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520. Don’t Just Fill a Seat—Hire with Purpose and Influence · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
  [SPEAKER_00]: While not every episode may directly apply to your unique circumstances, we strive to provide insights and inspiration relevant to most people's daily, weekly, and monthly lives.
• 0:30
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  [SPEAKER_00]: Hey everybody Brian Smith here with the i&team series and your daily influence and today we are going to be talking about hiring and in specific to hiring we're going to be talking about hiring out of desperation which happens to all of us at sometimes but many times what happens is we get stuck in the habit
• 1:04
  [SPEAKER_00]: of hiring for positions in a way that just overlooks the things that are most important.
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  [SPEAKER_00]: And it's really important if we want to build a culture, build an organization that has a foundation of stability within its people and look
• 1:22
  [SPEAKER_00]: There's a lot of chatter going on right now about AI taking over this and AI taking over that and technology that and this.
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  [SPEAKER_00]: I mean, it's the wild west when it comes to supposed technological solutions where humans are involved.
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  [SPEAKER_00]: But for most organizations that we deal with,
• 1:44
  [SPEAKER_00]: People are still the foundation and will remain that foundation for a very long time, which means if you have a high turnover, a revolving door of people, you need to start thinking about how you're hiring.
• 1:57
  [SPEAKER_00]: Well, we have found that it's really likely that the revolving door syndrome that we see high turnover oftentimes begins at the hiring process.
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  [SPEAKER_00]: And what I mean by that, it's even how we advertise.
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  [SPEAKER_00]: Now I've talked about this in the past, but today I want to talk about understanding the influence of hiring and how we can change our mindset about the people we hire.
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  [SPEAKER_00]: Look, getting people who are either technically capable or intelligently capable of being taught.
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  [SPEAKER_00]: We can get that done.
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  [SPEAKER_00]: We might lack on the side of having good trainers, we can fix that, we might lack on the side of good interviewers, we can fix that.
• 2:39
  [SPEAKER_00]: On the technical side, that's not where we see the breakdown, it's more on the alignment of organizational values.
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  [SPEAKER_00]: Will these people come into our organization and uphold and uplift the values of our organization?
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  [SPEAKER_00]: Do you even talk about that?
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  [SPEAKER_00]: in your advertising and your interviewing during the onboarding process and after the onboarding process.
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  [SPEAKER_00]: Rust hiring often leads to misalignment that leads to more than just another empty seat again and again and again.
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  [SPEAKER_00]: When we hire out a desperation, we risk inviting influence, we risk influencing our organization with things that are incompatible, people that are incompatible,
• 3:23
  [SPEAKER_00]: decisions that are incompatible and they chip away at the values that we've created or the values that we want, I should say.
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  [SPEAKER_00]: We must pause and ask, what does the role that we're hiring for need to reflect about who we are as an organization?
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  [SPEAKER_00]: And it doesn't matter what level you're at, ensure there's always exceptions to the rule.
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  [SPEAKER_00]: There are places in organizations that are inherently high turnover, fast food places that are designed for teenagers or is a starting place.
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  [SPEAKER_00]: But those are few and far between.
• 3:57
  [SPEAKER_00]: Responsible influence in hiring begins with understanding those core values that define your organization.
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  [SPEAKER_00]: If you don't know what they are, you better figure it out because it's the first or one of the first steps to solving the revolving door issue that many organizations face.
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  [SPEAKER_00]: And when we're clear about what we stand for, not just from a technical standpoint, but from even a philosophical standpoint,
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  [SPEAKER_00]: how we communicate, how we collaborate, how we lead, how we follow, how we do our jobs.
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  [SPEAKER_00]: It's then that we can responsibly identify the right people for our organization and those positions within our organization that support our mission.
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  [SPEAKER_00]: And it's their influence who can positively amplify the culture.
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  [SPEAKER_00]: and not dilute it.
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  [SPEAKER_00]: And you gotta know the value you need.
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  [SPEAKER_00]: You're not just filling a spot.
• 4:55
  [SPEAKER_00]: Look, you need more than just a seat and a truck or a seat in a place.
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  [SPEAKER_00]: You need a person who understands the role that's gonna contribute to the value you're hiring for.
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  [SPEAKER_00]: Do they even understand that value?
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  [SPEAKER_00]: Does anybody?
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  [SPEAKER_00]: It's a good question to ask your teams.
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  [SPEAKER_00]: Do you actually understand the value that you bring to our organization?
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  [SPEAKER_00]: And I hear lots of pushback about, well, we don't tell people how valuable they might be.
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  [SPEAKER_00]: Though I'm more money, though, I'm more benefits.
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  [SPEAKER_00]: Though I'm more of this or that.
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  [SPEAKER_00]: Looking my experience in thirty years, that's not what happens.
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  [SPEAKER_00]: Again, exceptionally, it can once or twice happen.
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  [SPEAKER_00]: You get those people who decide they want to go down that path and have those discussions.
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  [SPEAKER_00]: Then have them.
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  [SPEAKER_00]: Stick to where you're at with compensation.
• 5:44
  [SPEAKER_00]: As long as it's fair, you got to understand your compensation.
• 5:47
  [SPEAKER_00]: Miles, you got to understand the finances of your organization and how you value the people that work for you and what you get from them.
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  [SPEAKER_00]: That's important.
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  [SPEAKER_00]: Give them a path, understand that path if you hear people talking about that all the time.
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  [SPEAKER_00]: Because if that's a common denominator in your organization, there's a good chance you're not compensating properly.
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  [SPEAKER_00]: But this isn't about that.
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  [SPEAKER_00]: This is about them understanding the value they bring and you sharing that.
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  [SPEAKER_00]: What value does that position create?
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  [SPEAKER_00]: How does it support the long term vision?
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  [SPEAKER_00]: How about the short term vision?
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  [SPEAKER_00]: What other valuable people and valuable places in our organization does that seek fill?
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  [SPEAKER_00]: And how important is that to us?
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  [SPEAKER_00]: I am shocked over and over again when I hear, well, this position is a medial labor position.
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  [SPEAKER_00]: Yet that position is the one that is the tip of the spear generating the revenue for organizations on a regular basis.
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  [SPEAKER_00]: Yet we'll hire the cheapest person to represent us in the sharpest place.
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  [SPEAKER_00]: Doesn't make sense to me.
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  [SPEAKER_00]: Positive influence in hiring requires clarity of purpose.
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  [SPEAKER_00]: That means they may understand their purpose and so do we as leaders.
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  [SPEAKER_00]: If we don't understand the value we expect, how can we assess a candidate in the first place?
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  [SPEAKER_00]: Do we cheapen it by what the industry says it is?
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  [SPEAKER_00]: Do we cheapen it to some generality that's been defined?
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  [SPEAKER_00]: Or do we define it for what's valuable for us in our organization in our area of influence for the people we serve?
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  [SPEAKER_00]: hiring should never be a reaction.
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  [SPEAKER_00]: It should be an intentional act of influence that shapes the future of the team and your business.
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  [SPEAKER_00]: And for some industries, it can be shaping the future of an industry, change in the way a whole industry might hire, a whole industry might elevate itself.
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  [SPEAKER_00]: And if that sounds silly, trust me, we're in industries where this practice is doing just that.
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  [SPEAKER_00]: So look, if you find yourself in a company with a revolving door, think about the value.
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  [SPEAKER_00]: Think about the value of the person.
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  [SPEAKER_00]: Think about the alignment you're looking for.
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  [SPEAKER_00]: Think about the direction you might be under and what's causing that direction.
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  [SPEAKER_00]: Understand your values, understand the value of the position and what that position is doing.
• 8:13
  [SPEAKER_00]: And then bring some alignment there and go out and find people to fill those spots.
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  [SPEAKER_00]: And if they don't have the technical skills, but are trainable, train them.
• 8:20
  [SPEAKER_00]: If they have a good foundation of personality and core values, train them.
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  [SPEAKER_00]: Get people around you that can be trustworthy, taught, and lean into doing what is important in your organization in your area of influence.
• 8:40
  [SPEAKER_00]: I hope you'll join me again in another episode of Daily Influence where we talk about topics that will help your business and you as a leader be more positive and responsible with your influence.
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  [SPEAKER_00]: Have a great day.