, I mean goodness me you’d have people superpower strengths and doing amazing work together on a team.

Jonathan Reynolds: I just have a genuine belief you can do it.

Traci Scherck: And so we’ve got a boombox sitting here too right, so we were aligned with this head hurt briefcase you got this boombox something.

Traci Scherck: And we’re going to turn up every individual strengths and because we have the amazing people on the dance floor that all are really good at certain news.

Traci Scherck: And we turned the strengths, that means that the thing that you’re really good at Jonathan is something i’m not so I no longer have to compensate for that, because that’s your strength.

Jonathan Reynolds: Oh come on.

Jonathan Reynolds: let’s let’s talk company together now.

Jonathan Reynolds: To you, I mean you’re in the space.

Jonathan Reynolds: Of like working in consulting team dynamics, which is super cool I love it which I guess there’s a lot of crossover and what we do is it’s what a privilege to be in the people space right.

Traci Scherck: It is.

Traci Scherck: A privilege.

Jonathan Reynolds: Because we often see things don’t go very well because of managers and leaders nice to know how to navigate That was my question back on you, what are some of the biggest pitfalls, you see, to leaders, working with teams that kill inspiration.

Traci Scherck: yeah so some of the things that I see what leaders that kill inspiration is that they pay attention to how they need to be led and they’re leading the way they need to be led versus really paying attention to what to their people need.

Traci Scherck: And leading through them.

Traci Scherck: You know so that’s one of those key things that that we see, but the other is what kills it as if they don’t want to be there, like that’s the number one killers a manager doesn’t want to be there and the organization doesn’t recognize them and pull them out.

Jonathan Reynolds: So I had this really interesting Stat the other day that the average first time manager in the United States is around the age of 26 27 years old.

Jonathan Reynolds: that’s the average time that somebody has this first direct report, and now the average time that the United States would be well received their first formal manager training is 41 42.

Traci Scherck: yeah yeah.

Jonathan Reynolds: I can’t believe i’m thinking wow we’re spending billions and billions of dollars in recruiting people and we’re spending billions billions of dollars in retention but we’re not spending any time and training people how to do this wonderful thing called leadership and management.

Jonathan Reynolds: Right does that does that resonate with what you see.

Jonathan Reynolds: You know.

Jonathan Reynolds: So, with a big gap.

Traci Scherck: It is it is so funny that you say that because i’m sitting here going Why did I think of the training thing, and I think it’s because we are a training company right like we train organizations and how to set up and build HR departments from the ground up.

Traci Scherck: With That being said, it is linked into that leadership, so you know that mission is we believe every individual, has a right in a choice to be fulfilled in their work.

Traci Scherck: And as leaders inside of an organization, we have an obligation to create the container for them to be successful, while meeting business outcomes.

Traci Scherck: So when you think about that training is so baked in every company that we touch has that training baked into it, or we won’t touch them, so I love the fact that you said it, because it was a blind spot because we’re doing it every day.

Jonathan Reynolds: it’s amazing, and I think that that’s so cool.

Jonathan Reynolds: I think the looking ahead of talking about engagement yesterday someone, so what would you say how would you define engagement house oh.

Jonathan Reynolds: What is it quick quick quick come to me and thinking like when people are in case engaged around the vision this vision is going to be there, like what are we doing and why we’re doing.

Jonathan Reynolds: But then what is my job, but what is the excellence that like for me in my role is really, really important that TEAM members know what am I supposed to be, I know the big picture, what am I supposed to be doing on in this project with this, you know my position.

Jonathan Reynolds: And then, not only that i’m not getting feedback system in place to give him feedback to let me know how do I go about doing a good job, please Somebody tell me.

Traci Scherck: You know.

Jonathan Reynolds: really important and then all of that do I believe it’s going to be there for me in the future.

Jonathan Reynolds: Well, I believe i’ll be challenged in the future, with a job which is going to stretch and grow me like a like an athlete in their position, what does excellent.

Jonathan Reynolds: Do I have a genuine belief that will still be there for me in the future all over the board mastering is one thing and that’s it.

Jonathan Reynolds: yep so it’s like they gotta be able to see growth trajectory that challenge today challenge tomorrow.

Jonathan Reynolds: you’re going to believe in me and give me feedback today and you’re going to continue to believe in me give you feedback tomorrow and helping me grow my career and I just think it’s those things that I think people are pretty engaged.

Jonathan Reynolds: yeah.

Jonathan Reynolds: No, no purpose they do their job they know performance and, secondly, they know that there’s a future for them and they got a leader around is actually going to be care enough to develop.

Traci Scherck: So right.

Jonathan Reynolds: Now, and I.

Traci Scherck: In that distinction between training and coaching right so we’re going to coach individual How are they being to step into that leadership role in the training is.

Traci Scherck: You know what are all the things you need in order to do this thing right, but the but you know so that distinction between training and coaching I think is so incredibly important as we grow individuals inside of our organizations.

Jonathan Reynolds: So you’re using word coaching rather than managers tell me about that.

Traci Scherck: Oh absolutely so when you look at you know managing is more like we’re checking the box for making sure we’re getting the things done right and we can manage individuals.

Traci Scherck: In a way, that just has them want to you know, has them come to work every day for a paycheck but if we’re truly coaching them we’re talking about who they are, and how they’re meeting their specific needs right.

Traci Scherck: And how they’re meeting those needs of others, based on how they are being which is really different than a doing like one’s a checklist and one is when I show up and we have a conversation.

Traci Scherck: Do I inspire you and engage you to come back and do more work so that that you’re moving forward on that mission that we’re doing together.

Jonathan Reynolds: Oh that’s cool that’s cool I can see why you coming back to inspiration to get.

Jonathan Reynolds: This whole inspirational leadership inspirational coaching.

Jonathan Reynolds: it’s true isn’t it yeah you need that.

Traci Scherck: yeah so kind of as we talk about the different ways that we inspire people today what’s one key takeaway you have Jonathan for the executives that listened to our conversation.

Jonathan Reynolds: yeah oh good, so I think beyond some of the things you said that really dialing people in knowing their expectations and why we’re doing purpose and vision, a lot of the standard stuff start with why.

Jonathan Reynolds: here’s here’s some things that I know from my experience yeah last year.

Jonathan Reynolds: Of the people we hired.

Jonathan Reynolds: We have 97% of those that were joined our team last year gave us a least 100% performance meaning, we pay them a salary and they gave us this alpha creating no that’s that’s what kind of quality of hire is just on performance 97% at least 100% which is awesome i’m really happy.

Jonathan Reynolds: And the rest there’s other 3% they would turn over.

Jonathan Reynolds: There God, so my oh good weed out those ones who are not not giving us all performing we are independent engagement survey that we have we use the predictive index, like you, the.

Jonathan Reynolds: The gave us 96% on engagement we’re really happy about that since have a high engagement high performance great.

Jonathan Reynolds: And then the big questions are kind of appealing backwards developing managers and then the question is like, why do we do what we do what motivates our TEAM members and.

Jonathan Reynolds: For us, we had this big goal of giving to the whole the whole purpose statement at the end of it, our goal is to give back $30 million by 2030 over a decade.

Jonathan Reynolds: And we’re a small company.

Jonathan Reynolds: And what we found was a lot of our team TEAM members were like I don’t like that it’s Nice.

Jonathan Reynolds: motivated I don’t know if i’m motivated or inspired by that it’s this nice little add on but i’m not getting the money because we’re in itself it’s.

Jonathan Reynolds: Not for me, but how do I get to be a part of that, so we said okay we’re only going to give to not for profits that you’re a part of physically a part of sowing into your time talents, etc, you your family members, and that was helpful.

Jonathan Reynolds: We found that not everybody kind of says hey i’m involved in this, can we give to this probably about a quarter of the company, maybe.

Jonathan Reynolds: Asking for funds from our foundation I think that’s really interesting how do I, how do we actually tap into this thing of well, people are a part of us that we’re on a journey of generosity together, I think that whole sense of purpose significance, meaning.

Jonathan Reynolds: How do we take our employees on this journey, and so we set out to do this thing, where each year, we would take the company on a trip.

Jonathan Reynolds: Everybody.

Jonathan Reynolds: On a track and bring everyone together and tie into this whole thing of.

Jonathan Reynolds: Saying giving back because i’m giving back to me sounds a little bit little bit like you took too much, but so it’s like, oh I put too much on my plate sorry I should give back to you.

Jonathan Reynolds: yeah, but I think I mean this intentionality around.

Jonathan Reynolds: Part of why we exist as a company is generosity and sparking our team Members in this, and so we take them on this on these trips, so the whole company.

Jonathan Reynolds: down to Mexico and we built homes down there together, and it was the act of doing something together there’s changing somebody else’s life purpose, meaning significant is hitting all of these buckets of why do we do what we do and.

Jonathan Reynolds: It was wonderful the impact of seeing that people coming away from wow i’m a part of something so much bigger than ourselves, and no one was excited about the actual work that we do on a day to day basis, it was like this is amazing.

Jonathan Reynolds: Right now we’re.

Jonathan Reynolds: bringing this connection every time we do stuff like hey we’re going again next year, so May of next year we’ll take the whole company going to build 10 homes for families down that’s super exciting.

Jonathan Reynolds: But the engagement and vision and inspiration is going to go up that makes people want to do an outstanding job for apartments around the country so.

Jonathan Reynolds: that’s my little tip that I can you take people on the journey of something that’s more significant than the actual work you do on a day to day basis.

Jonathan Reynolds: I think that will cause a lot more inspiration and engagement and vision and retention and you know there’s a lot of ads that come with it, if people realize that you exist for something bigger than yourself.

Traci Scherck: Absolutely, and that ability to grow together as a team is really fun.

Jonathan Reynolds: Yes, oh oh yeah and we have a lot of fun doing it, and you can people, and you know yeah.

Jonathan Reynolds: yeah so standing there and i’m going to paint you instead of you know a lot of fun.

Traci Scherck: love it so what’s the takeaway for HR folks that are listening in today.

Jonathan Reynolds: oo Okay, so how biggest takeaway.

Traci Scherck: I love how you get all serious now your talking about HR and you’re like so now a serious conversatoin

Jonathan Reynolds: kidding me.

Jonathan Reynolds: So also i’ll talk the language of process right you talk to HR people are going to what process because it needs to be a process or a system to be able to manage all of these things we’re talking about if it’s just this kind of vision visionary business owners idea of.

Jonathan Reynolds: cool idea, they never say.

Jonathan Reynolds: yeah you always do this it’s like Okay, you know who’s gonna actually going out work all of these things, so I took the problem, what is the process.

Jonathan Reynolds: kind of right person right seats right people right sees what’s the process for that and how do you go about getting the right person the right seat now when I say right person I say A player’s.

Jonathan Reynolds: What I mean by an A player is someone who crushes their performance objectives and it’s highly engaged in highly line with the present any situation of the company and the future of the company, they see how they fit in the picture, where are they where are they in the group photograph.

Jonathan Reynolds: Because we don’t actually have a group photographing where, am I, where, am I, where Am I.

Jonathan Reynolds: What does the group photograph of the future of the company look like Where do they sit, where are they going to be standing in the future So how do I process processesize.

Jonathan Reynolds: Just made up a word

Traci Scherck: I love it.

Jonathan Reynolds: yeah, how do you create a process for getting attracting A players so like my takeaway is this.

Jonathan Reynolds: Are you attracting A players in the same way, you would attract a C player like are you trying to attract people to join your company.

Jonathan Reynolds: In the same way, you would attract somebody who’s sees the yard sign that says we’re hiring I mean i’m blown away by how many companies have we’re hiring stickers all over the place and i’m like.

Jonathan Reynolds: Who you attracting like stop the bus like with 5 million open positions in the country, right now, and not nobody to do the work like who we attracting by sticking a yard sign saying we’re.

Jonathan Reynolds: Preparing people who are really running hard away from something so they do you want to hire somebody is running towards your opportunity, this is a truly superior career move, what is the process to attract them, and I think that requires a different hat.

Traci Scherck: there’s so much marketing in that and you’ve got to go tap them on the shoulder.

Jonathan Reynolds: and totally I mean, I think.

Jonathan Reynolds: I was just talking to talking today to marketing and creative group about I think the future of hiring is telling story of where the company is going and growing.

Traci Scherck: yeah.

Jonathan Reynolds: In video, and so I was telling this to our own creative team so.

Jonathan Reynolds: We have a creative.

Traci Scherck: each other than.

Jonathan Reynolds: Self serving completely self serving so we started doing this thing called position inside, so you got a critical role, you need to hire for.

Jonathan Reynolds: What about rather than saying we’re hiring What about a job description, what about actually having the hiring leader talking about the position of why it matters what.

Jonathan Reynolds: The future of the organization and it’s kind of a kind of we need you, you know kind of your military picture.

Jonathan Reynolds: But that sort of storytelling of why the company exists, what would exist for.

Jonathan Reynolds: And why does it position in here and how critical it is, and so we do these things turn these videos round in seven days, the company.

Jonathan Reynolds: And then I was like oh my gosh forget that let’s talk about kind of the culture of the company for the future, a culture of development, a culture of belonging and cultural leadership, as you just been talking about are we having the coaching culture, how do we tell that story to.

Traci Scherck: companies.

Jonathan Reynolds: or certain individuals to attract them, so I think the the talent attraction side of human human resources, like putting a process in place to attract true a players and what does an a player in your culture.

Jonathan Reynolds: I think that’s kind of a real key because we hear the complaints from so many companies like where do you find people these.

Jonathan Reynolds: days, am I.

Jonathan Reynolds: Finding them there you don’t think that they’re there they are there

Traci Scherck:  yeah.

Traci Scherck: yeah so much of this is ensuring that HR is on the same page as your Executive leaders that A player is the same definition to the HR.

Traci Scherck: leader as to the executive leader as to the hiring manager, because so often those things are not allowed.

Jonathan Reynolds: yeah.

Jonathan Reynolds: Very much so, the biggest frustrations our talent acquisition team have when we’re working with companies around the country is that disconnect.

Jonathan Reynolds: We want to touch now search is one part of our business but we worked up search or recruitment in the less all stakeholders who have a vote on the higher are actually at the kickoff.

Jonathan Reynolds: yep but because inevitably you go all the way down the road and then somebody goes find enemies with so, and so my.

Jonathan Reynolds: wait, we didn’t know they’re involved in this, they went from the beginning.

Jonathan Reynolds: They were involved, like.

Jonathan Reynolds: Who do you know what they’re looking for now, thank you know they read the performance objectives here they read the behavior requirements of the cognitive requirements for this role.

Jonathan Reynolds: No, I mean I think they’ve seen them i’m like do you think that they have an opinion in their own head of what they’re looking for, because if they have an opinion, I need to know the opinion before the interview, the person.

Jonathan Reynolds: yeah because that’s what where’s the matching do, and I think that’s what so much time wasting and monetary waste goes out you just watch that waste your watch your waist.

Right.

Jonathan Reynolds: The right spelling but uh.

Jonathan Reynolds: what’s the w a i s T there’s so much wastage in hiring well we haven’t got all of the stakeholders involved at the beginning, which is one of the things I love you know we speak the same language of predictive index.

Jonathan Reynolds: getting them stakeholders involved in in one good part of the behavior and cognitive, what are the right behaviors and cognitive can ramp up speeds and abilities and learning agility what do we actually need for this role, before we get.

Jonathan Reynolds: eight weeks down the road and finally interviews.

Traci Scherck: wasted a ton of time and resources to do that.

Traci Scherck: awesome Jonathan is always a pleasure to have a conversation and kind of go back and forth on the things that we are so passionate about and getting the right people in the right seats, based on the definition of who’s hiring this inside the organization.

Traci Scherck: And if you’ve listened today and you’re like you know I want to know more about predictive index, we do have a link where you can take a free behavioral assessment inside the show notes and also there is a link to.

Traci Scherck: To titus talents, so that you can learn more about their search and there’s so many other things that you do you got what an mvp thing are all there’s a bunch of stuff you do, that all comes together that’s pretty amazing.

Jonathan Reynolds: it’s what.

Traci Scherck: You do like how I just wrap that up for you.

Jonathan Reynolds: That was really good titus talent dot com

Traci Scherck: Absolutely absolutely so thank you so much for being with us today and join us next week, as we continue our conversations about how do we inspire individuals, especially to move up in through the organization, so I hope you have a great week.